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					Service Transition




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                                                                                                                       |         iii


Contents
List of figures                                        v        5.2    Managing organization and stakeholder
                                                                       change                                              161
List of tables                                       vii        5.3    Stakeholder management                              173

OGC’s foreword                                       viii
                                                            6   Organizing for Service Transition                      177
Chief Architect’s foreword                            ix        6.1    Generic roles                                       179
                                                                6.2    Organizational context for transitioning
Preface                                               xi
                                                                       a service                                           179
Acknowledgements                                     xii        6.3    Organization models to support
                                                                       Service Transition                                  181
1   Introduction                                       1        6.4    Service Transition relationship with
    1.1   Overview                                     3               other lifecycle stages                              189
    1.2   Context                                      3
                                                            7   Technology considerations                              191
    1.3   Goal and scope of Service Transition         7
                                                                7.1    Knowledge management tools                          193
    1.4   Usage                                        7
                                                                7.2    Collaboration                                       194
2   Service Management as a practice                 11         7.3    Configuration Management system                     194
    2.1   What is Service Management?                 13
                                                            8   Implementing Service Transition                        197
    2.2   What are services?                          13
                                                                8.1    Stages of introducing Service Transition            199
    2.3   Functions and processes across the
          lifecycle                                   14
                                                            9   Challenges, critical success factors
    2.4   Service Transition fundamentals             16        and risks                                              203
                                                                9.1    Challenges                                          205
3   Service Transition principles                    21
                                                                9.2    Critical success factors                            205
    3.1   Principles supporting Service Transition    23
                                                                9.3    Risks                                               206
    3.2   Policies for Service Transition             24
                                                                9.4    Service Transition under difficult conditions       206
4   Service Transition processes                     33
                                                            Afterword                                                  209
    4.1   Transition planning and support             35
    4.2   Change Management                           42    Appendix A: Description of asset types                     213
    4.3   Service asset and configuration
          management                                  65
                                                            Further information                                        217
    4.4   Release and deployment management           84        References                                                 219

    4.5   Service validation and testing             115
                                                            Glossary                                                   221
    4.6   Evaluation                                 138
                                                                Acronyms list                                          223
    4.7   Knowledge management                       145
                                                                Definitions list                                           225
5   Service Transition common operation
    activities                          155                 Index                                                      251
    5.1   Managing communications and
          commitment                                 157
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
                                                                   Figure 4.12 Example of service lifecycle configuration
     visually reinforce key concepts and are not intended to
                                                                               levels and baseline points, represented by the
     meet a formal method or standard of technical drawing.
                                                                               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/itil for details.                        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

     Figure 2.1   A conversation about the definition and          Figure 4.16 Options for ‘big bang’ and phased rollout
                  meaning of services                              Figure 4.17 Phased deployment across geographical
     Figure 2.2   A basic process                                              locations

     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 Service
                  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 Illustration of the benefits of targeted early life
     Figure 4.4   Example process flow for standard operational                support
                  change request
                                                                   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
                  System
                                                                   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
                 model                                             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
                                                            |   v

Figure 4.35 Example risk profile
Figure 4.36 Context for qualification and validation
            activities
Figure 4.37 The flow from data to wisdom
Figure 4.38 Relationship of the CMDB, the CMS and the
            SKMS
Figure 4.39 Service knowledge management system
Figure 4.40 Contribution of knowledge to effectiveness of
            support staff
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   Potential stakeholders
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
             and 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
vi      |




     List of tables
     Table 4.1   Example responsibility matrix for release
                 points during Service Transition
     Table 4.2   Extract from a service release policy for a
                 retail organization
     Table 4.3   Example of types of request by service
                 lifecycle stage
     Table 4.4   Example of contents of change
                 documentation
     Table 4.5   Example of a change impact and risk
                 categorization matrix
     Table 4.6   Change priority examples
     Table 4.7   Configuration documentation for assets and
                 responsibilities through the service lifecycle
     Table 4.8   Levels of configuration for build and testing
     Table 4.9   Questions to be answered when planning
                 deployment
     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
                change
     Table 5.1   Job characteristics that motivate people
     Table 5.2   Understanding the culture of the parties
                 involved
     Table 5.3   Example of RACI matrix for managing change
     Table 5.4   Example of organization work-products from
                 the build stage
     Table 5.5   Organizational role and skills assessment
                 checklist
     Table 5.6   Example of a feedback survey
     Table 5.7   Tips for managing change
     Table 5.8   J. P. Kotter’s ‘Eight steps to transforming your
                 organization’
                                                               |   vii


OGC’s foreword
Since its creation, ITIL has grown to become the most
widely accepted approach to IT Service Management in
the world. However, along with this success comes the
responsibility to ensure that the guidance keeps pace with
a changing 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 ITIL
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.
They are the result of a two-year project to review and
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
content 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, it
puts IT services where they belong – at the heart of
successful business operations.




Peter Fanning
Acting Chief Executive
Office of Government Commerce
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 changed, is       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
                                                                  vary between service providers. For those in safety-critical
   firmly established for ongoing management of the
                                                                  industries, such as medical technological support and
   services. This has been recognized as the ‘core’ of IT
                                                                  nuclear power station control, the focus will be on
   Service Management – providing and supporting the
                                                                  thoroughness and risk reduction – the main priority here is
   ‘business as usual’ delivery of the organization’s
                                                                  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 apparent that successfully moving        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
                                                                  online product sales or mobile telephone facilities, speed
   Transition.
                                                                  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
   as 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
                                                                  This may seem tangential, but it is important to set the
   supply its inputs and the Service Operations expectations
                                                                  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 all
   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,            provider’s 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                 followed 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
                                                                 Chief Architect’s foreword |   ix

operational state, in order to best support business
requirements. This requires sufficient understanding of
design 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
goal 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
x      |




    Preface
             ‘They always say that time changes things, but you      Contact information
             actually have to change them yourself’ Andy Warhol,
                                                                     Full details of the range of material published under the
             The Philosophy of Andy Warhol. US artist (1928–1987).
                                                                     ITIL banner can be found at
    Effective Service Transition does not happen until an            www.best-management-practice.com/itil
    organization recognizes the need for it and the benefits it
    will bring them.                                                 For further information on qualifications and training
                                                                     accreditation, please visit www.itil-officialsite.com.
    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         APMG Service Desk
    breed innovation and self-preservation are eternal               Sword House
    catalysts for change that must then be delivered.                Totteridge Road
                                                                     High Wycombe
    Service Transition is the Information Technology Service         Buckinghamshire
    Management (ITSM) professional’s guide to delivering             HP13 6DG
    those changes through transition lifecycle steps, which
    help them manage change in a broader context. Large-             Tel: +44 (0) 1494 452450
    scale IT change is often driven through project or               E-mail: servicedesk@apmg.co.uk
    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
    confidence possible.
    Service Transition also requires effective management of
    knowledge, organizational 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 sizes
    and types of organizations and will benefit anyone
    involved in Service Management. The practices contained
    in these pages culminate from decades of experience,
    evolving knowledge and emerging research in the field of
    IT Service Management.
                                                                                                                     |       xi


Acknowledgements
Chief Architect and authors                                    The ITIL Advisory Group
Sharon Taylor (Aspect Group Inc)             Chief Architect   Pippa Bass, OGC; Tony Betts, Independent; Signe-Marie
Shirley Lacy (ConnectSphere)                         Author    Hernes Bjerke, Det Norske Veritas; Alison Cartlidge, Xansa;
                                                               Diane Colbeck, DIYmonde Solutions Inc; Ivor Evans,
Ivor MacFarlane (Guillemot Rock)                     Author    DIYmonde Solutions Inc; Karen Ferris, ProActive; Malcolm
                                                               Fry, FRY-Consultants; John Gibert, Independent; Colin
                                                               Hamilton, RENARD Consulting Ltd; Lex Hendriks, EXIN;
ITIL authoring team                                            Carol Hulm, British Computer Society-ISEB; Tony Jenkins,
                                                               DOMAINetc; Phil Montanaro, EDS; Alan Nance, ITPreneurs;
The ITIL authoring team contributed to this guide through
                                                               Christian Nissen, Itilligence; Don Page, Marval Group; Bill
commenting on content and alignment across the set. So
                                                               Powell, IBM; Sergio Rubinato Filho, CA; James Siminoski,
thanks are also due to the other ITIL authors, specifically
                                                               SOScorp; Robert E. Stroud, CA; Jan van Bon, Inform-IT; Ken
Jeroen Bronkhorst (HP), David Cannon (HP), Gary Case
                                                               Wendle, HP; Paul Wilkinson, Getronics PinkRoccade;
(Pink Elephant), Ashley Hannah (HP), Majid Iqbal (Carnegie
                                                               Takashi Yagi, Hitachi.
Mellon University), Vernon Lloyd (Fox IT), Michael Nieves
(Accenture), Stuart Rance (HP), Colin Rudd (ITEMS), George
Spalding (Pink Elephant) and David Wheeldon (HP).
                                                               Reviewers
                                                               Terry Adams, iCore Ltd; Tina Anderson, IBM; Daniel
Mentors                                                        Andrade, Pink Elephant; Deborah Anthony, HP; Graham
                                                               Barnett, Fujitsu Services; James Biglin, Lloyds TSB; Signe-
Malcolm Fry and Robert Stroud.
                                                               Marie Hernes Bjerke, Det Norske Veritas; Roland Boettcher,
                                                               Fachhochschule Bochum; Maarten Bordewijk, Getronics
Further contributions
                                                               PinkRoccade NL; Alison Cartlidge, Xansa; Chia-jen liu
A number of people generously contributed their time           Chyan, HP; David Clifford, PRO-ATTIVO; Lynda Cooper, Fox
and expertise to this Service Transition publication. Jim      IT; Helen Curran, IBM; James Doss, UD Defense Intelligence
Clinch, as OGC Project Manager, is grateful for the support    Agency; Jenny Ellwood-Wade, Bowood Ltd; James Finister,
provided by Jenny Dugmore, Convenor of Working Group           PA Consulting; John Gibert, Independent; Frank Gogola,
ISO/IEC 20000, Janine Eves, Carol Hulm, Aidan Lawes and        Mayer, Brown, Rowe & Maw, LLP; Ian Gunning, Standard
Michiel van der Voort.                                         Life Assurance plc; Susan Hall, University of Dundee; Liz
The authors would also like to thank Jane Clark, Michelle      Holmes, iCore Ltd; Wim Hoving, BHVB; Alison Howitt, The
Hales and Carol Chamberlain of ConnectSphere, Dr Paul          Scottish Parliament; Michael Hughes, Sensis; Robin Hysick,
Drake, Lyn Jackson, LJ Training, Amanda Robinson, Luciana      Pink Elephant; Horacio Laprea, HP; Kerry Litten, INS Ltd;
Abreu, EXIN Brasil, Kate Hinch, kFA and Candace Tarin,         Brenda McCabe, McCain Foods; Peter McLoughlin,
Aspect Group Inc.                                              ConnectSphere; Vinay Nikumbh, Quint Wellington
                                                               Redwood India Consulting; Tsuyoshi Ohata, NEC; Christian
In order to develop ITIL v3 to reflect current best practice
                                                               Piechullek, Prinovis Ahrensburg GmbH & Co KG; Glen
and produce publications of lasting value, OGC consulted
                                                               Purdy, Fujitsu Consulting; Jonathan Ridler, HP; Sergio
widely with different stakeholders throughout the world at
                                                               Rubinato Filho, CA; Frances Scarff, OGC; Moira Shaw, Xansa
every stage in the process. OGC would also like to thank
                                                               plc; Marco Smith, iCore Ltd; John Sowerby, DHL
the following individuals and their organizations for their
                                                               Information Services; George Stark, IBM; Randy Steinberg,
contributions to refreshing the ITIL guidance:
                                                               ITSM Strategies Inc; Michal Tepczynski, Nokia Finland;
                                                               Adrian van de Rijken, Plexent; Bruce Weiner, GEICO; Natalie
                                                               Welch, Severn Trent Systems; Kathleen Wilson, Microsoft;
                                                               Abbey Wiltse, ITpreneurs; Grover Wright, Computacenter
                                                               Services.
Introduction   1
                                                                                                                         |       3


1 Introduction
The Service Transition publication is part of the ITIL Service   Criteria, implementing according to that design and
Management Practices, which document industry best               measuring against the criteria. This would be the case if
practice for the service lifecycle management of IT enabled      stability could be assured but in the real world the design
services. Although this publication can be read in isolation,    and Acceptance Criteria may be affected by changes to IT,
it is recommended that it be used in conjunction with the        other services, the business or other external factors.
other ITIL publications. Service Management is a generic         Observation, interpretation and manipulation of the
concept and the guidance in the new ITIL publications            broader services environment are often necessary to
applies generically. The guidance is also scalable –             deliver the benefits from the services required by the
applicable to small and large organizations. It applies to       customer and envisaged by design.
distributed and centralized systems, whether in-house or
                                                                 At all stages the likelihood of success is balanced against
supplied by third parties. It is neither bureaucratic nor
                                                                 the consequences of failure and the costs (financial and
unwieldy if implemented wisely and in full recognition of
                                                                 other). The assessment and prediction of performance and
the business needs of your organization.
                                                                 risk is therefore an essential and day-to-day element of the
Adopting Service Transition best practices can enable            Service Transition process.
improvements to services and Service Management
                                                                 Successful Service Transition rests on effective
capability by ensuring that the introduction, deployment,
                                                                 understanding and application of Change Management,
transfer and decommissioning of new or changed services
                                                                 quality assurance, and risk management and effective
is consistently well managed.
                                                                 programme and project management. This makes it
                                                                 possible, at every stage through the Service Transition
1.1 OVERVIEW                                                     process, to plan, track and confirm progress against
                                                                 current requirements, not just for one service but across all
Service providers are increasingly focusing on service
                                                                 services in transition.
quality while adopting a more business and customer
oriented approach to delivering services and cost                Service Transition does not end abruptly when a new or
optimization.                                                    changed service goes live; rather it works with Service
                                                                 Operations to deliver early life support.
Many organizations deliver significant change through
formal projects, and the failure to ensure that projects
address the full Service Management and operational              1.2 CONTEXT
requirements as well as the functional requirements can
be a costly, or even fatal, mistake to an organization.          1.2.1 Service Management
Service Transition ensures that the transition processes are     Information technology (IT) is a commonly used term that
streamlined, effective and efficient so that the risk of delay   changes meaning with context. From the first perspective,
is minimized. It establishes assurance of the expected and       IT systems, applications and infrastructure are components
actual service deliverables, and integrated elements that        or sub-assemblies of a larger product. They enable or are
each service depends on to deliver and operate the service       embedded in processes and services. From the second
successfully. These elements include applications,               perspective, IT is an organization with its own set of
infrastructure, knowledge, documentation, facilities,            capabilities and resources. IT organizations can be of
finance, people, processes, skills and so on.                    various types such as business functions, shared services
Where there is major change there will be complexity and         units and enterprise-level core units.
risk. There are usually many interdependencies to manage         From the third perspective, IT is a category of services
and conflicting priorities to resolve, particularly as new and   used by business. They are typically IT applications and
changed services transition and go live. Service Transition      infrastructure that are packaged and offered as services by
takes into consideration aspects such as organizational          internal IT organizations or external service providers. IT
change and adaptation of the wider environment in which          costs are treated as business expenses. From the fourth
they operate that would influence an organization’s use of       perspective, IT is a category of business assets that provide
the services and the associated risks. More is required than     a stream of benefits for their owners, including but not
merely receiving a design containing detailed Acceptance
4       | Introduction



    limited to revenue, income and profit. IT costs are treated     Public frameworks and standards are attractive compared
    as investments.                                                 with proprietary knowledge.
                                                                    Proprietary knowledge is deeply embedded in
    1.2.2 Good practice in the public domain                        organizations and therefore difficult to adopt, replicate or
    Organizations operate in dynamic environments with the          transfer even with the cooperation of the owners. Such
    need to learn and adapt. There is a need to improve             knowledge is often in the form of tacit knowledge, which
    performance while managing trade-offs. Under similar            is inextricable and poorly documented.
    pressure, customers seek advantage from service
                                                                    s Proprietary knowledge is customized for the local
    providers. They pursue sourcing strategies that best serve
    their own business interest. In many countries,                   context and specific business needs to the point of
    government agencies and non-profits have a similar                being idiosyncratic. Unless the recipients of such
    propensity to outsource for the sake of operational               knowledge have matching circumstances, the
    effectiveness. This puts additional pressure on service           knowledge may not be as effective in use.
    providers to maintain a competitive advantage with              s Owners of proprietary knowledge expect to be
    respect to the alternatives that customers may have. The          rewarded for their long-term investments. They may
    increase in outsourcing has particularly exposed internal         make such knowledge available only under
    service providers to unusual competition.                         commercial terms through purchases and licensing
                                                                      agreements.
    To cope with the pressure, organizations benchmark
                                                                    s Publicly available frameworks and standards such as
    themselves against peers and seek to close gaps in
                                                                      ITIL, Control Objectives for Information and related
    capabilities. One way to close such gaps is to adopt good
                                                                      Technology (COBIT), Capability Maturity Model
    practices in wide industry use. There are several sources
                                                                      Integration (CMMI), eSourcing Capability Model for
    for good practices including public frameworks, standards
                                                                      Service Providers (eSCM-SP), PRINCE2, ISO 9000, ISO
    and the proprietary knowledge of organizations and
                                                                      20000 and ISO 27001 are validated across a diverse
    individuals (Figure 1.1).

                                    Standards                                                Employees


                            Industry practices                                               Customers

        Sources                                                                                                    Enablers
                           Academic research                                                 Suppliers
      (Generate)                                                                                                   (Aggregate)

                         Training & education                                                Advisors


                           Internal experience                                               Technologies




                                   Substitutes                                               Competition


           Drivers                 Regulators                                                Compliance            Scenarios
            (Filter)                                                                                               (Filter)

                                   Customers                                                 Commitments




                                                         Knowledge fit for business
                                                      objectives, context, and purpose


    Figure 1.1 Sourcing of Service Management practice
                                                                                                          Introduction |        5

  set of environments and situations rather than the           The ITIL Library has the following components:
  limited experience of a single organization. They are
                                                               s The ITIL Core: best practice guidance applicable to all
  subject to broad review across multiple organizations
                                                                 types of organizations that provide services to a
  and disciplines. They are vetted by diverse sets of
                                                                 business
  partners, suppliers and competitors.
                                                               s The ITIL Complementary Guidance: a complementary
s The knowledge of public frameworks is more likely to
                                                                 set of publications with guidance specific to industry
  be widely distributed among a large community of
                                                                 sectors, organization types, operating models and
  professionals through publicly available training and
                                                                 technology architectures.
  certification. It is easier for organizations to acquire
  such knowledge through the labour market.                    The ITIL Core consists of five publications (Figure 1.2). Each
                                                               provides the guidance necessary for an integrated
Ignoring public frameworks and standards can needlessly
                                                               approach as required by the ISO/IEC 20000 standard
place an organization at a disadvantage. Organizations
                                                               specification:
should cultivate their own proprietary knowledge on top
of a body of knowledge based on public frameworks and          s Service Strategy
standards. Collaboration and coordination across               s Service Design
organizations are easier on the basis of shared practices      s Service Transition
and standards.                                                 s Service Operation
                                                               s Continual Service Improvement.
1.2.3 ITIL and good practice in Service
                                                               Each publication addresses capabilities that have a direct
Management
                                                               impact on a service provider’s performance. The structure
The context of this publication is the ITIL Framework as a     of the core is in the form of a lifecycle. It is iterative and
source of good practice in Service Management. ITIL is         multidimensional. It ensures organizations are set up to
used by organizations world-wide to establish and              leverage capabilities in one area for learning and
improve capabilities in Service Management. ISO/IEC            improvements in others. The core is expected to provide
20000 provides a formal and universal standard for             structure, stability and strength to Service Management
organizations seeking to have their Service Management         capabilities with durable principles, methods and tools.
capabilities audited and certified. While ISO/IEC 20000 is a   This serves to protect investments and provide the
standard to be achieved and maintained, ITIL offers a body     necessary basis for measurement, learning and
of knowledge useful for achieving the standard.                improvement.




         Continual
          Service
       Improvement
                               Service
                              Transition




                               Service
                               Strategy


                Service
                Design                         Service
                                              Operation




                                                                       Figure 1.2 ITIL Core
6       | Introduction



    The guidance in ITIL can be adapted for use in various          1.2.3.2 Service Design
    business environments and organizational strategies. The        The Service Design publication provides guidance for the
    Complementary Guidance provides flexibility to implement        design and development of services and Service
    the core in a diverse range of environments. Practitioners      Management processes. It covers design principles and
    can select Complementary Guidance as needed to provide          methods for converting strategic objectives into portfolios
    traction for the core in a given business context, much like    of services and service assets. The scope of Service Design
    tyres are selected based on the type of automobile,             is not limited to new services. It includes the changes and
    purpose and road conditions. This is to increase the            improvements necessary to increase or maintain value to
    durability and portability of knowledge assets and to           customers over the lifecycle of services, the continuity of
    protect investments in Service Management capabilities.         services, achievement of service levels, and conformance
                                                                    to standards and regulations. It guides organizations on
    1.2.3.1 Service Strategy                                        how to develop design capabilities for Service
    The Service Strategy publication provides guidance on           Management.
    how to design, develop and implement Service
    Management not only as an organizational capability but         1.2.3.3 Service Transition
    as a strategic asset. Guidance is provided on the principles    The Service Transition publication provides guidance for
    underpinning the practice of Service Management which           the development and improvement of capabilities for
    are useful for developing Service Management policies,          transitioning new and changed services into operations.
    guidelines and processes across the ITIL service lifecycle.     This publication provides guidance on how the
    Service Strategy guidance is useful in the context of           requirements of Service Strategy encoded in Service
    Service Design, Service Transition, Service Operation and       Design are effectively realized in Service Operations while
    Continual Service Improvement. Topics covered in Service        controlling the risks of failure and disruption. The
    Strategy include the development of markets, internal and       publication combines practices in release management,
    external, service assets, service catalogue, and                programme management and risk management and
    implementation of strategy through the service lifecycle.       places them in the practical context of Service
    Financial management, Service Portfolio management,             Management. It provides guidance on managing the
    organizational development and strategic risks are among        complexity related to changes to services and Service
    other major topics.                                             Management processes, preventing undesired
    Organizations use the guidance to set objectives and            consequences while allowing for innovation. Guidance is
    expectations of performance towards serving customers           provided on transferring the control of services between
    and market spaces, and to identify, select and prioritize       customers and service providers.
    opportunities. Service Strategy is about ensuring that
    organizations are in position to handle the costs and risks     1.2.3.4 Service Operation
    associated with their Service Portfolios, and are set up not    This publication embodies practices in the management of
    just for operational effectiveness but for distinctive          Service Operations. It includes guidance on achieving
    performance. Decisions made about Service Strategy have         effectiveness and efficiency in the delivery and support of
    far-reaching consequences including those with delayed          services so as to ensure value for the customer and the
    effect.                                                         service provider. Strategic objectives are ultimately realized
    Organizations already practising ITIL use this publication to   through Service Operations, therefore making it a critical
    guide a strategic review of their ITIL-based Service            capability. Guidance is provided on how to maintain
    Management capabilities and to improve the alignment            stability in Service Operations, allowing for changes in
    between those capabilities and their business strategies.       design, scale, scope and service levels. Organizations are
    This ITIL publication encourages readers to stop and think      provided with detailed process guidelines, methods and
    about why something is to be done before thinking of            tools for use in two major control perspectives: reactive
    how. Answers to the first type of questions are closer to       and proactive. Managers and practitioners are provided
    the customer’s business. Service Strategy expands the           with knowledge allowing them to make better decisions in
    scope of the ITIL framework beyond the traditional              areas such as managing the availability of services,
    audience of IT Service Management professionals.                controlling demand, optimizing capacity utilization,
                                                                    scheduling of operations, and fixing problems. Guidance is
                                                                    provided on supporting operations through new models
                                                                                                        Introduction |        7

and architectures such as shared services, utility             s Transfer of services.
computing, web services and mobile commerce.
                                                               Guidance on transferring the control of services includes
                                                               transfer in the following circumstances:
1.2.3.5 Continual Service Improvement
                                                               s Out to a new supplier, e.g. outsourcing, off-shoring
The Continual Service Improvement publication provides
instrumental guidance in creating and maintaining value        s From one supplier to another
for customers through better design, introduction and          s Back in from a supplier, e.g. insourcing
operation of services. It combines principles, practices and   s To or from an external service provider
methods from quality management, Change Management             s Moving to a shared service provision (e.g. partial
and capability improvement. Organizations learn to realize         outsource of some processes)
incremental and large-scale improvements in service            s   Multiple suppliers, e.g. smart-sourcing
quality, operational efficiency and business continuity.       s   Joint venture/secondment
Guidance is provided for linking improvement efforts and       s   Partnering
outcomes with Service Strategy, design and transition. A
                                                               s   Down-sizing, up-sizing (right-sizing)
closed-loop feedback system, based on the
                                                               s   Merger and acquisition.
Plan–Do–Check–Act (PDCA) model specified in ISO/IEC
20000, is established and capable of receiving inputs for      In reality, circumstances generate a combination of several
change from any planning perspective.                          of the above options at any one time and in any one
                                                               situation.
1.3 GOAL AND SCOPE OF SERVICE                                  The scope also includes the transition of fundamental
TRANSITION                                                     changes to the service provider’s Service Management
                                                               capability that will change the ways of working, the
1.3.1 Goal                                                     organization, people, projects and third parties involved in
The goal of this publication is to assist organizations        Service Management.
seeking to plan and manage service changes and deploy
service releases into the production environment               1.4 USAGE
successfully.
                                                               1.4.1 Target audience
1.3.2 Scope                                                    This publication is relevant to organizations involved in
This publication provides guidance for the development         the development, delivery or support of services,
and improvement of capabilities for transitioning new and      including:
changed services into the production environment,
                                                               s Service providers, both internal and external
including release planning building, testing, evaluation
                                                               s Organizations that aim to improve services through
and deployment. The guidance focuses on how to ensure
the requirements of Service Strategies, set out in Service       the effective application of Service Management and
Design, are effectively realized in Service Operations while     service lifecycle processes to improve their service
controlling the risks of failure and disruption.                 quality
                                                               s Organizations that require a consistent managed
Consideration is given to:                                       approach across all service providers in a supply chain
s Managing the complexity associated with changes to           s Organizations that are going out to tender for their
   services and Service Management processes                     services.
s Allowing for innovation while minimizing the                 The publication is relevant to IT service managers and to
  unintended consequences of change                            all those working in Service Transition or areas supporting
s The introduction of new services                             the objectives of Service Transition including:
s Changes to existing services, e.g. expansion, reduction,
                                                               s Staff working in programmes and projects that are
  change of supplier, acquisition or disposal of sections
                                                                 responsible for delivering new or changed services
  of user base or suppliers, change of requirements or
                                                                 and the services environment
  skills availability
                                                               s Transition managers and staff
s Decommissioning and discontinuation of services,
  applications or other service components
8       | Introduction



    s Testing managers and testing practitioners, including         Chapter 2 – Service Management as a practice
        test environment and test data managers and                 This chapter introduces the concept of Service
        librarians                                                  Management as a practice. Here Service Management is
    s   Quality assurance managers                                  positioned as a strategic and professional component of
    s   Asset and Configuration Management staff                    any organization. It illustrates elements of the Service
    s   Change Management staff                                     Transition lifecycle stages. The goal and scope of the topic
    s   Release and deployment staff                                are set out together with key success measures. Interfaces
    s   Procurement staff                                           to other ITIL Core topics are described and the processes
    s   Relationship managers and supplier managers                 that support transition are listed, placed in context and
                                                                    outlined in terms of their range of applicability across the
    s   Suppliers delivering services, support, training etc.
                                                                    lifecycle and their interface and relevance to transition.
    1.4.2 Benefits of this publication                              Chapter 3 – Service Transition principles
    Selecting and adopting the best practices in this               This chapter sets out the key tenets and concepts within
    publication will assist organizations in delivering             Service Transition, specific terminology and usage.
    significant benefits. Adopting and implementing standard
    and consistent approaches for Service Transition will:          Chapter 4 – Service Transition processes
                                                                    A separate section is dedicated to each of the processes
    s Enable projects to estimate the cost, timing, resource
                                                                    that support Service Transition.
        requirement and risks associated with the Service
        Transition stage more accurately                            Some of these processes are almost wholly contained
    s   Result in higher volumes of successful change               within the transition area, e.g. deployment. Others are
    s   Be easier for people to adopt and follow                    effectively whole lifecycle processes that support the full
                                                                    service lifecycle: Change Management for example (see
    s   Enable Service Transition assets to be shared and re-
                                                                    paragraph 2.4.6).
        used across projects and services
    s   Reduce delays from unexpected clashes and                   Chapter 5 – Service Transition common
        dependencies, e.g. in test environments                     operation activities
    s   Reduce the effort spent on managing the Service             Activities, information and other matters relevant to
        Transition test and pilot environments                      Service Transition, including the management of
    s   Improve expectation setting for all stakeholders            organizational change during transition.
        involved in Service Transition including customers,
        users, suppliers, partners and projects                     Chapter 6 – Organizing for Service Transition
    s   Increase confidence that the new or changed service         Roles and responsibilities together with other appropriate
        can be delivered to specification without unexpectedly      organizational options are considered with reference to
        affecting other services or stakeholders                    relevant adaptations for size, industry sector etc.
    s   Ensure that new or changed services will be                 Chapter 7 – Service Transition technology
        maintainable and cost-effective.
                                                                    considerations
    The publication will help its readers to set up Service         All aspects of IT Service Management rely, to a greater or
    Transition and the processes that support it, and to make       lesser extent, on appropriate technological support. This
    effective use of those processes to facilitate the effective    chapter sets out the typical technology requirements for
    transitioning of new, changed or decommissioned                 effective Service Transition and how technology can
    services.                                                       deliver constructive support.
    It sets out guidance on the establishment and operation of
                                                                    Chapter 8 – Implementing Service Transition
    Service Transition and specifically addresses the processes
    that are substantially focused on supporting Service            This chapter considers the elements required and suitable
    Transition. Specifically, in addition to this chapter’s high-   approaches of an organization implementing Service
    level introduction to the subject, subsequent chapters in       Transition.
    the publication address the following topics.
                                                                 Introduction |   9

Chapter 9 – Challenges, critical success factors
and risks
In order to ensure successful, effective and efficient Service
Transitions it is essential to be able to establish the
performance against targets and costs against budgets of
transitioning services and of the process overall.

Afterword
Appendix A: Description of asset types
Further information
This appendix references external (to ITIL) concepts and
approaches that are relevant to Service Transition. Included
are:
s Formal standards such as ISO/IEC 20000 and ISO/IEC
   27000
s Best practice guidance such as COBIT
s Processes and methods such as project and
   programme management.
Service Management as a
               practice   2
                                                                                                                          |       13


2 Service Management as a practice
2.1 WHAT IS SERVICE MANAGEMENT?                                  Service Management, however, is more than just a set of
                                                                 capabilities. It is also a professional practice supported by
Service Management is a set of specialized organizational
                                                                 an extensive body of knowledge, experience and skills. A
capabilities for providing value to customers in the form of
                                                                 global community of individuals and organizations in the
services. The capabilities take the form of functions and
                                                                 public and private sectors fosters its growth and maturity.
processes for managing services over a lifecycle, with
                                                                 Formal schemes exist for the education, training and
specializations in strategy, design, transition, operation and
                                                                 certification of practising organizations and individuals
continual improvement. The capabilities represent a
                                                                 influence its quality. Industry best practices, academic
service organization’s capacity, competency and
                                                                 research and formal standards contribute to its intellectual
confidence for action. The act of transforming resources
                                                                 capital and draw from it.
into valuable services is at the core of Service
Management. Without these capabilities, a service                The origins of Service Management are in traditional
organization is merely a bundle of resources that by itself      service businesses such as airlines, banks, hotels and
has relatively low intrinsic value for customers.                phone companies. Its practice has grown with the
                                                                 adoption by IT organizations of a service-oriented
  Service Management                                             approach to managing IT applications, infrastructure and
  ‘A set of specialized organizational capabilities for          processes. Solutions to business problems and support for
  providing value to customers in the form of services.’         business models, strategies and operations are increasingly
                                                                 in the form of services. The popularity of shared services
Organizational capabilities are shaped by the challenges         and outsourcing has contributed to the increase in the
they are expected to overcome. An example of this is how         number of organizations that are service providers,
in the 1950s Toyota developed unique capabilities to             including internal organizational units. This in turn has
overcome the challenge of smaller scale and financial            strengthened the practice of Service Management and at
capital compared to its American rivals. Toyota developed        the same time imposed greater challenges on it.
new capabilities in production engineering, operations
management and managing suppliers to compensate for
its inability to afford large inventories, make components,
                                                                 2.2 WHAT ARE SERVICES?
produce raw materials or own the companies that
produced them (Magretta 2002). Service Management                2.2.1 The value proposition
capabilities are similarly influenced by the following             Service
challenges that distinguish services from other systems of         ‘A means of delivering value to customers by
value creation such as manufacturing, mining and                   facilitating outcomes customers want to achieve
agriculture:                                                       without the ownership of specific costs and risks.’
s The intangible nature of the output and intermediate
  products of service processes; this is difficult to            Services are a means of delivering value to customers by
  measure, control and validate (or prove).                      facilitating outcomes customers want to achieve without
                                                                 the ownership of specific costs and risks. Services facilitate
s Demand is tightly coupled with customer’s assets;
                                                                 outcomes by enhancing the performance of associated
  users and other customer assets such as processes,
                                                                 tasks and reducing the effect of constraints. The result
  applications, documents and transactions arrive with
                                                                 is an increase in the probability of desired outcomes
  demand and stimulate service production.
                                                                 (Figure 2.1).
s High level of contact for producers and consumers of
  services; there is little or no buffer between the
  customer, the front-office and back-office.
s The perishable nature of service output and service
  capacity; there is value for the customer from
  assurance on the continued supply of consistent
  quality. Providers need to secure a steady supply of
  demand from customers.
14   | Service Management as a practice




                    I must ask, do you                                           I believe services are means of delivering value by
                    have a definition                                            facilitating outcomes customers want to achieve
                    for services?                                                without the ownerships of specific costs and risks.

                 What would that mean
                 in operational terms?                                            Well, services facilitate outcomes by
                 Give me a few handles.                                           having a positive effect on activities,
                                                                                  objects and tasks, to create conditions for
                                                                                  better performance. As a result, the
     But without the ownership of                                                 probability of desired outcomes is higher.
     costs and risks? Customers
     cannot wish them away.
                                                                                 No, they cannot, but what they can do is
                                                  Manager       Manager          let the provider take ownership. That’s
     Aha! Because the provider is               (Operations)   (Strategy)        really why it is a service. If customers
     specialized with capabilities for                                           manage it all by themselves, they
     dealing with those costs and risks.                                         wouldn’t need a service would they?


                                                 (A casual conversation
                                                                                 Yes, and also because the customer
                                                  at the water cooler)           would rather specialize in those outcomes.

     And also because the provider can
                                                                                 Let’s write a book on
     possibly spread those costs and risks
                                                                                 service management!!
     across more than one customer.




 Figure 2.1 A conversation about the definition and meaning of services

 2.3 FUNCTIONS AND PROCESSES ACROSS                                       problem with functional hierarchies by improving cross-
 THE LIFECYCLE                                                            functional coordination and control. Well-defined
                                                                          processes can improve productivity within and across
 2.3.1 Functions                                                          functions.
 Functions are units of organizations specialized to perform
                                                                          2.3.2 Processes
 certain types of work and responsible for specific
 outcomes. They are self-contained with capabilities and                  Processes are examples of closed-loop systems because
 resources necessary to their performance and outcomes.                   they provide change and transformation towards a goal,
 Capabilities include work methods internal to the                        and use feedback for self-reinforcing and self-corrective
 functions. Functions have their own body of knowledge,                   action (Figure 2.2). It is important to consider the entire
 which accumulates from experience. They provide                          process or how one process fits into another.
 structure and stability to organizations.
 Functions are means to structure organizations to
 implement the specialization principle. Functions typically
 define roles and the associated authority and responsibility
 for a specific performance and outcomes. Coordination
 between functions through shared processes is a common
 pattern in organization design. Functions tend to optimize
 their work methods locally to focus on assigned outcomes.
 Poor coordination between functions combined with an
 inward focus leads to functional silos that hinder
 alignment and feedback critical to the success of the
 organization as a whole. Process models help avoid this
                                                                                        Service Management as a practice |         15


                             Data,
                         information      Process
                             and
                          knowledge
        Suppliers                               Activity 1


                                                                                               Desired
                                                              Activity 2                      outcome
                                                                                                             Customer


                                                                           Activity 3




                                       Service control and quality

                             Trigger


Figure 2.2 A basic process

Process definitions describe actions, dependencies and               2.3.3 Specialization and coordination across
sequence. Processes have the following characteristics:              the lifecycle
s They are measurable. We are able to measure the                    Specialization and coordination are necessary in the
  process in a relevant manner. It is performance driven.            lifecycle approach. Feedback and control between the
  Managers want to measure cost, quality and other                   functions and processes within and across the elements of
  variables while practitioners are concerned with                   the lifecycle make this possible. The dominant pattern in
  duration and productivity.                                         the lifecycle is the sequential progress starting from
s They have specific results. The reason a process exists            Service Strategy (SS) through Service Delivery (SD)–Service
  is to deliver a specific result. This result must be               Transition (ST)–Service Operation (SO) and back to SS
  individually identifiable and countable. While we can              through Continual Service Improvement (CSI). That,
  count changes, it is impossible to count how many                  however, is not the only pattern of action. Every element
  service desks were completed.                                      of the lifecycle provides points for feedback and control.
s They deliver to customers. Every process delivers its              The combination of multiple perspectives allows greater
  primary results to a customer or stakeholder. They                 flexibility and control across environments and situations.
  may be internal or external to the organization but                The lifecycle approach mimics the reality of most
  the process must meet their expectations.                          organizations where effective management requires the
s They respond to a specific event. While a process may              use of multiple control perspectives. Those responsible for
  be ongoing or iterative, it should be traceable to a               the design, development and improvement of processes
  specific trigger.                                                  for Service Management can adopt a process-based
Functions are often mistaken for processes. For example,             control perspective. For those responsible for managing
there are misconceptions about capacity management                   agreements, contracts and services may be better served
being a Service Management process. First, capacity                  by a lifecycle-based control perspective with distinct
management is an organizational capability with                      phases. Both these control perspectives benefit from
specialized processes and work methods. Whether or not               systems thinking. Each control perspective can reveal
it is a function or a process depends entirely on                    patterns that may not be apparent from the other.
organization design. It is a mistake to assume that capacity
management can only be a process. It is possible to
measure and control capacity and to determine whether it
is adequate for a given purpose. Assuming that is always a
process with discrete countable outcomes can be an error.
16   | Service Management as a practice



 2.4 SERVICE TRANSITION FUNDAMENTALS                                                            can expedite effective decisions about promoting a
                                                                                                release through the test environments and into
 2.4.1 Purpose, goals, and objectives                                                           production
 The purpose of Service Transition is to:                                                     s Provide efficient repeatable build and installation
                                                                                                mechanisms that can be used to deploy releases to
 s Plan and manage the capacity and resources required                                          the test and production environments and be rebuilt if
   to package, build, test and deploy a release into                                            required to restore service
   production and establish the service specified in the
                                                                                              s Ensure that the service can be managed, operated and
   customer and stakeholder requirements
                                                                                                supported in accordance with the requirements and
 s Provide a consistent and rigorous framework for                                              constraints specified within the Service Design.
   evaluating the service capability and risk profile before
   a new or changed service is released or deployed                                           The goals of Service Transition are to:
 s Establish and maintain the integrity of all identified                                     s Set customer expectations on how the performance
   service assets and configurations as they evolve                                               and use of the new or changed service can be used to
   through the Service Transition stage                                                           enable business change
 s Provide good-quality knowledge and information so
   that change, Release and Deployment Management

                                                                        Continual Service Improvement


                                                                             Change Management (4.2)

                 RFC1           RFC2                     RFC3                           RFC4           RFC5                                 RFC6

                                                               Service Asset and Configuration Management (4.3)

                  BL               BL                      BL                            BL             BL                   BL                 BL




                                                                 Service Transition Planning and Support (4.1)



                                                      Oversee management of organization and stakeholder change (5)


                                                                      Evaluation of a Change or Service (4.6)

                                                                 E1                              E2                                        E3


                                           Plan and                                  Service           Plan and           Transfer,             Review and
       Service           Service                                Build and                                                                                           Service
                                           prepare                                 testing and        prepare for         deploy,               close service
      Strategy           Design                                    test                                                                                            Operation
                                            release                                   pilots          deployment            retire                transition


                                                                                                                Early Life Support
                                        Release and Deployment Management (4.4)


                                                                       Service Validation and Testing (4.5)



                                                                            Knowledge Management (4.7)


            Focus of activity                                                                                                                    Point to Evaluate the Service Design
                                                                                       ITIL process in this                            E
            related to                       Other ITIL core
            Service                          publication                               publication that supports
            Transition                                                                 the whole service life cycle
                                                                                                                                                 Point to capture Baseline
                                                                                                                                      BL


                                                                                                                                                 Request for Change
                                                                                                                                      RFC


 Figure 2.3 The scope of Service Transition
                                                                                  Service Management as a practice |             17

s Enable the business change project or customer to             Service Transition uses all the processes described in the
  integrate a release into their business processes and         other ITIL publications as it is responsible for testing these
  services                                                      processes, either as part of a new or changed service or as
s Reduce variations in the predicted and actual                 part of testing changes to the Service Management
  performance of the transitioned services                      processes. Service level management is important to
s Reduce the known errors and minimize the risks from           ensure that customer expectations are managed during
  transitioning the new or changed services into                Service Transition. Incident and problem management are
  production                                                    important for handling incidents and problems during
s Ensure that the service can be used in accordance             testing, pilot and deployment activities.
  with the requirements and constraints specified within        The following activities are excluded from the scope of
  the service requirements.                                     Service Transition best practices:
The objectives are to:                                          s Minor modifications to the production services and
s Plan and manage the resources to establish                      environment, e.g. replacement of a failed PC or
    successfully a new or changed service into production         printer, installation of standard software on a PC or
    within the predicted cost, quality and time estimates         server, or a new user
s                                                               s Ongoing Continual Service Improvements that do not
    Ensure there is minimal unpredicted impact on the
    production services, operations and support                   significantly impact the services or service provider’s
    organization                                                  capability to deliver the services, e.g. request fulfilment
                                                                  activities driven from Service Operations.
s   Increase the customer, user and Service Management
    staff satisfaction with the Service Transition practices
    including deployment of the new or changed service,
                                                                2.4.3 Value to business
    communications, release documentation, training and         Effective Service Transition can significantly improve a
    knowledge transfer                                          service provider’s ability to handle high volumes of change
s   Increase proper use of the services and underlying          and releases across its customer base. It enables the
    applications and technology solutions                       service provider to:
s   Provide clear and comprehensive plans that enable           s Align the new or changed service with the customer’s
    the customer and business change projects to align              business requirements and business operations
    their activities with the Service Transition plans.         s Ensure that customers and users can use the new or
                                                                    changed service in a way that maximizes value to the
2.4.2 Scope                                                         business operations.
The scope of Service Transition includes the management         Specifically, Service Transition adds value to the business
and coordination of the processes, systems and functions        by improving:
to package, build, test and deploy a release into
production and establish the service specified in the           s The ability to adapt quickly to new requirements and
customer and stakeholder requirements.                              market developments (‘competitive edge’)
                                                                s Transition management of mergers, de-mergers,
The scope of the Service Transition lifecycle stage is shown
                                                                    acquisitions and transfer of services
in Figure 2.3. Service Transition activities are shown in the
                                                                s   The success rate of changes and releases for the
white boxes. The black boxes represent activities in the
                                                                    business
other ITIL core publications.
                                                                s   The predictions of service levels and warranties for
There may be situations when some activities do not                 new and changed services
apply to a particular transition. For example the transfer of   s   Confidence in the degree of compliance with business
a set of services from one organization to another may not          and governance requirements during change
involve release planning, build, test and acceptance.
                                                                s   The variation of actual against estimated and
The following lifecycle processes in this publication               approved resource plans and budgets
support all lifecycle stages:                                   s   The productivity of business and customer staff
s Change Management                                                 because of better planning and use of new and
                                                                    changed services
s Service Asset and Configuration Management
s Knowledge Management.
18   | Service Management as a practice



 s Timely cancellation or changes to maintenance                Design, and may include the variation in predicted vs
   contracts for hardware and software when                     actual measures for:
   components are disposed or de-commissioned
                                                                s Resources utilization against capacity
 s Understanding of the level of risk during and after
                                                                s Capabilities
   change, e.g. service outage, disruption and re-work.
                                                                s Warranties
                                                                s Service levels
 2.4.4 Optimizing Service Transition
                                                                s Cost against approved budget
 performance
                                                                s Time
 Service Transition, in order to be effective and efficient,
                                                                s Quality of service, e.g. satisfaction rating or service
 must focus on delivering what the business requires as a
                                                                    levels met, breached and near misses
 priority and doing so within financial and other resource
 constraints.                                                   s Value
                                                                s Errors and incidents
 2.4.4.1 Measurements for alignment with the                    s Risks.
 business and IT plans                                          Examples of other measures to optimize the performance
 The Service Transition lifecycle stage and release plans       of Service Transition are:
 need to be aligned with the business, Service                  s Cost of testing and evaluation vs cost of live incidents
 Management and IT strategies and plans.
                                                                s Delays caused by Service Transition, e.g. lack of Service
 Typical measures that can be used in measuring this                Transition resources
 alignment are:                                                 s Operational problems that could have been identified
 s Increased percentage of Service Transition plans that            by the Service Transition processes
     are aligned with the business, IT, Service Management      s Stakeholder satisfaction with the transition stage
     strategies and plans                                       s Cost savings by targeted testing of changes to the
 s   Percentage of customer and stakeholder organizations           Service Design
     or units that have a clear understanding of the Service    s   Reduction in urgent or late changes and releases –
     Transition practice and its capabilities                       reducing unplanned work
 s   Percentage of service lifecycle budget allocated to        s   Reduced cost of transitioning services and releases –
     Service Transition activities                                  by type
 s   Index of quality of the plans including adherence to       s   Increased productivity of staff
     structured approach, compliance with the plan              s   Increased re-use and sharing of service assets and
     templates and completeness of the plans                        Service Transition process assets
 s   Percentage of planning meetings where stakeholders         s   More motivated staff and improved job satisfaction
     have participated                                          s   Improved communications and inter-team working (IT,
 s   Percentage of Service Transition plans that are aligned        customer, users and suppliers)
     with the Service Transition policy                         s   Enhanced performance of Service Transition processes.
 s   Percentage of strategic and tactical projects that adopt
     the Service Transition service practices                   2.4.5 Interfaces to other service lifecycle
 s   Percentage of release planning documents that are          stages
     quality assured by the Service Transition function or      Service Transition ‘sits between’ Service Design and Service
     role.                                                      Operations in the service lifecycle and the major day-to-
                                                                day interfaces are with those stages. However, there is
 2.4.4.2 Measurements for Service Transition                    interface with all of the other service lifecycle stages,
 Measuring and monitoring the performance of the Service        delineated by inputs and outputs that flow between them.
 Transition lifecycle stage should focus on the delivery of
 the new or changed service against the predicted levels of     2.4.5.1 Inputs to Service Transition
 warranty, service level, resources and constraints within      Inputs from Service Strategy influence the overall
 the Service Design or release package. Measurements            approach, structures and constraints that apply to Service
 should therefore be aligned with the measures for Service      Transitions and include:
                                                                                  Service Management as a practice |          19

s Service Portfolio                                             Service Operation will provide input to testing and
s Customer portfolio                                            especially to service acceptance in terms of establishing
s Contract portfolio                                            whether operations requirements have been met before
s Service Lifecycle model                                       handover can be made.
s Policies
                                                                2.4.5.2 Outputs from Service Transition
s Strategies
                                                                The clearest set of outputs from Service Transition are to
s Constraints
                                                                Service Operations and the customer and user community
s Architectures
                                                                to whom services are delivered following successful
s Service Transition requirements
                                                                Service Transition. These outputs include:
s Service Management Plan (as required by ISO/IEC
    20000).                                                     s Approved service release package and associated
                                                                   deployment packages
Service Design is the principal source of the triggers that     s Updated Service package or service bundle that
initiate work elements within the Service Transition               defines the end-to-end service(s) offered to customers
lifecycle stage, i.e. they input the Service Design packages
                                                                s Updated Service Portfolio and service catalogue
that need to be transitioned. The Service Design package
                                                                s Updated contract portfolio
includes:
                                                                s Documentation for a transferred or decommissioned
s Service definition                                               service.
s Service structure (including core and supporting
                                                                Outputs to Continual Service Improvement will comprise
    services)
                                                                suggestions and observations on changes required to
s   Financial/economic/cost model (with Total Cost of
                                                                improve processes, especially those within Service Design
    Ownership/Total Cost of Utilization)
                                                                and Service Transition, but possibly also within Service
s   Capacity/resource model – combined with                     Strategy and in business processes and relationship
    performance and availability                                management.
s   Service Management integrated process model (as in
    ISO/IEC 20000)                                              2.4.6 Processes within Service Transition
s   Service Operations model (includes support resources,
                                                                There are two types of significant Service Management
    escalation procedures and critical situation handling
                                                                process that are described in this publication as indicated
    procedures)
                                                                below.
s   Design and interface specifications
s   Release design                                              2.4.6.1 Processes that support the service
s   Deployment plan                                             lifecycle
s   Acceptance Criteria – at all levels at which testing and    The first group are whole service lifecycle processes that
    acceptance have been foreseen                               are critical during the transition stage but influence and
s   Requests for Change (RFCs) to instigate required            support all lifecycle stages. These comprise:
    changes to the environment within which the service
    functions or will function.                                 s Change Management
                                                                s Service Asset and Configuration Management
The key input, in terms of initiating action, which would
                                                                s Knowledge Management.
normally be channelled through Service Design is the
authorization to start Service Transition (e.g. RFC). However
                                                                2.4.6.2 Processes within Service Transition
this authorization may come directly from the business
customers, through a strategy change or from audit or           The following processes are strongly focused within the
Continual Service Improvement (CSI).                            Service Transition stage:

Continual Service Improvement will deliver inputs in terms      s Transition Planning and Support
of suggested improvements to transition policy, practices       s Release and Deployment Management
and processes, based on audit and other improvement             s Service Testing and Validation
exercises, possibly in liaison with customer and other          s Evaluation.
stakeholders via techniques such as a stakeholder survey.
Service Transition
        principles   3
                                                                                                                        |      23


3 Service Transition principles
This section describes some of the key principles of Service    3.1.1 Define a service
Transition that will enable service providers to plan and       The Service Strategy publication describes the framework
implement the Service Transition best practices. These          for defining a service. The value of a service is defined
principles are the same irrespective of the organization;       within the context of customers and contracts within an
however, the approach may need to be tailored to                eco-system that is commonly referred to as the business
circumstances, including the size, distribution, culture        environment. Figure 3.1 illustrates the service provider
and resources.                                                  assets used to deliver services to the business and
                                                                customers.
3.1 PRINCIPLES SUPPORTING SERVICE                               Resources are tangible and intangible assets that are
TRANSITION                                                      owned or controlled by the service provider or the
Service Transition is supported by underlying principles        organization for conversion into final products or services
that evolve from Service Strategy considerations and            that are utilized by customers. Resources are converted
underpin the Service Transition practices and approach.         into goods and services using knowledge, skills,
These principles, around understanding what a service is        experience, processes, systems and technologies, which
and how it delivers value to the business, provide the          are by themselves a special category of intangible assets
foundation for Service Transition.                              called capabilities. This is described further in Service
                                                                Strategy.




                                                                                         Management



                                                                                         Organization


        Business
      environment                                                                        Processes
                                                        Bundle of assets

 Influence                   Value create                  Capabilities                  Knowledge
                             +
                        Goods or
                        Services                                Coordinate,
                                                 +              control and                 People                Categories
                                                                deploy                                            of assets
                                    Assets consumed
         Customers
                              Generate returns             Resources                     Information
                              on assets consumed +


                                                                                         Applications



                                                                                         Infrastructure



                                                                                         Financial capital



Figure 3.1 Service assets required to deliver services to the business
24     | Service Transition principles




           Return on                                                                                           Return on
             assets                                                                                              assets


                  +                                                                                             +

                               Performance potential                                 Capability to serve


                                                                                           Cost to
                             +           Risks                                   +          serve
         Performance                                            Service                                         Performance
         of customer         –                                   levels                                    +     of service
            assets                                     +       delivered                                   +       assets
                                                                                            Asset
                                   Compensation                                            income
                                                       +                                  Unused
                                                                                                           –
                                      Demand                                              capacity



                   Value = Potential increased + risks reduced
                             Value ≥ Compensation                           ROA = Compensation/Cost to serve

 Figure 3.2 Services provide value by increasing the performance of customer assets and removing risks

 The term asset is used to refer either to capabilities or            s is provided in terms of the availability and capacity of
 resources, or both depending on the surrounding context.               services
                                                                      s ensures that customer assets continue to receive
 Services are a means for providing value to customers as
 shown in Figure 3.2. They are a means by which one                     utility, even if at degraded service levels, through
 business unit delivers value to one or more other business             major disruptions or disasters
 units, or to sub-units within itself. In this publication,           s ensures security for the value-creating potential of
 business units that deliver services are commonly referred             customer assets.
 to as service providers or service units and those that use          It is important to understand that the three aspects of
 services are called customers or simply business units.              warranty are valid for all services though one aspect may
                                                                      be more critical than another. Indeed, the primary value
 3.1.2 Service utilities and warranties                               proposition in some services is high-availability, continuity
 The utility of a service is defined in terms of the business         and security.
 outcomes that customers expect the service to support
 and the constraints it will remove. This utility is in the form
                                                                      3.2 POLICIES FOR SERVICE TRANSITION
 of enhancing or enabling the performance of the
 customer assets, and contributing to the realization of              The following aspects constitute fundamental principles of
 business outcomes.                                                   Service Transition. Their endorsement and visible support
                                                                      from senior management contributes to the overall
     Example of utility                                               effectiveness. Each principle is explicitly stated and its
     In the case of the lending division of a bank (customer),        suggested application and approach is illustrated by
     the utility of a credit-check service is that it allows the      applicable principles and best practices that help an
     lending process (customer assets) to determine the credit-       organization to deliver that principle.
     worthiness of borrowers so that loan applications may be
     approved in a timely manner after calculating all the risks
     associated with the borrower (supported outcome).
 A warranty is an assurance that some product or service
 will be provided or will meet certain specifications. Three
 characteristics of warranty are that it:
                                                                                        Service Transition principles |      25


3.2.1 Define and implement a formal policy                   s Familiarity with the Service Operations organization
for Service Transition                                           enhances mobilization and enables organizational
                                                                 change.
Policy:
                                                             s   Increasing knowledge and experience of the services
s A formal policy for Service Transition should be               and production environment improves efficiency.
    defined, documented and approved by the                  s   Each release package will be designed and governed
    management team, who ensure that it is                       by a Request for Change raised via the Change
    communicated throughout the organization and to all          Management process to ensure effective control and
    relevant suppliers and partners.                             traceability.
Principles:                                                  s   Standardized methods and procedures are used for
                                                                 efficient and prompt handling of all changes, in order
s Policies should clearly state the objectives and any
                                                                 to minimize the impact of change-related incidents on
    non-compliance with the policy shall be remedied.
                                                                 business continuity, service quality and re-work.
s   Align the policies with the overall governance
                                                             s   All updates to changes and releases are recorded
    framework, organization and Service Management
                                                                 against service assets and/or configuration items in the
    policies.
                                                                 Configuration Management System.
s   Sponsors and decision makers involved in developing
    the policy must demonstrate their commitment to          Best practices:
    adapting and implementing the policy. This includes      s The definition of a change is clearly defined.
    the commitment to deliver predicted outcomes from        s Internal and external changes are differentiated.
    any change in the Services.
                                                             s Changes are justified through the development of a
s   Use processes that integrate teams; blend
                                                                 clear Business Case.
    competencies while maintaining clear lines of
                                                             s Changes to services are defined in a Service Design
    accountability and responsibility.
                                                                 Package that Service Transition can use to measure the
s   Deliver changes in releases.
                                                                 actual vs predicted progress and performance.
s   Address deployment early in the release design and       s   The existing Change Management process may need
    release planning stages.
                                                                 to be standardized and enforced.
Best practice:                                               s   Management commitment to enforcing the process is
s Obtain formal sign off from the management team,               essential, and it must be clearly visible to all
    sponsors and decision makers involved in developing          stakeholders.
    the policy.                                              s   Configuration auditing aims to identify unauthorized
                                                                 changes.
3.2.2 Implement all changes to services                      s   Do not accept late requests for changes that cannot
through Service Transition                                       be properly managed.

Policy:
                                                             3.2.3 Adopt a common framework and
s All changes to the Service Portfolio or service            standards
    catalogue are implemented through Change
                                                             Policy:
    Management and the changes that are managed by
    the Service Transition lifecycle stage are defined and   s Base Service Transition on a common framework of
    agreed.                                                      standard re-usable processes and systems to improve
                                                                 integration of the parties involved in Service Transition
Principles:
                                                                 and reduce variations in the processes.
s A single focal point for changes to the production
                                                             Principles:
  services minimizes the probability of conflicting
  changes and potential disruption to the production         s Implement industry best practices as the basis of
  environment.                                                 standardization to enable integration across the supply
s People that do not have the authority to make a              chain.
  change or release into the production environment          s Control the Service Transition framework and
  should be prevented from having access.                      standards under Change and Configuration
                                                               Management.
26   | Service Transition principles



 s Ensure processes are adopted consistently by                  s Follow human resources, training, finance and facilities
     scheduling regular reviews and audits of the Service          management processes and common practices.
     Management processes.                                       s Design the Service Transition models that enable easy
 Best practices:                                                   customization to suit specific circumstances.
                                                                 s Structure models such that a consistent approach is
 s Publish standards and best practices for Service
                                                                   repeated for each target service unit or environment
     Transition.                                                   with local variation as required.
 s Provide a framework for establishing consistent
     processes for assuring and evaluating the service           3.2.5 Align Service Transition plans with the
     capability and risk profile before and after a release is
                                                                 business needs
     deployed.
                                                                 Policy:
 s   Provide supporting systems to automate standard
     processes in order to reduce resistance to adoption.        s Align Service Transition plans and new or changed
 s   Ensure there is management understanding of the                 service with the customer and business organization’s
     need for standard ways of working by developing and             requirements in order to maximize value delivered by
     delivering improvements based on a sound Business               the change.
     Case.                                                       Principles:
 s   Establish the level of management and stakeholder
                                                                 s Set customer and user expectations during transition
     commitment and take action to close any gaps.
                                                                     on how the performance and use of the new or
 s   Continually plan how to improve the buy-in to
                                                                     changed service can be used to enable business
     adopting a common framework and standards.
                                                                     change.
                                                                 s   Provide information and establish processes to enable
 3.2.4 Maximize re-use of established
                                                                     business change projects and customers to integrate a
 processes and systems                                               release into their business processes and services.
 Policy:                                                         s   Ensure that the service can be used in accordance
 s Service Transition processes are aligned with the                 with the requirements and constraints specified within
     organization’s processes and related systems to                 the service requirements in order to improve customer
     improve efficiency and effectiveness and where new              and stakeholder satisfaction.
     processes are required, they are developed with re-use      s   Communicate and transfer knowledge to the
     in mind.                                                        customers, users and stakeholders in order to increase
                                                                     their capability to maximize use of the new or
 Principles:
                                                                     changed service.
 s Re-use established processes and systems wherever             s   Monitor and measure the use of the services and
   possible.                                                         underlying applications and technology solutions
 s Capture data and information from the original source             during deployment and early life support in order to
   to reduce errors and aid efficiency.                              ensure that the service is well established before
 s Develop re-usable standard Service Transition models              transition closure.
   to build up experience and confidence in the Service          s   Compare the actual performance of services after a
   Transition activities.                                            transition against the predicted performance defined
 s Implement industry standards and best practices as                in Service Design with the aim of reducing variations
   the basis of standardization to enable integration of             in service capability and performance.
   deliverables from many suppliers.
                                                                 Best practices:
 Best practices:
                                                                 s Adopt programme and project management best
 s Integrate the Service Transition processes into the               practices to plan and manage the resources required
   quality management system.                                        to package, build, test and deploy a release into
 s Use the organization’s programme and project                      production successfully within the predicted cost,
   management practices.                                             quality and time estimates.
 s Use existing communications channels for Service
   Transition communication.
                                                                                      Service Transition principles |      27

s Provide clear and comprehensive plans that enable           s Clearly define ‘who is doing what, when and where’ at
  the customer and business change projects to align            all handover points to increase accountability for
  their activities with the Service Transition plans.           delivery against the plans and processes.
s Manage stakeholder commitment and                           s Define and communicate roles and responsibilities for
  communications.                                               handover and acceptance through the Service
                                                                Transition activities (e.g. build, test, release and
3.2.6 Establish and maintain relationships                      deployment) to reduce errors resulting from
with stakeholders                                               misunderstandings and lack of ownership.
Policy:                                                       s Establish transaction-based processes for configuration,
                                                                change and problem management to provide an audit
s Establish and maintain relationships with customers,
                                                                trail and the management information necessary to
   customer representatives, users and suppliers                improve the controls.
   throughout Service Transition in order to set their
   expectations about the new or changed service.             Best practices:

Principles:                                                   s Ensure roles and responsibilities are well defined,
                                                                  maintained and understood by those involved and
s Set stakeholder expectations on how the performance
                                                                  mapped to any relevant processes for current and
  and use of the new or changed service can be used to
                                                                  foreseen circumstances.
  enable business change.
                                                              s   Assign people to each role and maintain the
s Communicate changes to all stakeholders in order to
                                                                  assignment in the service knowledge management
  improve their understanding and knowledge of the
                                                                  system (SKMS) or Configuration Management system
  new or changed service.
                                                                  (CMS) to provide visibility of the person responsible
s Provide good-quality knowledge and information so
                                                                  for particular activities.
  that stakeholders can find information about the
                                                              s   Implement integrated incident, problem, change,
  Service Transition easily, e.g. release and deployment
                                                                  Configuration Management processes with service
  plans, and release documentation.
                                                                  level management to measure the quality of
Best practices:                                                   configuration items throughout the service lifecycle.
s Check with stakeholders that the new or changed             s   Ensure that the service can be managed, operated and
  service can be used in accordance with the                      supported in accordance with the requirements and
  requirements and constraints specified within the               constraints specified within the Service Design by the
  service requirements.                                           service provider organization.
s Share Service Transition and release plans and any          s   Ensure that only competent staff can implement
  changes with stakeholders.                                      changes to controlled test environments and
s Work with business relationship management and                  production services.
  service level management to build customer and              s   Perform configuration audits and process audits to
  stakeholder relationships during Service Transition.            identify configuration discrepancies and non-
                                                                  conformance that may impact Service Transitions.
3.2.7 Establish effective controls and
                                                              3.2.8 Provide systems for knowledge
disciplines
                                                              transfer and decision support
Policy:
                                                              Policy:
s Establish suitable controls and disciplines throughout
                                                              s Service Transition develops systems and processes to
   the service lifecycle to enable the smooth transition of
   service changes and releases.                                  transfer knowledge for effective operation of the
                                                                  service and enable decisions to be made at the right
Principles:                                                       time by competent decision makers.
s Establish and maintain the integrity of all identified      Principles:
  service assets and configurations as they evolve
  through the Service Transition stage.                       s Provide quality data, information and knowledge at
s Automate audit activities, where beneficial, in order to
                                                                  the right time to the right people to reduce effort
  increase the detection of unauthorized changes and              spent waiting for decisions and consequent delays.
  discrepancies in the configurations.
28   | Service Transition principles



 s Ensure there is adequate training and knowledge                3.2.9 Plan release and deployment
     transfer to users to reduce the number of training calls     packages
     that the service desk handles.
                                                                  Policy:
 s   Improve the quality of information and data to
     improve user and stakeholder satisfaction while              s Release packages are planned and designed to be
     optimising the cost of production and maintenance.               built, tested, delivered, distributed and deployed into
 s   Improve the quality of documentation to reduce the               the live environment in a manner that provides the
     number of incidents and problems caused by poor-                 agreed levels of traceability, in a cost-effective and
     quality user documentation, release, deployment,                 efficient way.
     support or operational documentation.                        Principles:
 s   Improve the quality of release and deployment
                                                                  s A release policy is agreed with the business and all
     documentation to reduce the number of incidents and
                                                                      relevant parties.
     problems caused by poor-quality user documentation,
                                                                  s   Releases are planned well in advance.
     support or operational documentation time between
     changes being implemented and the documentation              s   Resource utilization is optimized across Service
     being updated.                                                   Transition activities to reduce costs.
 s   Provide easy access to quality information to reduce         s   Resources are coordinated during release and
     the time spent searching and finding information,                deployment.
     particularly during critical activities such as handling a   s   Release and distribution mechanisms are planned to
     major incident.                                                  ensure the integrity of components during installation,
 s   Establish the definitive source of information and share         handling, packaging and delivery is maintained.
     information across the service lifecycle and with            s   Emergency releases are managed in line with the
     stakeholders in order to maximize the quality of                 emergency change procedure.
     information and reduce the overhead in maintaining           s   The risks of backing out or remediating a failed release
     information.                                                     are assessed and managed.
 s   Provide consolidated information to enable change,           s   The success and failure of the releases packages is
     Release and Deployment Management to expedite                    measured with the aim of improving effectiveness and
     effective decisions about promoting a release through            efficiency while optimizing costs.
     the test environments and into production.                   Best practices:
 Best practices:                                                  s All updates to releases are recorded in the
 s Provide easy access, presentation and reporting tools              Configuration Management System.
     for the SKMS and CMS in order.                               s Definitive versions of electronic media, including
 s   Provide quality user interfaces and tools to the SKMS          software, are captured in a Definitive Media Library
     and CMS for different people and roles to make                 prior to release into the service operations readiness
     decisions at appropriate times.                                test environment.
 s   Summarize and publish the predicted and unpredicted          s Record the planned release and deployment dates and
     effects of change, deviations from actual vs predicted         deliverables with references to related change requests
     capability and performance together with the risk              and problems.
     profile.                                                     s Proven procedures for handling, distribution, delivery
 s   Ensure Service Asset and Configuration Management              of release and deployment packages including
     information is accurate to trigger approval and                verification.
     notification transactions for decision making via            s Pre-requisites and co-requisites for a release are
     workflow tools, e.g. changes, acceptance of                    documented and communicated to the relevant
     deliverables.                                                  parties, e.g. technical requirements for test
 s   Provide knowledge, information and data for                    environment.
     deployment, service desk, operations and support
     teams to resolve incidents and errors.
                                                                                        Service Transition principles |        29


3.2.10 Anticipate and manage course                           3.2.11 Proactively manage resources across
corrections                                                   Service Transitions
  Course corrections                                          Policy:
  When plotting a long route for a ship or aircraft,          s Provide and manage shared and specialist resources
  assumptions will be made about prevailing winds,                across Service Transition activities to eliminate delays.
  weather and other factors, and plans for the journey
                                                              Principles:
  prepared. Checks along the way – observations based
  on the actual conditions experienced – will require         s Recognize the resources, skills and knowledge
  (usually minor) alterations to ensure the destination is        required to deliver Service Transition within the
  reached.                                                        organization.
  Successful transition is also a journey – from the ‘as      s   Develop a team (including externally sourced
  is’ state within an organization towards the ‘as                resources) capable of successful implementation of the
  required’ state. In the dynamic world within which IT           Service Transition strategy, Service Design package and
  Service Management functions, it is very often the              release package.
  case that factors arise between initial design of a
                                                              s   Establish dedicated resources to perform critical
  changed or new service and its actual transition. This
                                                                  activities to reduce delays.
  means the need for ‘course corrections’ to that
  Service Transition journey, altering the original Service   s   Establish and manage shared resources to improve the
  Design planned course of action to the destination              effectiveness and efficiency of Service Transition.
  the customer needs to reach.                                s   Automate repetitive and error-prone processes to
                                                                  improve the effectiveness and efficiency of key
Policy:                                                           activities, e.g. distribution, build and installation.
s Train staff to recognize the need for course corrections    Best practices:
   and empower them to apply necessary variations
                                                              s Work with human resources (HR), supplier
   within prescribed and understood limits.
                                                                management etc. to identify, manage and make use of
Principles:                                                     competent and available resources.
s Build stakeholder expectation that changes to plans         s Recognize and use competent and specialist resources
   are necessary and encouraged.                                outside the core ITSM team to deliver Service
s Learn from previous course corrections to predict             Transition.
   future ones and re-use successful approaches.              s Proactively manage shared resources to minimize the
s Debrief and propagate knowledge through end-of-               impact that delays in one transition have on another
  transition debriefing sessions and make conclusions           transition.
  available through the service knowledge management          s Measure the impact of using dedicated vs non-
  system.                                                       dedicated resources on delays, e.g. using operations
s Manage course corrections through appropriate                 staff who get diverted to fix major incidents,
  Change Management and baseline procedures.                    scheduling issues with test facilities.

Best practices:                                               3.2.12 Ensure early involvement in the
s Use project management practices and the Change             service lifecycle
  Management process to manage course corrections.            Policy:
s Document and control changes but without making             s Establish suitable controls and disciplines to check at
  the process bureaucratic (it must be easier to do it            the earliest possible stage in the service lifecycle that a
  right than to cope with the consequences of doing it            new or changed service will be capable of delivering
  wrong).                                                         the value required.
s Provide information on changes that were applied
                                                              Principles:
  after the configuration baseline was established.
s Involve stakeholders about changes when appropriate,        s Use a range of techniques to maximize fault detection
  but manage issues and risks within Service Transition           early in the service lifecycle in order to reduce the
  when appropriate.                                               cost of rectification. (The later in the lifecycle that an
                                                                  error is detected, the higher the cost of rectification.)
30   | Service Transition principles



 s Identify changes that will not deliver the expected              testing and meet any ‘segregation of duty’
     benefits and either change the service requirements or         requirements.
     stop the change before resources are wasted.                 s Perform independent evaluations of the Service Design
 Best practices:                                                    and the new or changed service to identify the risks that
                                                                    need to be managed and mitigated during build, test,
 s Involve customers or customer representatives in                 deployment and use of the service – see section 4.6.
     service acceptance test planning and test design to          s Implement problem and Configuration Management
     understand how to validate that the service will add           processes across the service lifecycle in order to
     value to the customer’s business processes and                 measure and reduce the known errors caused by
     services.                                                      implementing releases into production.
 s   Involve users in test planning and design whenever
     possible. Base testing on how the users actually work        Best practices:
     with a service – not just how the designers intended it      s Understand the business’s process and priorities – this
     to be used.                                                      often requires an understanding of their culture,
 s   Use previous experience to identify errors in the                language, customs and customers.
     Service Design.                                              s   Comprehensive stakeholder involvement is important
 s   Build in – at the earliest possible stage – the ability to       both for effective testing and to build stakeholder
     check for and to demonstrate that a new or changed               confidence, and so should be visible across the
     service will be capable of delivering the value required         stakeholder community.
     of it.                                                       s   Understand the differences between the build, test
 s   Use an independent evaluation of the Service Design              and production environments in order to manage any
     and internal audits to establish whether the risks of            differences and improve the ability to predict a
     progressing are acceptable.                                      service’s behaviour.
                                                                  s   Test environments are maintained under Change and
 3.2.13 Assure the quality of the new or                              Configuration Management, and their continued
 changed service                                                      relevance is considered directly as part of any change.
 Policy:                                                          s   Establish the current service baseline and the Service
 s Verify and validate that the proposed changes to the               Design baseline prior to evaluation of the change.
     operational services defined in the service and release      s   Evaluate the predicted capability, quality and costs of
     definitions, service model and Service Design Package            the Service Design taking into account the results of
     can deliver the required service requirements and                previous experience and stakeholder feedback prior to
     business benefits.                                               release and deployment.
                                                                  s   Consider the circumstances that will actually be in
 Principles:
                                                                      place when Service Transition is complete, not just
 s Service Transition is responsible for assuring that the            what was expected at the design stage.
     proposed changes to the operational services can be
     delivered according to the agreements, specifications        3.2.14 Proactively improve quality during
     and plans within agreed confidence levels.                   Service Transition
 s   Ensure that Service Transition teams understand what         Policy:
     the customers and business actually require from a
                                                                  s Proactively plan and improve the quality of the new or
     service to improve customer and users’ satisfaction.
                                                                      changed service during transition.
 s   Quality assurance and testing practices provide a
     comprehensive method for assuring the quality and            Principles:
     risks of new or changed services.                            s Detect and resolve incidents and problems during
 s   Test environments need to reflect the live environment         transition to reduce the likelihood of errors occurring
     to the greatest degree possible in order to optimize           during the operational phase and directly adversely
     the testing efforts.                                           affecting business operations.
 s   Test design and execution should be managed and              s Proactively manage and reduce incidents, problems
     delivered independently from the service designer and          and errors detected during Service Transition to reduce
     developer in order to increase the effectiveness of            costs, re-work and the impact on the user’s business
                                                                    activities.
                                                              Service Transition principles |   31

s Align the management of incidents, problems and
    errors during transition with the production processes
    in order to measure and manage the impact and cost
    of errors across the service lifecycle easily.
Best practices:
s Compare actual vs predicted service capability,
    performance and costs during pilots and early life
    support in order to identify any deviations and risks
    that can be removed prior to Service Transition
    closure.
s   Perform an independent evaluation of the new or
    changed service to identify the risk profile and
    prioritize the risks that need to be mitigated prior to
    transition closure, e.g. security risks that may impact
    the warranties.
s   Use the risk profile from the evaluation of the Service
    Design to develop risk-based tests.
s   Provide and test the diagnostic tools and aids with the
    service desk, operations and support staff to ensure
    that, if something goes wrong in testing or live
    production use, it is relatively simple to obtain key
    information that helps to diagnose the problem
    without impacting too much on the user.
s   Encourage cross-fertilization of knowledge between
    transition and operation stages to improve problem
    diagnoses and resolution time, e.g. workarounds and
    fixes.
s   Establish transition incident, problem, error and
    resolution procedures and measures that reflect those
    in use in the live environment.
s   Fix known errors and resolve incidents in accordance
    with their priority for resolution.
s   Document any resolution, e.g. workarounds so that
    the information can be analysed.
s   Proactively analyse the root cause of high priority and
    repeat incidents.
s   Record, classify and measure the number and impact
    of incidents and problems against each release in the
    test, deployment and production stages in order to
    identify early opportunities to fix errors.
s   Compare the number and impact of incidents and
    problems between deployments in order to identify
    improvements and fix any underlying problems that
    will improve the user experience for subsequent
    deployments.
s   Update incident and problem management with
    workarounds and fixes identified in transition.
Service Transition
        processes    4
                                                                                                                         |   35


4 Service Transition processes
This chapter sets out the processes and activities on which    s Coordinate activities across projects, suppliers and
effective Service Transition depends. These comprise both         service teams where required.
lifecycle processes and those almost wholly contained          The goals of Transition Planning and Support are to:
within Service Transition. Each is described in detail,
                                                               s Plan and coordinate the resources to ensure that the
setting out the key elements of that process or activity.
                                                                 requirements of Service Strategy encoded in Service
The processes and activities and their relationships are set     Design are effectively realized in Service Operations
out in Figure 2.3, and the topics specifically addressed in    s Identify, manage and control the risks of failure and
this chapter are:                                                disruption across transition activities.
s Transition Planning and Support                              The objective of Transition Planning and Support is to:
s Change Management
                                                               s Plan and coordinate the resources to establish
s Service Asset and Configuration Management
                                                                 successfully a new or changed service into production
s Release and Deployment Management
                                                                 within the predicted cost, quality and time estimates
s Service Validation and Testing                               s Ensure that all parties adopt the common framework
s Evaluation                                                     of standard re-usable processes and supporting
s Knowledge Management.                                          systems in order to improve the effectiveness and
Some of these processes are used throughout the service          efficiency of the integrated planning and coordination
lifecycle, but are addressed in this publication since they      activities
are central to effective Service Transition.                   s Provide clear and comprehensive plans that enable
                                                                 the customer and business change projects to align
The other processes and activities are mostly contained          their activities with the Service Transition plans.
within the Service Transition phase of the lifecycle, but
also are made use of in other phases, e.g. evaluation of       4.1.2 Scope
design, and performance testing within operations.
                                                               The scope of the Service Transition Planning and Support
The scope, goals, purpose and vision of Service Transition     activities includes:
as a whole are set out in section 2.4.
                                                               s Incorporating design and operation requirements into
                                                                   the transition plans
4.1 TRANSITION PLANNING AND SUPPORT                            s Managing and operating Transition Planning and
                                                                   Support activities
4.1.1 Purpose, goals and objectives                            s   Maintaining and integrating Service Transition plans
The purpose of the Transition Planning and Support                 across the customer, service and contract portfolios
activities is to:                                              s   Managing Service Transition progress, changes, issues,
s Plan appropriate capacity and resources to package a             risks and deviations
  release, build, release, test, deploy and establish the      s   Quality review of all Service Transition, release and
  new or changed service into production                           deployment plans
s Provide support for the Service Transition teams and         s   Managing and operating the transition processes,
  people                                                           supporting systems and tools
s Plan the changes required in a manner that ensures           s   Communications with customers, users and
  the integrity of all identified customer assets, service         stakeholders
  assets and configurations can be maintained as they          s   Monitoring and improving Service Transition
  evolve through Service Transition                                performance.
s Ensure that Service Transition issues, risks and
  deviations are reported to the appropriate
  stakeholders and decision makers
36   | Service Transition processes



 4.1.3 Value to business                                        s The expected frequency for each type of release
 Effective Transition Planning and Support can significantly    s The approach for accepting and grouping changes
 improve a service provider’s ability to handle high                into a release, e.g. how enhancements are prioritized
 volumes of change and releases across its customer base.           for inclusion
 An integrated approach to planning improves the                s   The mechanism to automate the build, installation and
 alignment of the Service Transition plans with the                 release distribution processes to improve re-use,
 customer, supplier and business change Project Plans.              repeatability and efficiency
                                                                s   How the configuration baseline for the release is
 4.1.4 Policies, principles and basic concepts                      captured and verified against the actual release
 This section sets out basic concepts within that support for       contents, e.g. hardware, software, documentation
 effective planning for Service Transition.                         and knowledge
                                                                s   Exit and entry criteria and authority for acceptance of
 Service Design will – in collaboration with customers,
                                                                    the release into each Service Transition stage and into
 external and internal suppliers and other relevant
                                                                    the controlled test, training, disaster recovery and
 stakeholders – develop the Service Design and document
                                                                    production environments
 it in a Service Design Package (SDP). The SDP includes the
                                                                s   Criteria and authorization to exit early life support and
 following information that is required by the Service
                                                                    handover to Service Operations.
 Transition team:
                                                                A release that consists of many different types of service
 s The applicable service packages (e.g. Core Service
                                                                assets may involve many people, often from different
     Package, Service Level Package)
                                                                organizations. The typical responsibilities for handover and
 s The service specifications
                                                                acceptance of a release should be defined and then they
 s The service models                                           can be modified as required for specific transitions. The
 s The architectural design required to deliver the new         main roles and responsibilities at points of handover
     or changed Service including constraints                   should be defined to ensure that everyone understands
 s   The definition and design of each release package          their role and level of authority and those of others
 s   The detailed design of how the service components          involved in the release and deployment process.
     will be assembled and integrated into a release
                                                                An example of a responsibility matrix for an organization
     package
                                                                that supports client–server applications is shown in Table
 s   Release and deployment plans                               4.1. Such a matrix will help to identify gaps and overlaps
 s   The Service Acceptance Criteria.                           and typical roles can be planned for the future.

 4.1.4.1 Service Transition policy
 Policies that support Service Transition are provided in
 Chapter 3.
 The Change, Configuration and Knowledge Management
 policies also support Service Transition and further
 examples of these are provided in sections 4.2, 4.3
 and 4.7.

 4.1.4.2 Release policy
 The release policy should be defined for one or more
 services and include:
 s The unique identification, numbering and naming
   conventions for different types of release together
   with a description
 s The roles and responsibilities at each stage in the
   release and deployment process
                                                                                               Service Transition processes |      37

Table 4.1 Example responsibility matrix for release points during Service Transition
                            Development             Controlled test            Release to production     Production

Class of object             Released from           Accepted by                Authority to release to   Accepted and supported
                                                                               live                      by

Purchased package           Application development Test manager               Change manager            Operations manager
                            manager

Customized modules          Application development Test manager               Change manager            Operations manager
                            manager

Physical database           Application development Database administrator     Change manager            Database administrator
changes                     manager

Server                      Server builder          Server manager             Change manager            Server manager

Desktop build (e.g. a       Desktop development     Test manager               Change manager            Desktop support manager
new application)            manager

Desktop application         Desktop development     Desktop support            Desktop support           Desktop support manager
(already built and within   manager                 manager                    manager, change
operational constraints)                                                       manager

Desktop computers           Logistics               Desktop support            Desktop support           Desktop support manager
                                                                               manager, change
                                                                               manager

Desktop service             Service development     Desktop support            Service level             Service level
                                                                               management, desktop       management, desktop
                                                                               support manager,          support manager
                                                                               change manager

Release/Change              Development manager     Test manager               Release manager, test     Service desk users
authorization                                                                  manager, operations
                                                                               manager, desktop
                                                                               support service, desk
                                                                               user at each site,
                                                                               customer stakeholder,
                                                                               change manager


All releases should have a unique identifier that can be               upgrade or release usually supersedes all preceding
used by Configuration Management and the                               emergency fixes.
documentation standards. The types of release should be              s Emergency releases, normally containing the
defined as this helps to set customer and stakeholder                  corrections to a small number of known errors or
expectations about the planned releases. A typical                     sometimes an enhancement to meet a high priority
example is:                                                            business requirement.
s Major releases, normally containing large areas of                 A release policy may say, for example, that only strict
  new functionality, some of which may eliminate                     ‘emergency fixes’ will be issued in between formally
  temporary fixes to problems. A major upgrade or                    planned releases of enhancements and non-urgent
  release usually supersedes all preceding minor                     corrections.
  upgrades, releases and emergency fixes.
                                                                     An extract from a release policy is shown in Table 4.2,
s Minor releases, normally containing small
                                                                     which shows how different types of release can be
  enhancements and fixes, some of which may already
                                                                     defined.
  have been issued as emergency fixes. A minor
38       | Service Transition processes



 Table 4.2 Extract from a service release policy for a retail organization
     SERVICE         Release         Naming/Numbering                  Frequency/Occurrence                 Release window
                     definition*

     Store service   Type A          SS_x                              Annual (Feb)                         Wednesday 01.00–04.00 hours
                     Type B or C     SS_1.x or SS_1.1.x                Quarterly                            Not holiday weekends
                     Emergency       SS_1.1.1.x                        As required                          Not 1 September to 31 January

     e-store web     Type A          ESWnnn_x                          6 months                             01.00–02.00 hours
     service
                     Type B and C    ESWnnn_1.x                        Monthly                              Not holiday weekends
                     Emergency       ESWnnn_1.1.x                      As required                          Not 1 October to 10 January

     e-store         Type A          ESDnnn_x                          6 months                             01.00–02.00 hours
     delivery
                     Type B          ESDSnnn_1.x                       Quarterly                            Highest level of authorization
     service
                     Type C                                                                                 required during holiday
                                     ESDnnn_1.1.x                      Monthly
                                                                                                            weekends
                     Emergency       ESDnnn_1.1.1.x                    As required

 *Release definitions
     Type A          Something that impacts the whole system/service

     Type B          A release that will impact part of the system, e.g. single sub-system or sub-service

     Type C          Correction to a single function

     Emergency       A change required to restore or continue service to ensure the Service Level Agreement (SLA) is maintained


 4.1.5 Process activities, methods and                                    s Organizations and stakeholders involved in transition:
 techniques                                                                   q Third parties, strategic partners, suppliers and
                                                                                service providers
 4.1.5.1 Transition strategy                                                q Customers and users
 The organization should decide the most appropriate                        q Service Management
 approach to Service Transition based on the size and                       q Service provider
 nature of the core and supporting services, the number                     q Transition organization (see section 6.2)
 and frequency of releases required, and any special needs                s Framework for Service Transition:
 of the users – for example, if a phased roll-out is usually
                                                                            q Policies, processes and practices applicable to
 required over an extended period of time.
                                                                                Service Transition including process service
 The Service Transition strategy defines the overall                            provider interfaces (SPIs)
 approach to organizing Service Transition and allocating                   q Roles and responsibilities
 resources. The aspects to consider are:                                    q Transition resource planning and estimation
 s Purpose, goals and objectives of Service Transition                      q Transition preparation and training requirements
 s Context, e.g. service customer, contract portfolios                      q The release and change authorization
 s Scope – inclusions and exclusions                                        q Re-using the organization’s experience, expertise,
 s Applicable standards, agreements, legal, regulatory and                      tools, knowledge and relevant historical data
        contractual requirements:                                           q Shared resources and service to support Service
        q Internal and externals standards                                      Transition
        q Interpretation of legislation, industry guidelines and          s Criteria:
           other externally imposed requirements                            q Entry and exit criteria for each release stage
        q Agreements and contracts that apply to Service                    q Criteria for stopping or re-starting transition
           Transition                                                           activities
                                                                                   Service Transition processes |        39

   q Success and failure criteria                         s Schedule of milestones
s Identification of requirements and content of the new   s Financial requirements – budgets and funding.
  or changed service:
                                                          Service Transition lifecycle stages
  q Services to be transitioned with target locations,
      customers and organizational units                  The SDP should define the lifecycle stages for a Service
                                                          Transition, e.g.:
  q Release definitions
  q Applicable SDP including architectural design         s Acquire and test input configuration items (CIs) and
  q Requirements for environments to be used,                components
      locations, organizational and technical             s Build and test
  q Planning and management of environments, e.g.         s Service release test
      commissioning and decommissioning                   s Service operational readiness test
s People:                                                 s Deployment
  q Assigning roles and responsibilities including        s Early life support
      approvals                                           s Review and close service transition.
  q Assigning and scheduling training and knowledge
                                                          For each stage there will be exit and entry criteria and a
      transfer
                                                          list of mandatory deliverables from the stage.
s Approach:
  q Transition model including Service Transition         4.1.5.2 Prepare for Service Transition
      lifecycle stages
                                                          The Service Transition preparation activities include:
  q Plans for managing changes, assets, configurations
      and knowledge                                       s Review and acceptance of inputs from the other
      s Baseline and evaluation points                       service lifecycle stages
      s Configuration audit and verification points       s Review and check the input deliverables, e.g. SDP,
      s Points where RFCs should be raised
                                                            Service Acceptance Criteria and evaluation report (see
                                                            paragraph 4.6.6)
      s Use of change windows
                                                          s Identifying, raising and scheduling RFCs
  q Transition estimation, resource and cost planning
                                                          s Checking that the configuration baselines are recorded
  q Preparation for Service Transition
                                                            in Configuration Management before the start of
  q Evaluation
                                                            Service Transition (see paragraph 4.3.4.2)
  q Release packaging, build, deployment and early life
                                                          s Checking transition readiness.
      support
  q Error handling, correction and control                The configuration baselines help to fix a point in history
  q Management and control – recording, progress
                                                          that people can reference and apply changes to in a
                                                          manner that is understandable. Any variance to the
      monitoring and reporting
                                                          proposed service scope, Service Strategy requirements and
  q Service performance and measurement system
                                                          Service Design baseline must be requested and managed
  q Key performance indicators and improvement
                                                          through Change Management.
      targets
s Deliverables from transition activities including       At a minimum, it should be accepted (by design, transition
  mandatory and optional documentation for each           and stakeholders) that the Service Design and all the
  stage:                                                  release units can be operated and supported within the
  q Transition plans
                                                          predicted constraints and environment. The evaluation
                                                          activity described in section 4.6 performs the evaluation of
  q Change and Configuration Management Plan
                                                          the SDP and Service Acceptance Criteria and provides a
  q Release policy, plans and documentation
                                                          report to Change Management with recommendations on
  q Test plans and reports                                whether the RFC should be authorized.
  q Build plans and documentation
  q Evaluation plan and report
  q Deployment plans and reports
  q Transition closure report
40   | Service Transition processes



 4.1.5.3 Planning and coordinating Service                       services and IT infrastructure, systems and environments
 Transition                                                      and the measurement system to support the transition
                                                                 activities.
 Planning an individual Service Transition
 The release and deployment activities should be planned         Adopting programme and project management best
 in stages as details of the deployment might not be             practices
 known in detail initially. Each Service Transition plan         It is best practice to manage several releases and
 should be developed from a proven Service Transition            deployments as a programme, with each significant
 model wherever possible. Although Service Design                deployment run as a project. The actual deployment may
 provides the initial plan, the planner will allocate specific   be carried out by dedicated staff, as part of broader
 resources to the activities and modify the plan to fit in       responsibilities such as operations or through a team
 with any new circumstances, e.g. a test specialist may          brought together for the purpose. Elements of the
 have left the organization.                                     deployment may be delivered through external suppliers,
 A Service Transition plan describes the tasks and activities    and suppliers may deliver the bulk of the deployment
 required to release and deploy a release into the test          effort, for example in the implementation of an off-the-
 environments and into production, including:                    shelf system such as an ITSM support tool.

 s Work environment and infrastructure for the Service           Significant deployments will be complex projects in their
     Transition                                                  own right. The steps to consider in planning include the
 s
                                                                 range of elements comprising that service, e.g. people,
     Schedule of milestones, handover and delivery dates
                                                                 application, hardware, software, documentation and
 s   Activities and tasks to be performed
                                                                 knowledge. This means that the deployment will contain
 s   Staffing, resource requirements, budgets and time-
                                                                 sub-deployments for each type of element comprising the
     scales at each stage
                                                                 service.
 s   Issues and risks to be managed
 s   Lead times and contingency.                                 Reviewing the plans
                                                                 The planning role should quality review all Service
 Allocating resources to each activity and factoring in
                                                                 Transition, release and deployment plans. Wherever
 resource availability will enable the Service Transition
                                                                 possible, lead times should include an element of
 planner to work out whether the transition can be
                                                                 contingency and be based on experience rather than
 deployed by the required date. If resources are not
                                                                 merely supplier assertion. This applies even more for
 available, it may be necessary to review other transition
                                                                 internal suppliers where there is no formal contract. Lead
 commitments and consider changing priorities. Such
                                                                 times will typically vary seasonally and they should be
 changes need to be discussed with change and release
                                                                 factored into planning, especially for long time-frame
 management as this may affect other changes that may
                                                                 transitions, where the lead times may vary between stages
 be dependents or prerequisites of the release.
                                                                 of a transition, or between different user locations.
 Integrated planning                                             Before starting the release or deployment, the Service
 Good planning and management are essential to deploy a          Transition planning role should verify the plans and ask
 release across distributed environments and locations into      appropriate questions such as:
 production successfully. An integrated set of transition
                                                                 s Are these Service Transition and release plans up to
 plans should be maintained that are linked to lower-level
                                                                     date?
 plans such as release, build and test plans. These plans
 should be integrated with the change schedule, release          s   Have the plans been agreed and authorized by all
 and deployment plans. Establishing good-quality plans at            relevant parties, e.g. customers, users, operations and
 the outset enables Service Transition to manage and                 support staff?
 coordinate the Service Transition resources, e.g. resource      s   Do the plans include the release dates and
 allocation, utilization, budgeting and accounting.                  deliverables and refer to related change requests,
                                                                     known errors and problems?
 An overarching Service Transition plan should include the
                                                                 s   Have the impacts on costs, organizational, technical
 milestone activities to acquire the release components,
                                                                     and commercial aspects been considered?
 package the release, build, test, deploy, evaluate and
                                                                 s   Have the risks to the overall services and operations
 proactively improve the service through early life support.
                                                                     capability been assessed?
 It will also include the activities to build and maintain the
                                                                                          Service Transition processes |          41

s Has there been a compatibility check to ensure that            4.1.6 Provide transition process support
     the configuration items that are to be released are
     compatible with each other and with configuration           4.1.6.1 Advice
     items in the target environments?                           Service Transition should provide support for all
s    Have circumstances changed such that the approach           stakeholders to understand and be able to follow the
     needs amending?                                             Service Transition framework of processes and supporting
s    Were the rules and guidance on how to apply it              systems and tools. Although the planning and support
     relevant for current service and release packages?          team may not have the specialist resources to handle
s    Do the people who need to use it understand and             some aspects it is important that they can identify a
     have the requisite skills to use it?                        relevant resource to help projects, e.g. specialists to set up
s    Is the service release within the SDP and scope of          Configuration Management or testing tools.
     what the transition model addresses?                        Projects should implement Service Transition activities and
s    Has the Service Design altered significantly such that it   tasks in accordance with applicable Service Transition
     is no longer appropriate?                                   standards, policies and procedures. However, Project
s    Have potential changes in business circumstances            Managers are not always aware of the need to adopt
     been identified? See example below.                         these standards, policies and procedures. When new
                                                                 projects start up the Service Transition and planning and
    Anticipating changed business circumstances                  support role should proactively seek opportunities to
    A new version of a retail organization’s point of sale       establish the Service Transition processes into the project
    system was designed and ready for transition to the          quickly – before alternative methods are adopted. Another
    operational environment. Although the new version            approach is to work closely with the programme or Project
    offers added features, most improvements related to          Support and offer support to projects via this route.
    ease of use, ease of support and maintainability of
    the software. The transition was originally scheduled
                                                                 4.1.6.2 Administration
    for installation in September, but delays in third party
    suppliers meant the service fails ready for test and         The Service Transition Planning and Support role should
    subsequent deployment in late November; due for              provide administration for:
    installation two weeks after acceptance testing              s Managing of Service Transition changes and work
    begins. The initially planned approach of involving
                                                                    orders
    20% of user staff in acceptance trials and store
    disruption across the user base was no longer                s Managing issues, risks, deviations and waivers
    appropriate. With the Christmas sales boom                   s Managing support for tools and Service Transition
    imminent, such disruption was not appropriate, and             processes
    would have been prevented by the annual change               s Communications to stakeholders – e.g. logistics and
    freeze. Instead, a longer, slower but less resource-           deployment plans need to be communicated to all
    intensive acceptance testing approach was selected             stakeholders
    with rollout to stores rescheduled for late January.
                                                                 s Monitoring the Service Transition performance to
    Where the transition approach does require rethinking          provide input into Continual Service Improvement.
    and probable alteration, this should be delivered
    through the formal Change Management process,                Changes that affect the agreed baseline configuration
    since the consideration of alternatives and agreement        items are controlled through Change Management.
    of the revised transition approach must be properly          Plans and progress should be communicated and made
    documented. However, for foreseeable scenarios,
                                                                 available to relevant stakeholders. The stakeholder list is
    where the path of action is documented as an
                                                                 defined in the service package received from design and
    accepted reaction to the circumstances, authority to
    record and proceed with a change may be delegated            Service Transition should establish the continued relevance
    to Service Transition or other appropriate party for         of that list, and update it as necessary.
    approval, e.g. customer or project. For example,
    where the Service Transition milestone dates and             4.1.6.3 Progress monitoring and reporting
    release dates can be achieved with the same cost and         Service Transition activities require monitoring against the
    resources with no impact on the service definition.          intentions set out in the transition model and plan.
                                                                 Measuring and monitoring the release and deployment
42   | Service Transition processes



 will (at the conclusion) establish if the transition is         Other KPIs for an effective transition and support process
 proceeding according to plan.                                   include:
 Maintaining an oversight of the actual transitions against      s Improved Service Transition success rate through
 the integrated Service Transition plans, release and change         improved scope and integration of the planning
 schedules is essential. It includes monitoring the progress         activities
 of each transition periodically and at milestone or baseline    s   Better management information on the predicted vs
 points as well as receiving and chasing updates.                    actual performance and cost of Service Transition
 Management reports on the status of each transition will        s   Improved efficiency and effectiveness of the processes
 help to identify when there are significant variances from          and supporting systems, tools, knowledge, information
 plan, e.g. for project management and the Service                   and data to enable the transition of new and changed
 Management organization to make decisions and take                  services, e.g. sharing tool licences
 action.                                                         s   Reduction in time and resource to develop and
                                                                     maintain integrated plans and coordination activities
 In many cases the transition plans will require amendment
                                                                 s   Project and service team satisfaction with the Service
 to bring them into line with a reality that has changed
                                                                     Transition practices.
 since design. This is not synonymous with bad design or
 error in selecting transition models, but merely a reflection
 of a dynamic environment.                                       4.2 CHANGE MANAGEMENT
                                                                 Changes arise for a variety of reasons:
 4.1.7 Triggers, input and output, and inter-
 process interfaces                                              s Proactively, e.g. seeking business benefits such as
                                                                   reducing costs or improving services or increasing the
 The trigger is an authorized RFC for a Service Transition.
                                                                   ease and effectiveness of support
 The inputs are:
                                                                 s Reactively as a means of resolving errors and adapting
 s Authorized RFC                                                  to changing circumstances.
 s Service Design package
                                                                 Changes should be managed to:
 s Release package definition and design specification
 s Service Acceptance Criteria (SAC).                            s Optimize risk exposure (supporting the risk profile
                                                                   required by the business)
 Outputs:                                                        s Minimize the severity of any impact and disruption
 s Transition strategy                                           s Be successful at the first attempt.
 s Integrated set of Service Transition plans.
                                                                 Such an approach will deliver direct benefit to the bottom
                                                                 line for the business by delivering early realization of
 4.1.8 Key performance indicators and                            benefits (or removal of risk), with a saving of money and
 metrics                                                         time.
 Primary key performance indicators (KPIs) for Transition
                                                                 To make an appropriate response to all requests for
 Planning and Support include:
                                                                 change entails a considered approach to assessment of
 s The number of releases implemented that met the               risk and business continuity, change impact, resource
   customer’s agreed requirements in terms of cost,              requirements, change authorization and especially to the
   quality, scope, and release schedule (expressed as a          realizable business benefit. This considered approach is
   percentage of all releases)                                   essential to maintain the required balance between the
 s Reduced variation of actual vs predicted scope,               need for change and the impact of the change.
   quality, cost and time                                        This section provides information on the Change
 s Increased customer and user satisfaction with plans           Management process and provides guidance that is
   and communications that enable the business to align          scalable for:
   their activities with the Service Transition plans
                                                                 s Different kinds and sizes of organizations
 s Reduction in number of issues, risks and delays caused
                                                                 s Small and large changes required at each lifecycle
   by inadequate planning.
                                                                     stage
                                                                 s Changes with major or minor impact
                                                                                              Service Transition processes |    43

s Changes in a required timeframe                                The scope of Change Management covers changes to
s Different levels of budget or funding available to             baselined service assets and configuration items across the
   deliver change.                                               whole service lifecycle.
                                                                 Each organization should define the changes that lie
4.2.1 Purpose, goals and objectives                              outside the scope of their service change process. Typically
The purpose of the Change Management process is to               these might include:
ensure that:
                                                                 s Changes with significantly wider impacts than service
s Standardized methods and procedures are used for                 changes, e.g. departmental organization, policies and
  efficient and prompt handling of all changes                     business operations – these changes would produce
s All changes to service assets and configuration items            RFCs to generate consequential service changes
  are recorded in the Configuration Management System            s Changes at an operational level such as repair to
s Overall business risk is optimized.                              printers or other routine service components.
The goals of Change Management are to:                           Figure 4.1 shows a typical scope for the service Change
                                                                 Management process for an IT department and how it
s Respond to the customer’s changing business
                                                                 interfaces with the business and suppliers at strategic,
  requirements while maximizing value and reducing
                                                                 tactical and operational levels. It covers interfaces to
  incidents, disruption and re-work
                                                                 internal and external service providers where there are
s Respond to the business and IT requests for change
                                                                 shared assets and configuration items that need to be
  that will align the services with the business needs.
                                                                 under Change Management. Service Change Management
The objective of the Change Management process is to             must interface with business Change Management (to the
ensure that changes are recorded and then evaluated,             left in Figure 4.1), and with the supplier’s Change
authorized, prioritized, planned, tested, implemented,           Management (to the right in the figure). This may be an
documented and reviewed in a controlled manner.                  external supplier with a formal Change Management
                                                                 system, or with the project change mechanisms within an
4.2.2 Scope                                                      internal development project.
Change can be defined in many ways. The definition of a          The Service Portfolio provides a clear definition of all
service change is:                                               current, planned and retired services. Understanding the
                                                                 Service Portfolio helps all parties involved in the Service
  Service change
                                                                 Transition to understand the potential impact of the new
  ‘The addition, modification or removal of authorized,          or changed service on current services and other new or
  planned or supported service or service component              changed services.
  and its associated documentation.’


                Business                     Service Provider                    Supplier

                                                                                Manage the
 Strategic     Manage the
                                            Manage IT services                   suppliers'
  change        business                                                         business




               Manage the                                                         Manage
  Tactical                                       Service
                business                                                          external
  change                                        portfolio
                processes                                                         services


                                  Service
                                  change

                                                                                                      Figure 4.1 Scope of
                Manage                                                                                change and release
Operational                                     Service                           External
                business
  change                                       Operations                        operations           management for
               operations
                                                                                                      services
44   | Service Transition processes



 Strategic changes are brought in via Service Strategy and         Example of IT service initiated business change
 the business relationship management processes. Changes           In the retail industry, bar-coding of goods coupled
 to a service will be brought in via Service Design,               with bar-code readers at the check-out was initially
 Continual Service Improvement and the service level               introduced to deliver savings by removing the need
 management process. Corrective change, resolving errors           to label every item, automating stock control,
 detected in services, will be initiated from Service              speeding customer throughput and reducing check-
 Operations, and may route via support or external                 out staff. Suggestions from IT to the business resulted
 suppliers into a formal RFC.                                      in making use of this facility to power innovative
                                                                   concepts such as Buy One Get One Free and
 Exclusions                                                        capturing data on each individual’s purchasing habits.
 This chapter does not cover strategic planning for business
 transformation or organizational change although the          The reliance on IT Services and underlying information
 interfaces to these processes do need to be managed.          technology is now so complex that considerable time can
 Guidance on organizational change is addressed in             be spent on:
 Chapter 5. Business transformation is the subject of many     s Assessing the impact of business change on IT
 publications aimed at the general business manager.           s Analysing the impact of a service or IT change on the
                                                                    business
 4.2.3 Value to business                                       s    Notifying affected parties (of what is proposed,
 Reliability and business continuity are essential for the          planned and implemented)
 success and survival of any organization. Service and         s    Recording and maintaining accurate change,
 infrastructure changes can have a negative impact on the           configuration, release and deployment records
 business through service disruption and delay in
                                                               s    Managing and resolving incidents caused by change
 identifying business requirements, but Change
                                                               s    Identifying the problems that continually arise that
 Management enables the service provider to add value to
                                                                    require more change
 the business by:
                                                               s    Introducing the new ideas and technology that cause
 s Prioritizing and responding to business and customer             even more change.
     change proposals
                                                               There are therefore considerable cost saving and
 s Implementing changes that meet the customers’
                                                               efficiencies to be gained from well-structured and planned
     agreed service requirements while optimizing costs
                                                               changes and releases.
 s Contributing to meet governance, legal, contractual
     and regulatory requirements                               As there is so much focus today on enterprise risk
 s   Reducing failed changes and therefore service             management, Change Management is a key process that
     disruption, defects and re-work                           comes under the scrutiny of auditors. The Institute of
 s   Delivering change promptly to meet business               Internal Auditors, Global Technology Audit Guide, Change
     timescales                                                and Patch Management Controls: Critical for Organizational
                                                               Success, provides guidance on assessing Change
 s   Tracking changes through the service lifecycle and to
                                                               Management capability of an organization. It identifies risk
     the assets of its customers
                                                               indicators of poor Change Management that apply to
 s   Contributing to better estimations of the quality, time
                                                               business and IT change:
     and cost of change
 s   Assessing the risks associated with the transition of         ‘By managing changes, you manage much of the
     services (introduction or disposal)                           potential risk that changes can introduce’
 s   Aiding productivity of staff through minimizing               The top five risk indicators of poor Change
     disruptions due to high levels of unplanned or                Management are:
     ‘emergency’ change and hence maximising service
                                                                   s Unauthorized changes (above zero is
     availability
                                                                      unacceptable)
 s   Reducing the Mean Time to Restore Service (MTRS),
                                                                   s Unplanned outages
     via quicker and more successful implementations of
                                                                   s A low change success rate
     corrective changes
                                                                   s A high number of emergency changes
 s   Liaising with the business change process to identify
                                                                   s Delayed project implementations.
     opportunities for business improvement.
                                                                                              Service Transition processes |      45

The following paragraph is extracted from the guide:                  what must be done and what the consequence of non-
                                                                      adherence to policy will be.
         What do all high-performing IT organizations have in
         common? They have a culture of Change Management             Policies that support Change Management include:
         that prevents and deters unauthorized change. They also
                                                                      s Creating a culture of Change Management across the
         ‘trust but verify’ by using independent detective controls
                                                                          organization where there is zero tolerance for
         to reconcile production changes with authorized
                                                                          unauthorized change
         changes, and by ruling out change first in the repair
                                                                      s   Aligning the service Change Management process with
         cycle during outages. Finally, they also have the lowest
                                                                          business, project and stakeholder Change
         mean time to repair (MTTR). Auditors will appreciate that
                                                                          Management processes
         in these high-performing IT organizations, Change
                                                                      s   Prioritization of change, e.g. innovation vs preventive
         Management is not viewed as bureaucratic, but is
         instead the only safety net preventing them from                 vs detective vs corrective change
         becoming a low-performer. In other words, IT                 s   Establishing accountability and responsibilities for
         management owns the controls to achieve its own                  changes through the service lifecycle
         business objectives, efficiently and effectively.            s   Segregation of duty controls
         Achieving a change success rate over 70 percent is           s   Establishing a single focal point for changes in order
         possible only with preventive and detective controls.            to minimize the probability of conflicting changes and
                                                                          potential disruption to the production environment
Note: Mean Time to Restore Service (MTRS) should be
                                                                      s   Preventing people who are not authorized to make a
used to avoid the ambiguity of Mean Time To Repair
(MTTR). Although MTTR is a widely accepted industry                       change from having access to the production
term, in some definitions ‘repair’ includes only repair time              environment
but in others includes recovery time. The downtime in                 s   Integration with other Service Management processes
MTRS covers all the contributory factors that make the                    to establish traceability of change, detect unauthorized
service, component or CI unavailable. MTRS is a measure                   change and identify change related incidents
of how quickly and effectively a service, component or CI             s   Change windows – enforcement and authorisation for
can be restored to normal working after a failure and                     exceptions
should be calculated using the following formula:                     s   Performance and risk evaluation of all changes that
                   Total Downtime (hours)                                 impact service capability
                                                                      s   Performance measures for the process, e.g. efficiency
MTRS (hours) =                                                            and effectiveness.
                  Number of service breaks
                                                                      4.2.4.2 Design and planning considerations
4.2.4 Policies, principles and basic concepts                         The Change Management process should be planned in
                                                                      conjunction with Release and Configuration Management.
This section sets out basic concepts within Change
                                                                      This helps the service provider to evaluate the impact of
Management that support its effective execution.
                                                                      the change on the current and planned services and
                                                                      releases.
4.2.4.1 Policies
Increasing the success rate of changes and releases                   The requirements and design for the Change Management
requires Executive support for implementing a culture that            processes include:
sets stakeholder expectations about changes and releases              s Requirements, e.g. to comply with relevant legislation,
and reduces unplanned work.                                             industry codes of practice, standards and
Pressure will be applied to reduce timescales and meet                  organizational practices
deadlines; to cut budgets and running costs; and to                   s Approach to eliminating unauthorized change
compromise testing. This must not be done without due                 s Identification and classification:
diligence to governance and risk. The Service Transition                q Change document identifiers
management team will be called on from time to time to                  q Change document types, change documentation
make a ‘no go’ decision and not implement a required                       templates and expected content
change. There must be policies and standards defined                    q Impact, urgency, priorities
which make it clear to the internal and external providers
46   | Service Transition processes



 s Organization, roles and responsibilities:                      q To identify high-risk, high-impact CIs
     q Accountabilities and responsibilities of all               q To capture CIs, configuration baselines and releases
        stakeholders                                              q To capture related deliverables, e.g. Acceptance
     q Approach to independent testing and evaluation of             Criteria, test and evaluation reports.
         change
     q Change authorization – levels of authorization and      4.2.4.3 Types of change request
         rules that govern decision making and actions, e.g.   A change request is a formal communication seeking an
         escalation                                            alteration to one or more configuration items. This could
     q Composition of Advisory Boards, e.g. the Change         take several forms, e.g. ‘Request for Change’ document,
         Advisory Board (CAB) and the Emergency CAB            service desk call, Project Initiation Document. Different
         (ECAB)                                                types of change may require different types of change
 s   Stakeholders:                                             request. An organization needs to ensure that appropriate
     q Planning of changes and releases to enable              procedures and forms are available to cover the
         stakeholders to make their own preparation and        anticipated requests. Avoiding a bureaucratic approach to
         plan their activities                                 documenting a minor change removes some of the
     q Communicating changes, change schedule and              cultural barriers to adopting the Change Management
         release plans                                         process.
 s   Grouping and relating changes:                            As much use as possible should be made of devolved
     q Into a release, build or baseline                       authorization, both through the standard change
     q By linking several child RFCs to a master RFC           procedure (see paragraph 4.2.4.4) and through the
 s   Procedures:                                               authorization of minor changes by Change Management
                                                               staff.
     q Change authorization policies, rules and
         procedures                                            During the planning of different types of change requests,
     q For raising an RFC, including preparation and           each must be defined with a unique naming convention,
         submission of change proposal                         (see paragraph 4.3.5.3). Table 4.3 provides examples of
     q How change requests are tracked and managed,            different types of change request across the service
         i.e. change records                                   lifecycle.
     q How change requests are impact assessed and             For different change types there are often specific
         evaluated promptly                                    procedures, e.g. for impact assessment and change
     q Identifying dependencies and incompatibilities          authorization.
         between changes
     q For verifying the implementation of a change            4.2.4.4 Change process models and workflows
     q Overseeing and evaluating deliverables from             Organizations will find it helpful to predefine change
         change and release implementation                     process models – and apply them to appropriate changes
     q To review changes regularly to identify trends and      when they occur. A process model is a way of predefining
         improvements, e.g. in the success or failure of       the steps that should be taken to handle a process (in this
         changes and releases                                  case a process for dealing with a particular type of
 s   Interfaces to other Service Management processes, e.g.    change) in an agreed way. Support tools can then be used
     service level management and capacity management          to manage the required process. This will ensure that such
     for impact assessment and review                          changes are handled in a predefined path and to
 s   Approach to interfacing Change, Release and               predefined timescales.
     Configuration Management with the problem and             Changes that require specialized handling could be
     incident management processes to measure and              treated in this way, such as emergency changes that may
     reduce change-related incidents.                          have different authorization and may be documented
 s   Configuration Management interfaces:                      retrospectively.
     q To provide quality information for impact
         assessment and reporting, e.g. comparison of As-Is
         to As-Planned configuration
                                                                                        Service Transition processes |   47

Table 4.3 Example of types of request by service lifecycle stage
Type of change with          Documented work          Service    Service   Service      Service      Continual
examples                     procedures               Strategy   Design    Transition   Operation    Service
                                                                                                     Improvement

Request for Change to        Service Change
Service Portfolios           Management

– New portfolio line item

– To predicted scope,
Business Case, baseline

– Service pipeline

Request for Change to        Service Change
Service or service           Management
definition

– To existing or planned
service attributes

– Project change that
impacts Service Design,
e.g. forecasted warranties

– Service improvement

Project change               Project Change
proposal                     Management procedure

– Business change

– No impact on service
or design baseline

User access request          User access procedure


Operational activity
                             Local procedure (often
– Tuning (within             pre-authorized – see
specification/constraints)   paragraph 4.2.4.4)


– Re-boot hardware on
failure if no impact on
other services

– Planned maintenance
48      | Service Transition processes



 The change process model includes:                              implementation can create unnecessarily high levels of
                                                                 administration and resistance to the Change Management
 s The steps that should be taken to handle the change
                                                                 process.
       including handling issues and unexpected events
     s The chronological order these steps should be taken       All changes, including standard changes, will have details
   in, with any dependences or co-processing defined             of the change recorded. For some standard changes this
 s Responsibilities; who should do what                          may be different in nature from normal change records.
 s Timescales and thresholds for completion of the               Some standard changes to configuration items may be
   actions                                                       tracked on the asset or configuration item lifecycle,
 s Escalation procedures; who should be contacted and            particularly where there is a comprehensive CMS that
   when.                                                         provides reports of changes, their current status, the
                                                                 related configuration items and the status of the related CI
 These models are usually input to the Change
                                                                 versions. In these cases the Change and Configuration
 Management support tools in use and the tools then
                                                                 Management reporting is integrated and Change
 automate the handling, management, reporting and
                                                                 Management can have ‘oversight’ of all changes to service
 escalation of the process.
                                                                 CIs and release CIs.
 4.2.4.5 Standard changes (pre-authorized)                       Some standard changes will be triggered by the request
 A standard change is a change to a service or                   fulfilment process and be directly recorded and passed for
 infrastructure for which the approach is pre-authorized by      action by the service desk.
 Change Management that has an accepted and
 established procedure to provide a specific change              4.2.5 Remediation planning
 requirement.                                                    No change should be approved without having explicitly
                                                                 addressed the question of what to do if it is not successful.
 Examples might include an upgrade of a PC in order to
                                                                 Ideally, there will be a back-out plan, which will restore
 make use of specific standard and pre-budgeted software,
                                                                 the organization to its initial situation, often through the
 new starters within an organization, or a desktop move for
                                                                 reloading of a baselined set of CIs, especially software and
 a single user. Other examples include low impact, routine
                                                                 data. However, not all changes are reversible, in which
 application change to handle seasonal variation.
                                                                 case an alternative approach to remediation is required.
 Approval of each occurrence of a standard change will be        This remediation may require a revisiting of the change
 granted by the delegated authority for that standard            itself in the event of failure, or may be so severe that it
 change, e.g. by the budget holding customer for                 requires invoking the organization’s business continuity
 installation of software from an approved list on a PC          plan. Only by considering what remediation options are
 registered to their organizational unit or by the third party   available before instigating a change, and by establishing
 engineer for replacement of a faulty desktop printer.           that the remediation is viable (e.g. it is successful when
 The crucial elements of a standard change are that:             tested), can the risk of the proposed change be
                                                                 determined and the appropriate decisions taken.
 s There is a defined trigger to initiate the RFC
 s The tasks are well known, documented and proven               4.2.6 Process activities, methods and
 s Authority is effectively given in advance                     techniques
 s Budgetary approval will typically be preordained or           This section provides approaches to managing service
   within the control of the change requester                    changes effectively by addressing the tasks carried out to
 s The risk is usually low and always well understood.           achieve and deliver controlled change.
 Once the approach to manage standard changes has been           Overall Change Management activities include:
 agreed, standard change processes and associated change
                                                                 s Planning and controlling changes
 workflows should be developed and communicated. A
 change model would normally be associated with each             s Change and release scheduling
 standard change to ensure consistency of approach.              s Communications
                                                                 s Change decision making and change authorization
 Standard changes should be identified early on when
                                                                 s Ensuring there are remediation plans
 building the Change Management process to promote
 efficiency. Otherwise, a Change Management                      s Measurement and control
                                                                                                         Service Transition processes |                                                      49

s Management reporting                                                            q Communicate the decision with all stakeholders, in
s Understanding the impact of change                                            particular the initiator of the Request for Change
s Continual improvement.                                                   s Plan updates
                                                                           s Coordinate change implementation
Typical activities in managing individual changes are:
                                                                           s Review and close change:
s Create and record the RFC                                                  q Collate the change documentation, e.g. baselines
s Review RFC and change proposal:                                               and evaluation reports
   q Filter changes (e.g. incomplete or wrongly routed                       q Review the change(s) and change documentation
       changes)                                                              q Close the change document when all actions are
s Assess and evaluate the change:                                               completed.
   q Establish the appropriate level of change authority
                                                                           Throughout all the process activities listed above and
   q Establish relevant areas of interest (i.e. who should
                                                                           described within this section, information is gathered,
       be involved in the CAB)
                                                                           recorded in the CMS and reported.
   q Assess and evaluate the business justification,
     impact, cost, benefits and risk of changes                            Figure 4.2 shows an example of a change to the service
  q Request independent evaluation of a change (see                        provider’s services, applications or infrastructure. Examples
     4.2.6.4)                                                              of the states of the RFC are shown in italics. Change and
                                                                           configuration information is updated all the way through
s Authorize the change:
                                                                           the activities. Figures 4.3 and 4.4 show the equivalent
  q Obtain authorization/rejection
                                                                           process flow for some examples of standard change
                                                                           process flows.
       Create
        RFC
                         Change
                        proposal
                        (optional)
                                                     Record the
                                                        RFC

                                     Initiator
                                                           requested
                                                       Review
                                                        RFC
                                     Change
                                                                                                            Update change and configuration information in CMS




                                     Management            ready for evaluation
                                                 Assess and evaluate
                                                       change


                                                           ready for decision         Work orders
                    Authorize                        Authorize
                 Change proposal                      Change
                                     Change
                                     Authority             authorized

                                                    Plan updates

                                     Change
                                     Management            scheduled                  Work orders
                                                 Co-ordinate change
                                                  implementation*
                                     Change
                                     Management            implemented

                Evaluation report                 Review and close
                                                   change record
                                                                                                                                                                 Figure 4.2 Example
                                                           closed                                                                                                process flow for a normal
                                                                           *Includes build and test the change                                                   change
50    | Service Transition processes



 Standard Deployment          Role         Deployment change
 request                                     proposal (from
 (where the deployment




                                                                                                   Update change and configuration information in CMS
                                               a template)
 process is tried and tested)



                                           Create and review
                                                  RFC

                             Initiator
                                                     requested
                                         Assess and evaluate
                                                 RFC                      Work orders

                            Change
                            Management               ready for decision
                                            Authorize and
                                           Schedule Change

                             Change
                             Authority               scheduled
                                         Co-ordinate change
                                          implementation*
                             Change
                             Management              implemented
                                           Review and close
                                            change record
                                                                                                                                                        Figure 4.3 Example process flow
                                                     closed                                                                                             for standard deployment request
     *Includes build and test the change

 4.2.6.1 Normal Change Procedure                                              Role

 The text in this section sets out in detail the aspects

                                                                                                                                                              Update change and configuration
                                                                                            Create RFC
 followed within a Normal Change. The general principles                                                                                                            information in CMS
 set out apply to all changes, but where normal change                        Initiator
 procedure can be modified, i.e. for standard or emergency                                                   requested

 changes, this is set out following the explanation of                                    Assign for Work
 normal change procedure.
                                                                             Change
                                                                             Management                      implemented
 4.2.6.2 Create and record Requests for change
                                                                                          Review and close
 The change is raised by a request from the initiator – the                                change record
 individual or organizational group that requires the                                                        closed
 change. For example, this may be a business unit that                      Figure 4.4 Example process flow for standard
 requires additional facilities, or problem management staff                operational change request
 instigating an error resolution from many other sources.
 For a major change with significant organizational and/or
 financial implications, a change proposal may be required,                 Request for Change form and details of the change and
 which will contain a full description of the change                        actions may be recorded in other documents and
 together with a business and financial justification for the               referenced from the RFC, e.g. Business Case, impact
 proposed change. The change proposal will include sign-                    assessment report.
 off by appropriate levels of business management.
 Table 4.4 shows an example of the information recorded
 for a change; the level of detail depends on the size and
 impact of the change. Some information is recorded when
 the document is initiated and some information may be
 updated as the change document progresses through its
 lifecycle. Some information is recorded directly on the
                                                                                    Service Transition processes |           51

Table 4.4 Example of contents of change documentation
Attribute on the change            RFC                  Change proposal (if             Related assets/CIs
record                                                  appropriate)

Unique number

Trigger (e.g. to purchase order,
problem report number, error
records, business need,
legislation)

Description                        Summary              Full description

Identity of item(s) to be          Summary              Full description                Service (for enhancement) or CI
changed – description of the                                                            with errors (corrective changes)
desired change

Reason for change, e.g.            Summary              Full justification
Business Case

Effect of not implementing the
change (business, technical,
financial etc.)

Configuration items and                                 Affected baseline/release       Details of CIs in baseline/release
baseline versions to be changed

Contact and details of person
proposing the change

Date and time that the change
was proposed

Change category, e.g. minor,       Proposed
significant, major

Predicted timeframe, resources,    Summary/reference    Full
costs and quality of service

Change priority                    Proposed

Risk assessment and risk           Summary/reference    Full
management plan

Back-out or remediation plan       Possibly             Full

Impact assessment and              Provisional          Initial impact
evaluation – resources and
capacity, cost, benefits

Would the change require                                                                Plans affected
consequential amendment of IT
Service Continuity Management
(ITSCM) plan, capacity plan,
security plan, test plan?

Change decision body
52      | Service Transition processes



 Table 4.4 Example of contents of change documentation (continued)
     Attribute on the change            RFC                Change proposal (if           Related assets/CIs
     record                                                appropriate)

     Decision and recommendations
     accompanying the decision

     Authorization signature (could
     be electronic)

     Authorization date and time

     Target baseline or release to
     incorporate change into

     Target change plan(s) for
     change to be incorporated into

     Scheduled implementation time
     (change window, release
     window or date and time)

     Location/reference to
     release/implementation plan

     Details of change implementer

     Change implementation details
     (success/fail/remediation)

     Actual implementation date and
     time

     Review date(s)

     Review results (including cross-   Summary
     reference to new RFC where
     necessary)

     Closure                            Summary




 The change record holds the full history of the change,    Different types of change document will have different
 incorporating information from the RFC and subsequently    sets of attributes to be updated through the lifecycle. This
 recording agreed parameters such as priority and           may depend on various factors such as the change
 authorization, implementation and review information.      process model and change category but it is
 There may be many different types of change records        recommended that the attributes are standardized
 used to record different types of change. The              wherever possible to aid reporting.
 documentation should be defined during the process
 design and planning stage.
                                                                                        Service Transition processes |        53

Some systems use work orders to progress the change as         s Incomplete submissions, e.g. inadequate description,
this enables complete traceability of the change. For             without necessary budgetary approval.
example work orders may be issued to individuals or
                                                               These should be returned to the initiator, together with
teams to do an impact assessment or to complete work
                                                               brief details of the reason for the rejection, and the log
required for a change that is scheduled for a specific time
                                                               should record this fact. A right of appeal against rejection
or where the work is to be done quickly.
                                                               should exist, via normal management channels, and
As an RFC proceeds through its lifecycle, the change           should be incorporated within the procedures.
document, related records (such as work orders) and
related configuration items are updated in the CMS, so         4.2.6.4 Assess and evaluate the change
that there is visibility of its status. Estimates and actual   The potential impact on the services of failed changes and
resources, costs and outcome (success or failure) are          their impact on service assets and configurations need to
recorded to enable management reporting.                       be considered. Generic questions (e.g. the ‘seven Rs’)
Change logging                                                 provide a good starting point.

The procedures for logging and documenting RFCs should           The seven Rs of Change Management
be decided. RFCs might be able to be submitted on paper          The following questions must be answered for all
forms, through e-mail or using a web-based interface, for        changes. Without this information, the impact
example. Where a computer-based support tool is used,            assessment cannot be completed, and the balance of
the tool may restrict the format.                                risk and benefit to the live service will not be
All RFCs received should be logged and allocated an              understood. This could result in the change not
                                                                 delivering all the possible or expected business
identification number (in chronological sequence). Where
                                                                 benefits or even of it having a detrimental,
change requests are submitted in response to a trigger
                                                                 unexpected effect on the live service.
such as a resolution to a problem record (PR), it is
important that the reference number of the triggering            s Who RAISED the change?
document is retained to provide traceability.                    s What is the REASON for the change?
                                                                 s What is the RETURN required from the change?
It is recommended that the logging of RFCs is done by
means of an integrated Service Management tool, capable          s What are the RISKS involved in the change?
of storing both the data on all assets and CIs and also,         s What RESOURCES are required to deliver the change?
importantly, the relationships between them. This will           s Who is RESPONSIBLE for the build, test and
greatly assist when assessing the likely impact of a change        implementation of the change?
to one component of the system on all other components.          s What is the RELATIONSHIP between this change
All actions should be recorded, as they are carried out,           and other changes?
within the Change Management log. If this is not possible
for any reason, then they should be manually recorded for      Many organizations develop specific impact assessment
inclusion at the next possible opportunity.                    forms to prompt the impact assessors about specific types
                                                               of change. This can help with the learning process,
Procedures will specify the levels of access and who has
                                                               particularly for new services or when implementing a
access to the logging system. While any authorized
                                                               formal impact assessment step for the first time.
personnel may create, or add reports of progress to, an
RFC (though the support tool should keep Change                Responsibility for evaluating major change should be
Management aware of such actions) only Change                  defined. It is not a best-practice issue because
Management staff will have permission to close an RFC.         organizations are so diverse in size, structure and
                                                               complexity that there is not a universal solution
4.2.6.3 Review the Request for Change                          appropriate to all organizations. It is, however,
The procedures should stipulate that, as changes are           recommended that major change is discussed at the
logged, Change Management should briefly consider each         outset with all stakeholders in order to arrive at sensible
request and filter out any that seem to be:                    boundaries of responsibility and to improve
                                                               communications.
s Totally impractical
                                                               Although Change Management is responsible for ensuring
s Repeats of earlier RFCs, accepted, rejected or still
                                                               that changes are assessed and, if authorized, subsequently
   under consideration
                                                               developed, tested, implemented and reviewed, clearly final
54    | Service Transition processes



 responsibility for the IT service – including changes to it –   Table 4.5 Example of a change impact and risk
 will rest with the service manager and the service owner.       categorization matrix
 They control the funding available and will have been                              Change impact/risk categorization matrix
 involved in the change process through direct or
 delegated membership of the CAB.
                                                                                   High impact              High impact
 When conducting the impact and resource assessment for
 RFCs referred to them, Change Management, CAB, ECAB or                            Low probability          High probability
 any others (nominated by Change Management or CAB                                 Risk category: 2         Risk category: 1
 members) who are involved in this process should                Change impact
 consider relevant items, including:                                               Low impact               Low impact
 s the impact that the change will make on the                                     Low probability          High probability
      customer’s business operation                                                Risk category: 4         Risk category: 3
 s the effect on the infrastructure and customer service,
      as defined in the service requirements baselines,                                               Probability
      service model, SLA, and on the capacity and
      performance, reliability and resilience, contingency
      plans, and security                                        The focus should be on identifying the factors that may
 s    the impact on other services that run on the same          disrupt the business, impede the delivery of service
      infrastructure (or on projects)                            warranties or impact corporate objectives and policies. The
 s    the impact on non-IT infrastructures within the            same disciplines used for corporate risk management or in
      organization – for example, security, office services,     project management can be adopted and adapted.
      transport, customer help desks
 s    the effect of not implementing the change
                                                                 Risk categorization
 s    the IT, business and other resources required to           The issue of risk to the business of any change must be
      implement the change, covering the likely costs, the       considered prior to the authorisation of any change. Many
      number and availability of people required, the            organizations use a simple matrix like the one shown in
      elapsed time, and any new infrastructure elements          Table 4.5 to categorize risk, and from this the level of
      required                                                   change assessment and authorization required.
 s    the current change schedule (CS) and projected             The relevant risk is the risk to the business service and
      service outage (PSO)                                       changes require thorough assessment, wide
 s    additional ongoing resources required if the change is     communication, and appropriate authorization by the
      implemented                                                person or persons accountable for that business service.
 s    impact on the continuity plan, capacity plan, security     Assessing risk from the business perspective can produce a
      plan, regression test scripts and data and test            correct course of action very different from that which
      environment, Service Operations practices.                 would have been chosen from an IT perspective, especially
                                                                 within high-risk industries.
     No change is without risk
                                                                   High-risk industry
     Simple changes may seem innocuous but can cause
     damage out of all apparent proportion to their                In one volatile and competitive business environment,
     complexity. There have been several examples in               the mobile telephone supply business, customers
     recent years of high profile and expensive business           asked IT if they were now able to implement a much-
     impact caused by the inclusion, exclusion or                  needed change to the business software. The reply
     misplacing of a ‘.’ in software code.                         was that it could not go forward to the next change
                                                                   window because there was still a 30% risk of failure.
 It is best practice to use a risk-based assessment during         Business reaction was to insist on implementation, for
 the impact assessment of a change or set of changes. For          in their eyes a 70% chance of success, and the
 example the risk for:                                             concomitant business advantage, was without any
                                                                   hesitation the right and smart move. Very few of their
 s An individual change                                            business initiatives had that high a chance of success.
 s A set of changes implemented together
                                                                   The point is that the risk and gamble of the business
 s Impacting the timescales of authorized changes on               environment (selling mobile telephones) had not
      change and release schedules.
                                                                                               Service Transition processes |        55

  been understood within IT, and inappropriate (i.e. IT)              by the change initiator but may well be modified in the
  rules had been applied.                                             change authorization process. Risk assessment is of crucial
  The dominant risk is the business one and that                      importance at this stage. The CAB will need information
  should have been sought, established, understood                    on business consequences in order to assess effectively
  and applied by the service provider. Sensibly, of                   the risk of implementing or rejecting the change.
  course, this might well be accompanied by                           Impact is based on the beneficial change to the business
  documentation of the risk-based decision but
                                                                      that will follow from a successful implementation of the
  nonetheless the need remains to understand the
                                                                      change, or on the degree of damage and cost to the
  business perspective and act accordingly.
                                                                      business due to the error that the change will correct. The
                                                                      impact may not be expressed in absolute terms but may
Evaluation of change
                                                                      depend on the probability of an event or circumstance; for
Based on the impact and risk assessments, and the                     example a service may be acceptable at normal
potential benefits of the change, each of the assessors               throughput levels, but may deteriorate at high usage,
should evaluate the information and indicate whether they             which may be triggered by unpredictable external items.
support approval of the change. All members of the
change authority should evaluate the change based on                  The urgency of the change is based on how long the
impact, urgency, risk, benefits and costs. Each will indicate         implementation can afford to be delayed.
whether they support approval and be prepared to argue                Table 4.6 gives examples of change priorities for corrective
their case for any alterations that they see as necessary.            changes (fixing identified errors that are hurting the
Allocation of priorities                                              business) and for enhancements (that will deliver
                                                                      additional benefits). Other types of change exist, e.g. to
Prioritization is used to establish the order in which
                                                                      enable continuation of existing benefit, but these two are
changes put forward should be considered.
                                                                      used to illustrate the concept.
Every RFC will include the originator’s assessment of the
impact and urgency of the change.
                                                                      Change planning and scheduling
                                                                      Careful planning of changes will ensure that there is no
The priority of a change is derived from the agreed impact            ambiguity about what tasks are included in the Change
and urgency. Initial impact and urgency will be suggested             Management process, what tasks are included in other

Table 4.6 Change priority examples
Priority                                  Corrective change                         Enhancement change
Immediate                                 Putting life at risk                       Not appropriate for enhancement
                                                                                     changes
Treat as emergency change                 Causing significant loss of revenue or
(see 4.2.6.9)                             the ability to deliver important public
                                          services.
                                          Immediate action required

High                                      Severely affecting some key users, or      Meets legislative requirements
                                          impacting on a large number of users
To be given highest priority for change                                              Responds to short term market
building, testing and implementation                                                 opportunities or public requirements
resources
                                                                                     Supports new business initiatives that
                                                                                     will increase company market position

Medium                                    No severe impact, but rectification        Maintains business viability
                                          cannot be deferred until the next
                                                                                     Supports planned business initiatives
                                          scheduled release or upgrade

Low                                       A change is justified and necessary, but Improvements in usability of a service
                                          can wait until the next scheduled release Adds new facilities
                                          or upgrade
56   | Service Transition processes



 processes and how processes interface to any suppliers or        agreed with the relevant customers within the business,
 projects that are providing a change or release.                 with service level management, with the service desk and
                                                                  with availability management. Once agreed, the service
 Many changes may be grouped into one release and may
                                                                  desk should communicate any planned additional
 be designed, tested and released together if the amount
                                                                  downtime to the user community at large, using the most
 of changes involved can be handled by the business, the
                                                                  effective methods available.
 service provider and its customers. However, if many
 independent changes are grouped into a release then this         The latest versions of these documents will be available to
 may create unnecessary dependencies that are difficult to        stakeholders within the organization, preferably contained
 manage. If not enough changes are grouped into a release         within a commonly available internet or intranet server.
 then the overhead of managing more releases can be time          This can usefully be reinforced with a proactive awareness
 consuming and waste resources (see paragraph 4.4.5.1 on          programme where specific impact can be detected.
 release and deployment planning).
                                                                  Assessing remediation
 It is recommended very strongly that Change                      It is important to develop a remediation plan to address a
 Management schedule changes to meet business rather              failing change or release long before implementation. Very
 than IT needs, e.g. avoiding critical business periods.          often, remediation is the last thing to be considered; risks
 Pre-agreed and established change and release windows            may be assessed, mitigation plans cast in stone. How to
 help an organization improve the planning and                    get back to the original start point is often ignored or
 throughput of changes and releases. For example a release        considered only when regression is the last remaining
 window in a maintenance period of one hour each week             option.
 may be sufficient to install minor releases only. Major
 releases may need to be scheduled with the business and          4.2.6.5 Authorizing the change
 stakeholders at a pre-determined time. This approach is          Formal authorization is obtained for each change from a
 particularly relevant in high change environments where a        change authority that may be a role, person or a group of
 release is a bottleneck or in high availability services where   people. The levels of authorization for a particular type of
 access to the live systems to implement releases is              change should be judged by the type, size or risk of the
 restricted. In many cases, the change or release may need        change, e.g. changes in a large enterprise that affect
 to be adjusted ‘on the fly’, and so efficient use of release     several distributed sites may need to be authorized by a
 windows will require:                                            higher-level change authority such as a global CAB or the
 s A list of possible substitutes to make use of the              Board of Directors.
     unexpectedly vacant slot                                     The culture of the organization dictates, to a large extent,
 s Empowerment to make and implement release                      the manner in which changes are authorized. Hierarchical
   decisions                                                      structures may well impose many levels of change
 s Internal metrics that monitor (and reflect and                 authorization, while flatter structures may allow a more
   encourage best use of) change and release windows              streamlined approach.
 s A clear understanding of any sequential dependencies           A degree of delegated authority may well exist within an
   and impact on users.                                           authorization level, e.g. delegating authority to a change
 Wherever possible, Change Management should schedule             manager according to pre-set parameters relating to:
 authorized changes into target release or deployment             s Anticipated business risk
 packages and recommend the allocation of resources               s Financial implications
 accordingly.
                                                                  s Scope of the change (e.g. internal effects only, within
 Change Management coordinates the production and                    the finance service, specific outsourced services).
 distribution of a change schedule (CS) and projected
                                                                  An example of a change authorization hierarchy is shown
 service outage (PSO). The SC contains details of all the
                                                                  in Figure 4.5.
 changes authorized for implementation and their
 proposed implementation dates. The PSO contains details
 of changes to agreed SLAs and service availability because
 of the currently planned SC in addition to planned
 downtime from other causes such as planned
 maintenance and data backup. These documents are
                                                                                            Service Transition processes |       57

Communications,     Communications,            Change                   Examples of
   decisions       escalation for RFCs,       authority                configuration
  and actions          risks, issues                                  level impacted
                                                                       High cost/risk
                                               Business              change – requires
                                Level 1     executive board            decision from
                                                                        executives


                                                                      Change impacts
                                                 IT                  multiple services or
                                Level 2   management board             organizational
                                                                          divisions


                                                                       Change which
                                               CAB or
                                Level 3                              impacts only local
                                            emergency CAB
                                                                      or service group




                                Level 4   Local authorization         Standard change         Figure 4.5 Example of a
                                                                                              change authorization model



If change assessment at levels 2, 3, or 4 detects higher        remediation is specifically mentioned in change
levels of risk, the authorization request is escalated to the   documentation.
appropriate higher level for the assessed level of risk. The
                                                                Change Management has an oversight role to ensure that
use of delegated authority from higher levels to local
                                                                all changes that can be are thoroughly tested. In all cases
levels must be accompanied by trust in the judgement,
                                                                involving changes that have not been fully tested, special
access to the appropriate information and supported by
                                                                care needs to be taken during implementation.
management. The level at which change is authorized
should rest where accountability for accepting risk and         Testing may continue in parallel with early live usage of a
remediation exist.                                              service – looking at unusual, unexpected or future
                                                                situations so that further correcting action can be taken
Should disputes arise over change authorization or
                                                                before any detected errors become apparent in live
rejection, there should be a right of appeal to the higher
                                                                operation.
level.
                                                                The implementation of such changes should be scheduled
4.2.6.6 Coordinating change implementation                      when the least impact on live services is likely. Support
Authorized RFCs should be passed to the relevant                staff should be on hand to deal quickly with any incidents
technical groups for building of the changes. It is best        that might arise.
practice to do this in a formal way that can be tracked,
e.g. using work orders. Building of changes is considered       4.2.6.7 Review and close change record
in section 4.4.5.3.                                             On completion of the change, the results should be
                                                                reported for evaluation to those responsible for managing
Change Management has responsibility for ensuring that
                                                                changes, and then presented as a completed change for
changes are implemented as scheduled. This is largely a
                                                                stakeholder agreement (including the closing of related
coordination role as the actual implementation will be the
                                                                incidents, problems or known errors). Clearly, for major
responsibility of others (e.g. hardware technical specialists
                                                                changes there will be more customer and stakeholder
will implement hardware changes).
                                                                input throughout the entire process.
Remediation procedures should be prepared and
                                                                A review should also include any incidents arising as a
documented in advance, for each authorized change, so
                                                                result of the change (if they are known at this stage). If the
that if errors occur during or after implementation, these
                                                                change is part of a service managed by an external
procedures can be quickly activated with minimum impact
                                                                provider, details of any contractual service targets will be
on service quality. Authority and responsibility for invoking
58   | Service Transition processes



 required (e.g. no priority 1 incidents during first week after      change are no longer current and the requirement
 implementation).                                                    disappears) the RFC should be formally closed in the
                                                                     logging system.
 A change review (e.g. post-implementation review, PIR)
 should be carried out to confirm that the change has met
 its objectives, that the initiator and stakeholders are happy
                                                                     4.2.6.8 Change Advisory Board
 with the results; and that there have been no unexpected            The Change Advisory Board (CAB) is a body that exists to
 side-effects. Lessons learned should be fed back into               support the authorization of changes and to assist Change
 future changes. Small organizations may opt to use spot             Management in the assessment and prioritization of
 checking of changes rather than large-scale PIR; in larger          changes. As and when a CAB is convened, members
 organizations, sampling will have a value when there are            should be chosen who are capable of ensuring that all
 many similar changes taking place.                                  changes within the scope of the CAB are adequately
                                                                     assessed from both a business and a technical viewpoint.
 There is a significantly different approach and profile
 between:                                                            The CAB may be asked to consider and recommend the
                                                                     adoption or rejection of changes appropriate for higher-
 s The review of a service change – immediately visible
                                                                     level authorization and then recommendations will be
   to the customer and scheduled for discussion at the               submitted to the appropriate change authority.
   next service level management review meeting
 s An infrastructure change – concerned with how IT                  To achieve this, the CAB needs to include people with a
   delivers rather than what IT delivers, which will be              clear understanding across the whole range of stakeholder
   (almost) invisible to the customer.                               needs. The change manager will normally chair the CAB,
                                                                     and potential members include:
 Change Management must review new or changed
 services after a predefined period has elapsed. This process        s Customer(s)
 will involve CAB members, since change reviews are a                s User manager(s)
 standard CAB agenda item. The purpose of such reviews is            s User group representative(s)
 to establish that:                                                  s Applications developers/maintainers

 s The change has had the desired effect and met its                 s Specialists/technical consultants
     objectives                                                      s Services and operations staff, e.g. service desk, test
 s   Users, customers and other stakeholders are content               management, ITSCM, security, capacity
     with the results, or to identify any shortcomings               s Facilities/office services staff (where changes may
 s   There are no unexpected or undesirable side-effects to            affect moves/accommodation and vice versa)
     functionality, service levels, warranties, e.g. availability,   s Contractor’s or third parties’ representatives, e.g. in
     capacity, security, performance and costs                         outsourcing situations
 s   The resources used to implement the change were as              s Other parties as applicable to specific circumstances
     planned                                                           (e.g. police if traffic disruptions likely, marketing if
 s   The release and deployment plan worked correctly (so              public products affected).
     include comments from the implementers)                         It is important to emphasize that the CAB:
 s   The change was implemented on time and to cost
                                                                     s Will be composed according to the changes being
 s   The remediation plan functioned correctly, if needed.               considered
 Further details of performing a formal evaluation are               s   May vary considerably in make-up even across the
 provided in Section 4.6. Any problems and discrepancies                 range of a single meeting
 should be fed back to CAB members (where they have                  s   Should involve suppliers when that would be useful
 been consulted or where a committee was convened),                  s   Should reflect both users’ and customers’ views
 impact assessors, product authorities and release                   s   Is likely to include the problem manager and service
 authorities, so as to improve the processes for the future.             level manager and customer relations staff for at least
 Where a change has not achieved its objectives, Change                  part of the time.
 Management (or the CAB) should decide what follow-up                When the need for emergency change arises, i.e. there
 action is required, which could involve raising a revised           may not be time to convene the full CAB, it is necessary to
 RFC. If the review is satisfactory or the original change is        identify a smaller organization with authority to make
 abandoned (e.g. the circumstances that required the                 emergency decisions. This body is the Emergency Change
                                                                                        Service Transition processes |         59

Advisory Board (ECAB). Change procedures should specify         s Scheduling of changes and update of change schedule
how the composition of the CAB and ECAB will be                     (CS) and PSO
determined in each instance, based on the criteria listed       s   Change reviews
above and any other criteria that may be appropriate to         s   The Change Management process, including any
the business. This is intended to ensure that the                   amendments made to it during the period under
composition of the CAB will be flexible, in order to                discussion, as well as proposed changes
represent business interests properly when major changes        s   Change Management wins/accomplishments for the
are proposed. It will also ensure that the composition of           period under discussion, i.e. a review of the business
the ECAB will provide the ability, both from a business             benefits accrued by way of the Change Management
perspective and from a technical standpoint, to make                process
appropriate decisions in any conceivable eventuality.
                                                                s   Outstanding changes and changes in progress
A practical tip worth bearing in mind is that the CAB           s   Advance notice of RFCs expected for review at next
should have stated and agreed evaluation criteria. This will        CAB
assist in the change assessment activities, acting as a         s   Review of unauthorized changes detected through
template or framework by which members can assess                   Configuration Management.
each change.
                                                                CAB meetings represent a potentially large overhead on
CAB meetings                                                    the time of members. Therefore all RFCs, together with the
Many organizations are running CABs electronically              SC and PSO, should be circulated in advance, and
without frequent face-to-face meetings. There are benefits      flexibility allowed to CAB members on whether to attend
and problems from such an approach. Much of the                 in person, to send a deputy, or to send any comments.
assessment and referral activities can be handled               Relevant papers should be circulated in advance to allow
electronically via support tools or e-mail. In complex, high-   CAB members (and others who are required by Change
risk or high-impact cases, formal CAB meetings may be           Management or CAB members) to conduct impact and
necessary.                                                      resource assessments.

Handling electronically is more convenient time-wise for        In some circumstances it will be desirable to table RFCs at
CAB members but is also highly inefficient when questions       one CAB meeting for more detailed explanation or
or concerns are raised such that many communications go         clarification before CAB members take the papers away for
back and forth. A face-to-face meeting is generally more        consideration, in time for a later meeting. A ‘walkthrough’
efficient, but poses scheduling and time conflicts among        of major changes may be included at a CAB meeting
CAB members as well as significant travel and staff costs       before formal submission of the RFC.
for widely dispersed organizations.                             CAB members should come to meetings prepared and
Practical experience shows that regular meetings                empowered to express views and make decisions on
combined with electronic automation is a viable approach        behalf of the area they represent in respect of the
for many organizations, and that it can be beneficial to        submitted RFCs, based on prior assessment of the RFCs.
schedule a regular meeting, or when major projects are          The CAB should be informed of any emergency changes
due to deliver releases. The meetings can then be used to       or changes that have been implemented as a workaround
provide a formal review and sign-off of authorized              to incidents and should be given the opportunity to
changes, a review of outstanding changes, and, of course,       recommend follow-up action to them.
to discuss any impending major changes. Where meetings
are appropriate, they should have a standard agenda.            Note that the CAB is an advisory body only. If the CAB
                                                                cannot agree to a recommendation, the final decision on
A standard CAB agenda should include:                           whether to authorize changes, and commit to the expense
s Failed changes, unauthorized, backed-out changes, or          involved, is the responsibility of management (normally
  changes applied without reference to the CAB by               the director of IT or the services director, service manager
  incident management, problem management or                    or change manager as their delegated representative). The
  Change Management                                             Change Management authorization plan should
s RFCs to be assessed by CAB members – in structured            specifically name the person(s) authorized to sign off RFCs.
  and priority order
s RFCs that have been assessed by CAB members
60   | Service Transition processes



 4.2.6.9 Emergency changes                                       of adequate testing. Consideration should be given to how
 Emergency changes are sometimes required and should             much it would cost to test all changes fully against the
 be designed carefully and tested before use or the impact       cost of the change failing factored by the anticipated
 of the emergency change may be greater than the original        likelihood of its failure.
 incident. Emergency changes may document some details           This means that the less a change is considered likely to
 retrospectively.                                                fail, the more reasonable it may be to reduce the degree
 The number of emergency changes proposed should be              of testing in an emergency. (Remember that there is still
 kept to an absolute minimum, because they are generally         merit in testing even after a change has gone live.) When
 more disruptive and prone to failure. All changes likely to     only limited testing is possible – and presuming that
 be required should, in general, be foreseen and planned,        parallel development of more robust versions continues
 bearing in mind the availability of resources to build and      alongside the emergency change – then testing should be
 test the changes. Nevertheless, occasions will occur when       targeted towards:
 emergency changes are essential and so procedures               s Aspects of the service that will be used immediately
 should be devised to deal with them quickly, without               (e.g. daily entry features, not end-of-month routines)
 sacrificing normal management controls.                         s Elements that would cause most short-term
 Emergency change is reserved for changes intended to               inconvenience.
 repair an error in an IT service that is negatively impacting   The business should be made aware of associated risks
 the business to a high degree. Changes intended to              and be responsible for ultimately accepting or rejecting
 introduce immediately required business improvements            the change based on the information presented.
 are handled as normal changes, assessed as having the
 highest urgency.                                                Change Management will give as much advance warning
                                                                 as possible to the service desk and other stakeholders, and
 Emergency change authorization                                  arrange for adequate technical presence to be available, to
 Defined authorization levels will exist for an emergency        support Service Operations.
 change, and the levels of delegated authority must be           If a Change, once implemented, fails to rectify the urgent
 clearly documented and understood. In an emergency              outstanding error, there may need to be iterative attempts
 situation it may not be possible to convene a full CAB          at fixes. Change Management should take responsibility at
 meeting. Where CAB approval is required, this will be           this point to ensure that business needs remain the
 provided by the Emergency CAB (ECAB).                           primary concern and that each iteration is controlled in
 Not all emergency changes will require the ECAB                 the manner described in this section. Change
 involvement; many may be predictable both in occurrence         Management should ensure abortive changes are swiftly
 and resolution and well understood changes available,           backed out.
 with authority delegated, e.g. to Operations teams who          If too many attempts at an emergency change are
 will action, document and report on the emergency               abortive, the following questions should be asked:
 change.
                                                                 s Has the error been correctly identified, analysed and
 Emergency change building, testing and                            diagnosed?
 implementation                                                  s Has the proposed resolution been adequately tested?
 Authorized changes are allocated to the relevant technical      s Has the solution been correctly implemented?
 group for building. Where timescales demand it, Change
                                                                 In such circumstances, it may be better to provide a partial
 Management, in collaboration with the appropriate
                                                                 service, with some user facilities withdrawn, in order to
 technical manager, ensures that sufficient staff and
                                                                 allow the change to be thoroughly tested or to suspend
 resources (machine time etc.) are available to do this work.
                                                                 the service temporarily and then implement the change.
 Procedures and agreements – approved and supported by
 management – must be in place to allow for this.                Emergency change documentation
 Remediation must also be addressed.                             It may not be possible to update all Change Management
 As much testing of the emergency change as is possible          records at the time that urgent actions are being
 should be carried out. Completely untested changes              completed (e.g. during overnight or weekend working). It
 should not be implemented if at all avoidable. Clearly, if a    is, however, essential that temporary records are made
 change goes wrong, the cost is usually greater than that
                                                                                         Service Transition processes |        61

during such periods, and that all records are completed          s Addition of new service to the market space
retrospectively, at the earliest possible opportunity.           s Updates to the Service Portfolio, customer portfolio or
Incident control staff, computer operations and network             contract portfolio
management staff may have delegated authority to                 s Change of sourcing model
circumvent certain types of incident (e.g. hardware failure)     s Technology innovation.
without prior authorization by Change Management. Such
                                                                 Change to one or more services
circumventions should be limited to actions that do not
change the specification of service assets and that do not       Changes to the planned services (in the Service Portfolio)
attempt to correct software errors. The preferred methods        and changes to the services in the service catalogue will
for circumventing incidents caused by software errors            trigger the Change Management process. These include
should be to revert to the previous trusted state or             changes to:
version, as relevant, rather than attempting an unplanned        s Service catalogue
and potentially dangerous change. Change approval is still       s Service package
a prerequisite.                                                  s Service definition and characteristics
Effectively, the emergency change procedure will follow          s Release package
the normal change procedure except that:                         s Capacity and resource requirements
s Approval will be given by the ECAB rather than                 s Service level requirements
  waiting for a CAB meeting                                      s Warranties
s Testing may be reduced, or in extreme cases forgone            s Utilities
  completely, if considered a necessary risk to deliver          s Cost of utilization
  the change immediately                                         s Service assets
s Documentation, i.e. updating the change record and             s Acceptance Criteria
  configuration data, may be deferred, typically until           s Predicted quality of service
  normal working hours.                                          s Predicted performance
                                                                 s Predicted value
4.2.7 Triggers, input and output, and inter-
                                                                 s Organizational design
process interfaces
                                                                 s Stakeholder and communications plans
Requests for change can be triggered throughout the              s Physical change in the environment, e.g. building
service lifecycle and at the interfaces with other
                                                                 s Measurement system
organizations, e.g. customers and suppliers. There will also
                                                                 s Plans, e.g. capacity, ITSCM, change, transition, test,
be other stakeholders such as partners that may be
                                                                   release and deployment plans
involved with the Change Management processes.
                                                                 s Decommission/retire services
Typical examples of types of change that trigger the             s Procedures, manuals, service desk scripts.
Change Management process are described below.
                                                                 Operational change
Strategic changes
                                                                 It is important to know the distinction between different
Service strategies require changes to be implemented to
                                                                 types of requests that will be initiated by users. These
achieve specific objectives while minimizing costs and
                                                                 types of request will depend on the nature of the
risks. There are no cost-free and risk-free strategic plans or
                                                                 organization and services and may include requests such
initiatives. There are always costs and risks associated with
                                                                 as password reset, access request or request to move an IT
decisions such as introducing new services, entering new
                                                                 asset.
market spaces, and serving new customers. The following
are examples of programmes and initiatives that                  Service Operations staff will also implement corrective and
implement strategic changes:                                     preventative changes, via the standard change procedure,
                                                                 that should be managed through Change Management,
s Legal/regulatory change
                                                                 e.g. server re-boot, which may impact a shared service.
s Organizational change
s Policy and standards change                                    Changes to deliver continual improvement
s Change after analysing business, customer and user             When CSI determines that an improvement to a Service is
   activity patterns                                             warranted, an RFC should be submitted to Change
62   | Service Transition processes



 Management. Changes such as changes to processes can            or vice versa, and the service change process must
 have an effect on service provision and may also affect         interface appropriately with other processes involved.
 other CSI initiatives.
                                                                 Integration with business change processes
 Some strategy and service changes will be initiated by CSI.     Where appropriate, the Change Management should be
                                                                 involved with business programme and business project
 4.2.7.1 Inputs                                                  management teams to ensure that change issues, aims,
 Changes may be submitted as an RFC, often with an               impacts and developments are exchanged and cascaded
 associated change proposal that provides the detail of          throughout the organization where applicable. This means
 how the change will happen, e.g. approach to                    that changes to any business or project deliverables that
 implementing a legislative change. The change proposal          do not impact services or service components may be
 will be based on a change model and will provide more           subject to business or project Change Management
 detail about the specific change proposed. The inputs           procedures rather than the IT service Change Management
 include:                                                        procedures. However, care must be taken to ensure that
 s Policy and strategies for change and release                  changes to service configuration baselines and releases do
                                                                 follow the Change Management process. The Change
 s Request for Change
                                                                 Management team will, however, be expected to liaise
 s Change proposal
                                                                 closely with projects to ensure smooth implementation
 s Plans – change, transition, release, deployment, test,
                                                                 and consistency within the changing management
     evaluation and remediation                                  environments.
 s Current change schedule and PSO
 s Current assets or configuration items, e.g. baseline,         Programme and project management
   service package, release package                              Programme and project management must work in
 s As-planned configuration baseline                             partnership to align all the processes and people involved
 s Test results, test report and evaluation report.              in service change initiatives. The closer they are aligned,
                                                                 the higher the probability that the change effort will be
 4.2.7.2 Outputs                                                 moved forward for as long as it takes to complete. Change
                                                                 Management representatives may attend relevant Project
 Outputs from the process will be:
                                                                 Board meetings.
 s Rejected RFCs
                                                                 Sourcing and partnering arrangements should clearly
 s Approved RFCs
                                                                 define the level of autonomy a partner may have in
 s Change to the services, service or infrastructure             effecting change within their service domain without
     resulting from approved RFCs                                reference to the overall service provider.
 s   New, changed or disposed assets or configuration
                                                                 A key component is how deeply change processes and
     items, e.g. baseline, service package, release package
                                                                 tools are embedded into the supplier organization or vice
 s   Change schedule
                                                                 versa and where the release veto takes place. If the
 s   Revised PSO                                                 supplier has responsibility for the availability of the
 s   Authorized change plans                                     operational service, conflicts can arise.
 s   Change decisions and actions
 s   Change documents and records                                Sourcing and partnering
 s   Change Management reports.                                  Sourcing and partnering include internal and external
                                                                 vendors and suppliers who are providing a new or existing
 4.2.7.3 Interfaces                                              service to the organization. Effective Change Management
                                                                 practices and principles must be put into place to manage
 In order to be able to define clear boundaries,
                                                                 these relationships effectively to ensure smooth delivery of
 dependencies and rules, change and release management
                                                                 service. Effort also should be put into finding out how well
 should be integrated with processes used for
                                                                 the partners themselves manage change and choose
 organizational programmes or projects, supplier
                                                                 partner and sourcing relationships accordingly.
 management and also integrated with suppliers’ processes
 and procedures. There will be occasions when a proposed         It is important to ensure that service providers (outsourced
 change will potentially have a wider impact on other parts      or in house) provide the Change Management function
 of the organization (e.g. facilities or business operations),   and processes that match the needs of the business and
                                                                                         Service Transition processes |             63

customers. Some organizations in outsourcing situations          Problem Management
refer RFCs to their suppliers for estimates prior to approval    Problem Management is another key process as changes
of changes. For further information, refer to the ITIL           are often required to implement workarounds and to fix
Service Design publication and guidance on supplier              known errors. Problem Management is one of the major
management.                                                      sources of RFCs and also often a major contributor to CAB
                                                                 discussion.
4.2.7.4 Interfaces within Service Management
The Service Management processes may require change              IT Service Continuity
and improvements.                                                IT Service Continuity has many procedures and plans
                                                                 should be updated via Change Management to ensure
Many will also be involved in the impact assessment and
                                                                 that they are accurate, up to date and that stakeholders
implementation of service changes, as discussed below.
                                                                 are aware of changes.
Asset and Configuration Management                               Security Management
The Configuration Management System provides reliable,
                                                                 Security Management interfaces with Change
quick and easy access to accurate configuration
                                                                 Management since changes required by security will go
information to enable stakeholders and staff to assess the
                                                                 via the Change Management process and security will be
impact of proposed changes and to track changes work
                                                                 a key contributor to CAB discussion on many services.
flow. This information enables the correct asset and service
                                                                 Every significant change will be assessed for its potential
component versions to be released to the appropriate
                                                                 impact on the security plan.
party or into the correct environment. As changes are
implemented, the Configuration Management information            Capacity and Demand Management
is updated.                                                      Capacity and Demand Management is a critical aspect of
The CMS may also identify related CI/assets that will be         Change Management. Poorly managed demand is a
affected by the change, but not included in the original         source of costs and risk for service providers because there
request, or in fact similar CI/assets that would benefit from    is always a level of uncertainty associated with the
similar change.                                                  demand for services. Capacity Management has an
                                                                 important role in assessing proposed changes – not only
An overview of how the change and Configuration                  the individual changes but the total impact of changes on
Management processes work together for an individual             service capacity. Changes arising from Capacity
change is shown in Figure 4.6.                                   Management, including those set out in the capacity plan,
                                                                 will be initiated as RFCs through the change process.
                                                     Change Management
                                                 Approve/           Coordinate
       Raise & record          Assess              reject             change             Review                  Close
      change request          change              change          implementation*        change                 change




                                                                    Release and deploy
                                                                     new/changed CIs


                                                  Configuration Management

                                                                       Capture                                   Check
         Reports               Identify           Update             release and          Audit
         & audits          affected items         records                                                       records
                                                                    environment           items
                                                                      baselines                                 updated




                                              Configuration Management System

                                                                                           * Includes build and test where applicable
Figure 4.6 Request for Change workflow and key interfaces to Configuration Management
64   | Service Transition processes



 4.2.8 Key performance indicators and                            Meaningful measurements are those from which
 metrics                                                         management can make timely and accurate actionable
                                                                 decisions. For example, reporting on the number of
 Change Management must ensure that measures have
                                                                 changes is meaningless. Reporting on the ratio of changes
 specific meaning. While it is relatively easy to count the
                                                                 implemented versus RFCs received provides an efficiency
 number of incidents that eventually generate changes, it is
                                                                 rating. If this rating is low, management can easily see that
 infinitely more valuable to look at the underlying cause of
                                                                 changes are not being processed in an efficient or
 such changes, and to identify trends. Better still to be able
                                                                 effective manner and then take timely action to correct
 to measure the impact of changes and to demonstrate
                                                                 the deficiencies causing this.
 reduced disruption over time because of the introduction
 of Change Management, and to measure the speed and
                                                                 4.2.8.1 Examples of the types of measures for
 effectiveness with which the service provider responds to
 identified business needs.                                      change
                                                                 Some examples of the types of measures used within
 Measures taken should be linked to business goals
                                                                 organizations are listed here; the accrual ones relevant in
 wherever practical – and to cost, service availability, and
                                                                 each different circumstance will vary between
 reliability. Any predictions should be compared with actual
                                                                 organizations and over time, as the change process (and
 measurements.
                                                                 other ITSM elements) mature. Most of the listed measures
 The key performance indicators for Change Management            can be usefully broken down by category, organizational
 are:                                                            division, geography, supplier, etc.
 s The number of changes implemented to services                 Output measures
     which met the customer’s agreed requirements, e.g.
                                                                 s Number of disruptions, incidents, problems/errors
     quality/cost/time (expressed as a percentage of all
                                                                     caused by unsuccessful changes and releases
     changes)
                                                                 s Inaccurate change specifications (e.g. technical,
 s   The benefits of change expressed as ‘value of
                                                                     customer, business)
     improvements made’ + ‘negative impacts prevented or
                                                                 s Incomplete impact assessment
     terminated’ compared with the costs of the change
                                                                 s Unauthorized business/customer change by
     process
                                                                     business/IT/customer/user asset or configuration item
 s   Reduction in the number of disruptions to services,
                                                                     type, e.g. application data
     defects and re-work caused by inaccurate specification,
                                                                 s   Percentage reduction in time, effort, cost to make
     poor or incomplete impact assessment
                                                                     changes and releases (e.g. by service, change type,
 s   Reduction in the number of unauthorized changes
                                                                     asset type)
 s   Reduction in the backlog of change requests
                                                                 s   Service or application re-work caused by inadequate
 s   Reduction in the number and percentage of
                                                                     change specification
     unplanned changes and emergency fixes
                                                                 s   Percentage improvement in predictions for time,
 s   Change success rate (percentage of changes deemed
                                                                     quality, cost, risk, resource and commercial impact
     successful at review/number of RFCs approved)
                                                                 s   Percentage improvement in impact analysis and
 s   Reduction in the number of changes where
                                                                     scheduling of changes safely, efficiently and effectively
     remediation is invoked
                                                                     reduces the risk of changes affecting the live
 s   Reduction in the number of failed changes                       environment
 s   Average time to implement based on                          s   Percentage reduction in unauthorized changes.
     urgency/priority/change type
 s   Incidents attributable to changes                           Workloads
 s   Percentage accuracy in change estimate.                     s Frequency of change (by service, business area, etc.)
                                                                 s Volume of change.
 Naturally there is other management information required
 around change and statistics to be gathered and analysed        Process measures
 to ensure efficient and effective process, but for              s People’s satisfaction with the speed, clarity, ease of
 organizations with a ‘dashboard’ reporting approach, these        use
 are good metrics to use.
                                                                 s Number and percentage of changes that follow formal
                                                                   Change Management procedures
                                                                                         Service Transition processes |         65

s Ratio of planned vs unplanned changes (urgent,                s Support efficient and effective Service Management
    emergency)                                                    processes by providing accurate configuration
s   Ratio of accepted to rejected change requests                 information to enable people to make decisions at the
s   Number of changes recorded and tracked using                  right time, e.g. to authorize change and releases,
    automated tools                                               resolve incidents and problems faster.
s   Time to execute a change (from initiation through           s Minimize the number of quality and compliance issues
    each stage in the lifecycle of a change, ending in            caused by improper configuration of services and
    completion):                                                  assets
    q By lifecycle stage                                        s Optimize the service assets, IT configurations,
    q By service                                                  capabilities and resources.
    q By infrastructure platform                                The objective is to define and control the components of
s   Staff utilization                                           services and infrastructure and maintain accurate
s   Cost against budget.                                        configuration information on the historical, planned and
                                                                current state of the services and infrastructure.

4.3 SERVICE ASSET AND CONFIGURATION                             4.3.2 Scope
MANAGEMENT                                                      Asset Management covers service assets across the whole
This section addresses the process of Service Asset and         service lifecycle. It provides a complete inventory of assets
Configuration Management (SACM) within IT Service               and who is responsible for their control. It includes:
Management. No organization can be fully efficient or
                                                                s Full lifecycle management of IT and service assets,
effective unless it manages its assets well, particularly
                                                                  from the point of acquisition through to disposal
those assets that are vital to the running of the customer’s
                                                                s Maintenance of the asset inventory.
or organization’s business. This process manages the
service assets in order to support the other Service            Configuration Management ensures that selected
Management processes.                                           components of a complete service, system or product (the
                                                                configuration) are identified, baselined and maintained
4.3.1 Purpose, goal and objective                               and that changes to them are controlled. It also ensures
The purpose of SACM is to:                                      that releases into controlled environments and operational
                                                                use are done on the basis of formal approvals. It provides
s Identify, control, record, report, audit and verify service   a configuration model of the services, assets and
  assets and configuration items, including versions,           infrastructure by recording the relationships between
  baselines, constituent components, their attributes,          service assets and configuration items. SACM may cover
  and relationships                                             non-IT assets, work products used to develop the services
s Account for, manage and protect the integrity of              and configuration items required to support the service
  service assets and configuration items (and, where            that are not formally classified as assets.
  appropriate, those of its customers) through the
                                                                The scope covers interfaces to internal and external service
  service lifecycle by ensuring that only authorized
                                                                providers where there are assets and configuration items
  components are used and only authorized changes
                                                                that need to be controlled, e.g. shared assets.
  are made
s Protect the integrity of service assets and configuration
                                                                4.3.3 Value to business
  items (and, where appropriate, those of its customers)
  through the service lifecycle                                 Optimizing the performance of service assets and
s Ensure the integrity of the assets and configurations
                                                                configurations improves the overall service performance
  required to control the services and IT infrastructure        and optimizes the costs and risks caused by poorly
  by establishing and maintaining an accurate and               managed assets, e.g. service outages, fines, correct licence
  complete Configuration Management System.                     fees and failed audits.

The goals of Configuration Management are to:                   SACM provides visibility of accurate representations of a
                                                                service, release, or environment that enables:
s Support the business and customer’s control
    objectives and requirements
66   | Service Transition processes



 s Better forecasting and planning of changes                   Service Asset and Configuration Management
 s Changes and releases to be assessed, planned and             principles
     delivered successfully                                     The main policy sets out the framework and key principles
 s Incidents and problems to be resolved within the             against which assets and configurations are developed and
     service level targets                                      maintained. Typical principles include:
 s   Service levels and warranties to be delivered
                                                                s Ensuring that Asset and Configuration Management
 s   Better adherence to standards, legal and regulatory
                                                                    operations costs and resources are commensurate with
     obligations (less non-conformances)
                                                                    the potential risks to the services
 s   More business opportunities as able to demonstrate
                                                                s   The need to deliver corporate governance
     control of assets and services
                                                                    requirements, e.g. software asset management,
 s   Changes to be traceable from requirements                      Sarbanes-Oxley
 s   The ability to identify the costs for a service.           s   The need to deliver the capability, resources and
                                                                    service warranties as defined by the service level
 4.3.4 Policies, principles and basic concepts                      agreements and contracts
 In distributed environments and shared services, individual    s   The requirement for available, reliable and cost-
 service components exist within many different services            effective services
 and configuration structures. For example, a person may        s   The requirement for clear economic and performance
 use a desktop computer that is on the network for a                criteria for interventions that reduce costs or optimize
 building but may be running a central financial system             service delivery, e.g. lower maintenance costs
 that is linked to a database on the other side of the world.   s   The application of whole-life cost appraisal methods
 A change to the network or the financial system may have
                                                                s   The transformation from ‘find and fix’ reactive
 an impact on this person and his/her business process. In
                                                                    maintenance to ‘predict and prevent’ proactive
 web-based services, there may be data feeds and
                                                                    management
 interfaces from and to services owned by other
                                                                s   The requirement to maintain adequate asset and
 organizations. Changes at these interfaces need to be
 managed and it is important to identify the interface such         configuration information for internal and external
 as data feeds and the owner/custodian of these. Changes            stakeholders
 to any interface items need to be managed through              s   The level of control and requirements for traceability
 Change Management.                                                 and auditability
                                                                s   The application of continual improvement methods to
 4.3.4.1 Service Asset and Configuration                            optimize the service levels, assets and configurations
 Management policies                                            s   Provision of accurate asset and configuration
                                                                    information for other business and Service
 The first step is to develop and maintain the SACM policies
                                                                    Management processes
 that set the objectives, scope and principles and critical
                                                                s   Integration of Asset and Configuration Management
 success factors (CSFs) for what is to be achieved by the
 process. These policies are often considered with the              with other processes
 change and Release and Deployment Management                   s   Migration to a common asset and CMS architecture
 policies as they are closely related. The policies will be     s   Level of automation to reduce errors and costs.
 based on the organization’s business drivers, contractual
 and Service Management requirements and on                     4.3.4.2 Basic concepts
 compliance to applicable laws, regulations and standards.      The configuration model
 Asset policies may be applicable for specific asset types or   Configuration Management delivers a model of the
 services, e.g. desktop.                                        services, assets and the infrastructure by recording the
 There are significant costs and resources implications to      relationships between configuration items as shown in
 implementing SACM and therefore strategic decisions need       Figure 4.7. This enables other processes to access valuable
 to be made about the priorities to be addressed. Many IT       information, e.g.:
 service providers focus initially on the basic IT assets       s To assess the impact and cause of incidents and
 (hardware and software) and the services and assets that           problems
 are business critical or covered by legal and regulatory
 compliance, e.g. Sarbanes-Oxley, software licensing.
                                                                                                     Service Transition processes |      67


                                                 Service        Service
                               Customer
                                              level package    portfolio




                                                                Banking
                                                Contract
                                                              core service


                       Serviced by




  E-banking     Supported by                      Hosted      Application                  Uses                Technical
   support                      Application                    hosting                                       infrastructure
    service                                                     service                                          service




                   User         Business                           Data           Web             Network                     Network
 Availability                                  Messaging                                                     Authentication
                experience       logic                           services       services          topology                     service


Figure 4.7 Example of a logical configuration model
s To assess the impact of proposed changes                              Configuration items
s To plan and design new or changed services                            A configuration item (CI) is an asset, service component or
s To plan technology refresh and software upgrades                      other item that is, or will be, under the control of
s To plan release and deployment packages and migrate                   Configuration Management. Configuration items may vary
   service assets to different locations and service centres            widely in complexity, size and type, ranging from an entire
s To optimize asset utilization and costs, e.g. consolidate             service or system including all hardware, software,
   data centres, reduce variations and re-use assets.                   documentation and support staff to a single software
                                                                        module or a minor hardware component. Configuration
The real power of Configuration Management’s logical
                                                                        items may be grouped and managed together, e.g. a set
model of the services and infrastructure is that it is THE
                                                                        of components may be grouped into a release.
model – a single common representation used by all parts
                                                                        Configuration items should be selected using established
of IT Service Management, and beyond, such as HR,
                                                                        selection criteria, grouped, classified and identified in such
finance, supplier and customers.
                                                                        a way that they are manageable and traceable throughout
  ‘Danish clock’                                                        the service lifecycle.
  There is a traditional Danish proverb that runs ‘When                 There will be a variety of CIs; the following categories may
  you have a clock in your house, you know the time –                   help to identify them.
  once you get two clocks you are no longer certain.’
                                                                        s Service lifecycle CIs such as the Business Case,
  SACM delivers that one clock for all processes and so
  glues them together, delivers consistency and helps                     Service Management Plans, service lifecycle plans,
  achieve common purpose. (From Hans Dithmar)                             Service Design Package, release and change plans, and
                                                                          test plans. They provide a picture of the service
The configuration items and related configuration                         provider’s services, how these services will be
information can be at varying levels of detail, e.g. an                   delivered, what benefits are expected, at what cost,
overview of all the services or a detailed level to view the              and when they will be realized.
specification for a service component.                                  s Service CIs such as:
                                                                          q Service capability assets: management,
Configuration Management should be applied at a more
detailed level where the service provider requires tight                      organization, processes, knowledge, people
control, traceability and tight coupling of configuration                 q Service resource assets: financial capital, systems,
information through the service lifecycle.                                    applications, information, data, infrastructure and
                                                                              facilities, financial capital, people
68      | Service Transition processes



       q Service model                                                                                 4.3.4.3 Configuration Management System
       q Service package                                                                               To manage large and complex IT services and
       q Release package                                                                               infrastructures, Service Asset and Configuration
       q Service acceptance criteria.                                                                  Management requires the use of a supporting system
 s Organization CIs – Some documentation will define                                                   known as the Configuration Management System (CMS).
   the characteristics of a CI whereas other                                                           The CMS holds all the information for CIs within the
   documentation will be a CI in its own right and need                                                designated scope. Some of these items will have related
   to be controlled, e.g. the organization’s business                                                  specifications or files that contain the contents of the item,
   strategy or other policies that are internal to the                                                 e.g. software, document or photograph. For example, a
   organization but independent of the service provider.                                               Service CI will include the details such as supplier, cost,
   Regulatory or statutory requirements also form                                                      purchase date and renewal date for licences and
   external products that need to be tracked, as do                                                    maintenance contracts and the related documentation
   products shared between more than one group.                                                        such as SLAs and underpinning contracts.
 s Internal CIs comprising those delivered by individual
                                                                                                       The CMS is also used a for wide range of purposes, for
   projects, including tangible (data centre) and
                                                                                                       example asset data held in the CMS may be made
   intangible assets such as software that are required to
                                                                                                       available to external financial Asset Management systems
   deliver and maintain the service and infrastructure.
                                                                                                       to perform specific Asset Management processes reporting
 s External CIs such as external customer requirements
                                                                                                       outside of Configuration Management.
   and agreements, releases from suppliers or sub-
   contractors and external services.                                                                  The CMS maintains the relationships between all service
 s Interface CIs that are required to deliver the end-to-                                              components and any related incidents, problems, known
   end service across a service provider interface (SPI).                                              errors, change and release documentation and may also


                                 Change and Release          Asset Management              Configuration Life                   Technical                      Quality                    Service Desk View
     Presentation
                                        View                          View                     Cycle View                  Configuration View            Management View                       User assets
        Layer
                                   Schedules/plans           Financial Asset Asset        Project configurations           Service Applications               Asset and                    User configuration,
                                Change Request Status         Status Reports Asset           Service Strategy,                 Application                  Configuration                  Changes, Releases,
                    Portal
                                Change Advisory Board         Statements and Bills          Design, Transition,               Environment               Management Policies,            Asset and Configuration
                                     agenda and              Licence Management                 Operations                  Test Environment            Processes, Procedures,              item and related
                                       minutes                 Asset performance              configuration                   Infrastructure              forms, templates,               incidents, problems,
                                                                                              baselines and                                                   checklists                 workarounds, changes
                                                                                                 changes

                                                                    Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate


     Knowledge                                                                                     Performance Management                                                                    Monitoring
     Processing               Query and Analysis               Reporting                         Forecasting, Planning, Budgeting                            Modelling                  Scorecards, Dashboards
       Layer                                                                                                                                                                                   Alerting



                                                                       Business/Customer/Supplier/User – Service – Application – Infrastructure mapping
     Information
      Integration                    Service Portfolio                                                                                                                                Service Change
         Layer                      Service Catalogue                    Service
                                                                                                       Integrated CMDB                            Service Release
                                                                         Model




                              Common Process,                                                                 Data                        Data
                                                          Schema                    Meta Data                                                                   Extract, Transform,
                                  Data and                                                                reconciliation             synchronization                                              Mining
                                                          Mapping                  Management                                                                          Load
                             Information Model

                                                                                                       Data Integration

                                                           Definitive Media           Physical CMDBs                      Platform              Software             Discovery,
                               Project Document                                                                                                                                              Enterprise
                                                                Library                                             Configuration Tools       Configuration            Asset
                                    Filestore                                                                                                                                               Applications
                                                             Definitive                                            E.g. Storage Database      Management            Management           Access Management
       Data and                                                                        CMDB1                       Middleware Network                                and audit
                                                          Document Library                                                                                                                Human Resources
     Information                                                                                                         Mainframe                                      tools
       Sources                   Structured                                                                                                                                                 Supply Chain
                                                              Definitive                                            Distributed Desktop                                                     Management
      and Tools                                                                              CMDB2                         Mobile
                                                         Multimedia Library 1                                                                                                           Customer Relationship
                                                                                                                                                                                            Management
                                    Project
                                                              Definitive
                                   Software                                            CMDB3
                                                         Multimedia Library 2




 Figure 4.8 Example of a Configuration Management System
                                                                                        Service Transition processes |         69

contain corporate data about employees, suppliers,             systems and network management tools can be interfaced
locations and business units, customers and users.             to the CMS. These tools can be used initially to populate a
                                                               CMDB, and subsequently to compare the actual ‘live’
Figure 4.8 shows how the CMS covers the data and
                                                               configuration with the information and records stored in
information layers of the knowledge/information/
                                                               the CMS.
knowledge hierarchy explained in section 4.7, Knowledge
Management.                                                    Secure libraries and secure stores
At the data level, the CMS may take data from several          A secure library is a collection of software, electronic or
physical CMDBs, which together constitute a federated          document CIs of known type and status. Access to items
CMDB. Other data sources will also plug into the CMS           in a secure library is restricted. Libraries are used for
such as the definitive media libraries. The CMS will provide   controlling and releasing components throughout the
access to data in asset inventories wherever possible rather   service lifecycle, e.g. in design, building, testing,
than duplicating data.                                         deployment and operations.

  Example of multiple Configuration Management                 A secure store is a location that warehouses IT assets. It is
  databases                                                    identified within SACM, e.g. secure stores used for desktop
                                                               deployment. Secure stores play an important role in the
  In the commonly encountered partially outsourced
                                                               provision of security and continuity – maintaining reliable
  service provider, some elements of the Service
  Management will be outsourced while others will              access to equipment of known quality.
  remain in house, and different elements may be               The Definitive Media Library
  outsourced to different external suppliers. For
  example the network and hardware support may be              The Definitive Media Library (DML) is the secure library in
  handled by supplier A, environment and facilities            which the definitive authorized versions of all media CIs
  management by supplier B, and multiple applications          are stored and protected. It stores master copies of
  suppliers and incident management handled                    versions that have passed quality assurance checks. This
  internally. The service desk will access information to      library may in reality consist of one or more software
  assist them from the CMS, but that system will derive        libraries or file-storage areas, separate from development,
  its data input from discrete repositories – each one a       test or live file-store areas. It contains the master copies of
  CMDB – owned and maintained by the three parties             all controlled software in an organization. The DML should
  but working together to supply a single consistent           include definitive copies of purchased software (along with
  information set.
                                                               licence documents or information), as well as software
                                                               developed on site. Master copies of controlled
Configuration information evolves as the service is
                                                               documentation for a system are also stored in the DML in
developed through the service lifecycle. Often there are
                                                               electronic form.
separate mechanisms for managing different service
lifecycle stages as well as different means of managing        The DML will also include a physical store to hold master
different applications and platforms.                          copies, e.g. a fireproof safe. Only authorized media should
                                                               be accepted into the DML, strictly controlled by SACM.
The CMS typically contains configuration data and
information that combined into an integrated set of views      The DML is a foundation for Release and Deployment
for different stakeholders through the service lifecycle as    Management (see section 4.4 on the release and
illustrated in Figure 4.8. It therefore needs to be based on   deployment process).
appropriate web, reporting and database technologies that
                                                               The exact configuration of the DML is defined during the
provide flexible and powerful visualization and mapping
                                                               planning activities. The definition includes:
tools, interrogation and reporting facilities.
                                                               s Medium, physical location, hardware and software to
Many organizations are already using some elements of
                                                                 be used, if kept online – some Configuration
SACM, often maintaining records in documents,
                                                                 Management support tools incorporate document or
spreadsheets or local databases, and some of these may
                                                                 software libraries, which can be regarded as a logical
be used in the overall CMS.
                                                                 part of a DML
Automated processes to load and update the                     s Naming conventions for filestore areas and physical
Configuration Management database should be developed            media
where possible so as to reduce errors and optimize costs.      s Environments supported, e.g. test and live
Discovery tools, inventory and audit tools, enterprise           environments
70   | Service Transition processes



 s Security arrangements for submitting changes and                  Configuration baseline
     issuing documentation and software, plus backup and             A configuration baseline is the configuration of a service,
     recovery procedures                                             product or infrastructure that has been formally reviewed
 s   The scope of the DML, e.g. source code, object code             and agreed on, that thereafter serves as the basis for
     from controlled builds and associated documentation             further activities and that can be changed only through
 s   Archive and retention periods                                   formal change procedures. It captures the structure,
 s   Capacity plans for the DML and procedures for                   contents and details of a configuration and represents a
     monitoring growth in size                                       set of configuration items that are related to each other.
 s   Audit procedures                                                Establishing a baseline provides the ability to:
 s   Procedures to ensure that the DML is protected from
                                                                     s Mark a milestone in the development of a service, e.g.
     erroneous or unauthorized change (e.g. entry and exit
                                                                         Service Design baseline
     criteria for items).
                                                                     s Build a service component from a defined set of
 Figure 4.9 shows the relationship between the DML and                   inputs
 the CMDB.                                                           s Change or rebuild a specific version at a later date
 Definitive spares                                                   s Assemble all relevant components in readiness for a
 An area should be set aside for the secure storage of                 change or release
 definitive hardware spares. These are spare components              s Provide the basis for a configuration audit and back
 and assemblies that are maintained at the same level as               out, e.g. after a change.
 the comparative systems within the controlled test or live
                                                                     Snapshot
 environment. Details of these components, their locations
                                                                     A snapshot of the current state of a configuration item or
 and their respective builds and contents should be
                                                                     an environment, e.g. from a discovery tool. This snapshot
 comprehensively recorded in the CMS. These can then be
                                                                     is recorded in the CMS and remains as a fixed historical
 used in a controlled manner when needed for additional
                                                                     record. Sometimes this is referred to a footprint. A
 systems or in the recovery from incidents. Once their
                                                                     snapshot is not necessarily formally reviewed and agreed
 (temporary) use has ended, they are returned to the spares
                                                                     on – it is just a documentation of a state, which may
 store or replacements are obtained.

                                 DML and CMDB




      DML         Physical CIs                                     Information about the CIs




                                                                                     CMDB
         Electronic
         CIs
                                                                           Release
                                                                           Record



                      Build new Release




              Test new Release

                                                                     Implement new Release


                                          Distribute new Release
                                              to live locations

 Figure 4.9 The relationship between the Definitive Media Library and the Configuration Management Database
                                                                                                               Service Transition processes |                71

contain faults and unauthorized CIs. One example is where                   need to be established to obtain the configuration
a snapshot is established after an installation, perhaps                    information and data from third parties.
using a discovery tool, and later compared to the original
configuration baseline.                                                     4.3.5.2 Management and planning
The snapshot:                                                               There is no standard template for determining the
                                                                            optimum approach for SACM. The management team and
s Enables problem management to analyse evidence
                                                                            Configuration Management should decide what level of
  about a situation pertaining at the time incidents                        Configuration Management is required for the selected
  actually occurred                                                         service or project that is delivering changes and how this
s Facilitates system restore to support security scanning                   level will be achieved. This is documented in a
  software.                                                                 Configuration Management Plan. Often there will be a
                                                                            Configuration Management Plan for a project, service or
4.3.5 Process activities, methods and                                       groups of services, e.g. network services. These plans
techniques                                                                  define the specific Configuration Management activities
                                                                            within the context of the overarching Service Asset and
4.3.5.1 Asset and Configuration Management                                  Configuration Management strategy.
activities
                                                                            An example of the contents for an Asset or Configuration
High-level activities for Asset and Configuration                           Management Plan is shown below.
Management are shown in an example of an activity
model in Figure 4.10.
The activity model illustrated in Figure 4.10 is often used
where there are many parties or suppliers and activities



                       Planning, management
                           resources, time
                        Management support
                        Working relationships
                    Resources, facilities, CMS and
                                tools
                       Training and Guidance


  Policy, Standards,
       Strategy,                                                                       Control                                             Configuration
                            Management
   Service Portfolio,                                                                                                                  Management Plan,
                            and Planning
 Customer Portfolio,                                                                                                                            Contract
  Contract Portfolio,
Contract requirements                                                                                                                  CI Identification,
                            Requirements                                                                                             naming, labelling,
                               Design,               Configuration                                                                            data and
                            Maintenance,             Identification                                                                      documentation
                              Release,                                                                                             Baseline and Release
                            Deployment,                                                                                                                Id
                           Operations plans
                                                                       Configuration                                                       Updated RFC,
                                                          RFC/           Control                                                             updated CI
                                                        change to
                                                           CI                                                                                      Status
                                                                                                     Status                                Record/Report
                                                                                                 Accounting and                             Configuration
                                                                        Change and                                                       information and
                                                                       Configuration                Reporting
                                                                                                                                             Performance
                                                                       Records and
                                                                      Documentation
                                                                                                                        Verification         Action items
                                                                                              Physical CIs,              and Audit            Confidence
                                                                                               Test results                                     in service
                                                                                             Audit/discovery                                          and
                        Feedback                                                                                                            infrastructure
                                                                                                  tools


Figure 4.10 Typical Configuration Management activity model
72    | Service Transition processes



     Example of Asset and Configuration Management               Relationship management and interface controls, for
     Plan contents                                               example:
     Context and purpose.                                        s With financial Asset Management
     Scope:                                                      s With projects
                                                                 s With development and testing
     s Applicable services
                                                                 s With customers
     s Environments and infrastructure
                                                                 s With service provider interfaces (SPI)
     s Geographical locations.
                                                                 s With operations including the service desk.
     Requirements:
                                                                 Relationship management and control of suppliers
     s Link to policy, strategy                                  and sub-contractors.
     s Link to business, Service Management and
        contractual requirements
                                                             4.3.5.3 Configuration identification
     s Summarize requirements for accountability,
                                                             When planning configuration identification it is important
       traceability, auditability
                                                             to:
     s Link to requirements for the Configuration
       Management System (CMS).                              s Define how the classes and types of assets and
                                                               configuration items are to be selected, grouped,
     Applicable policies and standards:
                                                               classified and defined by appropriate characteristics,
     s Policies                                                e.g. warranties for a service, to ensure that they are
     s Industry standards, e.g. ISO/IEC 20000, ISO/IEC         manageable and traceable throughout their lifecycle
        19770-1                                              s Define the approach to identification, uniquely naming
     s Internal standards relevant to Configuration            and labelling all the assets or service components of
        Management, e.g. hardware standards, desktop           interest across the service lifecycle and the
        standards.                                             relationships between them
                                                             s Define the roles and responsibilities of the owner or
     Organization for Configuration Management:
                                                               custodian for configuration item type at each stage of
     s Roles and responsibilities                              its lifecycle, e.g. the service owner for a service
     s Change and configuration control boards                 package or release at each stage of the service
     s Authorization – for establishing baseline, changes      lifecycle.
        and releases.                                        The configuration identification process activities are to:
     Asset and Configuration Management System and tools.    s Define and document criteria for selecting
     Selection and application of processes and procedures        configuration items and the components that
     to implement Asset and Configuration Management              compose them
     activities, e.g.:                                       s    Select the configuration items and the components
                                                                  that compose them based on documented criteria
     s Configuration identification
                                                             s    Assign unique identifiers to configuration items
     s Version management
                                                             s    Specify the relevant attributes of each configuration
     s Interface management
                                                                  item
     s Supplier management
                                                             s    Specify when each configuration item is placed under
     s Configuration Change Management
                                                                  Configuration Management
     s Release and deployment
                                                             s    Identify the owner responsible for each configuration
     s Build management
                                                                  item.
     s Establishing and maintaining configuration
       baselines                                             Configuration structures and the selection of
     s Maintaining the CMS                                   configuration items
     s Reviewing the integrity of configurations and the     The configuration model should describe the relationship
       CMS (verification and audit).                         and position of CIs in each structure. There should be
                                                             service configuration structures that identify all the
     Reference implementation plan, e.g. data migration
                                                             components in a particular service (e.g. the retail service).
     and loading, training and knowledge transfer plan.
                                                                                                   Service Transition processes |     73


                                                                                                               Example of
                                                                 IT                                       documentation for a CI
                                                              Services

                                                                     Service Catalogue 4.0


     DML                   IA Internal               End User                                      UA                   IN
   Definitive              Application              Computing                                 User/Account        Infrastructure
  Media Library              Service                  Service                                 Management              Service
                                                         End User Computing SLR V3.0
                                                         End User Computing SLA V2.0


                   EUC1              EUC2 Service          EUC3                 EUC4            EUC5 EUC               EUC6
                    EUC              Management           Remote                 EUC           User/Access              EUC
                  Release            and Support          Working             Hardware         Management         Infrastructure



           EUC1–01                 EUC1–02            EUC1–03                  EUC4–01
             EUC                     EUC                 EUC                     EUC
         Release Package
          Specification          Release Baseline    Installation               Device              Key
                                                                                                                parent/child
        ‘As specified’           ‘As released’      ‘As installed’                                              relationship
          baseline                 baseline           baseline
                                                                                                                uses/used
                                                                                                              by relationship

                                                                                                      Documentation that represents
                                                                                                          a CI is shown in bold.

Figure 4.11 (a) Example configuration breakdown for an end-user computing service

An important part of Configuration Management is                           creating and describing the configurations required to
deciding the level at which control is to be exercised, with               design, transition and operate the service.
top-level CIs broken down into components which are
                                                                           Figure 4.11 (a) and (b) gives an example in schematic
themselves CIs, and so on.
                                                                           representation of how a CI structure for an end-user
CIs should be selected by applying a top down approach,                    computing service and a Managed Virtual System might
considering if it is sensible to break down a CI into                      be broken down.
component CIs. A CI can exist as part of any number of
                                                                           Choosing the right CI level is a matter of achieving a
different CIs or CI groups at the same time. For instance, a
                                                                           balance between information availability, the right level of
database product may be used by many applications.
                                                                           control, and the resources and effort needed to support it.
Usage links to re-usable and common components of the
                                                                           Information at a low CI level may not be valuable – for
service should be defined – for instance, a configuration
                                                                           example, although a keyboard is usually exchanged
structure for a retail service will use infrastructure CIs such
                                                                           independently, the organization sees it as a consumable,
as servers, network and software CIs. The ability to have
                                                                           so does not store data about it. CI information is valuable
multiple views through different configuration structures
                                                                           only if it facilitates the management of change, the control
improves accessibility, impact analysis and reporting.
                                                                           of incidents and problems, or the control of assets that
Configuration Management of work products and service                      can be independently moved, copied or changed.
components from the service lifecycle may be performed
                                                                             Factors that influence recording level of
at several levels of granularity. The items placed under
                                                                             configuration items
Configuration Management will typically include service
bundles, service packages, service components, release                       The factors that affect choice of lowest CI level are
packages and products that are delivered to the customer,                    not just financial. As mentioned above most
designated internal work products, acquired services,                        organizations do not store data on keyboards,
products, tools, systems and other items that are used in                    because they consider them consumables, to be
                                                                             thrown away when not working, as one would a
                                                                             broken pen. However, some organizations find it
74     | Service Transition processes



                    Location                           ABC                                                                                                    Service
                                                                                                                   Examples of CI
                    (Physical                        Managed                                                       baselines and                             Catalogue
                   and logical)                   Virtual System                                                   documentation

                  - linked to relevant CIs                     Initial configuration baseline
                                                               RFCs




        ABC1           ABC2             ABC3         ABC4                  ABC5                                          ABC7                                   ABC9
                                                                                                  ABC6                Statistics &            ABC8
       Physical   Host Operating       Virtual      System               Model and              Capabilities         Performance             Support           Support
     Sub-System      System          Sub-System   Management              Settings                                   Management                                Service
                                                                        - Virtual model        - Capacity plan     - Collated statistics  - Support Access   - Agreement
                                                                        - Configuration settings                   - Performance baseline - Diagnostics      - Design specification
                                                                                                                                                             - Primary owner


                                                                                                                                                                 Etc.

       ABC11       ABC21 Host         ABC31            ABC41                ABC42                  ABC43               ABC44                ABC45
                                                     Configuration &                             Capacity &            Storage             Backup &
      Physical    Operating System    Logical     Software Deployment
                                                                         Oprerations &            Resource                                 Recovery
     Assembly       Installation     Assembly           Manager         Event Manager             Manager            Management           management



        A111           A211             A311         A312                   A313                  A314
       Physical    Host Operating      Virtual      System                Model and             Capabilities
     Sub-System       System         Sub-System   Management               Settings

                                                                                                             Key
      Virtual Sub-System example: Server stack, storage stack                                                           parent/child
      Physical assembly examples: Physical computer, hard disc, SAN,                                                    relationship
      network card, switches.
      Logical assembly examples: guest operation system, utilities,                                                     Other relationships
      middleware, system software, applications                                                                         e.g. installed on, uses
                                                                                                                        located, supported, hosted


 Figure 4.11 (b) Example configuration breakdown for a Managed Virtual System

     worth retaining data on keyboards – for example in                              Naming configuration items
     the United Nations, which supports many different                               Naming conventions should be established and applied to
     languages within its office building, recording the
                                                                                     the identification of CIs, configuration documents and
     specific language keyboard used is an important
                                                                                     changes, as well as to baselines, builds, releases and
     factor in speedy incident resolution when keyboards
     fail, i.e. they know which kind of replacement                                  assemblies.
     keyboard to send to any given user.                                             Individual CIs should be uniquely identifiable by means of
                                                                                     the identifier and version. The version identifies an
 The organization should plan to review the CI level                                 updated instance of what can be regarded as the same CI.
 regularly – to confirm (or otherwise) that information                              More than one version of a CI can coexist at any given
 down to a low level is still valuable and useful, and that                          time. The naming conventions should be unique and take
 the handling of changes and problems and the                                        into account the existing corporate or supplier
 management of assets are not deficient because the                                  naming/numbering structures. The naming conventions or
 CMDB does not go down to a sufficiently low level.                                  information management system should include the
 Each asset and CI needs to be uniquely identified, whether                          management of:
 it is generated inside or outside the organization. The                             s Hierarchical relationships between CIs within a
 identification should also differentiate between successive                               configuration structure
 versions and should enable the items under control to be
                                                                                     s     Hierarchical or subordinate relationships in each CI
 unambiguously traceable to their specifications or
                                                                                     s     Relationships between CIs and their associated
 equivalent, documented descriptions. Configuration
                                                                                           documents
 descriptions and data should conform, where possible, to
                                                                                     s     Relationships between CIs and changes
 service, product or technology standards. Configuration
 data should permit forward and backward traceability to                             s     Relationships between CIs, incidents, problems and
 other baselined configuration states, where required.                                     known errors.
                                                                                          Service Transition processes |         75

Configuration Management should arrange for a naming             Attributes for configuration items
convention to be established for all documents, e.g. RFCs.       Attributes describe the characteristics of a CI that are
Document templates are a good method for standardizing           valuable to record and which will support SACM and the
configuration documentation. Without templates there are         ITSM processes it supports.
often far too many documents generated with overlapping
content that can make executing changes extremely                The SACM plan references the configuration information
difficult.                                                       and data architecture. This includes the attributes to be
                                                                 recorded for each type of asset or CI. Typical attributes
Each type of template and form should be uniquely                include:
identifiable with a version number. A typical method of
identification is <Form type>_nnnn where nnnn is a               s Unique identifier
sequentially assigned number for each new instance of the        s CI type
form.                                                            s Name/description
                                                                 s Version (e.g. file, build, baseline, release)
When the naming convention is being planned, it is very
important that sufficient account is taken of possible           s Location
future growth. Identifiers should be relatively short, but       s Supply date
meaningful, and should follow existing conventions               s Licence details, e.g. expiry date
wherever possible. For hardware, if the CI naming                s Owner/custodian
conventions are not based on suppliers’ device names and         s Status
models, a mechanism should be set up to relate                   s Supplier/source
Configuration Management and suppliers’ identifiers to           s Related document masters
each other, for example, for the convenience of
                                                                 s Related software masters
procurement staff and hardware engineers. Standard
                                                                 s Historical data, e.g. audit trail
terminology and abbreviations should be used throughout
the organization as far as possible (e.g. NYC rather than        s Relationship type
sometimes NY or N York). Failure to do so will result in an      s Applicable SLA.
inability to match common incidents, problems etc.               These attributes will define specific functional and physical
Attributes that might change should never be used as a           characteristics of each type of asset and CI, e.g. size or
part of CI naming.                                               capacity, together with any documentation or
Labelling configuration items                                    specifications.

All physical device CIs should be labelled with the              Defining configuration documentation
configuration identifier so that they can be easily              The characteristics of a CI are often contained in
identified. Plans should be made to label CIs and to             documents. For example, the service definition,
maintain the accuracy of their labels.                           requirements specification and service level agreement for
Items need to be distinguished by unique, durable                a service describe the characteristics of a Service CI. Many
identification, e.g. labels or markings that follow relevant     organizations specify mandatory and optional documents
standards where appropriate. Physical non-removable              that describe a CI and use document templates to ensure
asset tags (labels) should be attached to all hardware CIs;      consistent information is entered. Table 4.7 is a RACI
cables/lines should be clearly labelled at each end and at       (Responsible, Accountable, Consulted, Informed) chart,
any inspection points. It is advisable to use a standard         which illustrates the types of documentation of service
format and colour for all such labels, because this makes it     assets or configuration items that are the responsibility of
easier for users to identify and quote from them, for            different service lifecycle stages and typical
instance when telephoning the service desk to report a           documentation.
fault. Barcode-readable labels improve the efficiency of         Collecting CI attribute data can facilitate use/re-
physical audits. A standard policy on labelling hardware is      use/reference to existing documents, data, files, records,
similarly beneficial at the service desk, e.g. if all hardware   spreadsheets etc. This will help users implementing this to
is labelled in the bottom left-hand corner of the left side,     determine a good approach to collecting data.
it is much quicker and easier to explain to the user where
they will find the required information.
76   | Service Transition processes



 Table 4.7 Configuration documentation for assets and responsibilities through the service lifecycle
     Service        Examples of service         Service    Service    Service        Service       Continual
     lifecycle      lifecycle assets and        Strategy   Design     Transition     Operation     Service
     stage          CIs impacted                                                                   Improvement

     Service        Portfolios – service           A         C           C             R               C
     Strategy       contract, customer
                    Service Strategy
                    requirements
                    Service lifecycle model

     Service        Service package                I         A           C             R               C
     Design         (including SLA)
                    Service Design package,
                    e.g. service model,
                    contract, supplier’s
                    Service Management
                    Plan, process interface
                    definition, customer
                    engagement plan
                    Release policy
                    Release package
                    definition

     Service        Service Transition model       I         C           A             R               C
     Transition     Test plan
                    Controlled environments
                    Build/installation plan
                    Build specification
                    Release plan
                    Deployment plan
                    CMS
                    SKMS
                    Release package
                    Release baseline
                    Release documentation
                    Evaluation report
                    Test report

     Service        Service Operations model       I         C           C             A/R             R
     Operations     Service support model
                    Service desk
                    User assets
                    User documentation
                    Operations
                    documentation
                    Support documentation

     Continual      CSI model                      A/C       A/C         A/C           R               A
     Service        Service improvement
     Improvement    plan
                    Service reporting process

 R=Responsible, A=Accountable, C=Consulted, I=Informed
                                                                                       Service Transition processes |         77

Relationships                                                  use, the status of the items and where they are located.
Relationships describe how the configuration items work        Typical CI types include service, hardware, software,
together to deliver the services. These relationships are      documentation and staff.
held in the CMS – this is the major difference between         Identification of media libraries
what is recorded in a CMS and what is held in an asset
                                                               Physical and electronic media libraries should be uniquely
register.
                                                               identified and recorded in the CMS with the following
The relationships between CIs are maintained so as to          information:
provide dependency information. For example:
                                                               s Contents, location and medium of each library
s A CI is a part of another CI, e.g. a software module is      s Conditions for entering an item, including the
  part of a program; a server is part of a site                  minimum status compatible with the contents of the
  infrastructure – this is a ‘parent–child’ relationship.        library
s A CI is connected to another CI, e.g. a desktop              s How to protect the libraries from malicious and
  computer is connected to a LAN.                                accidental harm and deterioration, together with
s A CI uses another CI, e.g. a program uses a module             effective recovery procedures
  from another program; a business service uses an             s Conditions and access controls for groups or types of
  infrastructure server.                                         person registering, reading, updating, copying,
s A CI is installed on another, e.g. MS Project is installed     removing and deleting CIs
  on a desktop PC.                                             s Scope of applicability, e.g. applicable from
Although a ‘child’ CI should be ‘owned’ by one ‘parent’ CI,      environment ‘system test’ through to ‘operation’.
it can be ‘used by’ any number of other CIs. If a standard     Identification of configuration baselines
desktop build is supplied and installed on all PCs within a
                                                               Configuration baselines should be established by formal
division or location, then that build, including all the
                                                               agreement at specific points in time and used as departure
software CIs included, will be a CI that is linked by a
                                                               points for the formal control of a configuration.
relationship to the PCs. The software included will be ‘part
                                                               Configuration baselines plus approved changes to those
of’ the build. This can considerably reduce the number of
                                                               baselines together constitute the currently approved
relationships that are needed, compared with when
                                                               configuration. Specific examples of baselines that may be
individual software CIs relationships are used.
                                                               identified include:
Relationships are also the mechanism for associating RFCs,
                                                               s A particular ‘standard’ CI needed when buying many
incident records, problem records, known errors and
                                                                 items of the same type (e.g. desktop computer) over a
release records with the services and IT infrastructure CIs
                                                                 protracted period; if some are to include additional
to which they refer. All these relationships should be
                                                                 components (e.g. a DVD writer), this could correspond
included in the CMS. RFCs and change and release records
                                                                 to ‘baseline plus’; if all future desktop computers are
will identify the CIs affected.
                                                                 to have features then a new baseline is created
Some of these relationships were shown in Figure 4.11.         s An application release and its associated
For example, EUC is the parent CI of EUC1 to EUC5 and            documentation.
EUC1 is in turn the parent of three CIs, EUC1_01 to
EUC1_03, shown as the next level in the hierarchy. EUC1        Several baselines corresponding to different stages in the
uses the DML and Internal Application (IA) service.            life of a ‘baselined item’ can exist at any given time – for
                                                               example, the baseline for an application release that is
Relationships may be one-to-one, one-to-many and many-         currently live, the one that was last live and has now been
to-one. Placing portfolios under the control of the CMS        archived, the one that will next be installed (subject to
provides a good example. The combination of Service            change under Configuration Management control), and
Portfolios and customer portfolios generates the contract      one or more under test. Furthermore, if, for instance, new
portfolio. In other words, every item in the contract          software is being introduced gradually regionally, more
portfolio is mapped to at least one item in the Service        than one version of a baseline could be ‘live’ at the same
Portfolio and at least one item in the customer portfolio.     time. It is therefore best to refer to each by a unique
Types of configuration item                                    version number, rather than ‘live’, ‘next’ or ‘old’.

Components should be classified into asset or CI types         By consolidating the evolving configuration states of
because this helps to identify and document what is in         configuration items to form documented baselines at
78   | Service Transition processes



 designated points or times the Configuration Management                                Management and configuration auditing functions of
 will be more effective and efficient. Each baseline is a                               SACM. In configuration identification, define and record
 mutually consistent set of CIs that can be declared at key                             the rationale for each baseline and associated
 milestones. An example of a baseline is an approved                                    authorizations required to approve the configuration
 description of a service that includes internally consistent                           baseline data.
 versions of requirements, requirement traceability matrices,
                                                                                        As a Service progresses through the service lifecycle, each
 design, specific service components and user
                                                                                        baseline provides progressively greater levels of detail
 documentation.
                                                                                        regarding the eventual outputs to be delivered.
 Each baseline forms a frame of reference for the service                               Furthermore, this hierarchy of baselines enables the final
 lifecycle as a whole. Baselines provide the basis for                                  outputs to be traced back to the original requirements.
 assessing progress and undertaking further work that is
                                                                                        It needs to be kept in mind that earlier baselines may not
 internally self-consistent and stable. For example, the
                                                                                        be totally up to date with changes that have been made
 Service Portfolio and the Business Case for a Service
                                                                                        later, e.g. ‘course corrections’ to requirements
 should present a consistent and clear definition of what
                                                                                        documentation may be reflected in the release
 the service package is intending to deliver. This may form
                                                                                        documentation.
 the ‘scope baseline’ for the service(s) and give internal and
 external parties a clear basis for subsequent analysis and                             Identification of release unit
 development. An example of the baseline points is shown                                ‘Release unit’ describes the portion of the service or
 in Figure 4.12.                                                                        infrastructure that is normally released together in
 Baselines are added to the CMS as they are developed.                                  accordance with an organization’s release policy. The unit
 Changes to baselines and the release of work products                                  may vary, depending on the type(s) or item(s) of software
 built from the CMS are systematically controlled and                                   and hardware.
 monitored via the configuration control, Change

                     Define                                                     Service Review Criteria/Plan                               Validate Service
                Customer/Business                                                                                                        Packages, Offerings
     Level 1                                                                                                                                and contracts
                  Requirements
                                          • Contract, Service Package, SLP, SPI

                        1a                                                                                                                      1b
                                Define                                                                                             Service
                                                                           Service Acceptance Criteria/Plan                      Acceptance
     Level 2                    Service
                             Requirements                                                                                           Test
                                                      • SLR
                                                      • Draft SLA
                                    2a                                                                                                  2b
                                                                                                                          Service
                                          Design Service                   Service Operational Criteria/Plan            Operational
     Level 3                                Solution                                                                   Readiness Test
                                                                     • SDP including:
                                                                     • Service Model
                                                 3a                  • Capacity and resource plans                            3b
                                                                                Service Release Test Criteria        Service
                                                 Design Service                          and Plan                Release Package
     Level 4                                        Release                                                            Test
                                                                            • Release Design
                                                                            • Release plan
                                                             4a                                                     4b
                                                                    Develop Service                       Component
     Level 5                                                           Solution                        and Assembly Test


                                                                           5a                               5b
                                         Levels of                                        Service
                                         configuration and                              Component
                                         testing                                         Build and                       Deliveries from
                                                                                           Test                          internal and
                                                                                                                         external suppliers
                             BL          Baseline point
                                                                                     Internal and
                                                                                  external suppliers


 Figure 4.12 Example of service lifecycle configuration levels and baseline points, represented by the
 numbered triangles
                                                                                            Service Transition processes |         79



                                                      IT Infrastructure




                        System 1                         System 2                         System 3




         Suite 1-1                      Suite 1-2                         Suite 2-1                       Suite 2-2




                                                       Program 2-1-1                   Program 2-1-2




                     Module 2-1-1-1                   Module 2-1-1-2                   Module 2-1-1-3


Figure 4.13 Simplified example of an IT infrastructure

Figure 4.13 gives a simplified example showing an IT               No CI should be added, modified, replaced or removed
infrastructure made up of systems, which are in turn made          without an appropriate controlling documentation or
up of suites, comprising programs, which are made up of            procedure being followed. Policies and procedures need
modules.                                                           to be in place that cover:
Release information is recorded within the CMS,                    s Licence control, to ensure that the correct number of
supporting the release and deployment process. Releases                people are using licences and that there is no
are uniquely identified according to a scheme defined in               unlicensed use and no wastage
the release policy. The release identification includes a          s   Change Management
reference to the CI that it represents and a version number        s   Version control of service asset, software and hardware
that will often have two or three parts. Example release               versions, images/builds and releases
names are:                                                         s   Access control, e.g. to facilities, storage areas and CMS
s Major releases: Payroll_System v.1, v.2, v.3 etc.                s   Build control, including the use of build specification
s Minor releases: Payroll_System v.1.1, v.1.2, v.1.3 etc.              from the CMS to perform a build
s Emergency fix releases: Payroll_System v.1.1.1, v.1.1.2,         s   Promotion, migration of electronic data and
   v.1.1.3 etc.                                                        information
                                                                   s   Taking a configuration baseline of assets or CIs before
4.3.5.4 Configuration control                                          performing a release (into system, acceptance test and
Configuration control ensures that there are adequate                  production) in a manner that can be used for
control mechanisms over CIs while maintaining a record of              subsequent checking against actual deployment
changes to CIs, versions, location and custodianship/              s   Deployment control including distribution
ownership. Without control of the physical or electronic           s   Installation
assets and components, the configuration data and                  s   Maintaining the integrity of the DML.
information there will be a mismatch with the
physical world.
80      | Service Transition processes



 Often there are many procedures that can change a CI.                       The way CIs move from one state to another should be
 These should be reviewed and aligned with the CI types                      defined, e.g. an application release may be registered,
 where possible as standardization prevents errors. During                   accepted, installed or withdrawn. An example of a lifecycle
 the planning stage it is important to design an effective                   for a package application release is shown in Figure 4.14.
 configuration control model and implement this in a way                     This will include defining the type of review and approval
 that staff can easily locate and use the associated training                required and the authority level necessary to give that
 products and procedures.                                                    approval. In Figure 4.12 the role that can promote the CI
                                                                             from Accepted to Installed is ‘release management’. At
 If many Configuration Management tools are used there is
                                                                             each lifecycle status change the CMS should be updated
 often a control plan for each tool that is aligned with the
                                                                             with the reason, date-time stamp and person that did the
 overall configuration control model.
                                                                             status change. The planning activities should also establish
 Control should be passed from the project or supplier to                    any attributes that should be updated at each state.
 the service provider at the scheduled time with accurate
                                                                             Configuration status accounting and reporting is
 configuration information, documentation and records. A
                                                                             concerned with ensuring that all configuration data and
 comprehensive checklist covering the service provider
                                                                             documentation is recorded as each asset or CI progresses
 information requirements, Supplier information and
                                                                             through its lifecycle. It provides the status of the
 organizational information required can be made and
                                                                             configuration of a service and its environment as the
 signed off. Provisions for conducting SACM need to be
                                                                             configuration evolves through the service lifecycle.
 established in supplier agreements. Methods to ensure
 that the configuration data is complete and consistent                      Status reporting provides the current and historical data
 should be established and maintained. Such a method                         concerned with each CI that in turn enables tracking of
 may include baseline on transition, defined audit policies                  changes to CIs and their records, i.e. tracking the status as
 and audit intervals. It is important that the need for this                 a CI changes from one state to another, e.g.
 information and control method is established as early as                   ‘development’, ‘test’, ‘live’ or ‘withdrawn’.
 possible during the development lifecycle and
                                                                             The organization should perform configuration status
 incorporated as a deliverable of the new or changed
                                                                             accounting and reporting activities throughout the
 service.
                                                                             lifecycle of the service in order to support and enable an
                                                                             efficient Configuration Management process. Typical
 4.3.5.5 Status accounting and reporting                                     activities include:
 Each asset or CI will have one or more discrete states
                                                                             s Maintaining configuration records through the service
 through which it can progress. The significance of each
 state should be defined in terms of what use can be made                      lifecycle and archiving them according to agreements,
 of the asset or CI in that state. There will typically be a                   relevant legislation or best industry practice, standards,
 range of states relevant to the individual asset or CIs.                      e.g. ISO 9001, Quality Management System
                                                                             s Managing the recording, retrieval and consolidation of
 A simple example of a lifecycle is:                                           the current configuration status and the status of all
 s Development or draft – denoting that the CI is under                        preceding configurations to confirm information
   development and that no particular reliance should be                       correctness, timeliness, integrity and security
   placed on it                                                              s Making the status of items under Configuration
 s Approved – meaning that the CI may be used as a                             Management available throughout the lifecycle, e.g. to
   basis for further work                                                      ensure appropriate access, change, build and release
 s Withdrawn – meaning withdrawn from use, either                              controls are followed, e.g. build specifications
   because the CI is no longer fit for purpose or because                    s Recording changes to CIs from receipt to disposal
   there is no further use for it.


     Application Release


        Registered               Accepted                Installed               Withdrawn
                                                                                                Figure 4.14 Example of asset and
                 Configuration                Release                Configuration
                                                                                                configuration item lifecycle
                 Management                 Management               Management
                                                                                         Service Transition processes |           81

s Ensuring that changes to configuration baselines are          4.3.5.6 Verification and audit
    properly documented. This can be achieved by                The activities include a series of reviews or audits to:
    consolidating the evolving configuration states of
    configuration items to form documented baselines at         s Ensure there is conformity between the documented
    designated times or under defined circumstances.              baselines (e.g. agreements, interface control
                                                                  documents) and the actual business environment to
Records                                                           which they refer
During the configuration identification and control             s Verify the physical existence of CIs in the organization
activities, configuration status records will be created.         or in the DML and spares stores, the functional and
These records allow for visibility and traceability and for       operational characteristics of CIs and to check that the
the efficient management of the evolving configuration.           records in the CMS match the physical infrastructure
They typically include details of:                              s Check that release and configuration documentation is
s Service configuration information (such as                      present before making a release.
    identification number, title, effective dates, version,     Before a major release or change, an audit of a specific
    status, change history and its inclusion in any baseline)   configuration may be required to ensure that the
s   The service or product configuration (such as design        customer’s environment matches the CMS. Before
    or build status)                                            acceptance into the live environment, new releases, builds,
s   The status of release of new configuration information      equipment and standards should be verified against the
s   Changes implemented and in progress                         contracted or specified requirements. There should be a
s   Capturing the results from quality assurance tests to       test certificate that proves that the functional requirements
    update the configuration records.                           of a new or updated CI have been verified, or some other
                                                                relevant document (e.g. RFC).
The evolving service configuration information should be
recorded in a manner that identifies the cross-references       Plans should be made for regular configuration audits to
and interrelationships necessary to provide the required        check that the CMDB and related configuration
reports.                                                        information is consistent with the physical state of all CIs,
                                                                and vice versa. Physical configuration audits should be
Service asset and configuration reports                         carried out to verify that the ‘as-built’ configuration of a CI
Reports of varying types will be needed for Configuration       conforms to its ‘as-planned’ configuration and its
Management purposes. Such reports may cover individual          associated documents. Interrogation facilities are required
configuration items, a complete service or the full Service     to check that the CMDB and the physical state of CIs are
Portfolio. Typical reports include:                             consistent.

s A list of product configuration information included in       These audits should verify that correct and authorized
    a specific configuration baseline                           versions of CIs exist, and that only such CIs exist, and are
s   A list of configuration items and their configuration       in use in the operational environment. From the outset,
    baselines                                                   any ad-hoc tools, test equipment, personal computers and
s   Details of the current revision status and change           other unregistered items should either be removed or
    history                                                     registered through formal Configuration Management.
                                                                Registration or removal will be via the Change
s   Status reports on changes, waivers and deviations
                                                                Management process and has to prevent the authorization
s   Details of the status of delivered and maintained
                                                                of non-acceptable CIs or the removal of CIs that may be
    products concerning part and traceability numbers
                                                                supporting business processes. Unregistered and
s   Revision status                                             unauthorized items that are discovered during
s   Report on unauthorized usage of hardware and                configuration audits should be investigated, and corrective
    software                                                    action taken to address possible issues with procedures
s   Unauthorized CIs detected                                   and the behaviour of personnel. All exceptions are logged
s   Variations from CMS to physical audit reports.              and reported.
Status reports of assets for a business unit or software
licence holdings are often required by financial
management for budgeting, accounting and charging.
82   | Service Transition processes



 Configuration audits check in addition that change and           4.3.6.1 Process relationships
 release records have been properly authorized by Change          By its very nature – as the single virtual repository of
 Management and that implemented changes are as                   configuration data and information for IT Service
 authorized. Configuration audits should be considered at         Management – SACM supports and interfaces with every
 the following times:                                             other process and activity to some degree. Some of the
 s Shortly after changes to the CMS                               more noteworthy interfaces are:
 s Before and after changes to the IT services or                 s Change Management – identifying the impact of
     infrastructure                                                  proposed changes
 s   Before a release or installation to ensure that the          s Financial management – capturing key financial
     environment is as expected                                     information such as cost, depreciation methods, owner
 s   Following recovery from disasters and after a ‘return to       and user (for budgeting and cost allocation),
     normal’ (this audit should be included in contingency          maintenance and repair costs
     plans)                                                       s ITSCM – awareness of assets the business services
 s   At planned intervals                                           depend on, control of key spares and software
 s   At random intervals                                          s Incident/problem/error – providing and maintaining
 s   In response to the detection of any unauthorized CIs.          key diagnostic information; maintenance and provision
                                                                    of data to the service desk
 Automated audit tools enable regular checks to be made
                                                                  s Availability management in detection of points of
 at regular intervals, e.g. weekly. For example, desktop
 audit tools compare the build of an individual’s desktop to        failure.
 the master build that was installed. If exceptions are           The relationship with change and release and deployment
 found, some organizations return the build to its original       is synergistic, with these processes benefiting greatly from
 state.                                                           a single coordinated planning approach. Configuration
 A rolling programme of configuration audits can help use         control is synonymous with change control –
 resources more effectively. The service desk and support         understanding and capturing updates to the infrastructure
 groups will check that CIs brought to their attention, e.g.      and services.
 the software that a caller is using, are as recorded in the
 CMS. Any deviations are reported to Configuration                4.3.7 Information management
 Management for investigation.                                    Backup copies of the CMS should be taken regularly and
                                                                  securely stored. It is advisable for one copy to be stored at
 If there is a high incidence of unauthorized CIs detected,
                                                                  a remote location for use in the event of a disaster. The
 the frequency of configuration audits should be increased,
                                                                  frequency of copying and the retention policy will depend
 certainly for those parts of the services or IT infrastructure
                                                                  on the size and volatility of the IT infrastructure and the
 affected by this problem. Note that unauthorized
                                                                  CMS. Certain tools may allow selective copying of CI
 installations are discouraged when the Configuration
                                                                  records that are new or have been changed.
 Management team is seen to be in control and to carry
 out regular and frequent audits. If an epidemic of               The CMS contains information on backup copies of CIs. It
 unauthorized CIs is detected, selective or general               will also contain historical records of CIs and CI versions
 configuration audits should be initiated to determine the        that are archived, and possibly also of deleted CIs or CI
 scale of the problem, to put matters right, and to               versions. The amount of historical information to be
 discourage a proliferation of unauthorized CIs. Publicity        retained depends on its usefulness to the organization.
 will help to reduce further occurrences. Service Design and      The retention policy on historical CI records should be
 Service Operations staff need to be notified and involved        regularly reviewed, and changed if necessary. If the cost to
 in the investigation of unauthorized CIs.                        the organization of retaining CI information is greater than
                                                                  the current or potential value, do not retain it, taking note
 4.3.6 Triggers, input and output, and inter-                     of relevant regulatory and statutory requirements in
 process interfaces                                               relation to retention of records.
 Updates to asset and configuration information are               Typically, the CMS should contain records only for items
 triggered by change requests, purchase orders,                   that are physically available or could be easily created
 acquisitions and service requests.                               using procedures known to, and under the control of,
                                                                  Configuration Management. When Configuration
                                                                                         Service Transition processes |      83

Management has been operating for a period of time,            s Shorter audits as quality asset and configuration
regular housekeeping should be carried out to ensure that          information is easily accessible
redundant CI records are systematically archived.              s   Reduction in the use of unauthorized hardware and
                                                                   software, non-standard and variant builds that increase
4.3.8 Key performance indicators and                               complexity, support costs and risk to the business
metrics                                                            services
As with all processes the performance of SACM should be        s   Reduction in the average time and cost of diagnosing
monitored, reported on and action taken to improve it.             and resolving incidents and problems (by type)
                                                               s   Improvement in time to identify poor-performing and
SACM is the central support process facilitating the
                                                                   poor-quality assets
exchange of information with other processes and as such
                                                               s   Occasions when the ‘configuration’ is not as
has few customer facing measures. However, as an
                                                                   authorized
underlying engine to other processes in the lifecycle,
SACM must be measured for its contribution to these parts      s   Changes that were not completed successfully or
of the lifecycle and the overall KPIs that affect the              caused errors because of poor impact assessment,
customer directly.                                                 incorrect data in the CMS, or poor version control
                                                               s   Exceptions reported during configuration audits
In order to optimize the cost and performance of the
                                                               s   Value of IT components detected in use
service assets and configurations the following measures
                                                               s   Reduction in risks due to early identification of
are applicable:
                                                                   unauthorized change.
s Percentage improvement in maintenance scheduling
    over the life of an asset (not too much, not too late)     4.3.9 Challenges, critical success factors and
s   Degree of alignment between provided maintenance           risks
    and business support
                                                               Challenges to SACM include:
s   Assets identified as the cause of service failures
s                                                              s Persuading technical support staff to adopt a checking
    Improved speed for incident management to identify
    faulty CIs and restore service                               in/out policy – this can be perceived as being a
                                                                 hindrance to a fast and responsive support service; if
s   Impact of incidents and errors affecting particular CI
                                                                 the positives of such a system are not conveyed
    types, e.g. from particular suppliers or development
                                                                 adequately then staff may be inclined to try and
    groups, for use in improving the IT services
                                                                 circumvent it; even then, resistance can still occur;
s   Percentage re-use and redistribution of under-utilized
                                                                 placing this as an objective within their annual
    resources and assets
                                                                 appraisal is one way to help enforce the policy
s   Degree of alignment of insurance premiums with
                                                               s Attracting and justifying funding for SACM, since it is
    business needs
                                                                 typically out of sight to the customer units
s   Ratio of used licences against paid for licences (should     empowered with funding control; in practice it is
    be close to 100%)                                            typically funded as an ‘invisible’ element of Change
s   Average cost per user for licences (i.e. more effective      Management and other ITSM process with more
    charging options achieved)                                   business visibility
s   Achieved accuracy in budgets and charges for the           s An attitude of ‘just collecting data because it is
    assets utilized by each customer or business unit            possible to do’; this leads SACM into a data overload
s   Percentage reduction in business impact of outages           which is impossible, or at least disproportionately
    and incidents caused by poor Asset and Configuration         expensive, to maintain
    Management                                                 s Lack of commitment and support from management
s   Improved audit compliance.                                   who do not understand the key role it must play
Other measures include:                                          supporting other processes.

s Increased quality and accuracy of asset and                  Critical success factors include:
  configuration information                                    s Focusing on establishing valid justification for
s Fewer errors caused by people working with out-of-               collecting and maintaining data at the agreed level of
  date information                                                 detail
84    | Service Transition processes



 s Demonstrating a top-down approach – focused on                s Record and manage deviations, risks, issues related to
   identifying service CIs and subsequently the CIs that           the new or changed service and take necessary
   support those services, thereby allowing a rapid and            corrective action
   clear demonstration of potential points of failure for        s Ensure that there is knowledge transfer to enable the
   any given service                                               customers and users to optimize their use of the
 s Setting a justified level of accuracy, i.e. the correlation     service to support their business activities
   between the logical model within SACM and the ‘real           s Ensure that skills and knowledge are transferred to
   world’                                                          operations and support staff to enable them to
 s Making use of enabling technology to automate the               effectively and efficiently deliver, support and maintain
   CMS practices and enforce SACM policies.                        the service according to required warranties and
                                                                   service levels.
 Risks to successful SACM include:
                                                                 The goal of Release and Deployment Management is to
 s The temptation to consider it technically focused,
                                                                 deploy releases into production and establish effective use
   rather than service and business focused, since
                                                                 of the service in order to deliver value to the customer
   technical competence is essential to its successful
                                                                 and be able to handover to service operations.
   delivery
 s Degradation of the accuracy of configuration                  The objective of Release and Deployment Management is
   information over time that can cause errors and be            to ensure that:
   difficult and costly to correct                               s There are clear and comprehensive release and
 s The CMS becomes out of date due to the movement                   deployment plans that enable the customer and
   of hardware assets by non-authorized staff; half-yearly           business change projects to align their activities with
   physical audits should be conducted with                          these plans
   discrepancies highlighted and investigated; managers          s   A release package can be built, installed, tested and
   should be informed of inconsistencies in their areas.             deployed efficiently to a deployment group or target
                                                                     environment successfully and on schedule
 4.4 RELEASE AND DEPLOYMENT                                      s   A new or changed service and its enabling systems,
 MANAGEMENT                                                          technology and organization are capable of delivering
                                                                     the agreed service requirements, i.e. utilities,
     Release and Deployment Management aims to build,                warranties and service levels
     test and deliver the capability to provide the services
                                                                 s   There is minimal unpredicted impact on the
     specified by Service Design and that will accomplish
                                                                     production services, operations and support
     the stakeholders’ requirements and deliver the
     intended objectives.                                            organization
                                                                 s   Customers, users and Service Management staff are
 4.4.1 Purpose, goal and objective                                   satisfied with the Service Transition practices and
                                                                     outputs, e.g. user documentation and training.
 The purpose of Release and Deployment Management is
 to:
                                                                 4.4.2 Scope
 s Define and agree release and deployment plans with
                                                                 The scope of Release and Deployment Management
      customers and stakeholders                                 includes the processes, systems and functions to package,
 s    Ensure that each release package consists of a set of      build, test and deploy a release into production and
      related assets and service components that are             establish the service specified in the Service Design
      compatible with each other                                 package before final handover to service operations.
 s    Ensure that integrity of a release package and its
      constituent components is maintained throughout the        4.4.3 Value to business
      transition activities and recorded accurately in the CMS   Effective Release and Deployment Management enables
 s    Ensure that all release and deployment packages can        the service provider to add value to the business by:
      be tracked, installed, tested, verified, and/or
      uninstalled or backed out if appropriate                   s Delivering change, faster and at optimum cost and
                                                                     minimized risk
 s    Ensure that organization and stakeholder change is
      managed during the release and deployment activities
      (see section 5).
                                                                                       Service Transition processes |        85

s Assuring that customers and users can use the new or        that a more appropriate release unit for a website is at
  changed service in a way that supports the business         the page level.
  goals
                                                              The following factors should be taken into account when
s Improving consistency in implementation approach
                                                              deciding the appropriate level for release units:
  across the business change, service teams, suppliers
  and customers                                               s The ease and amount of change necessary to release
s Contributing to meeting auditable requirements for             and deploy a release unit
  traceability through Service Transition.                    s The amount of resources and time needed to build,
                                                                 test, distribute and implement a release unit
Well-planned and implemented release and deployment
                                                              s The complexity of interfaces between the proposed
will make a significant difference to an organization’s
                                                                 unit and the rest of the services and IT infrastructure
service costs. A poorly designed release or deployment
                                                              s The storage available in the build, test, distribution
will, at best, force IT personnel to spend significant
                                                                 and live environments.
amounts of time troubleshooting problems and managing
complexity. At worst, it can cripple the environment and      Releases should be uniquely identified according to a
degrade the live services.                                    scheme defined in the release policy as discussed in
                                                              section 4.1.4.2. The release identification should include a
4.4.4 Policies, principles and basic concepts                 reference to the CIs that it represents and a version
                                                              number that will often have two or three parts, e.g.
4.4.4.1 Release unit and identification                       emergency fix releases: Payroll_System v.1.1.1, v.1.1.2,
A ‘release unit’ describes the portion of a service or IT     v.1.1.3.
infrastructure that is normally released together according
to the organization’s release policy. The unit may vary,      4.4.4.2 Release design options and
depending on the type(s) or item(s) of service asset or       considerations
service component such as software and hardware. Figure       Service Design will define the approach to transitioning
4.15 gives a simplified example showing an IT service         from the current service to the new or changed service or
made up of systems and service assets, which are in turn      service offering. The SDP defines the service and solution
made up of service components.                                design components to be transitioned to deliver the
The general aim is to decide the most appropriate release-    required service package(s) and service level package(s).
unit level for each service asset or component. An            Common options for release and deployment that are
organization may, for example, decide that the release        considered in Service Design are discussed below. The
unit for business critical applications is the complete       selected option will have a significant impact on the
application in order to ensure that testing is                release and deployment resources as well as the business
comprehensive. The same organization may decide               outcomes. It is important to understand the patterns of



                                   IT Service A




         A1                            A2                           A3




                        A2.1                           A2.2                        A3.1




                       A2.1.1


Figure 4.15 Simplified example of release units for an IT service
86   | Service Transition processes



 business activity (PBA) and user profiles when planning           s ‘Release 2’ of the system is then rolled out in a ‘big
 and designing the releases.                                         bang’ approach to all workstations (1–5) at once.
                                                                   s Two further workstations (6+7) are then added, in
 ‘Big bang’ vs phased
                                                                     another step.
 Options for deploying new releases to multiple locations
                                                                   s There is a phased implementation of the upgrade to
 are illustrated in Figure 4.16 and described below:
                                                                     ‘Release 3’ of the system, initially upgrading only three
 s ‘Big bang’ option – the new or changed service is                 workstations (1–3) and then the remaining four (4–7).
   deployed to all user areas in one operation. This will          s A further workstation (8) is then added to the system.
   often be used when introducing an application
                                                                   Variations of the phased approach include:
   change and consistency of service across the
   organization is considered important.                           s Portions of the service are delivered to the live
 s Phased approach – the service is deployed to a part of            environment in phases, but all end users are affected
   the user base initially, and then this operation is               simultaneously (e.g. incremental changes to a shared
   repeated for subsequent parts of the user base via a              application).
   scheduled rollout plan. This will be the case in many           s Each release is deployed gradually across the total
   scenarios such as in retail organizations for new                 population of end users (e.g. one geographical
   services being introduced into the stores’ environment            location at a time).
   in manageable phases.                                           s Different types of service element are deployed in

 Figure 4.16 also illustrates a possible sequence of events          separate phases, e.g. hardware changes are first,
 over time as follows:                                               followed by user training and then by the new or
                                                                     changed software.
 s There is an initial launch of the ‘Release 1’ of the            s A combination of all of these approaches is usually
     system to three workstations (1–3).                             adopted, and the plans may deliberately allow for
 s Two further workstations (4+5) are then added at the              variations in the light of actual deployment
     same time.                                                      experience.




      Release Policy

      Release 1
                                      Release 2
                                                                         Release 3
      1                               1                                  1
      2                               2                                  2
      3                               3                                  3
                  4*                  4                                              4
                  5*                  5                                              5
                                                  6*                                 6
                                                              7*                     7
                                                                                               8*

     Initial           ‘Big Bang’ roll-out                              Phased roll-out
     Launch
                          * Additional Workstations


 Figure 4.16 Options for ‘big bang’ and phased rollout
                                                                                            Service Transition processes |         87

In the type of phased implementation illustrated above, it          a time of their choosing or when a user workstation
is only possible to employ this approach if the service has         restarts. The use of ‘pull’ updating a release over the
been designed to allow new and old versions to coexist. If          internet has made this concept significantly more
this is not possible then the only alternative is to upgrade        pervasive. A good example is virus signature updates,
all affected parts together in a ‘big bang’ implementation.         which are typically pulled down to update PCs and servers
For elements such as documentation, for skilled staff this is       when it best suits the customer; however at times of
rarely a problem; for many instances of hardware and                extreme virus risk this may be overridden by a release that
software it is possible. For other transitions, such as those       is pushed to all known users.
involving major network changes, it can be virtually
                                                                    In order to deploy via ‘push’ approach, the data on all user
impossible to achieve.
                                                                    locations must be available. Pull approaches do not rest so
Figure 4.17 illustrates phased deployment to a number of            heavily on accurate configuration data and they can
different geographical locations. It assumes that new               trigger an update to user records. This may be through
versions will work alongside the previous one. The                  new users appearing and requesting downloads or
example used assumes that new functionality is                      expected users not doing so, triggering investigation into
implemented first in the head office of the organization,           their continued existence. As some users will never ‘pull’ a
then in a pilot branch and finally in the remaining                 release it may be appropriate to allow a ‘pull’ within a
branches. If there are a very large number of locations to          specified time limit and if this is exceeded a push will be
deal with, it may still take a long time to implement the           forced, e.g. for an anti-virus update.
initial system or upgrades in all branches, thus increasing
the likelihood of needing to support even more versions
                                                                    Automation vs manual
of the system in the live environment concurrently.                 Whether by automation or other means, the mechanisms
                                                                    to release and deploy the correctly configured service
Push and pull                                                       components should be established in the release design
A push approach is used where the service component is              phase and tested in the build and test stages.
deployed from the centre and pushed out to the target
                                                                    Automation will help to ensure repeatability and
locations. In terms of service deployment, delivering
                                                                    consistency. The time required to provide a well-designed
updated service components to all users – either in big-
                                                                    and efficient automated mechanism may not always be
bang or phased form – constitutes ‘push’, since the new
                                                                    available or viable. If a manual mechanism is used it is
or changed service is delivered into the users’
                                                                    important to monitor and measure the impact of many
environment at a time not of their choosing.
                                                                    repeated manual activities as they are likely to be
A pull approach is used for software releases where the             inefficient and error-prone. Too many manual activities will
software is made available in a central location but users          slow down the release team and create resource or
are free to pull the software down to their own location at         capacity issues that affect the service levels.




  Head Office          Release 1              Release 2                Rel. 3

  Branch 1                    Release 1               Release 2                 R. 3

  Branch 2                            Release 1                 Release 2

  Branch 3                            Release 1                 Release 2

  Month                1      2       3       4       5         6       7       8

            A phased roll-out across several geographical locations                         Figure 4.17 Phased deployment
                                                                                            across geographical locations
88   | Service Transition processes



 Many of the release and deployment activities are capable           but is provided in this section to give a context for release
 of a degree of automation. For example:                             and deployment activities. The release and deployment
                                                                     teams need to understand the relevant architecture in
 s Discovery tools aid release planning.
                                                                     order to be able to plan, package, build and test a release
 s Discovery and installation software can check whether
                                                                     to support the new or changed service. This helps to
     the required prerequisites and co-requisites are in
                                                                     prioritize the release and deployment activities and
     place before installation of new or changed software
                                                                     manage dependencies, e.g. the technology infrastructure
     components.
                                                                     needs to be ready with operations staff ready to support it
 s   Automated builds can significantly reduce build and             with new or changed procedures before an application is
     recovery times that in turn can resolve scheduling              installed.
     conflicts and delays.
 s   Automated configuration baseline procedures save                Figure 4.18 also shows how the service architectural
     time and reduce errors in capturing the status of               elements depend on the Service Portfolio that defines the
     configurations and releases during build, test and              service offerings and service packages. Dependent services
     deployment.                                                     will need to be built and tested in Service Transition. For
                                                                     example an IT financial service may be dependent on
 s   Automatic comparisons of the actual ‘live’
                                                                     several internal support services and an external service.
     configuration with the expected configuration or CMS
                                                                     For more details about the structure of services, see the
     help to identify issues at the earliest opportunity that
                                                                     Service Strategy and Service Design publications.
     could cause incidents and delays during deployment.
 s   Automated processes to load and update data to the              There are normally dependencies between particular
     CMS help to ensure the records are accurate and                 versions of service components required for the service to
     complete.                                                       operate. For example a new version of an application may
 s   Installation procedures automatically update user and           require an upgrade to the operating system and one or
     licence information in the CMS.                                 other of these two changes could require a hardware
                                                                     change, e.g. a faster processor or more memory. In some
 Designing release and release packages                              cases, the release package may consist of a set of
 Figure 4.18 provides an example of how the architectural            documentation and procedures. These could be deployed
 elements of a service may be changed from the current               via a manual update or through an automatic publishing
 baseline to the new baseline with releases at each level.           mechanism, e.g. to the SKMS/website.
 The architecture will be different in some organizations


                                                           Release
                  Current Baseline (as-is)                 Package                  Target Baseline (to-be)
         Business/Organization                                             Business/Organization
                                                           BA RO1
              Architecture                                                      Architecture
                       Delivery, feedback                                                Delivery, feedback
                       and monitoring                                                    and monitoring
                                         Service                                                           Service
          Service Architecture                             SA RO1           Service Architecture
                                        Portfolio                                                         Portfolio

                       Supported by                                                      Supported by

             Application               Information and                         Application               Information and
             Architecture              Data Architecture
                                                           AA RO1              Architecture              Data Architecture


                       Using     Manipulated                                             Using     Manipulated
                                 by                                                                by
             Technology                                                        Technology
             Architecture                                                      Architecture
                                                            TA RO1
               Product                                                           Product
             Architecture                                                      Architecture                                  Build
                                                                                                                              and
                                                                                                                             Test
 Figure 4.18 Architecture elements to be built and tested
                                                                                            Service Transition processes |         89


                                        Release
                                      Package A9
                                         V1.0




      User           Application                                                        Customer
  documentation      Release Unit                                                       Service A




                      Database        Central server          Release             SSA               SSB
    Web Client         change           software           documentation




                                                                                           SSAU1




                                                                                           SSAU2




                                                                                           SSAU3




                                                                                           SSAU4



Figure 4.19 Example of a release package

A release package may be a single release unit or a                  Valuable release windows
structured set of release units such as the one shown in             A UK government department is especially well
Figure 4.19.                                                         placed to make full use of all available release
The example in Figure 4.19 shows an application with its             windows. They work in a secure financial, low risk
user documentation and a release unit for each                       environment, with carefully planned changes
                                                                     scheduled well in advance and allocated to pre-
technology platform. On the right there is the customer
                                                                     arranged release windows, which are scheduled
service asset that is supported by two supporting services
                                                                     several months apart. Because of their careful and
– SSA for the infrastructure service and SSB for the                 longer term planning, when a change proves
application service. These release units will contain                unsuitable for release, i.e. tests are failed, alternative,
information about the service, its utilities and warranties          quality-assured changes are usually available –
and release documentation. Often there will be different             prepared and tested but lower in business priority
ways of designing a release package and consideration                and so targeted at later releases. These can be
needs to be given to establishing the most appropriate               accelerated to make use of the unexpected vacancy
method for the identifiable circumstances, stakeholders              created by the test failure. The test and build process
and possibilities.                                                   also allows elements of later scheduled releases to be
                                                                     slotted in for release, or successful components of the
Where possible, release packages should be designed so               failed release to be implemented, even though the
that some release units can be removed if they cause                 full products is not ready. This allows subsequent
issues in testing.                                                   fuller release to be a ‘smaller’ product, therefore
                                                                     allowing further additional changes to be scheduled
                                                                     alongside them in later release windows.
90   | Service Transition processes




                                      Acquire Service
                                        Package or
                                          release
                                                                                Test build environment

                                   Plan deployment of
                                     release package                                      Prepare


                                                                                          Deploy
                                                                                          service
                                                                                        component
                Prepare          Prepare          Prepare       Prepare
                                                                                          Assure
                                                                                        completion
                 Deploy          Deploy           Deploy         Deploy
                 service         service          service        service
               component       component        component      component


                 Assure          Assure            Assure        Assure
               completion      completion        completion    completion
                                                                               Assume deployment
                                                                               of service package or
                                                                                       release


                                                                                          Operations

 Figure 4.20 Coordinating the deployment of service components


 Any significant new or changed service or service offering       for all the identifiable circumstances, stakeholders and
 will require the deployment stage to consider the full           possibilities.
 range of elements comprising that service – infrastructure,    s Determine the appropriate deployment approach for
 hardware, software, applications, documentation,                 each.
 knowledge etc. Effectively this means the deployment will
 contain sub-deployments for elements comprising the            4.4.4.3 Release and deployment models
 service, as illustrated in Figure 4.20. The combination,       A service may be deployed into the production
 relationship and interdependencies of these components         environment in a number of ways. Service Design will
 will require careful and considered planning. Significant      select the most suitable release and deployment models
 deployments will be complex projects in their own right.       that include the approach, mechanisms, processes,
 To understand the deployment options a high level              procedures and resources required to build and deploy
 assessment of the deployment units, locations and              the release on time and within budget.
 environments may be required, for example:                     The release methods during the early build and test stages
 s Assessment baseline – this is a snapshot of the              may differ significantly from live operations so plan ahead
   relevant environment, services and infrastructure,           to ensure that appropriate release methods are adopted at
   including ‘softer’ elements such as skills level and         the right time.
   attitudes where applicable, should be taken as a first       Release and deployment models define:
   step.
 s Identify the components – this may include deciding          s Release structure – the overall structure for building a
   the best way to break down a major deployment into              release package and the target environments
   components. Often there will be different ways of            s The exit and entry criteria including mandatory and
   achieving this breakdown and consideration needs to             optional deliverables and documentation for each
   be given to establishing the most appropriate method            stage
                                                                                        Service Transition processes |        91

s Controlled environments required to build and test the       release and deployment model. The approach is to derive
    release for each release level; there will be multiple     a sound set of guidelines for the release into production
    logical and physical environments through the Service      and subsequent deployment that can be scaled from small
    Transition stage mapped to different physical              organizations to large multinationals. Although smaller
    environments available to the transition team              organizations will have less complex environments, the
s   The roles and responsibilities for each configuration      disciplines detailed here are still relevant. Even within a
    item at each release level                                 single organization, the release and deployment plans
s   The release promotion and configuration baseline           need to be scalable since the extent of their scale of
    model                                                      impact on the organization will vary, perhaps from
s   Template release and deployment schedules                  impacting only one small specialist team in one location
                                                               through to multinational impact on all users when
s   Supporting systems, tools and procedures for
                                                               introducing new desktop equipment and services, or
    documenting and tracking all release and deployment
                                                               transferring services to different suppliers.
    activities
s   The handover activities and responsibilities for           Release and deployment plans should be authorized
    executing the handover and acceptance for each stage       through Change Management. They should define the:
    of release and deployment.                                 s Scope and content of the release
Considerations in designing the release and deployment         s Risk assessment and risk profile for the release
model include activities to:                                   s Organizations and stakeholders affected by the release
s Verify that a release complies with the SDP,                 s Stakeholders that approved the change request for the
    architecture and related standards                           release and/or deployment
s   Ensure the integrity of hardware and software is           s Team responsible for the release
    protected during installation, handling, packaging and     s Approach to working with stakeholders and
    delivery                                                     deployment groups to determine the:
s   Use standard release and deployment procedures and           q Delivery and deployment strategy
    tools                                                        q Resources for the release and deployment
s   Automate the delivery, distribution, installation, build     q Amount of change that can be absorbed.
    and configuration audit procedures where appropriate
    to reduce costly manual steps
                                                               Pass/fail criteria
s   Manage and deploy/re-deploy/remove/retire software         Service Transition is responsible for planning the pass/fail
    licences                                                   situations. At a minimum these should be defined for each
                                                               authorization point through the release and deployment
s   Package and build the release package so that it can
                                                               stage. It is important to publish these criteria to relevant
    be backed out or remediated if required
                                                               stakeholders well in advance to set expectations correctly.
s   Use Configuration Management procedures, the CMS
                                                               An example of a pass situation before build and test is:
    and DML to manage and control components during
    the build and deployment activities, e.g. to verify the    s All tests are completed successfully; the evaluation
    prerequisites, co-requisites and post-installation            report and RFC for build and test are signed off.
    requests                                                   Examples of fail situations include:
s   Document the release and deployment steps
                                                               s Insufficient resources to pass to the next stage. For
s   Document the deployment group or target
                                                                 example, an automated build is not possible and so
    environment that will receive the release
                                                                 the resource requirement becomes error-prone, too
s   Issue service notifications.
                                                                 onerous and expensive; testing identifies that there
                                                                 will not be enough money to deliver the proposed
4.4.5 Process activities, methods and                            design in the operations phase.
techniques                                                     s Service Operation does not have capabilities to offer
                                                                 particular service attributes.
4.4.5.1 Planning
                                                               s Service Design does not conform to the service
Release and deployment plans                                     operation standards for technologies, protocols,
Plans for release and deployment will be linked into the         regulations, etc.
overall Service Transition plan and adopt the selected
92     | Service Transition processes



 s The service cannot be delivered within the boundaries                                               q Configuration Management – configuration audit,
      of the design constraints.                                                                       build and baseline management
 s    Service acceptance criteria are not met.                                                    s Defining and agreeing the build exit and entry criteria.
 s    Mandatory documents are not signed off.                                                     Figure 4.21 provides an example of a model that can be
 s    SKMS and CMS are not updated, perhaps due to a                                              used to represent the different configuration levels to be
      process that is manually intensive.                                                         built and tested to deliver a service capability. The left-
 s    The incidents, problems and risks are higher than                                           hand side represents the specification of the service
      predicted, e.g. by over 5%.                                                                 requirements down to the detailed Service Design. The
                                                                                                  right-hand side focuses on the validation and test activities
 Build and test prior to production
                                                                                                  that are performed against the specifications defined on
 Build and test planning establishes the approach to                                              the left-hand side. At each stage on the left-hand side,
 building, testing and maintaining the controlled                                                 there is direct involvement by the equivalent party on the
 environments prior to production. The activities include:                                        right-hand side. It shows that service validation and
 s Developing build plans from the SDP, design                                                    acceptance test planning should start with the definition
      specifications and environment configuration                                                of the service requirements. For example, customers who
      requirements                                                                                sign off the agreed service requirements will also sign off
 s    Establishing the logistics, lead times and build times to                                   the service Acceptance Criteria and test plan.
      set up the environments                                                                     The V-model approach is traditionally associated with the
 s    Testing the build and related procedures                                                    waterfall lifecycle, but is, in fact, just as applicable to other
 s    Scheduling the build and test activities                                                    lifecycles, including iterative lifecycles, such as prototyping,
 s    Assigning resources, roles and responsibilities to                                          RAD approaches. Within each cycle of the iterative
      perform key activities, e.g.:                                                               development, the V-model concepts of establishing
      q Security procedures and checks                                                            acceptance requirements against the requirements and
      q Technical support                                                                         design can apply, with each iterative design being
                                                                                                  considered for the degree of integrity and competence
      q Preparing build and test environments
                                                                                                  that would justify release to the customer for trial and
      q Managing test databases and test data
                                                                                                  assessment.
      q Software asset and licence management



                    Define                                                                                                             Validate Service
               Customer/Business                                            Service Review Criteria/Plan                             Packages, Offerings
     Level 1                                                                                                                            and contracts
                 Requirements

                       1a                                                                                                                   1b
                               Define                                                                                          Service
     Level 2                   Service                                 Service Acceptance Criteria/Plan                      Acceptance
                            Requirements                                                                                        Test

                                   2a                                                                                               2b
                                                                                                                      Service
                                         Design Service                                                             Operational
     Level 3                               Solution                    Service Operational Criteria/Plan
                                                                                                                   Readiness Test

                                               3a                                                                         3b
                                                                            Service Release Test Criteria        Service
                                                Design Service                                               Release Package
     Level 4                                       Release                           and Plan
                                                                                                                   Test

                                                            4a                                                  4b
                                                                 Develop Service                     Component
     Level 5                                                        Solution                      and Assembly Test


                                                                       5a                               5b
                                        Levels of                                     Service
                                        configuration and                           Component
                                        testing                                      Build and                       Deliveries from
                                                                                       Test                          internal and          Figure 4.21 Service V-model
                                                                                                                     external suppliers
                            BL          Baseline point
                                                                                                                                           to represent configuration
                                                                                Internal and                                               levels and testing
                                                                             external suppliers
                                                                                                Service Transition processes |        93

Table 4.8 Levels of configuration for build and testing
   Level                   Requirements and        Build/deliverable         Validation and testing
                           design
   Level 1                 Structured definition   Customer contract         Service test and evaluation
   Customer/business       of contract             (based on Service         Determines whether a service can enable the users
   needs                   requirements            Portfolio, SLP)           and customers to use the service to support their
                                                                             business needs (is fit for purpose and fit for use).

   Level 2 Service         Service requirement     Service capability and    Service test
   requirements            specifications and      resources to deliver      Test the Service Acceptance Criteria are met. Includes
                           SAC, traceable back     against the SLA and       validation of service performance against the service
                           to the contract         service requirements      level requirements and SLA in pilots, deployment and
                           requirements                                      early life support.

   Level 3 Service         SDP, Service model,     Solution/system           Service operational readiness test
   solution                service environments    required to deliver the   To evaluate the integration and operation of the
                                                   service capability;       service capability and resources. It verifies that the
                                                   includes the Service      target deployment organization and people are
                                                   Management and            prepared to deploy and operate the new or changed
                                                   Service Operations        service in the live environment, e.g. deployment
                                                   systems and               team, Service Operations, customers, users and other
                                                   capabilities              stakeholders. Tests include scenario-based testing
                                                                             such as simulation and service rehearsal.

   Level 4 Service                                 Release package           Service release test
   release                                                                   A test that the service components can be integrated
                                                                             correctly and that the release can be installed, built
                                                                             and tested in the target environments. Service release
                                                                             testing includes non-functional testing that can be
                                                                             performed at this level.

   Level 5 Component       Component and           Component or              Component and assembly test
   and assemblies          assembly test           assembly of               Test that a service component or assembly of
                           specification           components                components matches its detailed specification.
                                                                             Components or assemblies are tested in isolation,
                                                                             with a view to their delivering as specified, in terms
                                                                             of inputs generating expected outputs. Evidence of
                                                                             component quality or testing earlier in the chain may
                                                                             be obtained for test evidence, from both internal and
                                                                             external suppliers.



Further details on validation, testing and service evaluation        training. Existing deployment processes and procedures
are provided in sections 4.5 and 4.6. The test strategy              can be used to build the controlled test environments. The
defines the overall approach to validation and testing. It           environments will need to be secure to ensure there is no
includes the organization of validation and testing                  unauthorized access and that any segregation of duty
activities and resources and can apply to the whole                  requirements are met. The types of environments, both
organization, a set of services or an individual service.            logical and physical, required during release and
                                                                     deployment include:
Typical levels of configuration for build and testing are
shown in Table 4.8.                                                  s Build environments – used to compile or assemble the
                                                                        release package or service assets
Various controlled environments will need to be built or
                                                                     s Unit test environment – used for verifying the
made available for the different types and levels of testing
as well as to support other transition activities such as               functionality, performance, recovery and usability
94   | Service Transition processes



     characteristics of an individual service component, e.g.     s Surveying views and satisfaction from:
     online procedure                                                q End users
 s   Assembly test environment – used for verifying the              q Customers
     functionality, performance, recovery and usability              q Suppliers
     characteristics of an assembly of service components            q Service desk and other support staff
 s   Integration environment – for building and integrating       s Network management
     service components
                                                                  s Data and Knowledge Management – statistics on use
 s   System test environment – used for testing all aspects          and effectiveness
     of the integrated service architecture, including the
                                                                  s Analysing statistics from service desk calls, suppliers,
     application and technical infrastructure; substantial
                                                                     capacity and availability.
     user acceptance testing is executed in this
     environment                                                  Commitment to support the pilot is required from all
 s   Service release test environment – used to install,          involved parties. Obtaining that commitment can be a
     build and test a release package in a controlled             challenge since pilots typically will represent additional
     environment; this is often combined with the system          work for those users involved over and above their day
     test environment                                             jobs. Collaboration from suppliers and support staff (who
                                                                  may have to be supporting two versions of a service in
 s   Service Operations readiness test environment – for
                                                                  parallel, or deliver a small separate unit dedicated to
     testing the service and service unit capabilities before
                                                                  supporting the pilot) must also be obtained.
     promotion into live; may include the Service
     Management acceptance test, some operational                 Planning should accommodate rolling back a pilot before
     acceptance tests and user acceptance tests of the            the full rollout of an authorized new service. New services
     end-to-end service                                           tend to be piloted with test equipment and this needs to
 s   Business simulation environments                             be rolled back to its original state. In addition, users who
 s   Service Management simulation environments                   were part of the pilot should be working with the same
                                                                  components of a service as other users after the full
 s   Training environments – sometimes this may include
                                                                  rollout, not the setup put in place for the pilot.
     an established test database that can be used as a
                                                                  This simplifies, day-to-day operations in IT Service
     safe and realistic training environment
                                                                  Management.
 s   Pilot environments, including conference room pilots
 s   Backup and recovery environments, e.g. disaster              Although a pilot is often thought of as one trial in the
     recovery.                                                    production environment before rolling a service out across
                                                                  the full customer and user environment, there may be
 Planning pilots                                                  justification for a range of pilots, e.g. a pilot for
 Pilots are useful for testing the service with a small part of   deployment to each geographical region. Many
 the user base before rolling it out to the whole service         considerations are relevant, with the best solution for a
 community. It is important to determining the appropriate        given circumstance being a balance between benefit and
 scope of a pilot (how much of the service is to be               cost. Factors include:
 included in the pilot, size of department or user base).         s Speed and cost – A single pilot will be cheaper and
 This is a key step in establishing the pilot effort. If the        faster than multiple pilots, and is the obvious choice
 scope is too small then insufficient functionality and             for a homogeneous organization where a single pilot
 implementation variations will be trialled and the                 will encounter (almost) all eventualities and so provide
 likelihood of significant errors not being discovered until        a high degree of confidence that a successful pilot
 full rollout is higher. If the scope is too large it will not      would be followed by a successful roll-out across the
 deliver the speed and flexibility that deliver the benefits,       wider organization.
 but will effectively be a first rollout.                         s Diverse organization – In an organization with a
 A pilot can be used to establish the viability of most, if not     range of circumstances across the user base, or with
 all, aspects of the service. But this will only happen if all      multiple operating environments, a matching range of
 stakeholders are actively involved in the pilot and use the        pilots may be sensible, with a trial in each of the
 service as it would be done in a full rollout.                     areas. These can be managed in parallel, with
                                                                    simultaneous trialling in each environment, which
 The pilot should include steps to collect feedback on the
                                                                    reduces elapsed time but increases management
 effectiveness of the deployment plan. This can include:
                                                                    overhead and complexity. Alternatively, by running the
                                                                                       Service Transition processes |          95

  pilots serially, lessons learned in one environment may         q Communicating the proposed changes, the
  be usefully applied to the subsequent ones, since even              expected benefits and how the change affects the
  in diverse organization there is likely to be significant           organization and staff
  common ground, e.g. within the actual service               s   Training people and transferring knowledge
  components. Examples of significant diversity include:      s   Establishing the Services and service assets, e.g.
  q Different training methods needed for different               agreements and contracts are in place
      groups                                                  s   Agreeing schedules:
  q Technology                                                    q Agreeing the delivery schedules and handling any
  q Language or culture                                               changes/delays
  q Network capability.                                           q Finalising the logistics and delivery procedures and
s Trialling options – Where alternative solutions are                 checklists
  possible for a major rollout, it may be worth trying            q Scheduling and allocating controlled transition
  each of the options in a separate pilot (preferably in              environments, facilities and tools for: i) acquisition
  closely matched areas to make comparisons                           of service assets and components, and ii) release
  meaningful). Armed with the results from each pilot, a              packaging, building and testing
  decision as to the approach for the main rollout can        s   Developing procedures and mechanisms using
  be taken based on solid empirical evidence.                     available Configuration Management, release,
s Political considerations – Internal or external political       content/electronic publishing and other tools to:
  issues may mean that a specific group or groups                 q Build, copy, promote, distribute, audit, install and
  needs to be involved – or not involved – in a pilot for             activate a release
  a new or changed service.                                       q Manage software licences, digital rights and
  Example of need for multiple piloting                               Intellectual Property Rights (IPR)
                                                              s   Converting systems and users from the current
  A government organization delivers desktop IT
                                                                  applications and technology to the new or changed
  services to all their staff – in corporate headquarters
  (HQ) and in locations throughout the world. When                service, e.g. migrate or reformat application data and
  new or significant changes are to be rolled out,                information
  typically three parallel pilots are carried out to test     s   Developing the Service Management capability and
  the three levels of communication and support                   resources for:
  technology they have identified:                                q Conducting site surveys
  s Those in HQ on direct network connection and with             q Updating service information, e.g. service
     local dedicated support staff                                    catalogue, release documentation
  s Those in larger locations with reliable high-speed            q Building and preparing the management systems
    connection and semi-specialized local IT                          and other operational systems, e.g. systems and
    administrators                                                    event management, measurement systems
  s Those in smaller locations with unreliable                    q Operating and handling the predicted capacity
    communications and no trained local support.                      required for support
  Experience has shown that the three groups have                 q Operating the controlled environments including
  different implementation and support issues and that                procedures to scale up capacity if required
  the pilots in all three types of customer are worth the         q Documenting and providing the information to be
  extra costs and complications.                                      created and/or updated during transition, e.g.
                                                                      remediation plans to be issued and published
Planning release packaging and build
                                                                  q Installing the new or changed service ready for
Planning the release packaging and build activities                   activation
includes the activities to develop the mechanisms, plans or       q Transferring/transitioning a service or service team
procedures for the following:                                         or organization
s Verifying the entry/exit criteria                               q Decommissioning and/or disposing of service
s Managing stakeholder change and communications                      assets and components
   by:                                                            q Retiring services
   q Obtaining and maintaining the list of contacts and
         their details
96   | Service Transition processes



 s Assessing the readiness of a target deployment group           s Managing customs and other implications of
   (customers, users and Service Operations staff) to take            international distribution.
   a release
                                                                  As well as the delivery aspects, there are typically
 s Defining and agreeing the exit criteria.
                                                                  consequential logistics to be dealt with, e.g.
 Deployment planning                                              decommissioning and disposing of redundant items,
                                                                  including software and licences, hardware, skills, computer
 There are many planning considerations that need to
                                                                  and staff accommodation, support contracts (utility supply,
 be considered. Planners should be able to answer the
                                                                  maintenance, cleaners etc.). There may also be a need
 questions included in Table 4.9.
                                                                  for temporary equipment (e.g. swing equipment) or
 Logistics and delivery planning                                  throwaway software that is required for the transition.
 Once the overall deployment approach is understood,              If the transition plans call for any parallel running of
 develop the logistics and delivery plans. These plans deal       services or equipment, this is particularly taxing from a
 with aspects such as:                                            logistics perspective, since double facilities are likely to
 s How and when release units and service components              be required for a short time.
   will be delivered                                              Once the logistics and delivery plans have been
 s What the typical lead times are; what happens if there         determined, they need to be communicated to all
   is a delay                                                     stakeholders, including formal notification to those
 s How to track progress of the delivery and obtain               consulted in deriving the plan.
   confirmation of delivery                                       Delivery is not sufficient; successful logistics requires that
 s Availability of secure storage where required                  the components arrive and perform as required. Therefore
                                                                  deployment planning for all despatched items – hardware,


 Table 4.9 Questions to be answered when planning deployment
 Deployment question                       Examples
 What needs to be deployed?                Do you have a good understanding of the service and release that is being deployed?
                                           What are the components that make up the release package? What are the business
                                           drivers for the deployment? Is it required to meet a critical business need?
 Who are the users?                        Which users are affected by the deployment? What language do they use?
                                           Do they need any special training?
 Are there location dependencies?          Are there any holidays, shut-downs or other interruptions to normal business at this
                                           location? What level of detail needs to be recorded, e.g. building, floor, room?
 Where are the users?                      Are all the users and systems local to the deployment, or are some remote, and how
                                           will this affect the logistics?
 Who else needs to be prepared well        Do the service desk and support staff need training? Are there any access issues
 in advance?                               to be solved – security or physical?
 When does the deployment need to          Does the deployment need to be completed by a certain date and time or can it
 be completed?                             be completed by following a flexible schedule?
 Why is the deployment happening?          Is the deployment needed to fix a problem or is it required for some new functionality
                                           that has been requested, and do the users understand what is coming?
 What are the critical success factors     How will you know that the deployment has been successful? Who will authorize
 and exit criteria?                        the deployment? How will you know when the deployment is finished?
 What is the current capability of         What are the current services, processes and Service Management capability
 the service provider?                     – capacity, financial aspects, current systems and infrastructure?
                                                                                       Service Transition processes |          97

software, documentation, and training – will address how       An independent evaluation of the service and release
components are tracked and documented on delivery.             design uses the validation report and results (see 4.6.5).
This should include:                                           This evaluation checks that the change to the services or
                                                               service offering will deliver the predicted outcomes, i.e.
s Checking against a definitive list of required service
                                                               the service expected by the user or customer. If there are
    assets and components’ unique IDs and versions
                                                               issues, an interim evaluation report is prepared. This report
s   A delivery note detailing the components to be
                                                               lists the deviations from the SDP, a risk profile and
    delivered, including unique IDs, versions and quantities
                                                               recommendations for Change Management. If there are
s   What there should be (contents list to check against)      deviations in the service level requirements then the
s   What needs to be there to meet it, in terms of             service package, SLP or SAC may be changed (via Change
    equipment, prerequisites and co-requisites                 Management) and action should be taken to modify the
s   How to ensure it is correct/working – what tools,          proposed service release and related changes. Successful
    parameters, feedback mechanisms, Acceptance Criteria       completion of the evaluation of the Service Design
    need to be applied?                                        baseline ensures that service release build and test starts
s   Metrics for monitoring and determining success of the      with a stable, baselined and approved design.
    release deployment effort.
                                                               For some releases the Service Transition Manager may
Financial/commercial planning                                  need to assign individuals or establish a team of
Financial and commercial aspects will need to be               competent people to execute the plans. If individuals are
specifically checked before the deployment and activities      not dedicated there is risk that they may be diverted to
added to the deployment plans where necessary. For             work on other projects. Such risks need to be mitigated as
example:                                                       they are often the cause of delays.

s Working capital – Are sufficient funds available to          On most occasions, the introduction of a technology-
  deliver the customer expectations, e.g. to fund initial      enabled service requires training for the release,
  changes to gain emotional acceptance during the              deployment, build and test teams. The training needs of
  deployment?                                                  these groups will be at different levels. Recognition of the
                                                               different skill sets, capabilities and competencies within
s Contracts and licenses – Have all necessary contract
                                                               the various groups is a useful prerequisite in identifying
  and licence transfers been arranged?
                                                               the necessary training. In specifying the training
s Funding – Is funding available for the supporting
                                                               programme, the number of people that require training
  systems to manage the service, e.g. CMS and related
                                                               needs to be determined, and the way the knowledge can
  licences?
                                                               be provided needs to be considered. While the need for
s Intellectual property – Has the full range of IP, its        training differs from release to release, the impact of
  ongoing ownership and usage has been addressed,              training can be significant. For example if support staff
  including:                                                   are spread around many locations, specific training,
  q Software developed by one of the parties                   automated mechanisms, such as e-learning or computer-
  q Documentation such as user manuals?                        based training (CBT) solutions over the internet or intranet,
                                                               may become an attractive proposition.
4.4.5.2 Preparation for build, test and
                                                               Examples of training needs include:
deployment
                                                               s Interpreting the Service Design documentation
Before authorizing the build and test stage, the Service
                                                                   and plans
Design and the release design must be validated against
the requirement for the new or changed service offering.       s   Use of support tools, e.g. for central release staff
This should result in constructive feedback on the Service     s   Changes in health and safety requirements
Design. Record, track and measure any risks and issues         s   Changes in security policies and procedures
against the services, service assets and CIs within the        s   Technical training
service package, SLP, SDP or release package. Prioritize       s   Service Management and process training, e.g. new
the issues and actions to ensure they can be resolved in a         build procedure for new configuration item type.
timely manner. Finally, produce a validation report and
associated results ready for service evaluation.
98   | Service Transition processes



 4.4.5.3 Build and test                                         Procedures and documents for purchasing, distributing,
 During the build and test stages, the common services          installing, moving and controlling assets and components
 and infrastructure need to be managed carefully since          that are relevant to acquiring, building and testing a
 they can significantly affect the build and test of a          release include:
 technology enabled service and its underlying technology       s Contract and agreements (e.g. for ordering new
 infrastructure. Key aspects that need to be managed                equipment or software)
 during the activities to build and test a service or service   s   Purchase requests and ordering
 offering are:                                                  s   Request fulfilment
 s Usage of the build and test environments                     s   Goods inwards and delivery
 s Standardization and integration aspects                      s   Health and safety guidelines
 s Management of the configurations:                            s   Security policies and procedures
     q During the build and test activities, e.g. version       s   Leasing agreements
         control, baseline management, control of inputs        s   Intellectual property rights/digital rights
         and outputs from a build or test stage                 s   Support agreements
     q   Recording the complete record of the build so that     s   Procedures for:
         it can be rebuilt if required                              q Managing service and infrastructure configurations
     q   Maintaining evidence of testing, e.g. test results         q Distributing and installing software
         and test report
                                                                    q Distributing, translating and converting data and
     q   Controlling access rights to physical and                      information
         technology components, e.g. setting parameters
                                                                    q Delivering, installing and moving equipment
     q   Checking that security requirements are met
                                                                    q Cleansing data and media
     q   Verification activities, e.g. prerequisites are met
                                                                    q Disposing of documentation, media and
         before a build or test begins
                                                                        equipment
     q   Managing environmental issues, e.g. space, cooling,
                                                                    q Building, commissioning and decommissioning test
         power, fire precautions, accessibility and safety
                                                                        environments, infrastructures and facilities
         measures
                                                                    q Publishing knowledge, information and data
     q   Preparing and controlling the service release ready
                                                                    q Validation and testing
         for promotion to the next environment
                                                                    q Change Management
     q   Promoting or handing over the service release to
         the next stage or team.                                s   Service Asset and Configuration Management
                                                                s   Acceptance and authorization
 Configuration baselines of the controlled environments
                                                                s   Documenting licence agreements and licence
 and the release package before and after an installation,
                                                                    headings together with ‘proof of licence’.
 build or deployment are recorded in the CMS to provide
 a restore point. The configuration information also needs      ‘Proof of licence’ is what a court will accept as proof of a
 to be updated to reflect the receipt and implementation        legal entity having a licence. Each software manufacturer
 of a release unit or the complete release package to a         in general states the requirements for their proof of
 deployment group or target environment. The definitive         licence, so no hard and fast rules can be given here. As a
 version of the release package (approved in service release    general principle, proof of licence requires some form of
 test) must be placed in the DML even where the release         evidence directly from the software manufacturer. There is
 package consists only of documentation for a hardware          a spectrum of types of evidence for having a proof of
 upgrade. The release package must always be taken from         licence. Typical examples include:
 the DML to deploy to the Service Operations readiness,         s Printed licence confirmation documents from software
 service acceptance and live environments.                        manufacturers (with security features)
 Release and build documentation                                s Electronic licence confirmation documents from
 Procedures, templates and guidance should be used                software manufacturers held on controlled-access
 to enable the release team to take service assets and            websites
 products from internal and external suppliers and build
 an integrated release package efficiently and effectively.
                                                                                        Service Transition processes |       99

s Certificates of authenticity (COAs), which are typically     s Capturing and recording:
    engraved, or with other security features. These may           q New or updated service assets and CIs through
    be loose pieces of paper, pieces of paper pasted onto             SACM
    manual covers, labels glued onto equipment, labels             q Receipt of components
    printed or glued on retail boxes.                              q Delivery, change and release documentation from
The proposed solution should be documented to enable                    the supplier
knowledge gathered during the build and test stages to         s   Checking, monitoring and reporting the quality of
be handed over to the Service Operations and Continual             incoming CIs and service components
Service Improvement to be retained for future releases.        s   Ensuring that proof of licence can be demonstrated
It is important that the information is ordered and                where required
maintained in a systematic manner as during the build          s   Initiating action if quality is different from expectation,
and test activities updates to the documentation will be           and assess the likely impact of this on the transition
required. The documentation includes:                          s   Updating status of configuration items in SACM, e.g. to
s Roles and responsibilities                                       indicate that they are ready to be released into the
s Process descriptions and procedures                              next stage or rejected.
s Support and operations manuals, service desk                 Verification activities to check the components destined
    scripts etc.                                               for a release package or build include:
s   Communications, training and knowledge transfer
                                                               s Establishing that all items are bona fide, and have
    deliverables
                                                                   genuinely been ordered or commissioned
s   User manuals with work instructions
                                                               s Standard labelling and naming conventions have been
s   Service information                                          applied as specified in the design specifications for the
s   Business context and marketing information                   CIs and service components
s   Service catalogue, SLA and supporting documentation:       s Recording externally acquired items and checking
    q Hardware and software information                          these against their delivery and release documentation
    q Logical and physical architectural overview              s Checking that:
    q Detailed technical descriptions and references             q Developed products and service components have
s   Technical information                                            successfully passed appropriate documented
s   Service Management and operations plans                          quality reviews
s   Business continuity planning details                         q All software is as expected and no malicious
s   Index of documentation for the service and release               additions are included (e.g. software items that
    – baselined.                                                     could contain viruses)
                                                                 q All amendments to previous versions or
Acquire and test input configuration items and                       configuration baselines have been authorized by
components                                                           Change Management and no other amendments
Configuration items and components (e.g. services, service           have been included – this may require a
assets) are acquired from projects, suppliers, partners              configuration audit and comparison facilities
and development groups. To prevent the acquisition of                to check against the desired configuration
unknown and potentially risky components for a build it          q All definitive items have been added to the DML
is essential to use CIs that have achieved a certain quality         and correctly recorded in the CMS
level or components from a catalogue of standard                 q Rejection/return of components is adequately
components that have been previously assessed, tested                controlled and documented.
and authorized for use in specific conditions. Otherwise a
                                                               Issues, non-conformance, known errors and deviations
change will need to be raised to assess the component
                                                               reports about the quality of service components and any
and either incorporate it into the standards catalogue or
                                                               risks should be passed to the relevant stakeholders, e.g.
accept it as a one-off exception for this release.
                                                               quality assurance, CSI, Service Design.
The acquisition activities include:
                                                               Release packaging
s Interfacing with procurement processes to acquire the
                                                               Build management procedures, methodologies, tools and
    components (or with internal production departments
                                                               checklists should be applied to ensure that the release
    if supplied in-house)
100   | Service Transition processes



 package is built in a standard, controlled and reproducible      Preparation of the test environments includes building,
 way in line with the solution design defined in the Service      changing or enhancing the test environments ready to
 Design Package. As a release package progresses towards          receive the release.
 production it may need to be rebuilt. For example: if
                                                                  An IT service is, on most occasions, built from a number
 a newer version of a CI or component needs to be
                                                                  of technology resources or management assets. In the
 incorporated quickly to fix errors; if the documentation
                                                                  build phase, these different blocks, often from different
 needs to be updated.
                                                                  suppliers, are installed and configured together to create
 The key activities to build a release package are:               the solution as designed. Standardization facilitates the
                                                                  integration of the different building blocks to provide a
 s Assemble and integrate the release components in a
                                                                  working solution and service.
      controlled manner to ensure a reproducible process.
 s Create the build and release documentation including:          Automating the installation of systems and application
      q Build, installation and test plans, procedures and        software onto servers and workstations reduces the
       scripts                                                    dependencies on people and streamlines the procedures.
   q Details of how to monitor and check the quality              Depending on the release and deployment plans, the
       of the release and how to recognize and react              installation may be performed in advance (for example,
       to problems                                                if equipment is being replaced) or it may have to occur in
                                                                  situ in the live environment.
   q The automated or manual processes and
       procedures required to distribute, deploy and              The physical infrastructure elements, together with the
       install the release into the target environment            environment in which they will operate, need to be tested
       (or remove it as necessary)                                appropriately. Part of the testing may be to test the
   q Procedures to back out release units or remediate            replication of the infrastructure solution from one
       a change should a release fail                             environment to another. This gives a better guarantee
   q Procedures for tracking and managing software                that the rollout to the production environment will be
       licences and digital rights.                               successful.
 s Install and verify the release package.                        Test environments must be actively maintained and
 s Baseline the contents of the release package.                  protected using Service Management best practices. For
 s Send a service notification to inform relevant parties         any significant change to a service, the question should be
   that the release package is available for installation         asked (as it is for the continued relevance of continuity
   and use.                                                       and capacity plans): ‘If this change goes ahead, will there
                                                                  need to be a consequential change to the test data?’
 If testing of a release package is successful, the release and
                                                                  During the build and test activities, operations and
 the contents of the release package are placed under the
                                                                  support teams need to be kept fully informed and
 control of Configuration Management, baselined and
                                                                  involved as the solution is built to facilitate a structured
 verified against the release design and release package
                                                                  transfer from the project to the operations team.
 definition. From this point all changes to the release
 package are managed through Change Management,
                                                                  4.4.5.4 Service testing and pilots
 e.g. to fix an error in testing. If at any step the testing
 of a release package does not complete successfully,             The testing activities are coordinated through test
 reassessment and rescheduling of the release is managed          management, which plans and controls the testing
 through Change Management.                                       execution that is described in section 4.5. Testing aims to
                                                                  build confidence in the service capability prior to final
 Build and manage the test environments                           acceptance during pilot or early life support. It will be
 Effective build and test environment management is               based on the test strategy and model for the service being
 essential to ensure that the builds and tests are executed in    changed.
 a repeatable and manageable manner. Inadequate control           The test criteria reflect the anticipated conditions in which
 of these environments means that unplanned changes can           the service is expected to operate and deliver benefit.
 compromise the testing activities and/or cause significant       However, these surrounding circumstances may change,
 re-work. Dedicated build environments should be                  and in many modern situations such change is almost
 established for assembling and building the components           inevitable and often unpredictable. These changes and
 for controlled test and deployment environments.                 their impact on service testing and acceptance must
                                                                                                                                                                    Service Transition processes |            101

be observed, understood and documented. Their                                                                                 environment in a controlled manner. It provides a level of
consequences need to be expressed in terms of changed                                                                         confidence that the new or changed service will provide
Acceptance Criteria and updates to the service package,                                                                       the level of service specified in the service requirements
including the SLP. This will need the collaboration and                                                                       and service level requirements. However, it is too early to
input of the business, customers and other affected                                                                           finalize the SLA at this point. The SLA is finalized in the
stakeholders, which may well include suppliers and                                                                            pilot or more usually in early life support before the
operations. The Service Designer will be involved in                                                                          Service Transition is closed. The service operational
making any amendments since this knowledge may assist                                                                         readiness test aims to:
in building in additional and relevant flexibility to designs
                                                                                                                              s Determine whether a service and its underlying
of future new or changed services.
                                                                                                                                service assets can be released into the production
An example of tests that can be executed during release                                                                         environment, the first time and for subsequent
and deployment is shown in Figure 4.22. Further details of                                                                      deployments
these tests are described in section 4.5 on validation and                                                                    s Ensure that the business processes, customers, users
testing. In practice, the test types overlap the different                                                                      and service provider interfaces (SPIs) are capable of
levels of testing to provide a full range of testing across                                                                     using the service properly
the service life.                                                                                                             s Ensure that the service teams are capable of operating
A service release test checks that the service components                                                                       the service and using the Service Management
can be integrated correctly and that the release can be                                                                         systems properly.
installed, built and tested in the target environment.                                                                        Tests that are conducted as part of service operational
Service Operations readiness testing ensures that a                                                                           readiness test include:
service and its underlying application and technology                                                                         s Deployment readiness test – to ensure that the
infrastructure can be transferred into the production                                                                              deployment processes, procedures and systems can




                                     E1 Service                                                                                                                                       E3 Service
                                                                                                                              E2 Service Evaluation
                                  Design Evaluation                                                                                                                             Acceptance Evaluation
                                                                                                                               prior to Deployment
                                                                                                                                                                                   prior to Closure




                                                                                                                          Evaluation
                                                        E1                                                                             E2                                                 E3

               Service Design
                                                              Release Packaging and Build                                              Deployment and Early Life Support                          Service
                                                                                                                                                                                                  Operation
                                                                                                                                                                                                  and CSI
                                                                                      Service          *SORT      Pilot           Pilot
                                                                                      Release
                                                                                       Test
                                    Validate Service Design


                                                               Release Package Test




                                                                                                          Service Requirement Test                          SLM and reporting

                                                                                                          Service Management Test                     CSI performance measurement

                                                                                                        Operations Test                                       Operations test
                     Facilities




                                                                                                           User Test
                                                                                                                                                               User testing
                                                                                                                                                      (sampling at user locations etc)
                                                                                                               Deployment Tests

                                                                                                                  SPI, Contract and Compliance Tests

                                                                                       Verify service assets and components

                                                                                        Verify environment against expected requirements (inc. configuration audit)


                                                                                                                                                              Validation
                                                                                        Verification



               *Service Operational Readiness Test


Figure 4.22 Example of service testing through Service Transition
102   | Service Transition processes



      deploy, install, commission and decommission the                if not this will be evidenced through lack of players
      release package and resultant new or changed service            for roles within the service rehearsal
      in the production/deployment environment                      s Ensure that all stakeholders have processes and
 s    Service Management test – to ensure that the                    procedures in place and are ready to receive process
      service performance can be measured, monitored                  and resolve incidents, problems and changes relating
      and reported in production                                      to the new or changed service
 s    Service Operations test – to ensure that the service          s Testing the effectiveness of ‘mistake-proofing’ included
      teams will be able to operate the service in                    within the service procedures. (Mistake proofing, often
      production                                                      referred to by the Japanese term ‘Poca Yoke’, is about
 s    Service level test – to ensure that the new or                  introducing advance warnings of user mistakes or bad
      changed service will deliver the service level                  practice and where possible introducing steps in the
      requirements                                                    procedures to prevent these mistakes – such as
 s    User test – to ensure that users can access and use             electrical switch interlocks, and check-sum digits in
      the new or changed service, e.g. they have access to            data entry.) While testing can check how a service
      the updated service catalogue and contact details for           reacts for predicted user error, the service rehearsal
      the service desk                                                will encourage unforeseen behaviour and establish
 s    Service provider interface test – to ensure that                how that behaviour affects the service’s ability to
      interfaces to the service are working                           deliver the required benefits.
 s    Deployment verification test – to ensure that the             The service rehearsal requires adequate representation
      service capability has been correctly deployed for each       from all stakeholders, with commitment to providing
      target deployment group or environment.                       staff for – typically – a full day rehearsal for a new or
                                                                    significantly changed service. It is often beneficial to
 Service rehearsals                                                 involve ‘ordinary’ representatives of the stakeholder
 One testing method is to simulate as much of the service           community, not those with previous experience or
 as possible in a service rehearsal (sometimes referred to as       knowledge of the service. Typical mistakes will be more
 ‘model office’). A service rehearsal is a simulation of as         likely to come from typical users – those who have been
 much of the service as possible in an extensive and widely         involved in design and development will find it impossible
 participatory practice session. It is the ultimate stage of        to ‘unlearn’ and will be coloured by their expectations of
 internal testing, the last stage before any public live            service behaviour.
 running. This is like a ‘dress rehearsal’ of a play, setting out
 all the elements – costume, lighting etc. – in a last private      The focus of a service rehearsal is typically on one day
 run-through of the performance. It can deliver significant         of actual rehearsal, but successful delivery of a service
 benefits by establishing errors and unworkable procedures          rehearsal involves more stages, including preparation and
 before they impact the business in live operation.                 analysis, mirroring the Plan–Do–Check–Act cycle. Typical
 However, they are complex, time consuming and relatively           stages for a service rehearsal would include the following
 expensive to prepare, deliver and document. A careful and          activities.
 deliberate balance is therefore required between the               Plan – prepare for the day
 anticipated costs and the risk damage profile that they
                                                                    Request for a service rehearsal – the project or service
 could prevent.
                                                                    implementation teams consider that a service rehearsal
 A service rehearsal takes place just before deployment of          would be appropriate and trigger the process with a
 the service; if held too early there is a significant chance       request.
 that the environment, technology, people and legislation
                                                                    Tasks include the following:
 into which the service is being released will change and
 invalidate the results. If too close to the declared release       s Appoint a rehearsal manager who gathers all relevant
 date any issues found will not be addressed before the                 information.
 service goes live.                                                 s   Identify key and secondary processes.
                                                                    s   Identify all stakeholders and their contact information.
 The objectives of the service rehearsal include:
                                                                    s   Produce initial rehearsal guide – the script to be
 s Confirmation that all stakeholders have been identified
                                                                        followed.
      and are committed to operating or using the service –
                                                                    s   Establish and document typical examples of incidents,
                                                                        service requests, capacity and availability issues and
                                                                                        Service Transition processes |        103

    other events that will need to be handled when the           require rethink and revision at the Service Strategy
    service is live.                                             and/or business process level.)
s   Produce documentation to allow the simulation,             s Review and close the service rehearsal, providing
    processing, tracking and analysis of the expected            improvement ideas to CSI, SD and ST management
    scenarios.                                                   as appropriate.
s   Identify all stakeholders, supplier and service provider
                                                               Pilots
    personnel who need to be involved and ensure their
    commitment, through direct funding, internal               Pursuing the theatrical analogy seen in service rehearsal,
    commitment etc.                                            if the service rehearsal is the ‘dress rehearsal’ – the last
                                                               practice before being seen by the public – then the pilot
s   Create detailed scripts – in collaboration with
                                                               is the ‘off Broadway’ run of a play. It is done for real and
    customer or account manager.
                                                               in public, but for a small audience only and with the
s   Invite all stakeholders to planning and preparation
                                                               expectation of further (hopefully minor) polishing of the
    meetings and briefings (could be by documentation,
                                                               performance, script, scenery and effects. Conducting a
    e-mail, Webinars etc. if physical briefings are not
                                                               pilot is easier to control as it is deployed to a smaller
    practicable.)
                                                               environment/user base.
Do – deliver the rehearsal                                     A pilot sets out to detect if any elements of the service
Hold meetings to:                                              do not deliver as required and to identify gaps/issues in
s Introduce the objectives, documents, involvement,            Service Management that put the service and/or the
    recording etc.                                             customer’s business and assets at risk. It does not need to
                                                               cover all service and system functionality, but will focus
s Walkthrough the scenarios and scripts to establish
                                                               on the areas of risk and perform enough of the service to
    authenticity of the approach at a detailed level
                                                               determine if it will work sufficiently well in deployment. It
s Carry out the rehearsal, i.e. let the players deliver
                                                               aims to ensure that the service capability supports delivery
    the script and observe the processing of key events
                                                               of the service requirements and service level requirements.
    and elements, e.g. follow an incident through from
                                                               As far as possible it should check that the service utilities
    occurrence to loggings, diagnosis, resolution, recovery
                                                               are fit for purpose and the warranties are fit for use.
    and closure.
                                                               Establish clear objectives for the pilot implementation
Check – document the day                                       such as:
Tasks include:
                                                               s To establish metrics and provide confidence that the
s Analysing and evaluating the results of the rehearsal          predicted performance and service levels will be met
  and determining the implications                             s To evaluate the actual benefits and costs achieved
s Producing a written test report on the rehearsal, with         during the pilot against the Business Case
  recommendations, e.g. re-work the service before             s To create acceptance of new processes and ways of
  deployment                                                     working within the user base, service provider and
s Recording identified errors, issues and risks.                 suppliers
                                                               s To identify, assess and mitigate some of the risks
Act – take action following the rehearsal
                                                                 associated with a full deployment.
Considering the results from the rehearsal, the options
will be:                                                       As there are likely to be design changes and
                                                               improvements that need to be built into the release
s Declare service to have passed without serious
                                                               before full deployment, it is important to agree how these
  concern.                                                     will be funded up front. It is also important to ensure that
s OR consider that the service is not suitable for             there is a common understanding about how the pilot
  progressing at this stage and refer back to Service          implementation will be signed off.
  Design and/or Service Transition for re-work and
  rescheduling. (It may occasionally be that service           During the pilot the release and deployment team should:
  rehearsal shows that the actual environment within           s Be ready to invoke contingency/recovery procedures
  which the service is expected to function is different       s Involve key people that will be involved in the full
  enough from expectation to prevent acceptable                   deployment
  behaviour from the service in reality – this might
104   | Service Transition processes



 s Ensure that people involved in the pilot are trained            s New or changed service and capability that have been
      and that they understand their new/changed role and              tested and evaluated
      responsibilities                                             s   Pilot test report and results
 s    Document necessary operational and support                   s   A report generated by the evaluation function, which
      procedures, information and training material that can           is passed to Change Management and which
      not be adequately simulated in a test environment                comprises: an updated risk profile, deviations report,
 s    Establish the viability of training and support                  recommendation
      documentation and modify where necessary                     s   Key stakeholder agreement that the release is ready
 s    Establish customer, user and stakeholder interaction             for a full deployment
      with the service in real-time situations, e.g. with real     s   Demonstrated benefits of the service (within agreed
      business decisions being made                                    tolerance levels)
 s    Capture appropriate metrics in order to compare to           s   Confirmation that the deployment team has tested the
      the service performance model                                    deployment process and accepts the cost model,
 s    Establish additional criteria that may need to be met            deployment model and metrics to be used for
      before full deployment starts                                    monitoring during deployment and early life support
 s    Determine the likely level of service support and            s   Target deployment groups in different geographical
      Service Management resources that will be required               locations accepting the service release and committing
      and resolve any issues                                           to the deployment plans, particularly groups with
 s    Discover and fix issues and errors early and fix many            different cultures and languages.
      of them before final deployment. This includes the less
      critical minor irritations and eccentricities of a service   4.4.5.5 Plan and prepare for deployment
      that would not necessarily cause non-acceptance but          The planning and preparation activities prepare the
      do significantly reduce the emotional acceptance of          deployment group for deployment. This is an opportunity
      the service among the user community                         to prepare the organization and people for organizational
 s    Document improvements and where appropriate                  change; see section 5.2. The overall approach to planning
      incorporate them into plans for full deployment.             the deployment is described in release and deployment
                                                                   planning (see paragraph 4.4.5.1). During the actual
 When the release has been in use for a sufficient period
                                                                   deployment stage the detailed implementation plan is
 during a pilot it is important to check that the service is
                                                                   developed. This includes assigning individuals to specific
 capable of delivering the requirements of the customer,
                                                                   activities. For example a specific individual may be
 user and the Service Design as well as the predicted
                                                                   assigned to deliver training for a training activity on
 outcomes (although not all these will be realized at this
                                                                   the deployment plan.
 point).
                                                                   The entry criteria for planning and preparing a target
 If the pilot is of sufficient length, it may be appropriate to
                                                                   deployment group or environment include:
 conduct an independent evaluation to compare the actual
 vs predicted service capability and performance (specified        s Deployment stakeholders are sufficiently confident in
 in the Service Design) on behalf of the stakeholders, users         the service release to deploy the release, own their
 and customers. This evaluation includes a risk assessment           aspects of deployment and they are committed to
 on whether the service will continue to deliver the service         the deployment (see section 5.2).
 requirements, e.g. service levels and warranties.                 s Senior management, customers, the business and
 The outputs from a successfully delivered service pilot             service provider teams accept the deployment costs,
 will include:                                                       management, organization and people implications of
                                                                     the release as well as any organization, function and
                                                                     process changes.
                                                                                                                   Service Transition processes |   105

An example of the deployment activities that apply to the                          The readiness assessment for a deployment group
deployment for a target group is shown in Figure 4.23.                             identifies:
Preparing for deployment includes assessing each                                   s Issues and risks in delivering the current services that
deployment group’s readiness to receive and implement a                                 may affect the deployment. The kinds of risk include:
release package, identifying gaps that need to be filled                                q Lack of dedicated internal resources and external
and planning the activities required to deploy, transfer or                                  supplier resources
decommission/retire services or service assets. It will also                            q Lack of training, skills and awareness
include transferring a service or a service unit as well as                             q Unplanned or late change in requirements
move and disposal activities.
                                                                                   s Anticipated impacts, e.g. on the organizational
Assessment                                                                           structure, environment for the new or changed
Although the deployment assessment should be conducted                               services, direct customers and users, partners, suppliers
early, it should be revisited periodically. The results of this                    s Gaps that need to be filled.
assessment are fed into detailed implementation planning
for the target deployment group.

                                                     Manage Changes
                                RFC                                          RFC
                                D1   Authorize                               D2        Authorize
                                  deployment start                                     activation              Deployment Post
                                                                                                             implementation review
                     Manage deployment/decommission/transfer for each target group

                                BL1                                          BL2                           BL3


                                                           Change/
                                                           transfer
                                                       financial assets

                                                          Transfer/                 Decommission,
                                                         transition                   retire and
                                                        business and               redeploy service
                                                        organization                    assets


                    Assess             Plan and            Deploy                  Test deployment      Review and
                 readiness of         prepare for       processes and               readiness and          close
                                                                                     activate the
                 target group         deployment         knowledge                      service
                                                                                                        deployment


                                                        Deploy service               Remediate/
                                                        management                    back-out
                                                          capability                   release


                                                           Transfer
                                                           Services



                                                                                             RFC      Request for Change
                                                           Deploy                                     that governs
                                                           Services                                   the deployment
                                                                                             BL       Baseline point
                                                             Deploy
                                                       applications, data,
                                                          information


                                                            Deploy
                                                        infrastructure
                                                         and facilities
                                                                                      Figure 4.23 Example of a set of deployment activities
106   | Service Transition processes



 The aspects to assess include:                                   s Aspects relating to applications, information and data:

 s Financial aspects and assets:                                     q Access to application, information and data

      q Current and required working capital                         q Accessing secret, restricted or confidential
                                                                        documents and data
      q Establishing new or changed contracts, licences,
                                                                    q Knowledge and experience in using the application
         IPR and digital rights
                                                                        – users and support staff
 s Issues and risks in delivering the current services that
                                                                  s Infrastructure and facilities:
      may affect the deployment
 s Applicable health, safety, security and environmental            q Difficult access, e.g. located high up in a building
      regulations, supplier and procurement aspects                     without appropriate lifting equipment (elevator or
                                                                        crane, etc.); city centre with restricted parking;
 s Current capability of the business customers and users
                                                                        remote locations
      to use and gain value from the new or changed
                                                                    q Intermediate and final storage and stores for
      service
                                                                        definitive hardware and media
 s    Current service, service capability and resources
                                                                    q IT equipment space and capacity requirements
      used including:
                                                                        such as:
      q Service structure
                                                                        s size and equipment footprints
      q Service dynamics
                                                                        s power requirements and circuit-breaker ratings
      q Service metrics and reports, including warranties
                                                                        s uninterruptible power supply (UPS) and
          and service levels achieved
                                                                            generator loadings
 s    Current Service Management capability and resources:
                                                                        s temperature and humidity requirements
      q Differences from the prerequisites for deployment,
                                                                        s heat outputs and air-conditioning requirements
          e.g. inadequate licensing arrangements, network
          bandwidth                                                     s door clearance and engineering access
      q Current operations and support resources, e.g.                      requirements
          tools, people                                                 s cabling requirements
      q Support resources and workloads as there may be             q Electromagnetic interference (EMI) and radio
          a significant increase in the number of incidents             frequency interference (RFI) requirements
          per user that can stretch the resources for               q Air quality requirements
          managing incidents, problems and fixes                    q Weight and false floor loadings
      q Performance reports and improvement plans                   q Network considerations
      q Ability to predict and track the actual incident and        q Equipment health, safety, security and
          problem volumes during deployment; this may                   environmental requirements.
          require updating asset or user records with the
          date and time of installation or deployment to
                                                                  Develop plans and prepare for deployment
          enable trend analysis                                   Planning for a specific deployment includes assigning
 s    Identifying requirements to tailor the new or changed       specific resources to perform deployment and early life
      service or underlying solution, e.g. processes,             support activities. While developing these plans, identify
      procedures, work instructions                               and assess risks specific to this deployment group by
                                                                  using the service model to identify business and service
 s    Organizational readiness:
                                                                  critical assets that have the highest risk of causing
      q Role, resource and skills gap analysis
                                                                  disruption. The activities include:
      q Training needs analysis
      q Ability to assign competent individuals to the            s Risk mitigation plans
          required roles                                          s Developing transfer/transition, upgrade, conversion,
      q Motivation and empowerment – does the current               disposal, retirement plans
          organization and culture encourage the application      s Logistics and delivery planning:
          of the required skills? Is there the right leadership     q The service assets and components for
          and commitment?                                               deployment, establishing how and when they will
      q Assess the readiness of customers, users, service               be delivered, and confirmation that delivery has
          provider staff and other stakeholders such as                 been successfully achieved and recorded
          suppliers, partners
                                                                                    Service Transition processes |     107

    q Site preparation in accordance with applicable        Transfer/transition business and organization
        health, safety, security and environmental          Transfer of a business unit, service or service unit will
        regulations and requirements                        involve change to the organization itself. The subject of
s   Tailoring processes, procedures and knowledge,          organizational change is addressed in Chapter 5. Activities
    e.g. language translation, time frame adjustments       that need to be performed include:
s   Knowledge transfer and training stakeholders in how
                                                            s Finalize organization structure, roles and
    to use, benefit, manage, support and operate the new
                                                               responsibilities.
    or changed service:
                                                            s Communicate change in organization, roles and
    q Identify essential and potential recipients of
                                                              responsibilities.
        training (such as customer, users, ITSM, service
                                                            s Ensure that people adapt to and adopt new practices.
        desk, support, operations, deployment teams,
                                                              This requires good communication of the
        projects)
                                                              consequences and requirements of the deployed
    q Update of service desk with knowledge of the
                                                              service, e.g. best use of resources to deliver the
        target deployment group and their environment
                                                              message; understanding personal and group concerns;
s   Communicating to the people involved:
                                                              and ensuring messages to diverse and related groups
    q About the changes and the expected benefits             are consistent and appropriate.
    q How the change affects the organization and staff     s Engender, at the very least, acceptance and preferably
s   Making any changes in emergency of continuity plans       active support of the changes imposed on people.
    and procedures                                          s Ensure that people understand the continuity plans
s   Mobilizing the Service Operations and support             and procedures.
    organization
                                                            When the change includes a transfer of service provider,
s   Mobilizing users to be ready to use the service
                                                            e.g. new outsourcing, insourcing, change of outsourced
s   Additional activities identified from the assessment.
                                                            provider, then some specific elements need to be
The next step is to verify the detailed deployment plans,   considered, e.g. organizational change, quick wins to
perform any deployment readiness tests and raise an         avoid confusion and higher staff turnaround.
RFC to be authorized through the Change Management
                                                            Competent people with the right skills are required to
process. The service is then ready for deployment.
                                                            perform the deployment, operate and manage the new or
                                                            changed service in the business, customer and service
4.4.5.6 Perform transfer, deployment and                    provider organization. The related activities include:
retirement
                                                            s Recruit staff with appropriate skills. Rather than
The following activities provide an example of the
                                                              developing new skills for existing staff, it may be more
different aspects that will be performed in the order
                                                              efficient to recruit new staff who already have the
specified on the deployment plan.
                                                              required skills. This may be in addition to existing staff,
Transfer financial assets                                     or may require the replacement of some staff with
                                                              inappropriate skills, with more relevant staff for the
Changes and transfers of financial assets need to be
                                                              revised circumstances of the new service.
completed as part of deployment. This will include but is
not constrained by the following:                           s Identify existing people (e.g. staff, suppliers, users)
                                                              with appropriate skills, moving or re-allocating people
s Any changes in supplier financial agreements and            as necessary. For the skills required to actually deploy
    charges                                                   the new or changed service, temporary secondment,
s Purchase or transfer of annual support and                  or even overtime, may be the most efficient approach.
    maintenance costs including systems to manage the       s Consider outsource/contract resources to provide the
    service, e.g. CMS                                         required skills. This is similar to seconding internal
s   New licence costs and renewals                            staff, but in this case buying the temporarily required
s   Annual disaster recovery contracts with third parties     skills from external providers where they already exist.
s   Provision or transfer of working capital                  If skills are needed longer term, a requirement to pass
s   Transfer of intellectual property.                        those skills on to permanent (or longer term) staff can
                                                              be useful.
108   | Service Transition processes



 s Provide training. Manage the training logistics,            When the change includes a transfer of service provider,
   coordination, setup, communications, registration,          e.g. new outsourcing, insourcing, change of outsourced
   delivery and evaluation activities including users and      provider, then some specific elements need to be
   Service Operations teams.                                   considered that include:
 s Execute the knowledge transfer plan and track               s Managing contract changes
   progress to completion.
                                                               s Managing changes to existing agreements
 s Evaluate competence of new and changed staff
                                                               s Updating contract details and information in the SKMS
   and other people.
                                                               s Transferring ownership of service assets and
 Deploy processes and materials                                    configuration items, remembering to update the CMS.
 Deploy or publish the processes and materials ready for       Deploy service
 people involved in the business and service organization
                                                               Deploy the service release and carry out the activities to
 change, e.g. users and Service Operations teams that need
                                                               distribute and install the service, supporting services,
 to execute the new or changed processes. The materials
                                                               applications, data, information, infrastructure and facilities.
 may include policies, processes, procedures, manuals,
                                                               These will include:
 overviews, training products, organizational change
 products etc.                                                 s Distributing and delivering the service and service
                                                                   components at the correct location and time
 Training people to use new processes and procedures
                                                               s   Building, installing and configuring the services and
 can take time, particularly for a global deployment to
 thousands of people.                                              service components with any converted or new data
                                                                   and information
 Deploy Service Management capability                          s   Testing the system and services according to the
 Deploy new or changed processes, systems and tools                installation and acceptance tests and producing the
 to the service provider teams responsible for Service             installation and test reports
 Management activities. Check that everyone is competent       s   Recording any incidents, unexpected events, issues or
 and confident to operate, maintain and manage the                 deviations from the plans
 service in accordance with the service model and              s   Correcting any deviations that are outside the design
 processes. Remove or archive redundant services and               limitations and constraints.
 assets, e.g. processes, procedures and tools.
                                                               Decommissioning and service retirement
 During deployment monitor the service against the service
                                                               Some specific aspects need to be considered for
 model and performance standards as far as possible.
                                                               decommissioning and retiring services and service assets.
 Transfer service                                              For example the procedures for retiring, transferring (e.g.
 Transferring a service will also involve organizational       to another budget holder) or redeploying service assets
 change described earlier in this section. The issues around   need to take into account any security, confidentiality,
 transferring a service and the activities that need to be     licensing, environmental or other contractual
 performed include:                                            requirements. This includes:

 s Reviewing the service performance, issues and risks, by     s Removing deployed copies of software and data from
   performing some service tests and a service evaluation        retired hardware; failure to do this may result in
   prior to the transfer                                         licence contravention or in staff using unsupported
 s Configuration auditing of service assets and
                                                                 software
   configurations                                              s Identifying licences and other assets which can be
 s Finalizing service catalogue (add or remove the
                                                                 redeployed; software being retired from use in one
   service) and related information                              area may well remain in active use elsewhere
                                                               s Disposing of equipment according to environmental
 s Sending a service notification to communicate the
   change to relevant stakeholders.                              policies and procedures
                                                                                         Service Transition processes |        109

s Moving assets that can be redeployed to secure                staff and stakeholders are capable of using or operating
   storage areas if required. If the assets being retired are   the service. The tests should specifically verify that:
   remaining in use elsewhere, especially for hardware,
                                                                s The service, service assets and service
   the released assets may serve a useful role as spare
                                                                    capability/resources are in place, e.g. by performing an
   equipment to be retained in asset stores for speedy
                                                                    audit such as a configuration audit of the deployed
   redeployment in the event of failures.
                                                                    baseline against the as-planned baseline
Records of retirement, transfer and disposal should be          s   Updates to documentation and information are
maintained and used to update other information such                completed, e.g. service catalogue, contracts,
as licence information.                                             agreements, contact details
                                                                s   Communications, orientation and learning materials
Remove redundant assets
                                                                    are ready to distribute to stakeholders, Service
A comprehensive understanding of the assets used by a
                                                                    Operations and users
retired service needs to be gained and managed. With a
                                                                s   All roles are assigned to individuals/organizations
full understanding any redundant assets can be identified
                                                                s   People and other resources are prepared to operate
and removed, therefore potentially saving licence fees,
liberating capacity and preventing accidental use. Failure          and use the new or changed service or service
to develop and properly perform these activities can result         capability in normal, emergency and disaster situations
in:                                                             s   People have access to the information necessary to
                                                                    use, operate or support the service
s Wasted disk space and licences
                                                                s   The measurement and reporting systems are
s Overpayment of licence and maintenance fees                       established to measure performance of the service
s Removal of assets associated with the redundant                   and underlying resources.
   service but also used by other services, therefore
   causing incidents within those services, e.g. common         This is a good point to gather feedback on the
   software components and network elements.                    deployment process to feed into future improvements,
                                                                e.g. using satisfaction surveys.
As part of the clean-up activities it is important to delete
or archive redundant data, information and records related      Report any issues and incidents and take corrective actions
to the previous service or products. The full scope and         as necessary.
scale of a service or service asset needs to be considered,     Successful confirmation of the deployment verification
and this should extend to the following areas:                  triggers the initiation and launch of early life support for
s Support contracts with third party suppliers, as
                                                                the deployment group.
  changes in likely usage may require renegotiation
  of contracts.                                                 4.4.5.8 Early life support
s In-house second/third level support staff with specialist     Early life support (ELS) provides the opportunity to
  knowledge may no longer require that knowledge.               transition the new or changed service to Service
  This may require re-assessment of their role, level of        Operations in a controlled manner and establish the new
  payment, retention etc. and opportunities for                 service capability and resources. An example of the ELS
  redeployment may be identified.                               activities is shown in Figure 4.24.
s Service desk workload may be affected.                        In Service Design, the stakeholders will have agreed the
s Records within the knowledge base relating to the             entry and exit criteria from early life support but it may be
  decommissioned components may need to be                      necessary to finalize the performance targets and exit
  archived and deleted.                                         criteria early in this stage. This can help to understand the
                                                                deployment verification process and set customer and
4.4.5.7 Verify deployment                                       stakeholder expectations about the handover of the
When the deployment activities are complete, it is              service to Service Operations.
important to verify that users, Service Operations, other
110   | Service Transition processes




                                 Start




                                                                               Incident and
                            Operate service                                      Problem
                                                                               Management



                                                                      Change and
                           Collect service                           Configuration
                          performance data                           Management



                                                           Service Level
       Plan and manage      Report service                 Management
      improvements/risk      performance
      mitigation/change       achieved



                                                                                        SKMS/CMS
                          Compare progress
                           against ELS plan




                             Verify service
                               stability




                              Exit criteria
                                 met?                Yes

                                      No
                          Identify quick wins/
                           improvements/risk
                          mitigation/changes


                                                           End                        Figure 4.24 Example of early life
                                                                                      support activities

 ELS provides appropriate resources to resolve operational           s Using diagnostics tools and aids
 and support issues quickly, centrally and locally, to ensure        s Software licensing rules.
 that the users can use the service to support their business
                                                                     During ELS, the deployment team implements
 activities without unwarranted disruption. The deployment
                                                                     improvements and resolves problems that help to
 teams should analyse where users and support resources
                                                                     stabilize the service. The Continual Service Improvement
 will experience issues and problems, perhaps based on
                                                                     publication provides relevant information on measurement
 previous experience; for example, clarification about:
                                                                     and service improvements. The deployment resources will
 s Role assignments, roles and responsibilities                      gradually back out from providing the additional support
 s Financial and funding arrangements                                as the users and service teams become familiar with the
 s Procurement and request fulfilment                                changes and the incidents and risks reduce.
 s Security policies and procedures                                  Metrics for the target deployment group or environment
 s Raising incidents and change requests                             measure service performance, performance of the Service
 s Escalation procedures                                             Management and operations processes and teams and
 s Complaints procedure                                              the number of incidents and problems by type. The
                                                                     deployment team’s aim is to stabilize the service for the
                                                                                                            Service Transition processes |   111


                              300                                                          300




                                                                        No. of incidents
           No. of incidents   250                                                          250
                              200                                                          200
                              150                                                          150
                              100                                                          100
                              50                                                            50
                               0                                                            0
                                    1 2 3 4 5 6 7 8 9 10 11 12 13                                1 2 3 4 5 6 7 8 9 10 11 12 13
                                                Week                                                         Week
                                             Deployment A                                                 Deployment B

Figure 4.25 Illustration of the benefits of targeted early life support

target deployment group or environment as quickly and               s Consistent progress is being made towards delivering
effectively as possible. An example of a deployment                                 the expected benefits and value at each milestone in
performance graph is shown in Figure 4.25.                                          early life support
                                                                    s               Service levels and service performance standards are
Variation in performance between different deployment
groups and service units should be analysed and lessons                             being consistently achieved without unexpected
learned from one deployment used to improve                                         variation before formal handover to Service Operations
subsequent deployments.                                             s               SLAs are finalized and signed off by senior
                                                                                    management and customers
The example shown in Figure 4.25 shows the number of
                                                                    s               Unexpected variations in the performance of the
incidents for two branches of a retail organization that
                                                                                    service and customer assets such as changes in
have the same number of users and the same deployment
                                                                                    residual risks are monitored, reported and managed
schedule. In deployment A the incident levels have
                                                                                    appropriately
reduced faster. On further investigation the Service
                                                                    s               Checking that training and knowledge transfer
Transition manager discovered that the team responsible
                                                                                    activities are completed by obtaining positive
for Deployment A was more competent at training users
                                                                                    confirmation from the target audience. This may be in
and transferring knowledge to the service desk so that
                                                                                    the form of competency tests
they could help users to be more effective more quickly.
                                                                    s               The service release, the SLA, other agreements and
During ELS, the deployment team should ensure that the                              any contractual deliverables are signed off.
documentation and knowledge base are updated with
additional diagnostics, known errors, workarounds and               4.4.5.9 Review and close a deployment
frequently asked questions. The team should also resolve
                                                                    When reviewing a deployment the following activities
any knowledge transfer or training gaps.
                                                                    should be included:
At agreed milestones in early life support, it is important
                                                                    s Capture experiences and feedback on customer, user
to assess the issues and risks, particularly those that
                                                                                    and service provider satisfaction with the deployment,
impact the handover schedule and costs. Service Transition
                                                                                    e.g. through feedback surveys.
monitors the performance of the new or changed service
                                                                    s               Highlight quality criteria that were not met.
in early life support until the exit criteria are achieved.
These include when:                                                 s               Check that any actions, necessary fixes and changes
                                                                                    are complete.
s Users can use the service effectively and efficiently for
                                                                    s               Review open changes and ensure that funding and
  their business activities                                                         responsibility for open changes are agreed before
s Service owners and process owners are committed to                                handover.
  manage and operate the service in accordance with the             s               Review performance targets and achievements,
  service model, performance standards and processes                                including resource use and capacity such as user
s Service delivery is managed and controlled across any                             accesses, transactions and data volumes.
  service provider interfaces
112   | Service Transition processes



 s Make sure there are no capability, resource, capacity          Change Management, in agreement with the customer
      or performance issues at the end of the deployment.         representative and other stakeholders). Successful
 s    Check that any problems, known errors and                   completion of the evaluation ensures that the service
      workarounds are documented and accepted by the              can be formally closed and handed over to Service
      customers/business and/or suppliers.                        Operations and CSI.
 s    Review the Risk Log and identify those that impact          A transition report should be produced that summarizes
      Service Operations and support. Address risks or agree      the outcomes. As part of producing such a report a
      action such as moving the risks to the Service              post transition workshop could be held involving all
      Transition Risk Log.                                        parties as a ‘lessons learned’ exercise. Lessons learned
 s    Check that redundant assets have been removed.              and improvements are fed into Change Management for
 s    Check that the service is ready for transition from early   a post implementation review and into Continual Service
      life support into Service Operations.                       Improvement for future transitions.
 Each deployment should consider whether any relevant
 issues have been detected that should be passed through
                                                                  4.4.6 Triggers, input and output, and
 to CSI, such as:                                                 inter-process interfaces
                                                                  The release process commences with receipt of an
 s Feedback on the deployment model and plan
                                                                  approved RFC to deploy a production-ready release
 s Errors in procedures detected
                                                                  package. Deployment commences with receipt of an
 s ‘Near misses’ where things could have gone wrong               approved RFC to deploy a release package to a target
   in foreseeable circumstances or where intervention             deployment group or environment, e.g. business unit,
   was required                                                   customer group and/or service unit.
 s Incorrect data or information in relevant records
                                                                  The inputs are:
 s Incident and problems caused by deployment
 s Problems with updating records.                                s Authorized RFC
                                                                  s Service package, SLP
 Deployment is completed with a handover of the support
                                                                  s SDP, including service model and SAC
 for the deployment group or target environment to
 Service Operations.                                              s IT service continuity plan and related business
                                                                      continuity plan
 A post implementation review of a deployment is
                                                                  s Service Management and operations plans and
 conducted through Change Management.
                                                                      standards
                                                                  s Technology and procurement standards and catalogues
 4.4.5.10 Review and close Service Transition
                                                                  s Acquired service assets and components and their
 In order to finalize that a Service Transition is completed,
                                                                      documentation
 there should be a formal review carried out that is
                                                                  s   Build models and plans
 appropriate to the scale and magnitude of the change.
                                                                  s   Environment requirements and specifications for build,
 A review of the Service Transition should include:
                                                                      test, release, training, disaster recovery, pilot and
 s Checking that all transition activities completed,                 deployment
   e.g. documentation and information is captured,                s   Release policy and release design from Service Design
   updated, secured, archived                                     s   Release and deployment models including template
 s Checking that accurate metrics were captured.                      plans
 Independent evaluation of the service release uses the           s   Exit and entry criteria for each stage of release and
 outputs from deployment. This evaluation checks the                  deployment.
 actual performance and outcomes of the new or changed
                                                                  The outputs are:
 service against the predicted performance and outcomes,
 i.e. the service expected by the user or customer. An            s Release and deployment plan
 evaluation report (see 4.6.6) is prepared that lists the         s Completed RFCs for the release and deployment
 deviations from the SP/SLP/SDP, a risk profile and                 activities
 recommendations for Change Management. If there are              s Service notification
 deviations in the service level requirements then the            s Updated service catalogue with the relevant
 service package, SLP or SAC may need to change (via                information about the new or changed service
                                                                                       Service Transition processes |        113

s New tested service capability and environment               s Deployment information, history of the deployment
    including SLA, other agreements and contracts,              itself, who was involved, timings etc.
    changed organization, competent and motivated             s Training records, typically held by HR in many
    people, established business and Service Management         organizations, but relating to ITSM staff the
    processes, installed applications, converted databases,     responsibility for their update will logically rest
    technology infrastructure, products and facilities          with ITSM also.
s   New or changed Service Management documentation           s Access rules and levels
s   Service package that defines the requirements from        s Known errors. Typically a new or changed service will
    the business/customer for the service                       be introduced with identified errors, which while not
s   SLP that defines the service level requirements,            according to the original Service Design specification
    e.g. hours of service, business critical services, data     are nonetheless minor enough in nature to be
    and periods, service level targets                          acceptable in live operation. These may well be under
s   SLA, underpinning OLAs and contracts                        active investigation and resolution by the service
s   Service model that describes the structure and              builders, or may be considered acceptable. In either
    dynamics of how the service is operated and managed         case the errors will be deployed into the live error
s   New or changed service reports                              database as an element of the deployment of the live
                                                                service. This information will be available through the
s   Tested continuity plans
                                                                SKMS to the service desk who will then be able to link
s   Complete and accurate configuration item list with an
                                                                incidents reported against these known errors.
    audit trail for the CIs in the release package and also
    the new or changed service and infrastructure             As part of the clean-up activities it is important to delete
    configurations                                            or archive redundant records related to the previous
s   Service capacity plan that is aligned to the relevant     service or products.
    business plans
s   Deployment ready release package (baselined) –            4.4.8 Key performance indicators and
    for future deployments                                    metrics
s   Service Transition Report.
                                                              4.4.8.1 Customers or business
Deployment is completed with a handover of the new or         Indicators include:
changed service to operations on successful completion
of the post implementation review of the deployment           s Variance from service performance required by
conducted within Change Management.                              customers (minimal and reducing)
                                                              s Number of incidents against the service (low and
4.4.7 Information management                                    reducing)
Throughout the deployment process, appropriate records        s Increased customer and user satisfaction with the
will be created and maintained. As configuration items are      services delivered
successfully deployed, the CMS will be updated with           s Decreased customer dissatisfaction – service issues
information such as:                                            resulting from poorly tested or untested services
                                                                increases the negative perception on the service
s New or changed configuration items
                                                                provider organization as a whole.
s Relationships between requirements and test cases
s Installation/build plans                                    4.4.8.2 Service providers
s Logistics and delivery plans
                                                              Indicators include:
s Validation and test plans, evidence and reports
                                                              s Reduced resources and costs to diagnose and fix
s New or changed locations and users
                                                                incidents and problems in deployment and production
s Status updates (e.g. from allocated to live)
                                                              s Increased adoption of the Service Transition common
s Change in ownership of assets
                                                                framework of standards, re-usable processes and
s Licence holding.
                                                                supporting documentation
Other data and information will also be captured and          s Reduced discrepancies in configuration audits
recorded within the broader service knowledge                   compared with the real world.
management system. This could include:
114   | Service Transition processes



 4.4.9 Challenges, critical success factors                   q Lack of definition of the required controls leads
 and risks                                                      to poorly evaluated and unauthorized changes,
                                                                adversely affecting release and deployment plans
 Challenges for release and deployment include:
                                                              q Difficulty tracking and managing software licences,
 s Developing standard performance measures and                 e.g. due to complexity
      measurement methods across projects and suppliers       q Unexpected or changes in regulatory controls or
 s Dealing with projects and suppliers where estimated          licensing requirements
   delivery dates are inaccurate and there are delays
                                                           s Management of organizational change
   in scheduling Service Transition activities
                                                              q Unclear expectations/objectives from customers,
 s Understanding the different stakeholder perspectives
                                                                  users, suppliers and other stakeholders
   that underpin effective risk management for the
                                                              q   Cultural differences/misunderstandings
   change impact assessment and test activities
                                                              q   Human factors
 s Building a thorough understanding of risks that have
   impacted or may impact successful Service Transition       q   With suppliers/partners
   of services and releases                                   q   Poor communication
 s Encouraging a risk management culture where people         q   Organizational change impacts employee morale
   share information and take a pragmatic and measured        q   People issues with infringement of personal data
   approach to risk.                                              protection criteria
                                                              q   Personality clashes
 Critical success factors include:
                                                              q   Key personnel who have inadequate authority
 s The new or changed service capability and resources            to fulfil their roles
   are built in the target environment or deployment          q   Poor staff recruitment and selection procedures
   group.
                                                              q   Lack of clarity over roles and responsibilities
 s The new or changed service has been tested against
                                                              q   Vested interests creating conflict and
   the Service Design.
                                                                  compromising quality
 s The service capability has been proved in a pilot
                                                              q   Individual or group interests are given unwarranted
   deployment.
                                                                  priority
 s Re-usable test models are developed that can be
   used for regression testing in future releases.         s Poor commitment and decision making
                                                           s Failure to obtain appropriate approval at the right
 Risks to successful release and deployment include:
                                                              time
 s Poorly defined scope and understanding of               s Indecision or late decision making
   dependencies in earlier lifecycle stages leading to     s Lack of operational support
   scope creep during release and deployment               s Inadequate or inaccurate information
 s Using staff that are not dedicated to release and       s Health and safety compromised
   deployment activities, especially if the effort is a    s The time allowed for release and deployment – will
   significant amount of their time
                                                              it make or break the project?
 s Management:
                                                           s Suppliers/sourcing/partnering relationships during
   q Management incompetence                                  transition:
   q Inadequate corporate policies, e.g. security,            q Failure of suppliers to meet contractual
       software licensing                                         requirements; this could be in terms of quality,
   q Inadequate adoption of management practices                  quantity, timescales or their own exposure to risk
   q Poor leadership                                          q   Delays in contract negotiation
 s Finances:                                                  q   Organizational change impacts employee morale,
      q Shortage of finances                                      employee and supplier performance
      q Delays move deployment into different financial       q   Data protection impacts data sharing
      year                                                    q   Shrinking resource pool from disaffected employees
   q Lack of clarity on funding for changes/fixes during   s Governance issues:
      transition                                              q Senior management commitment is missing in one
 s Controls:                                                      or other of the organizations
                                                                                        Service Transition processes |     115

    q The supplier management function is not mature            4.5.1 Purpose, goal and objectives
     or is non-existent                                         The purpose of the Service Validation and Testing process
  q Changes in work practices and procedures                    is to:
     adversely affect one or other of the organizations
                                                                s Plan and implement a structured validation and test
s Inadequate ‘back-out’ or ‘contingency’ plan if
                                                                  process that provides objective evidence that the new
  sourcing/partnering fails
                                                                  or changed service will support the customer’s
s Application/technical infrastructure risks:
                                                                  business and stakeholder requirements, including
  q Inadequate design
                                                                  the agreed service levels
  q Professional negligence                                     s Quality assure a release, its constituent service
  q Human error/incompetence                                      components, the resultant service and service
  q Infrastructure failure                                        capability delivered by a release
  q Differences/dependencies in infrastructure/                 s Identify, assess and address issues, errors and risks
     applications                                                 throughout Service Transition.
  q Increased dismantling/decommissioning costs
                                                                The goal of Service Validation and Testing is to assure that
  q Safety being compromised
                                                                a service will provide value to customers and their
  q Performance failure (people or equipment)                   business.
  q Breaches in physical security/information security
                                                                The objectives of Service Validation and Testing are to:
  q Unforeseen barriers or constraints due to
     infrastructure.                                            s Provide confidence that a release will create a new or
                                                                  changed service or service offerings that deliver the
                                                                  expected outcomes and value for the customers
4.5 SERVICE VALIDATION AND TESTING                                within the projected costs, capacity and constraints
The underlying concept to which Service Testing and             s Validate that a service is ‘fit for purpose’ – it will
Validation contributes is quality assurance – establishing        deliver the required performance with desired
that the Service Design and release will deliver a new or         constraints removed
changed service or service offering that is fit for purpose     s Assure a service is ‘fit for use’ – it meets certain
and fit for use. Testing is a vital area within Service           specifications under the specified terms and conditions
Management and has often been the unseen underlying               of use
cause of what was taken to be inefficient Service               s Confirm that the customer and stakeholder
Management processes. If services are not tested                  requirements for the new or changed service are
sufficiently then their introduction into the operational         correctly defined and remedy any errors or variances
environment will bring a rise in:                                 early in the service lifecycle as this is considerably
s Incidents, since failures in service elements and               cheaper than fixing errors in production.
    mismatches between what was wanted and what
    was delivered impact on business support                    4.5.2 Scope
s   Service desk calls for clarification, since services that   The service provider takes responsibility for delivering,
    are not functioning as intended are inherently less         operating and/or maintaining customer or service assets
    intuitive causing a higher support requirement              at specified levels of warranty, under a service agreement.
s   Problems and errors that are harder to diagnose in          Service Validation and Testing can be applied throughout
    the live environment                                        the service lifecycle to quality assure any aspect of a
s   Costs, since errors are more expensive to fix in            service and the service providers’ capability, resources
    production than if found in testing                         and capacity to deliver a service and/or service release
s   Services that are not used effectively by the users to      successfully. In order to validate and test an end-to-end
    deliver the desired value.                                  service the interfaces to suppliers, customers and partners
                                                                are important. Service provider interface definitions define
                                                                the boundaries of the service to be tested, e.g. process
                                                                interfaces and organizational interfaces.
                                                                Testing is equally applicable to in-house or developed
                                                                services, hardware, software or knowledge-based services.
                                                                It includes the testing of new or changed services or
116   | Service Transition processes



 service components and examines the behaviour of these          These attributes should be traceable to the predicted
 in the target business unit, service unit, deployment group     business outcomes that provide the utility from the
 or environment. This environment could have aspects             service. Some attributes are more important than others
 outside the control of the service provider, e.g. public        for different sets of users and customers, e.g. basic,
 networks, user skill levels or customer assets.                 performance and excitement attributes. A well-designed
                                                                 service provides a combination of these to deliver an
 Testing directly supports the release and deployment
                                                                 appropriate level of utility for the customer.
 process by ensuring that appropriate levels of testing are
 performed during the release, build and deployment              The Service Design Package defines the agreed
 activities. It evaluates the detailed service models to         requirements of the service, expressed in terms of the
 ensure that they are fit for purpose and fit for use before     service model and Service Operations plan that provide
 being authorized to enter Service Operations, through the       key input to test planning and design. Service models are
 service catalogue. The output from testing is used by the       described further in the Service Strategy publication.
 evaluation process to provide the information on whether
 the service is independently judged to be delivering the                                       (Structure)
 service performance with an acceptable risk profile.                                        Configuration of
                                                                         Service               service assets
                                                                         Model               (Service Design)
 4.5.3 Value to business
 Service failures can harm the service provider’s business
 and the customer’s assets and result in outcomes such as           Activities, events
                                                                                                 Service
 loss of reputation, loss of money, loss of time, injury and        and interactions
                                                                                                Operation
                                                                    (Service Design)
 death. The key value to the business and customers from
 Service Testing and Validation is in terms of the                     (Dynamics)
 established degree of confidence that a new or changed
 service will deliver the value and outcomes required of it      Figure 4.26 Service models describe the structure
 and understanding the risks.                                    and dynamics of a service

 Successful testing depends on all parties understanding         The service model (Figure 4.26) describes the structure
 that it cannot give, indeed should not give, any                and dynamics of a service that will be delivered by Service
 guarantees but provides a measured degree of confidence.        Operations, through the Service Operations plan. Service
 The required degree of confidence varies depending on           Transition evaluates these during the validation and
 the customer’s business requirements and pressures of           test stages.
 an organization.                                                Structure is defined in terms of particular core and
                                                                 supporting services and the service assets needed and
 4.5.4 Policies, principles and basic concepts                   the patterns in which they are configured. As the new
                                                                 or changed service is designed, developed and built,
 4.5.4.1 Inputs from Service Design
                                                                 the service assets are tested and verified against the
 A service is defined by a service package that comprises        requirements and design specifications: is the service
 one or more service level packages (SLPs) and re-usable         asset built correctly?
 components, many of which themselves are services,
 e.g. supporting services. The service package defines the       For example, the design for managed storage services
 service utilities and warranties that are delivered through     must have input on how customer assets such as business
 the correct functioning of the particular set of identified     applications utilize the storage, the way in which storage
 service assets. An SLP provides a definitive level of utility   adds value to the applications, and what costs and risks
 or warranty from the perspective of outcomes, assets and        the customer would like to avoid. The information on risks
 patterns of business activity (PBA) of customers. It is         is of particular importance to service testing as this will
 therefore a key input to test planning and design.              influence the test coverage and prioritization.

 The design of a service is related to the context in which      Service models also describe the dynamics of creating
 a service will be used (the categories of customer asset).      value. Activities, flow of resources, coordination, and
 The attributes of a service characterize the form and           interactions describe the dynamics (see Figure 4.27). This
 function of the service from a utilization perspective.         includes the cooperation and communication between
                                                                                                                                       Service Transition processes |   117

Part 7                                  Part 5                             Part 2                               Part 1
Shipping                                Assistance                         Selection                            Shopping



                                                                                                                                        Present
                           Present                             Assign sales                          Provide                            searchable
                       9   shipping                        6   specialist                      4     shopping cart                1     and navigable
Part 8                     options                                                                                                      catalogue
Calculate
shipping and
tax information            Present cost
                      10                                   7   Answer                         5      Maintain cart
                           with shipping                       questions                             contents                     2     Search and sort
(3rd party service)        and tax


                                                                                                                Part 3
                           Obtain final                                                                         Recommendations         Assist shopper
                      11                                                                                                          3
                           confirmation                                                                                                 in selecting
                                                                                                                Part 4
Part 9                                                                                                          Ratings
Submit details
to shipper                 Provide
                      12   confirmation
(3rd party service)        details
                                                                                                                                  8     Assist shopper
                                                                                                                                        in closing
Part 10                                                                                        Part 6
Authorize shipment
                      13   Ship items                                                          Special offers
                           purchased
(3rd party service)                                                                            Part 11
                                                                                               Payment processing
                                                                                                                                        Complete
                                                                                                                                  14    order



                                                                                                                                        Initiate customer
                                                                                                                                  13    satisfaction follow-up


Figure 4.27 Dynamics of a service model

service users and service agents such as service provider                                          models. As Service Transition evaluates the detailed service
staff, processes or systems that the user interacts with,                                          models to ensure they are fit for purpose and fit for use it
e.g. a self-service menu. The dynamics of a service include                                        is important to have access to these models to develop
patterns of business activity, demand patterns, exceptions                                         the test models and plans.
and variations.
                                                                                                   The Service Design package defines a set of design
Service Design uses process maps, workflow diagrams,                                               constraints (Figure 4.28) against which the service release
queuing models, and activity patterns to define the service                                        and new or changed service will be developed and built.

                                                     Cost constraints                  Warranty score
                                                                                          (index)


                                                                                                                       Values
       Contractual                                                                                                   and ethics
       obligations



                                                     Solutions space
                                                                                                                               Resource
                                                                                                                              constraints
       Copyrights,
       patents and
       trademarks                                                                        Other                    Standards and
                                                                                       constraints                  regulations




                                                                 Capability
       Utility score                                             constraints
       (index)                                                                                                       Figure 4.28 Design constraints of a service
118   | Service Transition processes



 Validation and testing should test the service at the                are fit for purpose and the warranties are fit for use
 boundaries to check that the design constraints are                  (Figure 4.29). This is the focus of service validation.
 correctly defined and particularly if there is a design
 improvement to add or remove a constraint.                           4.5.4.3 Policies
                                                                      Policies that drive and support Service Validation and
 4.5.4.2 Service quality and assurance                                Testing include service quality policy, risk policy, Service
 Service assurance is delivered though verification and               Transition policy, release policy and Change Management
 validation, which in turn are delivered through testing              policy.
 (trying something out in conditions that represent the final
 live situation – a test environment) and by observation or
                                                                      Service quality policy
 review against a standard or specification.                          Senior leadership will define the meaning of service
                                                                      quality. Service Strategy discusses the quality perspectives
 Validation confirms, through the provision of objective              that a service provider needs to consider. In addition to
 evidence, that the requirements for a specific intended use          service level metrics, service quality takes into account the
 or application have been fulfilled. Validation in a lifecycle        positive impact of the service (utility) and the certainty of
 context is the set of activities ensuring and gaining                impact warranty. The Service Strategy publication outlines
 confidence that a system or service is able to accomplish            four quality perspectives:
 its intended use, goals and objectives.
                                                                      s Level of excellence
 The validation of the service requirements and the related
                                                                      s Value for money
 service Acceptance Criteria begins from the time that the
                                                                      s Conformance to specifications
 service requirements are defined. There will be increasing
 levels of service validation testing performed as a service          s Meeting or exceeding expectations.
 release progresses through the service lifecycle.                    One or more, if not all four, perspectives are usually
 Verification is confirmation, through the provision of               required to guide the measurement and control of Service
 objective evidence, that specified requirements have been            Management processes. The dominant perspective will
 fulfilled, e.g. a service asset meets its specification.             influence how services are measured and controlled,
                                                                      which in turn will influence how services are designed
 Early in the service lifecycle, validation confirms that             and operated. Understanding the quality perspective
 the customer needs, contracts and service attributes,                will influence the Service Design and the approach to
 specified in the service package, are translated correctly           validation and testing.
 into the Service Design as service level requirements and
 constraints, e.g. capacity and demand limitations. Later in          Risk policy
 the service lifecycle tests are performed to assess whether          Different customer segments, organizations, business units
 the actual service delivers the required levels of service,          and service units have different attitudes to risk. Where
 utilities and warranties. The warranty is an assurance that          an organization is an enthusiastic taker of business risk,
 a product or service will be provided or will meet certain           testing will be looking to establish a lower degree of
 specifications. Value is created for customers if the utilities      confidence than a safety critical or regulated organization
                                                                      might seek. The risk policy will influence control required


                                 UTILITY

  Performance supported?                          T/F
                                     OR
      Constraints removed?                                   Fit for
                                                             purpose?

                                                                                AND               Value-created
         Available enough?                                                                  T/F
                                                              Fit for use?
         Capacity enough?
                                   AND
      Continuous enough?                          T/F
                                                                             T: True
                                                                             F: False        Figure 4.29 Value creation from
           Secure enough?
                                 WARRANTY                                                    service utilities and warranties
                                                                                          Service Transition processes |    119

through Service Transition including the degree and level           q Where time to change is critical, e.g. if there are
of validation and testing of service level requirements,                tight deadlines and a tendency to squeeze testing
utility and warranty, i.e. availability risks, security risks,          windows.
continuity risks and capacity risks.
                                                                 4.5.4.4 Test strategy
Service Transition policy
                                                                 A test strategy defines the overall approach to organizing
See Chapter 3.
                                                                 testing and allocating testing resources. It can apply to
Release policy                                                   the whole organization, a set of services or an individual
The type and frequency of releases will influence the            service. Any test strategy needs to be developed with
testing approach. Frequent releases such as once-a-day           appropriate stakeholders to ensure there is sufficient buy-
drive requirements for re-usable test models and                 in to the approach.
automated testing.                                               Early in the lifecycle the service validation and test role
                                                                 needs to work with Service Design and service evaluation
Change Management policy
                                                                 to plan and design the test approach using information
The use of change windows can influence the testing that         from the service package, SLPs, SDP and the interim
needs to be considered. For example if there is a policy         evaluation report. The activities will include:
of ‘substituting’ a release package late in the change
schedule or if the scheduled release package is delayed          s Translating the Service Design into test requirements
then additional testing may be required to test this               and test models, e.g. understanding combinations of
combination if there are dependencies.                             service assets required to deliver a service as well as
                                                                   the constraints that define the context, approach and
The testing policy will reflect the requirements from              boundaries to be tested
Service Strategy. Examples of policy statements include:         s Establishing the best approach to optimize the test
s Test library and re-use policy. The nature of IT Service         coverage given the risk profile and change impact
    Management is repetitive, and benefits greatly from            and resource assessment
    re-use. The service test management role within an           s Translating the service Acceptance Criteria into entry
    organization should take responsibility for creating,          and exit criteria at each level of testing to define the
    cataloguing and maintaining a library of test models,          acceptable level of margin for errors at each level
    test cases, test scripts and test data that can be           s Translating risks and issues from the impact, resource
    re-used. Projects and service teams need to be                 and risk assessment on the related RFC for the
    motivated and incentivized to create re-usable                 SDP/service release into test requirements.
    test assets and re-use test assets.
                                                                 It is also vital to work with Project Managers to ensure
s   Integrate testing into the project and service lifecycle.
                                                                 that:
    This helps to detect and remove functional and non-
    functional defects as soon as possible and reduces the       s Appropriate test activities and resources are included
    incidents in production.                                       in Project Plans
s   Adopt a risk-based testing approach aimed at reducing        s Specialist testing resources (people, tools, licences) are
    risk to the service and the customer’s business.               allocated if required
s   Engage with customers, stakeholders, users and service       s The project understands the mandatory and optional
    teams throughout the project and service lifecycle to          testing deliverables
    enhance their testing skills and capture feedback on         s The testing activities are managed, monitored and
    the quality of services and service assets.                    controlled.
s   Establish test measurements and monitoring systems           The aspects to consider and document in developing the
    to improve the efficiency and effectiveness of Service       test strategy and related plans are shown below. Some of
    Validation and Testing Continual Service Improvement.        the information may also be specified in the Service
s   Automate using automated testing tools and systems,          Transition plan or other test plans and it is important to
    particularly for:                                            structure the plans so that there is minimal duplication.
    q Complex systems and services, such as
        geographically distributed services, large-scale         Test strategy contents
        infrastructures and business critical applications       s Purpose, goals and objectives of service testing
                                                                 s Context
120   | Service Transition processes



 s Applicable standards, legal and regulatory                        q Developing and re-using test designs, tools, scripts
      requirements                                                       and data
 s    Applicable contracts and agreements:                           q Error and change handling and control
      q Service Management policies, processes and                   q Measurement system
          standards                                              s   Criteria:
      q Policies, processes and practices applicable                 q Pass/fail criteria
          to testing                                                 q Entry and exit criteria for each test stage
 s    Scope and organizations:                                       q For stopping or re-starting testing activities
      q Service provider teams                                   s   People requirements:
      q Test organization                                            q Roles and responsibilities including
      q Third parties, strategic partners, suppliers                     approval/rejection (these may be at different levels,
      q Business units/locations                                         e.g. rejecting an expensive and long running
      q Customers and users                                              project typically requires higher authority than
 s    Test process:                                                      accepting it as planned)
      q Test management and control – recording,                     q Assigning and scheduling training and knowledge
          progress monitoring and reporting                              transfer
      q Test planning and estimation, including cost                 q Stakeholders – service provider, suppliers,
          estimates for service planning, resources,                     customer, user involvement
          scheduling                                             s   Environment requirements:
      q Test preparation, e.g. site/environment preparation,         q Test environments to be used, locations,
          installation prerequisites                                     organizational, technical
      q Test activities – planning, performing and                   q Requirements for each test environment
          documenting test cases and results                         q Planning and commissioning of test environment
 s    Test metrics and improvement                               s   Deliverables:
 s    Identification of items to be tested:                          q Mandatory and optional documentation
      q Service package                                              q Test plans
      q Service level package                                        q Test specifications – test design, test case, test
      q SDP – service model (structure and dynamics),                    procedure
          solution architecture design                               q Test results and reports
 s    Service Operation plan                                         q Validation and qualification report
 s    Service Management Plans:                                      q Test summary reports.
      q Critical elements where business priorities and risk
          assessment suggest testing should concentrate          4.5.4.5 Test models
      q Business units, service units, locations where the       A test model includes a test plan, what is to be tested
          tests will be performed                                and the test scripts that define how each element will be
 s    Service provider interfaces                                tested. A test model ensures that testing is executed
 s    Approach:                                                  consistently in a repeatable way that is effective and
      q Selecting the test model                                 efficient. The test scripts define the release test conditions,
                                                                 associated expected results and test cycles.
      q Test levels
      q Test approaches, e.g. regression testing, modelling,     To ensure that the process is repeatable, test models need
          simulation                                             to be well structured in a way that:
      q Degree of independence for performing, analysing         s Provides traceability back to the requirement or design
          and evaluating tests                                     criteria
      q Re-use – experience, expertise, knowledge and            s Enables auditability through test execution, evaluation
          historical data                                          and reporting
      q Timing, e.g. focus on testing individual service         s Ensures the test elements can be maintained and
          assets early vs testing later when the whole service     changed.
          is built
                                                                 Examples of test models are illustrated in Table 4.10.
                                                                                            Service Transition processes |        121

Table 4.10 Examples of service test models
Test model                               Objective/target deliverable                   Test conditions based on
Service contract test model              To validate that the customer can use the      Contract requirements. Fit for purpose,
                                         service to deliver a value proposition.        fit for User criteria.
Service requirements test model          To validate that the service provider          Service requirements and Service
                                         can/has delivered the service required and     Acceptance Criteria.
                                         expected by the customer.
Service level test model                 To ensure that the service provider can        Service level requirements, SLA, OLA.
                                         deliver the service level requirements, and
                                         service level requirements can be met in
                                         the production environment, e.g. testing
                                         the response and fix time, availability,
                                         product delivery times, support services.
Service test model                       To ensure that the service provider is         Service model.
                                         capable of delivering, operating and
                                         managing the new or changed service
                                         using the ‘as-designed’ service model that
                                         includes the resource model, cost model,
                                         integrated process model, capacity and
                                         performance model etc.
Operations test model                    To ensure that the Service Operations          Service model, Service Operations
                                         teams can operate and support the new          standards, processes and plans.
                                         or changed service/service component
                                         including the service desk, IT operations,
                                         application management, technical
                                         management. It includes local IT support
                                         staff and business representatives
                                         responsible for IT service support and
                                         operations. There may be different models
                                         at different release/test levels, e.g.
                                         technology infrastructure, applications.
Deployment release test model            To verify that the deployment team, tools      Release and deployment design and plan.
                                         and procedures can deploy the release
                                         package into a target deployment group
                                         or environment within the estimated
                                         timeframe. To ensure that the release
                                         package contains all the service
                                         components required for deployment,
                                         e.g. by performing a configuration audit.
Deployment installation test model       To test that the deployment team, tools        Release and deployment design and plan.
                                         and procedures can install the release
                                         package into a target environment within
                                         the estimated timeframe.
Deployment verification test model       To test that a deployment has completed        Tests and audits of ‘actual’ service assets
                                         successfully and that all service assets and   and configurations.
                                         configurations are in place as planned and
                                         meet their quality criteria.

As the Service Design phase progresses, the tester can           conditions, cases and mechanisms to be tested. An
use the emerging Service Design and release plan to              example is shown in Table 4.11.
determine the specific requirements, validation and test
122    | Service Transition processes



 Table 4.11 Service requirements, 1: improve user accessibility and usability
 Validation reference     Validation condition        Test levels                 Test case                Mechanism
 1.1                      20% improvement in          1                           M020                     Survey
                          user survey rating
 1.2                      20% reduction in            1                           M023                     Process metrics
                          user complaints
 1.3                      20% increase in use of      2                           M123                     Usage statistics
                          self service channel
 1.4                      Help function available     3                           T235                     Functional test
                          on front page of self
                          service point application
 1.5                      Web pages comply            4 (Application)             T201                     Usability test
                          with web accessibility
                          standards
 1.6                      10% increase in public      4/5 Technical               T234                     Installation statistics
                          self service points         infrastructure
 1.7                      Public self-service         4/5 Technical               T234                     Compliance test
                          points comply with          infrastructure
                          standard IS1223

 4.5.4.6 Validation and testing perspectives                            Business users and customer perspective
 Effective validation and testing focuses on whether the                The business involvement in acceptance testing is central
 service will deliver as required. This is based on the                 to its success, and is included in the Service Design
 perspective of those who will use, deliver, deploy, manage             package, enabling adequate resource planning.
 and operate the service. The test entry and exit criteria are
                                                                        From the business’s perspective this is important in
 developed as the Service Design Package is developed.
                                                                        order to:
 These will cover all aspects of the service provision from
 different perspectives including:                                      s Have a defined and agreed means for measuring the
                                                                          acceptability of the service including interfaces with
 s Service Design – functional, management and
                                                                          the service provider, e.g. how errors or queries
       operational
                                                                          are communicated via a single point of contact,
 s     Technology design                                                  monitoring progress and closure of change requests
 s     Process design                                                     and incidents
 s     Measurement design                                               s Understand and make available the appropriate
 s     Documentation                                                      level and capability of resource to undertake service
 s     Skills and knowledge.                                              acceptance.
 Service acceptance testing starts with the verification                From the service provider’s perspective the business
 of the service requirements. For example, customers,                   involvement is important to:
 customer representatives and other stakeholders who sign
                                                                        s Keep the business involved during build and testing
 off the agreed service requirements will also sign off the
                                                                          of the service to avoid any surprises when service
 service Acceptance Criteria and service acceptance test
                                                                          acceptance takes place
 plan. The stakeholders include:
                                                                        s Ensure the overall quality of the service delivered into
 s Business customers/customer representatives                            acceptance is robust, since this starts to set business
 s Users of the service within the customer’s business                    perceptions about the quality, reliability and usability
   who will use the new or changed service to assist                      of the system, even before it goes live
   them in delivering their work objectives and deliver                 s Deliver and maintain solid and robust acceptance test
   service and/or product to their customers                              facilities in line with business requirements
 s Suppliers
 s Service provider/service unit.
                                                                                           Service Transition processes |     123

s Understand where the acceptance test fits into any              Operations staff will use the service acceptance step to
   overall business service or product development                ensure that appropriate:
   testing activity.
                                                                  s Technological facilities are in place to deliver the new
Even when in live operation, a service is not ‘emotionally’          or changed service
accepted by customer and user until they become familiar          s Staff skills, knowledge and resource are available to
and content with it. The full benefit of a service will not          support the service after go-live
be realized until that emotional acceptance has been              s Supporting processes and resources are in place,
achieved.                                                           e.g. service desk, second/third line support, including
                                                                    third party contracts, capacity and availability
  Emotional (non) acceptance
                                                                    monitoring and alerting
  Southern US Steel Mill implemented a new order                  s Business and IT continuity has been considered
  manufacturing service. It was commissioned, designed            s Access is available to documentation and SKMS.
  and delivered by an outside vendor. The service
  delivered was innovative and fully met the agreed               Continual Service Improvement will also inherit the new
  criteria. The end result was that the company sued              or changed service into the scope of their improvement
  the vendor citing that the service was not usable               programme, and should satisfy themselves that they have
  because factory personnel (due to lack of training) did         sufficient understanding of its objectives and characteristics.
  not know how to use the system and therefore
  emotionally did not accept it.                                  4.5.4.7 Levels of testing and test models
Testing is a situation where ‘use cases’, focusing on the         Testing is related directly to the building of service
usable results from a service can be a valuable aid to            assets and products so that each one has an associated
effective assessment of a service’s usefulness to the business.   acceptance test and activity to ensure it meets
                                                                  requirements. This involves testing individual service
User testing – application, system, service                       assets and components before they are used in the new
Testing is comprised of tests to determine whether the            or changed service.
service meets the functional and quality requirements of          Each service model and associated service deliverable is
the end users (customers) by executing defined business           supported by its own re-usable test model that can be
processes in an environment that, as closely as possible,         used for regression testing during the deployment of a
simulates the live operational environment. This will             specific release as well as for regression testing in future
include changes to the system or business process. Full           releases. Test models help with building quality early into
details of the scope and coverage will be defined in the          the service lifecycle rather than waiting for results from
user test and user acceptance test (UAT) plans. The end           tests on a release at the end.
users will test the functional requirements, establishing to
the customer’s agreed degree of confidence that the               Levels of build and testing are described in the release
service will deliver as they require. They will also perform      and deployment section (paragraph 4.4.5.3). The levels
tests of the Service Management activities that they are          of testing that are to be performed are defined by the
involved with, e.g. ability to contact and use the service        selected test model.
desk, response to diagnostics scripts, incident                   Using a model such as the V-model (Figure 4.30) builds in
management, request fulfilment, change request                    Service Validation and Testing early in the service lifecycle.
management.                                                       It provides a framework to organize the levels of
A key practice is to make sure that business users                configuration items to be managed through the lifecycle
participating in testing have their expectations clearly set      and the associated validation and testing activities both
and realize that this is a test and to expect that some           within and across stages.
things may not go well. There is a risk that they may form        The level of test is derived from the way a system is
an opinion too early about the quality of the service being       designed and built up. This is known as a V-model,
tested and word may spread that the quality of the service        which maps the types of test to each stage of
is poor and should not be used.                                   development. The V-model provides one example of how
Operations and service improvement perspective                    the Service Transition levels of testing can be matched to
                                                                  corresponding stages of service requirements and design.
Steps must be taken to ensure that IT staff requirements
have been delivered before deployment of the service.
124   | Service Transition processes



                  Define                                                                                                                 Validate Service
             Customer/Business                                              Service Review Criteria/Plan                               Packages, Offerings
   Level 1                                                                                                                                and contracts
               Requirements
                                         • Contract, Service Package, SLP, SPI
                     1a                                                                                                                       1b
                             Define                                                                                              Service
   Level 2                   Service                                    Service Acceptance Criteria/Plan                       Acceptance
                          Requirements                                                                                            Test
                                                       • SLR
                                                       • Draft SLA
                                 2a                                                                                                   2b
                                                                                                                        Service
                                      Design Service                                                                  Operational
   Level 3                              Solution                        Service Operational Criteria/Plan
                                                                                                                     Readiness Test
                                                                     • SDP including:
                                                                     • Service Model
                                            3a                       • Capacity and resource plans                          3b
                                                                            Service Release Test Criteria          Service
                                             Design Service                                                    Release Package
   Level 4                                      Release                              and Plan
                                                                                                                     Test
                                                                              • Release Design
                                                                              • Release plan
                                                         4a                                                       4b
                                                              Develop Service                           Component
   Level 5                                                       Solution                            and Assembly Test


                                                                       5a                                 5b
                                  Levels of                                            Service
                                  configuration and                                  Component
                                  testing                                             Build and                        Deliveries from
                                                                                        Test                           internal and
                                                                                                                       external suppliers
                          BL      Baseline point
                                                                                Internal and
                                                                             external suppliers


 Figure 4.30 Example of service V-model

 The left-hand side represents the specification of the                                              s Standards compliance approach, e.g. international or
 service requirements down to the detailed Service Design.                                               national standards or industry specific standards
 The right-hand side focuses on the validation activities                                            s Experience-based approach, e.g. using subject matter
 that are performed against the specifications defined on                                                experts in the business, service or technical arenas to
 the left-hand side. At each stage on the left-hand side,                                                provide guidance on test coverage
 there is direct involvement by the equivalent party on                                              s   Approach based on an organization’s lifecycle
 the right-hand side. It shows that service validation and                                               methods, e.g. waterfall, agile
 acceptance test planning should start with the definition                                           s   Simulation
 of the service requirements. For example, customers who
                                                                                                     s   Scenario testing
 sign off the agreed service requirements will also sign off
                                                                                                     s   Role playing
 the service Acceptance Criteria and test plan.
                                                                                                     s   Prototyping
 4.5.4.8 Testing approaches and techniques                                                           s   Laboratory testing
                                                                                                     s   Regression testing
 There are many approaches that can be combined to
 conduct validation activities and tests, depending on the                                           s   Joint walkthrough/workshops
 constraints. Different approaches can be combined to the                                            s   Dress/service rehearsal
 requirements for different types of service, service model,                                         s   Conference room pilot
 risk profile, skill levels, test objectives and levels of testing.                                  s   Live pilot.
 Examples include:
                                                                                                     In order to optimize the testing resources, test activities
 s Document review                                                                                   must be allocated against service importance, anticipated
 s Modelling and measuring – suitable for testing the                                                business impact and risk. Business impact analyses carried
   service model and Service Operations plan                                                         out during design for business and service continuity
 s Risk-based approach that focuses on areas of greatest                                             management and availability purposes are often very
   risk, e.g. business critical services, risks identified in                                        relevant to establishing testing priorities and schedules
   change impact analysis and/or service evaluation                                                  and should be available, subject to confidentiality and
                                                                                                     security concerns.
                                                                                       Service Transition processes |    125

4.5.4.9 Design considerations                                  s Service release test environment requirements
Service test design aims to develop test models and test       s Service Management:
cases that measure the correct things in order to establish        q Service Management models, e.g. capacity, cost,
whether the service will meet its intended use within the           performance models
specified constraints. It is important to avoid focusing too     q Service Operations model
much on the lower level components that are often easier         q Service support model
to test and measure. Adopting a structured approach to           q Changes in requirements for Service Management
scoping and designing the tests helps to ensure that                information
priority is given to testing the right things. Test models       q Changes in volumes of service users and
must be well structured and repeatable to facilitate                transactions
auditability and maintainability.
                                                               s Application information and data:
The service is designed in response to the agreed business       q Validating that the application works with the
and service requirements and testing aims to identify if            information/databases and technical infrastructure
these have been achieved. Service validation and test            q Functionality testing to test the behaviour of the
designs consider potential changes in circumstances and             infrastructure solution and verify: i) no conflicts in
are flexible enough to be changed. They may need to                 versions of software, hardware or network
be changed after failures in early service tests identify a         components; and ii) common infrastructure
change in the environment or circumstances and therefore            services used according to the design
a change on the testing approach.                                q Access rights set correctly
Design considerations are applicable for service test          s Technical infrastructure:
models, test cases and test scripts and include:                 q Physical assets – do they meet their specifications?
s Business/Organization:                                         q Technical resource capacity, e.g. storage, processing
   q Alignment with business services, processes                    power, power, network bandwidth
     and procedures                                              q Spares – are sufficient spares available or ordered
  q Business dependencies, priorities, criticality                  and scheduled for delivery? Are hardware/software
     and impact                                                     settings recorded and correct?
  q Business cycles and seasonal variations                    Aspects that generally need to be considered in designing
  q Business transaction levels                                service tests include:
  q The numbers and types of users and anticipated             s Finance – Is the agreed budget adequate, has
     future growth                                                 spending exceeded budget, have costs altered (e.g.
  q Possible requirements due to new facilities                    software licence and maintenance charge increases)?
     and functionality                                         s   Documentation – Is all necessary documentation
  q Business scenarios to test the end to end service              available or scheduled for production, is it practicable
s Service architecture and performance:                            (sufficiently intuitive for the intended audience,
  q Service Portfolio/structure of the services, e.g. core         available in all required languages), in correct formats
     service, supporting and underpinning supplier                 such as checklists, service desk scripts?
     services                                                  s   Supplier of the service, service asset, component
  q Options for testing different type of service assets,          – What are the internal or external interfaces?
     utilities and warranty, e.g. availability, security,      s   Build – Can the service, service asset or component
     continuity                                                    be built into a release package and test environments?
  q Service level requirements and service level targets       s   Testable – Is it testable with the resources, time and
  q Service transaction levels                                     facilities available or obtainable?
  q Constraints                                                s   Traceability – What traceability is there back to the
  q Performance and volume predictions                             requirements?
  q Monitoring, modelling and measurement system,              s   Where and when could testing take place? Are there
     e.g. is there a need for significant simulation to            unusual conditions under which a service might need
     recreate peak business periods? Will the new or               to run that should be tested?
     changed service interface with existing monitoring        s   Remediation – What plans are there to remediate
     and management tools?                                         or back out a release through the environments?
126   | Service Transition processes



 Awareness of current technological environments for              4.5.4.10 Types of testing
 different types of business, customer, staff and user is         The following types of test are used to verify that the
 essential to maintaining a valid test environment. The           service meets the user and customer requirements as well
 design of the test environments must consider the current        as the service provider’s requirements for managing,
 and anticipated live environment when the service is             operating and supporting the service. Care must be
 due for operational handover and for the period of its           taken to establish the full range of likely users, and then
 expected operation. In practice, for most organizations,         to test all the aspects of the service, including support
 looking more than six to nine months into the business or        and reporting.
 technological future is about the practical limit. In some
 sectors, however, much longer lead times require the need        Functional testing will depend on the type of service
 to predict further into the future, even to the extent of        and channel of delivery. Functional testing is covered in
 restricting technological innovation in the interests of         many testing standards and best practices (see Further
 thorough and expansive testing – examples are military           information).
 systems, NASA and other safety critical environments.            Service testing will include many non-functional tests.
 Designing the management and maintenance of test data            These tests can be conducted at several test levels to help
 needs to address relevant issues such as:                        build up confidence in the service release. They include:

 s Separation of test data from any live data, including          s Usability testing
      steps to ensure that test data cannot be mistaken for       s Accessibility testing
      live data when being used, and vice versa (there are        s Process and procedure testing
      many real-life examples of live data being copied and       s Knowledge transfer and competence testing
      used as test data and being the basis for business          s Performance, capacity and resilience testing
      decisions e.g. desktop icons pointing at the wrong          s Volume, stress, load and scalability testing
      database)                                                   s Availability testing
 s    Data protection regulations – when live data is used        s Backup and recovery testing
      to generate a test database; if information can be
                                                                  s Coherency testing
      traced to individuals it may well be covered by data
                                                                  s Compatibility testing
      protection legislation, which for example may forbid
      its transportation between countries                        s Documentation testing

 s    Backup of test data, and restoration to a known             s Regulatory and compliance testing
      baseline to enable repeatable testing; this also applies    s Security testing
      to initiation conditions for hardware tests that should     s Logistics, deployability and migration testing
      be baselined                                                s Coexistence and compatibility testing
 s    Volatility of test data and test environments, processes    s Remediation, continuity and recovery testing
      and procedures, which should be in place to quickly         s Configuration, build and installability testing
      build and tear down the test environment for a variety      s Operability and maintainability testing.
      of testing needs and so care must be taken to ensure
      that testing activities for one group do not                There are several types of testing from different
      compromise testing activities for another group             perspectives, which are described below.
 s    Balancing cost and benefit – as test environments           Service requirements and structure testing – service
      populated with relevant data are expensive to build         provider, users and customers
      and to maintain, so the benefits in terms of risk
                                                                  Validation of the service attributes against the contract,
      reduction to the business services must be balanced
                                                                  service package and service model includes evaluating the
      against the cost of provision. Also, how closely the test
                                                                  integration or ‘fit’ of the utilities across the core and
      environment matches live production is a key
                                                                  supporting services and service assets to ensure there is
      consideration that needs to be weighed balancing
                                                                  complete coverage and no conflicts.
      cost with risk.
                                                                                             Service Transition processes |     127




         Asset 1     Asset 2        Asset 3   Asset 4    Utility   Warranty 1   Warranty 2     Warranty 3    Warranty 4

                                                                                   TC1/
           TC1                                                       TC1                          TC1
                                                         U1                        TC2
                                     TC3/                                                                       TC3/
                       TC2                                                          TC2
                                     TC4                 U2                                                     TC4

                      TC2/
           TC3                                                                      TC2
                      TC3                                U3
                                                                                   TC2/
                                     TC5
                                                         U4                        TC5
                      TC3/                                                         TC2/
                      TC4                                U5                        TC5
                                                                                    TC1/
                                               TC1                                                              TC1
                                                         U6                         TC2

       TCn = Test case identifier



Figure 4.31 Designing tests to cover range of service assets, utilities and warranties

Figure 4.31 shows a matrix of service utility to service            Warranty and assurance tests – fit for use testing
warranty and the service assets that support each utility.          As discussed earlier in this section, the customers see the
This matrix is one that can be used to design the service           service delivered in terms of warranties against the utilities
tests to ensure that the service structure and test design          that add value to their assets in order to deliver the
coverage is appropriate. Service tests cases are designed           expected business support. For any service, the warranties
to test the service requirements in terms of utility,               are expressed in measurable terms that enable tests to be
capacity, resource utilization, finance and risks. For              designed to establish that the warranty can be delivered
example approaches to testing the risk of service failure           (within the agreed degree of confidence). The degree of
include performance, stress, usability and security testing.        detail may vary considerably, but will always reflect the
Service level testing testing – service level managers,             agreement established during Service Design. In all cases
                                                                    the warranty will be described, and should be measurable,
operations managers and customers
                                                                    in terms of the customer’s business and the potential
Validate that the service provider can deliver the service          effects on it of success or failure of the service to meet
level requirements, e.g. testing the response and fix time,         that warranty.
availability, product delivery times and support services.
                                                                    The following tests are used to provide confidence that the
The performance from a service asset should deliver the             warranties can be delivered, i.e. the service is fit for use:
utility or service expected. This is not necessarily that the
asset can deliver what it should be capable of in its own           s Availability is the most elementary aspect of assuring
right. For example a car’s factory specification may assert            value to customers. It assures the customer that
that it is capable of 150kph, but for most customers                   services will be available for use under agreed terms
delivering 100kph will fully meet the requirement.                     and conditions. Services are expected to be made
                                                                       available to designated users only within specified
                                                                       areas, locations and time schedules.
128   | Service Transition processes



 s Capacity is an aspect of service warranty that assures        Usability – users and maintainers
   the customer that a service will support a specified          Usability testing is likely to be of increasing importance as
   level of business activity or demand at a specified level     more services become widely used as a part of everyday
   of service quality. Customers can make changes                life and ordinary business usage. Focusing on the
   to their utilization of services while being assured          intuitiveness of a service can significantly increase the
   that their business processes and systems will be             efficiency and reduce the unit costs of both using and
   adequately supported by the service. Capacity                 supporting a service.
   management is a critical aspect of Service
   Management because it has a direct impact on the              User accessibility testing considers the restricted abilities of
   availability of services. The capacity available to support   actual or potential users of a new or changed service and
   services also has an impact of the level of service           is commonly used for testing web services. Care must be
   continuity committed or delivered. Effective                  taken to establish the types of likely users, e.g. hearing
   management of service capacity can therefore have             impaired users may be able to operate a PC-based service
   first-order and second-order effects on service warranty.     but would not be supported by a telephone-only-based
 s Continuity is the level of assurance provided to
                                                                 service-desk support system. This testing might focus on
                                                                 usability for:
   customers that the service will continue to support
   the business through major failures or disruptive             s Disabled users, e.g. visually or hearing impaired
   events. The service provider undertakes to maintain           s Sensory restricted users, e.g. colour-blind
   service assets that will provide a sufficient level of        s Users working in second language or based in a
   contingency and responsiveness. Specialized systems              different culture.
   and processes will kick in to ensure that the service
   levels received by the customer’s assets do not fall          Contract and regulation testing
   below a predefined level. Assurance is also provided          Audits and tests are conducted to check that the criteria
   that normal service levels will be restored within a          in contracts have been accepted before acceptance of
   predefined time limit to limit the overall impact of a        the end-to-end service. Service providers may have a
   failure or event. The effectiveness of service continuity     contractual requirement to comply with the requirements
   is measured in terms of disturbance to the productive         of ISO/IEC 20000 or other standards and they would need
   state of customer assets.                                     to ensure that the relevant clauses of the standard are
 s Security assures that the utilization of services by          met during implementation of a new or changed service
   customers will be secure. This means that customer            and release.
   assets within the scope of service delivery and support
                                                                 Regulatory acceptance testing is required in some industries
   will not be exposed to certain security risks. Service
                                                                 such as defence, financial services and pharmaceuticals.
   providers undertake to implement general and service-
   level controls that will ensure that the value provided       Compliance testing
   to customers is complete and not eroded by any                Testing is conducted to check compliance against internal
   avoidable costs and risks. Service security covers the        regulations and existing commitments of the organization,
   following aspects of reducing risks:                          e.g. fraud checks.
   q Authorized and accountable usage of services as
        specified by customer                                    Service Management testing
   q Protection of customers’ assets from unauthorized           The service models will dictate the approach to testing the
        or malicious access                                      integrated Service Management processes. ISO/IEC 20000
   q Security zones between customer assets and                  covers the minimum requirements for each process to be
        service assets                                           compliant with the standard and maintenance of the
                                                                 process interrelationships.
   q Plays a supporting role to the other three aspects
        of service warranty                                      Examples of Service Management manageability tests are
   q When effective has a positive impact on those               shown in Table 4.12.
        aspects.
      Service security inherits all the general properties of
      the security of physical and human assets, as well
      as intangibles such as data, information, coordination
      and communication.
                                                                                                 Service Transition processes |            129

Table 4.12 Examples of Service Management manageability tests
Service             Examples of             Examples of             Examples of             Examples of              Examples of early
Management          design phase            build phase             deployment phase        operating                life support and CSI
functions           manageability           manageability           manageability           manageability            manageability
                    checks                  checks                  checks                  checks                   checks
Configuration       Are the designers       Have the developers     Does the service        Can the operations       As the service is
Management          aware of the            built the service,      deployment update       team gain access to      reviewed within the
                    corporate standards     application and         the CMS at each         the CMS so that they     optimize phase, is
                    used for                infrastructure to       stage of the rollout?   can confirm the          the CMS used to
                    Configuration           conform to the                                  service they are         assist with the
                                                                    Is the deployment
                    Management?             corporate standards                             managing is the          review?
                                                                    team using an
                                            that are used for                               correct version and
                    How does the design                             updated inventory to                             Are Configuration
                                            Configuration                                   configured correctly?
                    meet organizational                             complete the plan                                Management
                                            Management?
                    standards for                                   and the deployment?     Are the operating        personnel involved in
                    acceptable              Does the service use                            instructions under       the optimization
                    configurations?         only standard                                   version and build        process, including
                                            supporting systems                              control similar to       providing advice in
                    Does the design
                                            and tools that are                              those used for the       the use of and
                    support the concept
                                            considered                                      application builds?      updating the
                    of version control?
                                            acceptable?                                                              inventory?
                    Is the design created
                                            Does the service
                    in a way that allows
                                            include support for
                    for the logical
                                            version, build,
                    breakdown of the
                                            baseline and release
                    service into
                                            control and
                    configuration items
                                            management?
                    (CIs)?
                                            Have the developers
                                            built in the chosen
                                            CI structure to the
                                            service, application
                                            and infrastructure?

Change Management   Does the Service        Have the service        Are the corporate       Is the operations        As modifications are
                    Design cope with        assets and              Change Management       team involved in the     identified within this
                    change?                 components been         process and             Change Management        phase, does the
                                            built and tested        standards used during   process; is it part of   team use the Change
                    Do the designers
                                            against the corporate   deployment?             the sign-off and         Management system
                    understand the
                                            Change Management                               verification process?    to coordinate the
                    Change Management
                                            process?                                                                 changes?
                    process used by the                                                     Does a member of
                    organization?           Has the emergency                               the operations team      Does the
                                            change process been                             attend the Change        optimization team
                                            tested?                                         Management               understand the
                                                                                            meetings?                Change Management
                                            Is the impact
                                                                                                                     process?
                                            assessment
                                            procedure for the
                                            CI type clearly
                                            defined and has it
                                            been tested?
130   | Service Transition processes



 Table 4.12 Examples of Service Management manageability tests (continued)
 Service               Examples of            Examples of              Examples of             Examples of             Examples of early
 Management            design phase           build phase              deployment phase        operating               life support and CSI
 functions             manageability          manageability            manageability           manageability           manageability
                       checks                 checks                   checks                  checks                  checks
 Release and           Do the service         Has the service,         Is the service being    Does the release and    Do members of
 Deployment            designers understand   application and          deployed in a           deployment process      the CSI team
 Management            the standards and      infrastructure been      manner that             ensure                  understand the
                       tools used for         built and tested         minimizes risks, such   that deployment         release process, and
                       releasing and          in ways that ensure it   as a phased             information is          are they using this
                       deploying services?    can be released into     deployment?             available to the        for planning the
                                              the environment in a                             operations teams?       deployment of
                       How will the design                             Has a remediation/
                                              simple and efficient                                                     improvements?
                       ensure that the                                 back-out option         Do the Service
                                              way?
                       new or changed                                  been included in the    Operations teams        Is Release and
                       service can be                                  release package or      have access to          Deployment
                       deployed into the                               process for the         release and             Management
                       environment in a                                service and its         information even        involved in providing
                       simple and efficient                            constituent             before the service or   advice to the
                       way?                                            components?             application is          assessment process?
                                                                                               deployed into the
                                                                                               live environment?
 Security management How does the design      Is the build process     Can the service be      Does the service
                     ensure that the          following security       deployed in a           support the ongoing
                     service is designed      best practice for        manner that meets       and periodic checks
                     with security in the     this activity?           organizational          that security
                     forefront?                                        security standards      management needs
                                                                       and requirements?       to complete while
                                                                                               the service is in
                                                                                               operational use?
 Incident management Does the design          Is a simple creation-    Does the deployment     Does the operations     Do members of the
                     facilitate simple        of-incidents process,    use the incident        team have access        CSI team have access
                     creation of incidents    for when something       management system       to the incident         to the incident
                     when something           goes wrong, built        for reporting issues    management system       management system
                     goes wrong?              into services and        and problems?           and can it update       so that they can
                                              tested (e.g.                                     information within      record incidents and
                       Is the design                                Do the members of
                                              notification from                                this system?            also view incidents
                       compatible with the                          the deployment team
                                              applications)?                                                           that may be
                       organizational                               have access to the         Does the operations
                                                                                                                       addressed in
                       incident management    Has the compatibility incident management        team understand its
                                                                                                                       optimization?
                       system?                with the              system so that they        responsibilities in
                                              organizational        can record incidents       dealing with
                       Does the design
                                              incident management and also view                incidents?
                       accommodate
                                              system been tested? incidents that relate
                       automatic logging                                                       Is the operations
                                                                    to the deployment?
                       and detection of                                                        team provided with
                       incidents?                                                              reports on how well
                                                                                               it deals with
                                                                                               incidents, and does
                                                                                               it act on these?
                                                                                                  Service Transition processes |             131

Table 4.12 Examples of Service Management manageability tests (continued)
Service           Examples of             Examples of             Examples of               Examples of               Examples of early
Management        design phase            build phase             deployment phase          operating                 life support and CSI
functions         manageability           manageability           manageability             manageability             manageability
                  checks                  checks                  checks                    checks                    checks
Problem           How does the design     Has the method of       Has a problem             Does the operations       Is the optimization
management        facilitate the          providing information   manager been              team contribute to        process being
                  methods used for        to facilitate root      appointed for this        the problem               provided with
                  root cause analysis     cause analysis          deployment and does       management                information by
                  used within the         and problem             the deployment team       process, ideally by       problem
                  organization?           management been         know who it is?           assisting with and        management to
                                          tested?                                           facilitating root cause   incorporate into the
                                                                                            analysis? Does the        assessment process?
                                                                                            operations team
                                                                                            meet problem
                                                                                            management staff
                                                                                            regularly? Does the
                                                                                            operations team
                                                                                            see the weekly/
                                                                                            monthly problem
                                                                                            management report?
Capacity          Are the designers       Has the service been    Is capacity               Is capacity               Is capacity
management        aware of the            built and tested to     management                management                management feeding
                  approach to capacity    ensure that it meets    involved in the           information being         information into the
                  management used         the capacity            deployment process        monitored and             optimization
                  within the              requirements?           so that it can            reported on as this       process?
                  organization?                                   monitor the capacity      service is used, and
                                          Has the capacity
                                                                  of the resources          is this information
                  How to measure          information provided
                                                                  involved in the           provided to capacity
                  operations and          by the service been
                                                                  deployment?               management?
                  performance? Is         tested and verified?
                  modelling being
                                          Are stress and
                  used to ensure that
                                          volume
                  the design meets
                                          characteristics built
                  capacity needs?
                                          into the services and
                                          constituent
                                          applications?
Availability      Does the design         How has the service     Is availability           How is the service’s      Does the assessment
management        address the             been built to address   management                availability being        use the availability
                  availability            the availability        monitoring the            measured, and is this     information to
                  requirements of the     requirements, and       availability of the       information being         complete the
                  service?                how has this been       service, the              fed back to the           proposal of
                                          tested?                 applications being        availability              modifications that
                  Has the service been
                                                                  deployed and the          management                are needed for the
                  designed to fit in      What testing has
                                                                  rest of the               function within the       service?
                  with backup and         been done to ensure
                                                                  technology                IT organization?
                  recovery capabilities   that the service                                                            Is any improvement
                                                                  infrastructure to
                  of the organization?    meets the backup                                                            required in the
                                                                  ensure that the
                                          and recovery                                                                service’s ability to
                                                                  deployment is not
                                          capabilities of the                                                         be backed up and
                                                                  affecting availability?
                                          organization?                                                               recovered?
                                                                  How is the ability to
                                          What happens when
                                                                  back up and recover
                                          the service and
                                                                  the service during
                                          underlying
                                                                  deployment being
                                          applications are
                                                                  dealt with?
                                          under stress?
132   | Service Transition processes



 Table 4.12 Examples of Service Management manageability tests (continued)
 Service              Examples of             Examples of              Examples of              Examples of              Examples of early
 Management           design phase            build phase              deployment phase         operating                life support and CSI
 functions            manageability           manageability            manageability            manageability            manageability
                      checks                  checks                   checks                   checks                   checks
 Service continuity   How does the design     Has the service been     Will any changes be      Is the business          What optimization is
 management           meet the service        built to support the     required to the          recovery process for     required in the
                      continuity              business recovery        business recovery        the service tested       business recovery
                      requirements of the     process following a      process following a      regularly by             process to meet the
                      organization?           disaster, and how has    disaster if one should   operations?              business needs?
                                              this been tested?        occur during or after
                      Will the design meet
                                                                       the deployment of
                      the needs of the
                                                                       this service?
                      business recovery
                      process following
                      a disaster?
 Service level        How does the design     Does the service         Is service level         Is the SLA visible and   Is service level
 management           meet the SLA            meet the SLA and         management aware         understood by the        management
                      requirements of the     performance              of the deployment        operations team so       information available
                      organization?           requirements, and        of this service?         that it appreciates      for inclusion in the
                                              has this been tested?                             how its running of       optimization
                                                                       Does this service
                                                                                                the service affects      process?
                                                                       have an initial SLA
                                                                                                the delivery of
                                                                       for the deployment
                                                                                                the SLA?
                                                                       phase?
                                                                                                Does operations see
                                                                       Does the service
                                                                                                the weekly/monthly
                                                                       affect the SLA
                                                                                                service level report?
                                                                       requirements during
                                                                       deployment?
 Financial            Does the design         Has the service been     Is management            Does operations          Is financial
 management           meet the financial      built to deliver         accounting being         provide input into       information available
                      requirements for this   financial information,   done during the          the financial            to be included in the
                      service?                and how is this being    deployment so that       information about        assessment process?
                                              tested?                  the total cost of        the service?
                      How does the design
                                                                       deployment can be
                      ensure that the final                                                     For example, if a
                                                                       included within the
                      new or changed                                                            service requires an
                                                                       cost of ownership?
                      service will meet                                                         operator to perform
                      return of investment                                                      additional tasks at
                      expectations?                                                             night, is this
                                                                                                recorded?


 Operational tests – systems, services                                      q Service desk resources – people and technology
 There will be many operational tests depending on the                          such as telephone lines and logging
 type of service. Typical tests include:                                    q Available software licences/concurrent seats
                                                                            q Support staff – both numbers and skills
 s Load and stress – These tests establish if the new or
                                                                            q Training facilities, classrooms, trainers, CBT
      changed service will perform to the required levels
                                                                                licences etc.
      on the capacity likely to be available. The capacity
      elements may include any anticipated bottlenecks                      q Overnight batch processing timings, including
      within the infrastructure that might be expected to                       backup tasks.
      restrict performance, including:                                  s Security – All services should be considered for their
      q Load and throughput                                                 potential impact on relevant security concerns, and
      q Behaviour at the upper limits of system capability                  subsequently tested for their actual likely impact on
      q Network bandwidth                                                   security. Any service that has an anticipated security
      q Data storage                                                        impact or exposes an anticipated security risk will have
      q Processing power or live memory
                                                                            been assessed at design stage, and the requirement
                                                                                                    Service Transition processes |   133

  for security involvement built into the service package.             4.5.5 Process activities, methods and
  Organizations should make reference to and may wish                  techniques
  to seek compliance with ISO 27000 where security is a
                                                                       The testing process is shown schematically in Figure 4.32.
  significant concern to their services.
                                                                       The test activities are not undertaken in a sequence.
s Recoverability – Every significant change will have
                                                                       Several activities may be done in parallel, e.g. test
  been assessed for the question ‘If this change is made,              execution begins before all the test design is complete.
  will the Disaster Recovery (DR) plan need to be                      The activities are described below.
  changed accordingly’. Notwithstanding that
  consideration earlier in the lifecycle, it is appropriate            1. Validation and test management
  to test that the new or changed service is catered for               Test management includes the planning, control and
  within the existing (or amended with the changed) DR                 reporting of activities through the test stages of Service
  plan. Typically, concerns identified during testing                  Transition. These activities include:
  should be addressed to the service continuity team
                                                                       s Planning the test resources
  and considered as active elements for future DR tests.
                                                                       s Prioritizing and scheduling what is to be tested
Regression testing                                                         and when
Regression testing means ‘repeating a test already run                 s Management of incidents, problems, errors, non-
successfully, and comparing the new results with the                       conformances, risks and issues
earlier valid results’. On each iteration of true regression           s Checking that incoming known errors and their
testing, all existing, validated tests are run, and the new                documentation are processed
results are compared with the already-achieved standards.              s Monitoring progress and collating feedback from
Regression testing ensures that a new or changed service                   validation and test activities
does not introduce errors into aspects of the services or              s Management of incidents, problems, errors, non-
IT infrastructure that previously worked without error.                  conformances, risks and issues discovered during
Simple examples of the type of error that can be detected                transition
are software contention issues, hardware and network
                                                                       s Consequential changes, to reduce errors going
incompatibility. Regression testing also applies to other
                                                                         into production
elements such as Service Management process testing and
                                                                       s Capturing configuration baseline
measurement. In reality it is the integrated concept of
service testing – assessing whether the service will deliver           s Test metrics collection, analysis, reporting and
the business benefit – that makes regression testing so                  management.
very important in modern organizations, and will make it
ever more important.

 Authorized RFC (with impact and
      resource assessment)                                                          Service evaluation
   Evaluated design (SDP, SAC)                                                           (E2, En)




                                                     Test Management




  2 Plan and         3 Verify test plan     4 Prepare test        5 Perform tests        6 Evaluate exit     7 Test clean up
  design tests       and test designs       environment            (see next fig)      criteria and report     and closure




                            Revise tests to deliver required results



Figure 4.32 Example of a validation and testing process
134   | Service Transition processes



 Test management includes managing issues, mitigating                documented. Testing should continue according to the
 risks and implementing changes identified from the                  test plans and scripts, if at all possible. When part of a
 testing activities as these can impose delays and create            test fails, the incident or issues should be resolved or
 dependencies that need to be proactively managed.                   documented (e.g. as a known error) and the appropriate
                                                                     re-tests should be performed by the same tester.
 Test metrics are used to measure the test process and
 manage and control the testing activities. They enable the          An example of the test execution activities is shown in
 test manager to determine the progress of testing, the              Figure 4.33. The deliverables from testing are:
 earned value and the outstanding testing, and this helps the
                                                                     s Actual results showing proof of testing with cross-
 test manager to estimate when testing will be completed.
                                                                        references to the test model, test cycles and conditions
 Good metrics provide information for management decisions
                                                                     s Problems, errors, issues, non-conformances and risks
 that are required for prioritization, scheduling and risk
                                                                       remaining to be resolved
 management. They also provide useful information for
                                                                     s Resolved problems/known errors and related changes
 estimating and scheduling for future releases.
                                                                     s Sign-off.
 2. Plan and design test
                                                                     6. Evaluate exit criteria and report
 Test planning and design activities start early in the service
 lifecycle and include:                                              The actual results are compared to the expected results.
                                                                     The results may be interpreted in terms of pass/fail; risk
 s Resourcing
                                                                     to the business/service provider; or if there is a change
 s Hardware, networking, staff numbers and skills etc.               in a projected value, e.g. higher cost to deliver intended
      capacity                                                       benefits.
 s    Business/customer resources required,
                                                                     To produce the report, gather the test metrics and
      e.g. components or raw materials for production
                                                                     summarize the results of the tests. Examples of exit
      control services, cash for ATM services
                                                                     criteria are:
 s    Supporting services including access, security, catering,
      communications                                                 s The service, with its underlying applications and
 s    Schedule of milestones, handover and delivery dates              technology infrastructure, enables the business users
 s    Agreed time for consideration of reports and other               to perform all aspects of function as defined.
      deliverables                                                   s The service meets the quality requirements.
 s    Point and time of delivery and acceptance                      s Configuration baselines are captured into the CMS.
 s    Financial requirements – budgets and funding.                  7. Test clean up and closure
 3. Verify test plan and test design                                 Ensure that the test environments are cleaned up or
 Verify the test plans and test design to ensure that:               initialized. Review the testing approach and identify
                                                                     improvements to input to design/build, buy/build decision
 s The test model delivers adequate and appropriate                  parameters and future testing policy/procedures.
      test coverage for the risk profile of the service
 s The test model covers the key integration aspects                 4.5.6 Trigger, input and outputs, and
   and interfaces, e.g. at the SPIs                                  inter-process interfaces
 s That the test scripts are accurate and complete.
                                                                     4.5.6.1 Trigger
 4. Prepare test environment
                                                                     The trigger for testing is a scheduled activity on a release
 Prepare the test environment by using the services of the
                                                                     plan, test plan or quality assurance plan.
 build and test environment resource and also use the
 release and deployment processes to prepare the test
                                                                     4.5.6.2 Inputs
 environment where possible; see paragraph 4.4.5.2. Capture
 a configuration baseline of the initial test environment.           The key inputs to the process are:
                                                                     s The service package – This comprises a core service
 5. Perform tests
                                                                        package and re-usable components, many of which
 Carry out the tests using manual or automated techniques               themselves are services, e.g. supporting service. It
 and procedures. Testers must record their findings during              defines the service’s utilities and warranties that are
 the tests. If a test fails, the reasons for failure must be fully
                                                                                                Service Transition processes |   135



        Test
     management
                                                    SKMS/CMS



                              SDP – Portfolios,                                                    Re-useable
         Start                    Models,         Test Strategy             Test standards        test models
                              Architecture, SAC




                                                     Prepare test model




                        CMS
                                                      Perform tests and
                                                        record results


                                    Issue/ Risk
                                   Management

                                                        Incident/Issue
                                                             /risk
                    Incident and                                              No
                      problem
                    Management                                     Yes

                                                      Resolve incidents/
                                                     issues and mitigate
     Change and                                              risks
    configuration
    management


                                                         Exit criteria
                                                            met?
                                                                               No

                                                                   Yes


                                                             End



Figure 4.33 Example of perform test activities

  delivered through the correct functioning of the                       s The Service Design package – This defines the
  particular set of identified service assets. It maps the                  agreed requirements of the service, expressed in terms
  demand patterns for service and user profiles to SLPs.                    of the service model and Service Operations plan.
s SLP – One or more SLPs that provided a definitive                         It includes:
  level of utility or warranty from the perspective of                      q Operation models (including support resources,
  outcomes, assets, patterns of business activity of                             escalation procedures and critical situation
  customers (PBA).                                                               handling procedures)
s Service provider interface definitions – These define                     q Capacity/resource model and plans – combined
  the interfaces to be tested at the boundaries of the                           with performance and availability aspects
  service being delivered, e.g. process interfaces,                         q Financial/economic/cost models (with TCO, TCU)
  organizational interfaces.                                                q Service Management model (e.g. integrated
                                                                                 process model as in ISO/IEC 20000)
                                                                            q Design and interface specifications.
136   | Service Transition processes



 s Release and deployment plans – These define the               s Working with Service Design to ensure that designs
   order that release units will be deployed, built and            are inherently testable and providing positive support
   installed.                                                      in achieving this; examples range from including self-
 s Acceptance Criteria – These exist at all levels at              monitoring within hardware and software, through the
   which testing and acceptance are foreseen.                      re-use of previously tested and known service
 s RFCs – These instigate required changes to the                  elements through to ensuring rights of access to third
   environment within which the service functions or               party suppliers to carry out inspection and observation
   will function.                                                  on delivered service elements easily
                                                                 s Working closely with CSI to feed failure information
 4.5.6.3 Outputs                                                   and improvement ideas resulting from testing
 The direct output from testing is the report delivered to         exercises
 service evaluation (see section 4.6). This sets out:            s Service Operation will use maintenance tests to ensure
                                                                   the continued efficacy of services; these tests will
 s Configuration baseline of the testing environment
                                                                   require maintenance to cope with innovation and
 s Testing carried out (including options chosen and
                                                                   change in environmental circumstances
      constraints encountered)
                                                                 s Service Strategy should accommodate testing in terms
 s Results from those tests
                                                                   of adequate funding, resource, profile etc.
 s Analysis of the results, e.g. comparison of actual
      results with expected results, risks identified during     4.5.7 Information management
      testing activities.
                                                                 The nature of IT Service Management is repetitive, and
 After the service has been in use for a reasonable time         this ability to benefit from re-use is recognized in the
 there should be sufficient data to perform an evaluation of     suggested use of transition models. Testing benefits
 the actual vs predicted service capability and performance.     greatly from re-use and to this end it is sensible to create
 If the evaluation is successful, an evaluation report is sent   and maintain a library of relevant tests and an updated
 to Change Management with a recommendation to                   and maintained data set for applying and performing
 promote the service release out of early life support and       tests. The test management group within an organization
 into normal operation.                                          should take responsibility for creating, cataloguing and
 Other outputs include:                                          maintaining test scripts, test cases and test data that can
                                                                 be re-used.
 s Updated data, information and knowledge to be
   added to the service knowledge management system,             Similarly, the use of automated testing tools (Computer
   e.g. errors and workarounds, testing techniques,              Aided Software Testing – CAST) is becoming ever
   analysis methods                                              more central to effective testing in complex software
                                                                 environments. Equivalently standard and automated
 s Test incidents, problems and error records
                                                                 hardware testing approaches are fast and effective.
 s Improvement ideas for Continual Service Improvement
   to address potential improvements in any area that            Test data
   impacts on testing:                                           However well a test has been designed, it relies on the
   q To the testing process itself                               relevance of the data used to run it. This clearly applies
   q To the nature and documentation of the Service              strongly to software testing, but equivalent concerns
       Design outputs                                            relate to the environments within which hardware,
 s Third party relationships, suppliers of equipment or          documentation etc. is tested. Testing electrical equipment
   services, partners (co-suppliers to end customers),           in a protected environment, with smoothed power supply
   users and customers or other stakeholders.                    and dust, temperature and humidity control will not
                                                                 be a valuable test if the equipment will be used in a
 4.5.6.4 Interfaces to other lifecycle stages                    normal office.
 Testing supports all of the release and deployment steps
                                                                 Test environments
 within Service Transition.
                                                                 Test environments must be actively maintained and
 Although this chapter focuses on the application of testing     protected. For any significant change to a service, the
 within the Service Transition phase, the test strategy will     question should be asked (as for continued relevance of
 ensure that the testing process works with all stages of        the continuity and capacity plans, should the change be
 the lifecycle:
                                                                                        Service Transition processes |    137

accepted and implemented): ‘If this change goes ahead,         s Reduction in the impact of incidents and errors in live
will there need to be a consequential impact to the test           that are attributable to newly transitioned services
data?’ If so, it may involve updating test data as part of     s   More effective use of resource and involvement from
the change, and the dependency of a service, or service            the customer/business
element, on test data or test environment will be evident      s   Reduced delays in testing that impact the business
from the SKMS, via records and relationships held within       s   Increased mutual understanding of the new or
the CMS. Outcomes from this question include:                      changed service
s Consequential updating of the test data                      s   Clear understanding of roles and responsibilities
s A new separate set of data or new test environment,              associated with the new or changed service between
   since the original is still required for other services         the customers, users and service provider
s Redundancy of the test data or environment – since           s   Cost and resources required from user and customer
  the change will allow testing within another existing            involvement (e.g. user acceptance testing).
  test environment, with or without modification to that       The business will also be concerned with the economy
  data/environment (this may in fact be the justification      of the testing process – in terms of:
  behind a perfective change – to reduce testing costs)
s Acceptance that a lower level of testing will be             s Test planning, preparation, execution rates
  accepted since the test data/environment cannot be           s Incident, problem, event rates
  updated to deliver equivalent test coverage for the          s Issue and risk rate
  changed service.                                             s Problem resolution rate
                                                               s Resolution effectiveness rate
Maintenance of test data should be an active exercise and
should address relevant issues including:                      s Stage containment – analysis by service lifecycle stage
                                                               s Repair effort percentage
s Separation from any live data, and steps to ensure that
                                                               s Problems and changes by service asset or CI type
  it cannot be mistaken for live data when being used,
                                                               s Late changes by service lifecycle stage
  and vice versa (there are many real-life examples of
  live data being copied and used as test data and             s Inspection effectiveness percentage
  being the basis for business decisions)                      s Residual risk percentage
s Data protection regulations – when live data is used         s Inspection and testing return on investment (ROI)
  to generate a test database, if information can be           s Cost of unplanned and unbudgeted overtime to
  traced to individuals it may well be covered by data           the business
  protection legislation that, for example, may forbid its     s Cost of fixing errors in live operation compared to
  transportation between countries                               fixing errors early in the lifecycle (e.g. the costs can be
s Backup of test data, and restoration to a known                £10 to fix an error in Service Design and £10,000 to
  baseline for enabling repeatable testing; this also            fix the error if it reaches production)
  applies to initiation conditions for hardware tests          s Operational cost improvements associated with
  that should be baselined.                                      reducing errors in new or changed services.
An established test database can also be used as a safe
and realistic training environment for a service.              4.5.8.2 Secondary (internal)
                                                               The testing function and process itself must strive to be
4.5.8 Key performance indicators                               effective and efficient, and so measures of its effectiveness
and metrics                                                    and costs need to be taken. These include:
                                                               s Effort and cost to set up a testing environment
4.5.8.1 Primary (of value to the
                                                               s Effort required to find defects – i.e. number of defects
business/customers)                                              (by significance, type, category etc.) compared with
The business will judge testing performance as a                 testing resource applied
component of the Service Design and transition stages          s Reduction of repeat errors – feedback from testing
of the service lifecycle. Specifically, the effectiveness of     ensures that corrective action within design and
testing in delivering to the business can be judged through:     transition (through CSI) prevents mistakes from being
s Early validation that the service will deliver the             repeated in subsequent releases or services
   predicted value that enables early correction
138   | Service Transition processes



 s Reduced error/defect rate in later testing stages or          s Projects and suppliers estimating delivery dates
      production                                                     inaccurately and causing delays in scheduling Service
 s    Re-use of testing data                                         Transition activities.
 s    Percentage incidents linked to errors detected during      Critical success factors include:
      testing and released into live
                                                                 s Understanding the different stakeholder perspectives
 s    Percentage errors at each lifecycle stage
                                                                     that underpin effective risk management for the
 s    Number and percentage of errors that could have
                                                                     change impact assessment and test activities
      been discovered in testing
                                                                 s   Building a thorough understanding of risks that have
 s    Testing incidents found as percentage of incidents
                                                                     impacted or may impact successful Service Transition
      occurring in live operations
                                                                     of services and releases
 s    Percentage of faults found in earlier assessment stages
                                                                 s   Encouraging a risk management culture where people
      – since remedial costs accelerate steeply for correction
                                                                     share information and take a pragmatic and measured
      in later stages of transition
                                                                     approach to risk.
 s    Number of known errors documented in earlier
                                                                 s   Quality is built into every stage of the service lifecycle
      testing phases.
                                                                     using a structured framework such as the V-model
 Testing is about measuring the ability of a service to          s   Issues are identified early in the service lifecycle
 perform as required in a simulated (or occasionally the         s   Testing provides evidence that the service assets and
 actual) environment, and so to that extent is focused on            configurations have been built and implemented
 measurement. Care must be taken to try and separate out             correctly in addition to the service delivering what the
 the measures that actually relate to the testing process            customer needs
 from the number of errors introduced into services and          s   Re-usable test models are developed that can be used
 systems. Careless measurement can appear to improve                 for regression testing in future releases
 testing effectiveness although the development practices
 are worse – it is simply easier to find defects when there      Risks to successful Service Validation and Testing include:
 are lots of them. The point here is that testing is actually    s Unclear expectations/objectives
 a stage of the design, build, release and deployment            s Lack of understanding of the risks means that testing
 processes and the important measure is the overall one            is not targeted at critical elements that need to be
 – about delivering services that deliver benefits and fail        well controlled and therefore tested
 less often.
                                                                 s Resource shortages (e.g. users, support staff) introduce
                                                                   delays and have an impact on other Service Transitions.
 4.5.9 Challenges, critical success factors
 and risks                                                       4.6 EVALUATION
 Still the most frequent challenges to effective testing are
                                                                 Evaluation is a generic process that considers whether the
 based on lack of respect and understanding for the role of
                                                                 performance of something is acceptable, value for money
 testing. Traditionally testing has been starved of funding,
                                                                 etc. – and whether it will be proceeded with, accepted
 and this results in:
                                                                 into use, paid for, etc.
 s Inability to maintain test environment and test data
      that matches the live environment                          4.6.1 Purpose, goal and objective
 s Insufficient staff, skills and testing tools to deliver       The purpose of evaluation is to provide a consistent and
   adequate testing coverage                                     standardized means of determining the performance of a
 s Projects overrunning and allocated testing time frames        service change in the context of existing and proposed
   being squeezed to restore project go-live dates but at        services and IT infrastructure. The actual performance of a
   the cost of quality                                           change is assessed against its predicted performance and
 s Developing standard performance measures and                  any deviations between the two are understood and
   measurement methods across projects and suppliers             managed.
                                                                                          Service Transition processes |    139

The goal of evaluation is to set stakeholder expectations         4.6.4 Policies, principles and basic concepts
correctly and provide effective and accurate information to
                                                                  Policies
Change Management to make sure changes that adversely
affect service capability and introduce risk are not              The following policies apply to the evaluation process:
transitioned unchecked.                                           s Service Designs or service changes will be evaluated
The objective is to:                                                before being transitioned.
                                                                  s Any deviation between predicted and actual
s Evaluate the intended effects of a service change and
                                                                    performance will be managed by the customer or
  as much of the unintended effects as is reasonably                customer representative by accepting the change even
  practical given capacity, resource and organizational             though actual performance is different to what was
  constraints                                                       predicted; rejecting the change; or requiring a new
s Provide good quality outputs from the evaluation                  change to be implemented with revised predicted
  process so that Change Management can expedite an                 performance agreed in advance. No other outcomes of
  effective decision about whether a service change is              evaluation are allowed.
  to be approved or not.                                          s An evaluation shall not be performed without a
                                                                    customer engagement package.
4.6.2 Scope
Specifically in this section we consider the evaluation of        Principles
new or changed services defined by Service Design, during         The following principles shall guide the execution
deployment and before final transition to service operations.     evaluation process:
The importance of evaluating the actual performance of any        s As far as is reasonably practical, the unintended as
service change against its anticipated performance is an            well as the intended effects of a change need to be
important source of information to service providers to help        identified and their consequences understood and
ensure that expectations set are realistic and to identify that     considered.
if there are any reasons that production performance does
                                                                  s A service change will be fairly, consistently, openly
not meet what was expected.
                                                                    and, wherever possible, objectively evaluated.

4.6.3 Value to business                                           Basic concepts
Evaluation is, by its very nature, concerned with value.          The evaluation process uses the Plan–Do–Check–Act
Specifically effective evaluation will establish the use          (PDCA) model to ensure consistency across all evaluations.
made of resources in terms of delivered benefit and this
information will allow a more accurate focus on value in          4.6.5 Process activities, methods and
future service development and Change Management.                 techniques
There is a great deal of intelligence that Continual Service
Improvement can take from evaluation to analyse future            4.6.5.1 Service evaluation terms
improvements to the process of change and the                     The key terms shown in Table 4.13 apply to the service
predictions and measurement of service change                     evaluation process.
performance.
140     | Service Transition processes



 Table 4.13 Key terms that apply to the service evaluation process
 Term                        Function/Means
 Service change              A change to an existing service or the introduction of a new service; the service change arrives into
                             service evaluation and qualification in the form of a Request for Change (RFC) from Change Management
 Service Design package      Defines the service and provides a plan of service changes for the next period (e.g. the next 12
                             months). Of particular interest to service evaluation is the Acceptance Criteria and the predicted
                             performance of a service with respect to a service change
 Performance                 The utilities and warranties of a service
 Performance model           A representation of the performance of a service
 Predicted performance       The expected performance of a service following a service change
 Actual performance          The performance achieved following a service change
 Deviations report           The difference between predicted and actual performance
 Risk                        A function of the likelihood and negative impact of a service not performing as expected
 Countermeasures             The mitigation that is implemented to reduce risk
 Test plan and results       The test plan is a response to an impact assessment of the proposed service change. Typically the plan
                             will specify how the change will be tested; what records will result from testing and where they will be
                             stored; who will approve the change; and how it will be ensured that the change and the service(s) it
                             affects will remain stable over time. The test plan may include a qualification plan and a validation plan
                             if the change affects a regulated environment. The results represent the actual performance following
                             implementation of the change
 Residual risk               The remaining risk after countermeasures have been deployed
 Service capability          The ability of a service to perform as required
 Capacity                    An organization’s ability to maintain service capability under any predefined circumstances
 Constraint                  Limits on an organization’s capacity
 Resource                    The normal requirements of an organization to maintain service capability
 Evaluation plan             The outcome of the evaluation planning exercise
 Evaluation report           A report generated by the evaluation function, which is passed to Change Management and which
                             comprises:
                             s A   risk profile
                             s A   deviations report
                             s A   recommendation
                             s A   qualification statement.


 4.6.5.2 Evaluation process                                              change is implemented, and frequently ignored.
 Figure 4.34 shows the evaluation process with inputs                    Additionally, they will not always be beneficial, for example
 and outputs.                                                            in terms of impact on other services, impact on customers
                                                                         and users of the service, and network overloading.
 4.6.5.3 Evaluation plan                                                 Intended effects of a change should match the Acceptance
 Evaluation of a change should be carried out from                       Criteria. Unintended effects are often not seen until pilot
 a number of different perspectives to ensure any                        stage or even once in production; they are difficult to
 unintended effects of a change are understood as well                   measure and very often not beneficial to the business.
 as the intended effects.
 Generally speaking we would expect the intended effects
 of a change to be beneficial. The unintended effects are
 harder to predict, often not seen even after the service
                                                                                        Service Transition processes |   141


        Change                     Service
                                                       Test
      Management                   Design




       Request For             Service Design        Test Plan and
      Change (RFC)                Package               Results




        Plan the
       Evaluation




        Evaluate
       Predicted
      Performance
          (E1)



                          No                          Change
       Predicted               Interim Evaluation
      Performance                    Report         Management
          OK?
                    Yes


     Evaluate Actual
      Performance
       (E2 to En)



                          No
         Actual                                       Change
                               Interim Evaluation
      Performance                                   Management
                                     Report
          OK?
                 Yes




    Evaluation Report




        Change
      Management
                                                                        Figure 4.34 Evaluation process


4.6.5.4 Understanding the intended effect of                    The change documentation should make clear what the
a change                                                        intended effect of the change will be and specific measures
                                                                that should be used to determine effectiveness of that
The details of the service change, customer requirements
                                                                change. If they are in any way unclear or ambiguous the
and Service Design package should be carefully analysed
                                                                evaluation should cease and a recommendation not to
to understand fully the purpose of the change and the
                                                                proceed should be forwarded to Change Management.
expected benefit from implementing it. Examples might
include: reduce cost of running the service; increase           Even some deliberately designed changes may be
service performance; reduce resources required to operate       detrimental to some elements of the service. For example,
the service; or improve service capability.                     the introduction of SOX-compliant procedures, which,
142   | Service Transition processes



 while delivering the benefit of legal compliance, introduce        The interim evaluation report includes the outcome of the
 extra work steps and costs.                                        risk assessment and/or the outcome of the predicted
                                                                    performance versus Acceptance Criteria, together with
 4.6.5.5 Understanding the unintended effect of                     a recommendation to reject the service change in its
 a change                                                           current form.
 In addition to the expected effects on the service and             Evaluation activities cease at this point pending a decision
 broader organization there are likely to be additional             from Change Management.
 effects which were not expected or planned for. These
 effects must also be surfaced and considered if the full           4.6.5.8 Evaluation of actual performance
 impact of a service change is to be understood. One of             Once the service change has been implemented a report
 the most effective ways of identifying such effects is by          on actual performance is received from operations. Using
 discussion with all stakeholders. Not just customers, but          customer requirements (including Acceptance Criteria), the
 also users of the service, those who maintain it, those who        actual performance and the performance model, a risk
 fund it etc. Care should be taken in presenting the details        assessment is carried out. Again if the risk assessment
 of the change to ensure stakeholders fully understand the          suggests that actual performance is creating unacceptable
 implications and can therefore provide accurate feedback.          risks, an interim evaluation report is sent to Change
                                                                    Management.
 4.6.5.6 Factors for considering the effect of a
                                                                    The interim evaluation report includes the outcome of
 service change
                                                                    the risk assessment and/or the outcome of the actual
 Table 4.14 shows the factors to be included when                   performance versus Acceptance Criteria, together with a
 considering the effect of a service change.                        recommendation to remediate the service change.

 4.6.5.7 Evaluation of predicted performance                        Evaluation activities cease at this point pending a decision
                                                                    from Change Management.
 Using customer requirements (including Acceptance
 Criteria), the predicted performance and the performance
                                                                    4.6.5.9 Risk management
 model, a risk assessment is carried out. If the risk
 assessment suggests that predicted performance may                 There are two steps in risk management: risk assessment
 create unacceptable risks from the change or not meet              and mitigation. Risk assessment is concerned with
 the Acceptance Criteria, an interim evaluation report is           analysing threats and weaknesses that have been or would
 sent to alert Change Management.                                   be introduced as a result of a service change.


 Table 4.14 Factors for considering the effects of a service change
 Factor                             Evaluation of Service Design
 S – Service provider capability    The ability of a service provider or service unit to perform as required.
 T – Tolerance                      The ability or capacity of a service to absorb the service change or release.
 O – Organizational setting         The ability of an organization to accept the proposed change. For example, is appropriate
                                    access available for the implementation team? Have all existing services that would be
                                    affected by the change been updated to ensure smooth transition?
 R – Resources                      The availability of appropriately skilled and knowledgeable people, sufficient finances,
                                    infrastructure, applications and other resources necessary to run the service following
                                    transition.
 M – Modelling and measurement      The extent to which the predictions of behaviour generated from the model match the actual
                                    behaviour of the new or changed service.
 P – People                         The people within a system and the effect of change on them.
 U – Use                            Will the service be fit for use? The ability to deliver the warranties, e.g. continuously available,
                                    is there enough capacity, will it be secure enough?
 P – Purpose                        Will the new or changed service be fit for purpose? Can the required performance be
                                    supported? Will the constraints be removed as planned?
                                                                                           Service Transition processes |      143

A risk occurs when a threat can exploit a weakness. The           The guiding principle here is that either the initial risk
likelihood of threats exploiting a weakness and the impact        assessment or any residual risk level is equal to or less
if they do, are the fundamental factors in determining risk.      than the original risk prior to the service change. If this is
                                                                  not the case then evaluation will recommend rejection of
The risk management formula is simple but very powerful:
                                                                  proposed service change, or back out of an implemented
Risk = Likelihood x Impact                                        service change.
Obviously, the introduction of new threats and weaknesses         The approach to risk representation recommended here
increases the likelihood of a threat exploiting a weakness.       takes a fundamentally different approach. Building on the
Placing greater dependence on a service or component              work of Drake (2005a, 2005b) this approach recognizes
increases the impact if an existing threat exploits an            that risks almost always grow exponentially over time if
existing weakness within the service. These are just a            left unmanaged, and that a risk that will not cause a loss
couple of examples of how risk may increase as a result           probably is not worth worrying about too much.
of a service change.
                                                                  It is therefore proposed that a stronger risk representation
It is a clear requirement that a proposed service change          is as shown in Figure 4.35. Principally, this representation
must assess the existing risks within a service and the           is intended to promote debate and agreement by
predicted risks following implementation of the change.           stakeholders: is the risk positioned correctly in terms of
If the risk level has increased then the second stage of risk     time and potential or actual loss; could mitigation have
management is used to mitigate the risk. In the examples          been deployed later (e.g. more economically); should it
given above mitigation may include steps to eliminate             have been deployed earlier (e.g. better protection); etc.
a threat or weakness and using disaster recovery and              Deviations – predicted vs actual performance
backup techniques to increase the resilience of a service
                                                                  Once the service change passes the evaluation of
on which the organization has become more dependent.
                                                                  predicted performance and actual performance, essentially
Following mitigation the risk level is re-assessed and            as standalone evaluations, a comparison of the two is
compared with the original. This second assessment and            carried out. To have reached this point it will have been
any subsequent assessments are in effect determining              determined that predicted performance and actual
residual risk – the risk that remains after mitigation.           performance are acceptable, and that there are no
Assessment of residual risk and associated mitigation             unacceptable risks. The output of this activity is a
continues to cycle until risk is managed down to an               deviations report. For each factor in Table 4.14 the
acceptable level.                                                 report states the extent of any deviation between
                                                                  predicted and actual performance.

 Relative
 Loss




                                                                               Risk
                                                                               Curve




                                                                Current risk
                                                                level




                                                                                         Figure 4.35 Example risk profile
                                                                               Time
144   | Service Transition processes



 Test plan and results                                             A validation statement (if appropriate)
 The testing function provides the means for determining           Following review of validation test results and the validation
 the actual performance of the service following                   plan, a statement of whether or not the change has left the
 implementation of a service change. Test provides the             service in a state whereby it could not be validated.
 service evaluation function with the test plan and a report
 on the results of any testing. The actual results are also
                                                                   A recommendation
 made available to service evaluation. These are evaluated         Based on the other factors within the evaluation report, a
 and used as described in paragraph 4.6.5.8.                       recommendation to Change Management to accept or
                                                                   reject the change:
 In some circumstances it is necessary to provide a
 statement of qualification and/or validation status               s Review and close transition
 following a change. This takes place in regulated                 s Knowledge Management.
 environments such as pharmaceuticals and defence.
                                                                   4.6.7 Triggers, inputs and outputs and
 The context for these activities is shown in Figure 4.36.
                                                                   inter-process interfaces
 The inputs to these activities are the qualification plan and
                                                                   Triggers:
 results and/or validation plan and results. The evaluation
 process ensures that the results meet the requirements of         s Request for Evaluation from Service Transition manager
 the plans. A qualification and/or validation statement is           or Change Management
 provided as output.                                               s Activity on Project Plan.

                                                                   Inputs:
 4.6.6 Evaluation report
                                                                   s Service package
 The evaluation report contains the following sections.
                                                                   s SDP and SAC
 Risk profile                                                      s Test results and report.
 A representation of the residual risk left after a change
                                                                   Outputs:
 has been implemented and after countermeasures have
 been applied.                                                     s Evaluation report for Change Management.

 Deviations report                                                 4.6.8 Information management
 The difference between predicted and actual performance           s Service Portfolio
 following the implementation of a change.
                                                                   s Service package
 A qualification statement (if appropriate)                        s SDP, SAC
 Following review of qualification test results and the            s Test results and report
 qualification plan, a statement of whether or not the             s Evaluation report.
 change has left the service in a state whereby it could
 not be qualified.




                                                             Services
                                                                                                          Validate
                                                       Applications
            From
           Testing                              Operating Environment
                                                                                                          Qualify
                                                      Infrastructure



 Figure 4.36 Context for qualification and validation activities
                                                                                       Service Transition processes |       145


4.6.9 Key performance indicators and                           That knowledge within the Service Transition domain
metrics                                                        might include:
The customer/business KPIs are:                                s Identity of stakeholders
                                                               s Acceptable risk levels and performance expectations
s Variance from service performance required by
  customers (minimal and reducing)                             s Available resource and timescales.
s Number of incidents against the service (low and             The quality and relevance of the knowledge rests in
  reducing).                                                   turn on the accessibility, quality and continued relevance
The internal KPIs include:                                     of the underpinning data and information available to
                                                               service staff.
s Number of failed designs that have been transitioned
  (zero)                                                       4.7.1 Purpose, goal and objective
s Cycle time to perform an evaluation (low and                 The purpose of Knowledge Management is to ensure
  reducing).                                                   that the right information is delivered to the appropriate
                                                               place or competent person at the right time to enable
4.6.9.1 Challenges                                             informed decision.
Challenges include:
                                                               The goal of Knowledge Management is to enable
s Developing standard performance measures and                 organizations to improve the quality of management
    measurement methods across projects and suppliers          decision making by ensuring that reliable and secure
s   Projects and suppliers estimating delivery dates           information and data is available throughout the
    inaccurately and causing delays in scheduling              service lifecycle.
    evaluation activities
                                                               The objectives of Knowledge Management include:
s   Understanding the different stakeholder perspectives
    that underpin effective risk management for the            s Enabling the service provider to be more efficient and
    evaluation activities                                        improve quality of service, increase satisfaction and
s   Understanding, and being able to assess, the balance         reduce the cost of service
    between managing risk and taking risks as it affects       s Ensuring staff have a clear and common understanding
    the overall strategy of the organization and service         of the value that their services provide to customers
    delivery                                                     and the ways in which benefits are realized from the
s   Measuring and demonstrating less variation in                use of those services
    predictions during and after transition                    s Ensuring that, at a given time and location, service
s   Taking a pragmatic and measured approach to risk             provider staff have adequate information on:
                                                                 q Who is currently using their services
s   Communicating the organization’s attitude to risk
    and approach to risk management effectively during           q The current states of consumption
    risk evaluation                                              q Service delivery constraints
s   Building a thorough understanding of risks that have         q Difficulties faced by the customer in fully realizing
    impacted or may impact successful Service Transition             the benefits expected from the service.
    of services and releases
s   Encouraging a risk management culture where people         4.7.2 Scope
    share information.                                         Knowledge Management is a whole lifecycle-wide process
                                                               in that it is relevant to all lifecycle sectors and hence is
                                                               referenced throughout ITIL from the perspective of each
4.7 KNOWLEDGE MANAGEMENT
                                                               publication. It is dealt with to some degree within other
The ability to deliver a quality service or process rests to   ITIL publications but this chapter sets out the basic
a significant extent on the ability of those involved to       concept, from a Service Transition focus.
respond to circumstances – and that in turn rests heavily
on their understanding of the situation, the options and       4.7.2.1 Inclusions
the consequences and benefits, i.e. their knowledge            Knowledge Management includes oversight of the
of the situation they are, or may find themselves, in.         management of knowledge, the information and data
                                                               from which that knowledge derives.
146   | Service Transition processes



 4.7.2.2 Exclusions                                                s Assisting decisions on whether to accept or proceed
 Detailed attention to the capturing, maintenance and use             with items and services by delivering all available
 of asset and configuration data is set out in Section 4.2.           relevant information (and omitting unnecessary and
                                                                      confusing information) to key decision makers.
 4.7.3 Value to business
                                                                   4.7.4 Policies, principles and basic concepts
 Knowledge Management is especially significant within
 Service Transition since relevant and appropriate                 4.7.4.1 The Data–to–Information–to–Knowledge–
 knowledge is one of the key service elements being
                                                                   to–Wisdom structure
 transitioned. Examples where successful transition rests
 on appropriate Knowledge Management include:                      Knowledge Management is typically displayed within the
                                                                   Data–to–Information–to–Knowledge–to–Wisdom (DIKW)
 s User, service desk, support staff and supplier                  structure. The use of these terms is set out below.
   understanding of the new or changed service,
   including knowledge of errors signed off before                 Data is a set of discrete facts about events. Most
   deployment, to facilitate their roles within that service       organizations capture significant amounts of data in highly
                                                                   structured databases such as Service Management and
 s Awareness of the use of the service, and the
                                                                   Configuration Management tools/systems and databases.
   discontinuation of previous versions
 s Establishment of the acceptable risk and confidence             The key Knowledge Management activities around data
   levels associated with the transition, e.g. measuring,          are the ability to:
   understanding and acting correctly on results of                s Capture accurate data
   testing and other assurance results.
                                                                   s Analyse, synthesize, and then transform the data
 Effective Knowledge Management is a powerful asset for              into information
 people in all roles across all stages of the service lifecycle.   s Identify relevant data and concentrate resources on
 It is an excellent method for individuals and teams to              its capture.
 share data, information and knowledge about all facets of
                                                                   Information comes from providing context to data.
 an IT service. The creation of a single system for
                                                                   Information is typically stored in semi-structured content
 Knowledge Management is recommended.
                                                                   such as documents, e-mail, and multimedia.
 Specific application to Service Transition domain can be
                                                                   The key Knowledge Management activity around
 illustrated through considering the following examples:
                                                                   information is managing the content in a way that makes
 s Blurring of the concept of intellectual property and            it easy to capture, query, find, re-use and learn from
      information when engaged in sourcing and partnering,         experiences so that mistakes are not repeated and work
      therefore new approaches to controlling ‘knowledge’          is not duplicated.
      must be addressed and managed during Service
                                                                   Knowledge is composed of the tacit experiences, ideas,
      Transition
                                                                   insights, values and judgements of individuals. People gain
 s    Knowledge transfer often being a crucial factor in
                                                                   knowledge both from their own and from their peers’
      facilitating effective transition of new or changed
                                                                   expertise, as well as from the analysis of information
      services and essential to operational readiness
                                                                   (and data). Through the synthesis of these elements,
 s    Training of users, support staff, suppliers and other        new knowledge is created.
      stakeholders in new or changed services
 s    Recording of errors, faults, workarounds etc. detected       Knowledge is dynamic and context based. Knowledge
      and documented during the Service Transition phase           puts information into an ‘ease of use’ form, which can
                                                                   facilitate decision making. In Service Transition this
 s    Capturing of implementation and testing information
                                                                   knowledge is not solely based on the transition in
 s    Re-using previously developed and quality assured
                                                                   progress, but is gathered from experience of previous
      testing, training and documentation
                                                                   transitions, awareness of recent and anticipated changes
 s    Compliance with legislative requirements, e.g. SOX,          and other areas that experienced staff will have been
      and conformance to standards such as ISO 9000 and            unconsciously collecting for some time.
      ISO/IEC 20000
                                                                   Wisdom gives the ultimate discernment of the material
                                                                   and having the application and contextual awareness to
                                                                   provide a strong common sense judgement.
                                                                                        Service Transition processes |       147



Context




                                                    Wisdom
                                                       Why?

                                     Knowledge

                                         How?

                     Information
                          Who, what,
                          when, where?

          Data                                                                               Figure 4.37 The flow from
                                                                       Understanding         data to wisdom


This is shown in Figure 4.37.                                 s The experience of staff
                                                              s Records of peripheral matters, e.g. weather, user
4.7.4.2 The service knowledge management                        numbers and behaviour, organization’s performance
system                                                          figures
Specifically within IT Service Management, Knowledge          s Suppliers’ and partners’ requirements, abilities and
Management will be focused within the Service Knowledge         expectations
Management System (SKMS) concerned, as its name               s Typical and anticipated user skill levels.
implies, with knowledge. Underpinning this knowledge will     Figure 4.38 is a very simplified illustration of the relationship
be a considerable quantity of data, which will be held in a   of the three levels, with data being gathered within the
central logical repository or Configuration Management        CMDB, and feeding through the CMS into the SKMS and
System (CMS) and Configuration Management Database            supporting the informed decision making process.
(CMDB). However, clearly the SKMS is a broader concept
that covers a much wider base of knowledge, for example:




           Service Knowledge
                                                          Decisions
           Management System


                      Configuration Management System




                  Configuration Management
                          Databases                                              Figure 4.38 Relationship of the CMDB,
                                                                                 the CMS and the SKMS
148   | Service Transition processes



 4.7.5 Process activities, methods and                             4.7.5.2 Knowledge transfer
 techniques                                                        During the service lifecycle an organization needs to focus
                                                                   on retrieving, sharing and utilizing their knowledge
 4.7.5.1 Knowledge Management strategy                             through problem solving, dynamic learning, strategic
 An overall strategy for Knowledge Management is required.         planning and decision making. To achieve this, knowledge
 Where there is an organizational approach to Knowledge            needs to be transferred to other parts of the organization
 Management, initiatives within Service Transition, IT Service     at specific points in the lifecycle. Many of the Service
 Management or other groupings should be designed to fit           Management processes will link into this, for example
 within the overall organizational approach.                       allowing the service desk to have optimum knowledge
                                                                   and understanding at the point for any Service Transition
 In the absence of an organizational Knowledge
                                                                   into support. They will be reliant on information sourced
 Management approach, appropriate steps to establish
                                                                   from release management such as known errors going
 Knowledge Management within Service Transition or
                                                                   into production but which are not show stoppers for the
 within IT Service Management will be required. But even
                                                                   release schedule, or known error scripts from any of the
 in this case developments should always be established
                                                                   technical support teams. Links with HR, facilities and other
 with a view to as wide as practicable a span of Knowledge
                                                                   supporting services need to be established, maintained
 Management – covering direct IT staff, users, third party
                                                                   and utilized.
 support and others likely to contribute or make beneficial
 use of the knowledge.                                             The challenge is often the practical problem of getting a
                                                                   knowledge package from one part of the organization
 The strategy – either in place in the wider organization
                                                                   to other parts of the organization. It is more than just
 or being developed – will address:
                                                                   sending an e-mail! Knowledge transfer is more complex;
 s The governance model                                            more accurately it is the activity through which one unit
 s Organizational changes underway and planned and                 (e.g. a group, department or division) is affected by the
      consequential changes in roles and responsibilities          experience of another. Its form must be applicable for
 s Establishing roles and responsibilities and ongoing             those using it, and achieve a positive rating of ‘ease of
      funding                                                      use’. The transfer of knowledge can be observed through
 s Policies, processes, procedures and methods for                 changes in the knowledge or performance of recipients,
   Knowledge Management                                            at an individual or unit level.
 s Technology and other resource requirements                      An analysis of the knowledge gap (if any) within the
 s Performance measures.                                           organization should be undertaken. The gap will need to
                                                                   be researched and established by direct investigation of
 Knowledge identification capture and maintenance                  staff’s understanding of the knowledge requirements for
 Specifically the strategy will identify and plan for the          them to deliver their responsibilities compared with their
 capture of relevant knowledge and the consequential               actual observed knowledge. This can be a difficult task to
 information and data that will support it. The steps to           deliver objectively and, rather than risk resentment or
 delivering this include:                                          suspicion, it is often worth seeking skilled and experienced
 s Assisting an organization to identify knowledge that            support to build this. The output from the knowledge gap
      will be useful                                               exercise will form the basis for a communications
 s    Designing a systematic process for organizing, distilling,   improvement plan which will enable planning and
      storing and presenting information in a way that             measurement of success in communication of knowledge.
      improves people’s comprehension in a relevant area           Traditionally knowledge transfer has been based on
 s    Accumulating knowledge through processes and                 formal classroom training and documentation. In many
      workflow                                                     cases the initial training is provided to a representative
 s    Generating new knowledge                                     from a work group who is then required to cascade the
 s    Accessing valuable knowledge from outside sources            knowledge to their working colleagues. Other techniques
 s    Capturing external knowledge and adapting it –               are often appropriate and form useful tools in the Service
      data, information and knowledge from diverse sources         Transition armoury. Techniques worth considering include
      such as databases, websites, employees, suppliers            the following.
      and partners.
                                                                                       Service Transition processes |      149

Learning styles                                                it subsequently to other locations and new staff. Internet
Different people learn in different ways, and the best         and intranet portals can deliver equivalent messages in an
method of transferring and maintaining knowledge within        ongoing fashion and allow discussion forums to question
the Service Management and user community will need            and develop knowledge.
to be established. Learning styles vary with age, culture,     Journals and newsletters
attitude and personality. IT staff can be usefully reminded,   Regular communicating channels, once established, are
especially where they are supporting users in a different      useful in allowing knowledge to be transferred in smaller
working style, e.g. graphics design, performers, sales         units – incrementally rather than ‘big bang’ can be easier
teams, that merely because a knowledge transfer                to absorb and retain. They also allow for progressive
mechanism works for them, it may not be appropriate            training and adaptation to circumstance and time periods.
for their current user base.                                   Crucially these techniques can be made entertaining and
For many some element of ‘hands-on’ experience is a            targeted at specific groupings.
positive support for learning, and simulation exercises          Aimed at the audience
can be a useful consideration, or supervised experience
                                                                 A stock control system was introduced with staff in the
and experimentation.
                                                                 warehouses directly inputting and working with the
Knowledge visualization                                          new system. Initially all documentation was formal and
                                                                 written in semi-technical terms and the staff taught
This aims to improve the transfer of knowledge by using          how to use the system via traditional training and
computer and non-computer-based visuals such as                  coaching. Once the system had settled in a monthly
diagrams, images, photographs and storyboards. It focuses        newsletter was planned to keep staff aware of changes,
on the transfer of knowledge between people and aims             improvements, hints, tips etc. The first versions were,
to transfer insights, experiences, attitudes, values,            again, formal and addressed the required information
expectations, perspectives, opinions and predictions by          only. It quickly became clear that the required
using various complementary visualizations. Dynamic              knowledge was not in place within the staff. Success
forms of visualization such as educational animation have        followed when the updates evolved into a genuine
the potential to enhance understandings of systems that          newsletter – among competitions, holiday snaps,
change over time. For example this can be particularly           humorous and even satirical articles the required user
                                                                 knowledge was transferred much more successfully.
useful during a hardware refresh when the location of
                                                                 The lesson was that by targeting communications
a component may change on an item, although the
                                                                 accurately at a known and understood audience, and
functionality does not alter.                                    making the experience pleasant, the required
Driving behaviour                                                knowledge transfers along with the rest. And as a
                                                                 bonus the staff contributed entertaining articles and
Knowledge transfer aims to ensure that staff are able to         hints and tips they had evolved.
decide on the correct actions to deliver their tasks in any
foreseeable circumstances. For predictable and consistent
tasks, the procedure can be incorporated within software
                                                               4.7.5.3 Data and information management
tools that the staff use within those tasks. These             Knowledge rests on the management of the information
procedures then drive behaviour in the accepted way.           and data that underpins it. To be efficient this process
Change process models (see Figure 4.2) and service desk        requires an understanding of some key process inputs
scripts are excellent examples. This includes the ability to   such as how the data and information will be used:
recognize when the laid down practices are or might be         s What knowledge is necessary based on what decisions
inappropriate, e.g. in unexpected circumstances, when            must be made
staff will either move away from the laid down rules           s What conditions need to be monitored (changing
when they do not deliver as required or else will escalate       external and internal circumstances, ranging from
the situation.                                                   end-user demand, legal requirements through to
                                                                 weather forecasts)
Seminars, Webinars and advertising
                                                               s What data is available (what could be captured), as
Formally launching a new or changed service can create
                                                                 well as rejecting possible data capture as infeasible;
an ‘event’ that enhances the transfer of knowledge.
                                                                 this input may trigger justification for expenditure or
Technology-based events such as Webinars offer the
                                                                 changes in working practices designed to facilitate
ability to deliver a high profile knowledge delivery
                                                                 the capture of relevant data that would otherwise
mechanism with the ability to retain it online and deliver
                                                                 not be available
150   | Service Transition processes



 s The cost of capturing and maintaining data, and the          considered more important in the day before payroll
   value that data is likely to bring, bearing in mind          is run than at other times of the month
   the negative impact of data overload on effective          s Considering any changes to the Knowledge
   knowledge transfer                                           Management process through Change Management.
 s Applicable policies, legislation, standards and other
   requirements
                                                              Define the information architecture
 s Intellectual property rights and copyright issues.         In order to make effective use of data, in terms of
                                                              delivering the required knowledge, a relevant architecture
 Successful data and information management will deliver:     matched to the organizational situation and the
 s Conformance with legal and other requirements,             knowledge requirements is essential. This in turn rests on:
      e.g. company policy, codes of professional conduct      s Creating and regularly updating a Service
 s Defined forms of data and information in a fashion           Management information model that enables the
   that is easily usable by the organization                    creation, use and sharing of information that is
 s Data and information that is current, complete               flexible, timely and cost-effective
   and valid                                                  s Defining systems that optimize the use of the
 s Data and information disposed of as required                 information while maintaining data and information
 s Data and information to the people who need it               integrity
   when they need it.                                         s Adopting data classification schemes that are in use
                                                                across the organization, and if necessary negotiating
 Establishing data and information requirements
                                                                changes to enable them to deliver within the Service
 The following activities should be planned and                 Management area; where such organization-wide
 implemented in accordance with applicable organization         (or supply chain or industry sector) schemes do
 policies and procedures with respect to the data and           not exist, data classification schemes derived for use
 information management process. This plan and design is        within Service Management should be designed with
 the responsibility of Service Strategy and Service Design.     the intention of their being applicable across the
 Often, data and information is collected with no clear         organization to facilitate support for future
 understanding of how it will be used and this can be           organization-wide Knowledge Management.
 costly. Efficiency and effectiveness are delivered by        An example of a knowledge, information and data
 establishing the requirements for information. Sensible      architecture is shown in Figure 4.39.
 considerations, within the constraints determined as
 described above, might include:                              Establishing data and information management
                                                              procedures
 s Establishing the designated data and information
   items, their content and form, together with the           When the requirements and architecture have been set up,
   reason, e.g. technical, project, organizational, Service   data and information management to support Knowledge
   Management process, agreement, operations and              Management can be established. The key steps required
   information; data is costly to collect and often even      involve setting up mechanisms to:
   more expensive to maintain, and so should be               s Identify the service lifecycle data and information to
   collected only when needed                                    be collected
 s Encouraging the use of common and uniform content          s Define the procedure required to maintain the data
   and format requirements to facilitate better and faster      and information and make it available to those
   understanding of the content and help with consistent        requiring it
   management of the data and information resources           s Store and retrieve
 s Establishing the requirements for data protection,         s Establish authority and responsibility for all required
   privacy, security, ownership, agreement restrictions,        items of information
   rights of access, intellectual property and patents with
                                                              s Define and publicize rights, obligations and
   the relevant stakeholder
                                                                commitments regarding the retention of, transmission
 s Defining who needs access to what data and                   of and access to information and data items based on
   information as well as when they access it, including        applicable requirements and protecting its security,
   the relative importance of it at different times. For        integrity and consistency
   example access to payroll information might be
                                                                                                                                            Service Transition processes |                            151


                                  IT Governance                 Quality                 Services View                  Asset and                 Service Desk and               Self Service View
 Presentation
                                  Service Portfolio       Management View                 Dashboard                  Configuration                 Support View                     Service and
    Layer
                                      Reports             Policies, Processes,        Service Catalogue,                   View                  Service Catalogue,             Product Catalogue
                                     Continual            Procedures, forms,             Utilities and               Financial Asset              Customers, Users,               Contacts, FAQs
                 Portal
                                   Improvement                templates,                  Warranties                CMS information             Stakeholders, Assets                My assets –
                                  Risks and Issues             checklists              Service Bundles/              Status Reports             Incidents, Problems,               Procurement,
                                                                                           Packages                    CMDB data                 Changes, Releases,             Install, Move, Add,
                                                             Learning and               Service Reports             Definitive Sources             Configurations               Change processing
                                                             Training View                                                                          Performance                   and monitoring

                                                                 Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate


  Knowledge                                                                                  Performance Management                                                               Monitoring
  Processing                Query and Analysis             Reporting                       Forecasting, Planning, Budgeting                        Modelling                 Scorecards, Dashboards
    Layer                                                                                                                                                                           Alerting




  Information
   Integration                                                                                 Service Knowledge
      Layer                                                                                    Management Base




                           Common Process,                                                             Data                        Data
                                                      Schema                  Meta Data                                                             Extract, Transform,
                               Data and                                                            reconciliation             synchronization                                         Mining
                                                      Mapping                Management                                                                    Load
                          Information Model

                                                                                               Data Integration

                                                                                            CMDB                      Application,
                                                         Document
                                                           Store                                                      System and                                              Enterprise
                                                                                                                     Infrastructure                                          Applications
    Data and                                                                              CMDB1
                                                                       DB                                            Management                                            Access Management
  Information                                                                                  CMDB2                                             Legacy
                                                          File Store                                                                                                        Human Resources
     sources                                                                                                          Event and                 Systems                       Supply Chain
   and Tools                                                                          Definitive Media                  Alert                                                 Management
                                                           Structured                      Library                   Management                                           Customer Relationship
                                                                                          Software                                                                            Management
                            Unstructured                                               Documentation
                                                                                        Multi-media


Figure 4.39 Service knowledge management system

s Establish adequate backup and recovery of data and                                             s Archive designated information, in accordance with
  information; this should address reinstating the ability                                             the data and information management plan including
  to make constructive use of information, not just the                                                safely disposing of unwanted, invalid or unverifiable
  re-establishment of a database                                                                       information according to the organization policy.
s Identify the requirements to review, in the light of
                                                                                                 Evaluation and improvement
  changing technology, organizational requirements,
  evolving policy and legislation (and if necessary to                                           As with all processes, the capture and usage of data and
  adapt to) changes in:                                                                          information to support Knowledge Management and
                                                                                                 decision making requires attention to ongoing
  q information system infrastructure in the light of
                                                                                                 improvement, and the service improvement plan will take
      evolving hardware and software technology
                                                                                                 as relevant input:
  q security, service continuity, storage and capacity
s Deal with collection and retention requirements.                                               s Measurement of the use made of the data and
                                                                                                       information management–data transactions
When the procedures are designed, promulgated and
                                                                                                 s Evaluation of the usefulness of the data and information
accepted the organization can:
                                                                                                       – identified by relevance of reports produced
s Implement mechanisms to capture, store and retrieve                                            s Identification of any data or information or registered
  the identified data from the relevant sources                                                        users that no longer seem relevant to the
s Manage the data and information storage and                                                          organization’s knowledge requirements.
  movement, especially in line with appropriate
  legislation.
152   | Service Transition processes



 4.7.5.4 Using the service knowledge                            s The business language and terminology and how IT
 management system                                                terminology is translated
 Providing services to customers across time zones, work        s The business processes and where IT underpins them
 cycles, and geographies requires good knowledge sharing        s Any SLAs, and supporting agreements and contracts
 across all locations and time periods of Service Operations.     that would change as a result of the new Service
 A service provider must first establish a service knowledge      Transition – this is especially important for the service
 management system that can be shared, updated and                desk analysts whose target at support transition will
 used by its operating entities, partners, and customers.         be to sustain service; if classifications are accurate this
 Figure 4.39 shows an example of the architecture for             will facilitate the whole process.
 such a system.                                                 For those in the Service Transition process a good way of
 Implementation of a service knowledge management               consolidating understanding is to either spend time in the
 system helps reduce the costs of maintaining and               development areas, taking part in some of the testing
 managing the services, both by increasing the efficiency       processes, or to spend time in the business at the
 of operational management procedures and by reducing           receiving end of the Service Transition to understand the
 the risks that arise from the lack of proper mechanisms.       process from the business perspective.

 All training and knowledge material needs to be aligned
 to the business perspective. Materials that can be included
 are:



   Case study                                                   s Increased agent productivity
   Current situation An organization analysed that at           s Reduced aversion to web self-service
   least 75% of the cost of delivering support comes            s Fewer escalations.
   from resolving customer issues. It was using point           Over time the web workflows were tuned to deliver
   technologies such as a service desk workflow tool,           more and more optimized experiences. Good
   search engines, scripting tools or simple knowledge          experiences helped to add value to the product and
   bases. These systems generally focused parts of the          services and this resulted in greater loyalty that in turn
   resolution process and they were not very effective.         increased profits.
   This contributed to dissatisfied customers, resulted in
   an ineffective service desk and caused integration           Conclusion A wealth of information exists in most
   issues for IT.                                               organizations that is not initially thought to contribute
                                                                to the decision process, but, when used as supplemental
   Solution A comprehensive SKMS was implemented                to traditional configuration data, can bring the lessons of
   to help to address these obstacles by combining              history into sharp focus. Often this information is in an
   intelligent search and Knowledge Management with             informal fashion. Marketing, sales, customer and staff
   Service Management and business process support,             information is a commonly overlooked source of
   authoring workflows and comprehensive self-service           valuable trend data that, along with traditional
   facilities.                                                  configuration, can paint a larger, more meaningful
   The SKMS was supported by the problem management             picture of the landscape and uncover the right ‘course
   and Change Management process.                               corrections’ to bring a Service Transition or operational
                                                                support for a service back on track and keep an
   The experience of end users who come to the website
                                                                organization travelling towards its objectives. Without
   for help was dramatically improved. Instead of an empty
                                                                this clear picture, the effectiveness diminishes and
   search box followed by no results or far too many, the
                                                                efficiency will decay. By recognizing that this is in place,
   application leads the user through a structured set of
                                                                organizations can more easily justify the resource costs
   steps. Based on the specifics of the incident or request
                                                                of establishing and maintaining the data, processes,
   and the customer, web screens will guide users to
                                                                knowledge and skills needed to make it as effective as
   specific answers, follow-up questions, escalation options,
                                                                possible and maximize the benefits.
   opportunities to drill down or just highly relevant search
   results. The following improvements were achieved:
                                                                                        Service Transition processes |       153

Useful materials include:                                         knowledge is the key to successful Knowledge
                                                                  Management.
s Process maps to understand all the integrated
                                                                s Problem management staff will be key users of
   activities
                                                                  collected knowledge and typically responsible for the
s Any known error logs and the workarounds –
                                                                  normalization of data capture by means of developing
  again particularly important for the service desk
                                                                  and maintaining scripts supporting data capture within
s Business and other public calendars.
                                                                  incident management.
Technology for service desks and customer service needs
to make it easier for customers, users and service desk
                                                                Transition staff
agents. Some minimal progress has been made with                Service Transition staff capture data of relevance through
generic Knowledge Management tools and there are                all lifecycle phases and so need to be aware of the
significant developments in the Service Management              importance of collecting it accurately and completely.
industry to develop mature, process-oriented business           Service Transition staff capture data and information:
applications supported by comprehensive knowledge               s Relevant to adaptability and accessibility of the service
bases. Examples of potential benefits are:                        as designed, to be fed back, via CSI, to Service Design
s Agent efficiency – The largest component of ROI               s ‘Course corrections’ and other adaptations to the
  from Knowledge Management is reduced incident                   design required during transition. Awareness and
  handling time and increased agent productivity.                 understanding of these will make subsequent
s Self-service – A comprehensive SKMS provides the                transitions easier.
  customer with knowledge directly on the support
  website. The cost of self-service is an order of              4.7.7 Key performance indicators
  magnitude lower than assisted service.                        and metrics
                                                                A strong Business Case is critical for effective Knowledge
4.7.6 Triggers, inputs and outputs and                          Management and it is important that the measures of
inter-process interfaces                                        success are visible to all levels involved in the
Crucial to Knowledge Management is the need to ensure           implementation.
that the benefits of Knowledge Management are                   Typical measures for an IT service provider’s
understood and enthusiastically embraced within the             contribution are:
whole organization. Specifically, effective Knowledge
Management depends on the committed support and                 s Successful implementation and early life operation of
delivery by most, if not all, of those working in and around        new and changed services with few knowledge-related
IT Service Management.                                              errors
                                                                s   Increased responsiveness to changing business
Service Operations                                                  demands, e.g. higher percentage of queries and
Errors within the service detected during transition will be        question solved via single access to internet/intranet
recorded and analysed and the knowledge about their                 through use of search and index systems such
existence, consequences and workarounds will be made                as Google
available to Service Operations in an easy to use fashion.      s   Improved accessibility and management of standards
                                                                    and policies
Operations staff
                                                                s   Knowledge dissemination
s Front-line incident management staff, on service desk
                                                                s   Reduced time and effort required to support and
   and second-line support, are the point of capture for
                                                                    maintain services
   much of the everyday IT Service Management data.
                                                                s   Reduced time to find information for diagnosis and
   If these staff do not understand the importance of
   their role then Knowledge Management will not be                 fixing incidents and problems
   effective. Traditionally support analysts have been          s   Reduced dependency on personnel for knowledge.
   reluctant to record their actions fully, feeling that this
   can undermine their position within the organization –       4.7.7.1 Evaluation and improvement
   allowing issues to be resolved without them. Changing        Although hard to measure the value of knowledge, it is
   this to an attitude of appreciating the benefits – to        nonetheless important to determine the value to the
   individuals and the organization – of widely re-usable       organization in order to ensure the case for expenditure
154   | Service Transition processes



 and support of Knowledge Management is maintainable.                                  Impact of Better Knowledge Transfer
 The costs associated with Knowledge Management can
 then be measured and compared against that value.                               100
                                                                                  90
 4.7.7.2 Indicators relevant to business/customers                                80
                                                                                  70




                                                                 Effectiveness
 Knowledge Management is an enabling process and so
                                                                                  60
 demonstration of its effectiveness needs to be inferred                                                                     Before
                                                                                  50
 from indirect measurement. Elements of the service quality                                                                  After
                                                                                  40
 that will be positively influenced by good Knowledge
                                                                                  30
 Management might include:
                                                                                  20
 s Reduction in the ‘user error’ category of errors due to                        10
   targeted knowledge transfer, coupled with cheaper                               0
   user training costs




                                                                                 W k 10
                                                                                 W k 11

                                                                                      2
                                                                                 W k1
                                                                                 W k2
                                                                                 W k3
                                                                                 W k4
                                                                                 W k5
                                                                                 W k6
                                                                                 W k7
                                                                                 W k8
                                                                                 W k9



                                                                                    k1
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
                                                                                  ee
 s Lower incident, problem and error resolution times




                                                                                 W
   influenced by better targeted support staff training
   and by a relevant, maintained and accessible                 Figure 4.40 Contribution of knowledge to effectiveness
   knowledge base containing workarounds                        of support staff
 s Enhanced customer experiences such as:
   q Quicker resolution of a query                              activity there should be a feedback mechanism to check
   q The ability to solve issues directly without external      understanding and quality of delivery. This could be in the
        support                                                 form of a post course questionnaire, or even a test to
                                                                confirm understanding.
   q Less transfer of issues to other people and
        resolution at lower staff levels
                                                                4.7.7.3 Measures directly relevant to the service
 s Reduced time for transition and duration of early
   life support.
                                                                provider
                                                                Indications of the effectiveness of the Knowledge
 Measuring benefit from knowledge transfer                      Management process itself include:
 The value of improved knowledge transfer during Service
                                                                s Usage of the knowledge base, measured by:
 Transition through improved Knowledge Management can
                                                                            q Number of accesses to the SKMS
 be measured via the increased effectiveness of staff using
                                                                            q Average time taken to find materials
 and supporting the new or changed service. This (effectively
 the steepness of the learning curve) in turn can be            s Errors reported by staff or detected at audit (none
 measured through:                                                          probably means no one was using it)
                                                                s Involvement of staff in discussion/query/answer forums
 s Incidents and lost time categorized as ‘lack of
                                                                  providing support through knowledge sharing and
   user knowledge’
                                                                  capture of that shared knowledge
 s Average diagnosis and repair time for faults
                                                                s Degree of re-use of material in documentation such
   fixed in-house
                                                                  as procedures, test design and service desk scripts
 s Incidents related to new or changed services fixed
                                                                s Satisfaction with training courses, newsletters, web
   by reference to knowledge base.
                                                                  briefings etc.
 Although not every element of the above can be directly
 attributable to Knowledge Management, the trends in
 these measures will be influenced by the quality of
 Knowledge Management, as shown by the example
 in Figure 4.40.
 Clearly, the performance of the support groups post
 transition will be a determining factor of the quality of
 the knowledge transfer, typically delivered via training;
 however, it is more proactive to check understanding
 before arriving at this point. After each piece of training
  Service Transition
common operation
           activities   5
                                                                                                                        |   157


5 Service Transition common
  operation activities
As well as the processes discussed in Chapter 4, Service        s Those who are strongly opposed, and who would be
Transition supports and is supported by other activities.          unlikely to respond positively to persuasion. It is not
This chapter deals with those elements that are an                 constructive to spend time on these people since
essential part of, or a strong contributor towards, Service        effort is most likely to be unrewarded at the moment.
Transition. The chapter addresses two specific activities
                                                                The best use of time is to concentrate on those people
that are important to Service Transition:
                                                                who are between the two extremes, e.g. stakeholders
s Organizational and stakeholder change – Reflecting            capable of understanding and welcoming the transition.
  the holistic nature of change that Service Transition         Although this seems obvious, it is common for people
  must be based on, organizations do not transform              to spend too much time talking to those who are
  their IT service by only changing the IT services.            sympathetic to an idea, since this is easier and delivers the
  Modern innovations mean that the organization itself          positive feedback that people tend to require to feed their
  will also inevitably change to make use of the new            confidence and job satisfaction. At this stage the Service
  and changed services available.                               Transition team needs to be intuitive to its audience.
s Communications – One of the major traditional
                                                                The Service Transition team will soon become familiar
  weaknesses in Service Transition has been the inability       with the need to change attitudes and the operation
  to deliver sufficient prompt understanding of the             of converting culture. For them it is a routine task,
  implications, benefits and usage of IT services.              holding no threat. It can be hard to remember that, for
                                                                those affected by the change, it is not a usual situation
5.1 MANAGING COMMUNICATIONS AND                                 and they will be worried and a shared understanding
COMMITMENT                                                      will help greatly.

Communication is central to any Service Transition change
                                                                  Example: Emergency room syndrome
process. The greater the change, the greater the need for         A hospital doctor, working in the emergency room
clear communication about the reasons and rationale               will be used to seeing typical patients presenting
behind it, the benefits expected, the plans for its               typical symptoms. Thus, at 3 a.m., the doctor,
implementation and its proposed effects. Communications           possibly after very long hours and while grabbing
need to be targeted at the right audience and clearly             some well-deserved rest, is called to see a patient
communicate the messages and benefits consistently.               who is, in their mind, just yet another middle-aged
If total honesty is not possible, admit this and explain why      man with severe chest pains. Although routine and
it is not possible, e.g. for security reasons. Understanding      unexciting to the doctor, nonetheless a good doctor
people’s commitment is important before planning the              will remember that it is the first time this particular
communications.                                                   man has nearly died from a heart attack. The doctor
                                                                  will not let their familiarity with the situation and
                                                                  their lack of enthusiasm be evident. Instead, they will
5.1.1 Communications during Service                               match their manner to that of the patient and treat
Transition                                                        the situation with the urgency and importance the
Typically many people are affected by a service change            customer expects.
and consequently sufficient stakeholder buy-in is required
to carry the transition forward successfully. It is important
to establish an individual’s stage within the ‘emotional        It is important the Service Transition team members are
cycle’ to understand the method of approach. It is              capable of understanding the impact of their work on
important to identify:                                          others, and therefore tailoring their own approach to the
                                                                stakeholder audience. Ultimately, the Service Transition
s Those who are already in support of the transition,           team’s goal is to build enthusiasm and commitment to
   and on whom it is not sensible to spend time right           the change, while ensuring that all stakeholders are clear
   now since they do not need conversion; they will be          about how the changes will impact themselves, and what
   picked up at the ‘acceptance’ stage                          will be expected of them in the coming months. Clear
158   | Service Transition common operation activities



 two-way communication channels will help employees                                       s What actions could be taken before the
 feel their feedback and ideas are valued.                                                  communication that will increase the understanding
                                                                                            and the acceptance of the information given?
 Stakeholder management can consume significant
                                                                                          s How and when will groups be involved during the
 amounts of labour, with up to 50% of staff effort often
 consumed by this task during significant organizational                                    cascading of the communication information to other
 change periods.                                                                            levels in the organization?
                                                                                          s Are the communications successful in overcoming the
 5.1.2 Communication planning                                                               particular communication barriers on this Service
                                                                                            Transition (e.g. cultural differences, the added structure
 After establishing the strategies that will promote positive
                                                                                            of large teams, the additional requirements associated
 change enablers, and having understood the level of
                                                                                            with geographically dispersed personnel)?
 commitment within the organization, Service Transition
                                                                                          s Is there consideration to address the communication
 must ensure that there is a detailed communications plan
 that will target information where it will be most effective.                              needs of other stakeholders in the project (e.g. decision
                                                                                            makers, opinion leaders, system users, internal and
 When announcing information during a Service Transition                                    external regulatory bodies, and any other persons
 change, the following considerations should be made for                                    impacted by the implementation of the new Service
 each statement you need to communicate:                                                    Transition)?
 s How should the information be delivered? All at once                                   Figure 5.1 shows an overview of the key elements for
   or divided into segments and released over a period                                    consideration when planning for effective communication.
   of time? If it is going to be released in segments, then
   what are the components and what is the sequence of                                    To ensure that a communication strategy is effective,
   timing for the communication message delivery?                                         surveys and measures should be determined for regular
                                                                                          monitoring. This will take the form of feedback from those
 s How should the information be delivered?
                                                                                          people that have had any communication. It should also
   (See paragraph 4.7.5.2.) What tone and style should
                                                                                          include how people are feeling on their ‘change cycle’ to
   the message be conveyed in – upbeat, cautious,
                                                                                          establish that the target is right. At this point there may
   optimistic?

                                          Communication Strategy
                                                                        Ide




                                                      Communication
                                               es




                                                                          nti
                                            tiv




                                                          Plan
                                                                            fyi
                                          jec




                                                                               nga
                                          ob




                                                    Ownership
                                                                                   nd
                                       ss




                                                    Style
                                     ne




                                                                                     ma
                                    usi




                                                    Delivery mechanisms
                                                                                        int
                               eb




                                                    Competences – skills, training
                                                                                         ain
                             f th




                                                    Other related ongoing activities
                                                                                           ing
                        no




                                                    Audiences internal and external
                                                                                               sp
                      isio




                                                                                                  o




                                                    Involve staff at all levels
                                                                                                 ns
                   av




                                                                                                  ors




                                                    (stakeholder and operations)
                                                                                                      hip
                  g




                                                    Timescales
              tin




                                                    Key success factors
             Set




                                                    Monitor audience feedback
                                                    Ensure the right message
                                                    meets the right people at
                                                    the right time!

                         Removing barriers of resistance – building partnerships

 Figure 5.1 Example of communications strategy and plan contents
                                                                                 Service Transition common operation activities |    159


                            Communication Path


        Current                                          Predicted
         State                                             State




                                       Define               Plan how to
                 Obtain             Communications              get to
  Define the   leadership               Plan                targets and
  vision and      team
                                              Baseline          obtain
     team        buy-in        Establish                                Perform,
                                               AS-IS/         feedback
   charters                  contributing                              review and
                                groups       define pilot                report
          Perform                              phases                           Review
                        Develop                     Individual /
            Gap                                                                  whole
                         work                           team
          Analysis                                                              process
                     packages and                      targets
                       reporting                       agreed
                         tools                                                            Figure 5.2 Example communication path


be individuals that are identified that should have more                        questions that employees have may be better
personal contact from the Service Transition Team in order                      understood, as people will feel within their own
for them to achieve an acceptable state.                                        comfort zone as they are used to this method of
                                                                                communication with colleagues they work with daily
To obtain an appreciation of the sequence of events, a
                                                                           s    Face to face – key stakeholders to make time to
communication path diagram such as the one shown in
Figure 5.2 helps the planning of the communication                              visit staff in their work environment (floor walks), to
process.                                                                        set a positive example of the support by senior
                                                                                management, and allow employees to ask questions
5.1.3 Methods of communication                                                  pertinent to themselves
                                                                           s    Q&A feedback postings – boards or mail boxes where
Using multiple communication means will help
                                                                                employees can raise anonymous questions and receive
understanding of the overall message. Common media
                                                                                feedback on any concerns they may have
types include:
                                                                           s    Corporate intranet
s Large workshops – to deliver a clear and consistent                      s    Reinforcement memos – consistent memos from the
  message to the target audience on the overall Service                         senior stakeholder reinforcing key information, or
  Transition approach; this will generally be at the start                      giving an update on the implementation activities, will
  of any communication strategy in order to build                               keep the Service Transition alive for those people
  understanding, ownership and even excitement                                  not perhaps actually involved at all stages
  across the teams
                                                                           s    Posters/roadmaps – good-quality colourful
s Organization newsletter – to reinforce any messages                           communications at the end of office floors showing
  already delivered; however, care needs to be taken                            implementation activities, progress or general updates;
  that this approach is used as reinforcement rather                            these are a positive way of keeping communications
  than as the first time that employees may have seen                           alive and delivering a consistent message
  the communication cascade
                                                                           s    Pay advice notes – key communication attached to
s Training sessions – as part of the Service Transition,                        payslips to ensure a practical 100% communication
  roles or processes will be likely to change; this                             update
  requires targeted training, which should be planned
                                                                           s    ‘Z-cards’/encapsulated reference cards – small credit-
  giving sufficient time for employees to get to grips
                                                                                card-sized documents holding key information
  with any new ways of working
                                                                                and expected to be carried by staff in their wallets
s Team meetings – giving support to team leaders from                           or purses.
  the Service Transition team, who will ensure at their
  own weekly meetings that they can reinforce any
  messages; it is at this lower level meeting that the
160    | Service Transition common operation activities



                                                                                       Models help to communicate what people should expect
      Example: The service desk                                                        for each service or each type of change. Figure 5.3 is an
      It is important to understand the dynamics of the                                example of a change model used to transition services
      service desk operation. Generally this group of staff                            from an organization to a commercial service provider.
      will be doing shift working, with hours covering early                           This is an example of a total organizational change where
      mornings, evenings and weekends. They also tend to                               there will be changes in management, processes and
      be one of the largest groups within the support                                  staffing, although many staff may transfer into the new
      operation, so it is particularly important that they get                         service provider organization. Having access to a set of
      a consistent message during communication about                                  service, change and transition models in a form that is
      the change. Some of the communication means that                                 easy to communicate will help to set expectations during
      would be appropriate for this audience could be as                               the Service Transition.
      follows.
      Taking selected key people from the service desk                                 5.1.4 Motivation and the importance of
      such as the shift leaders, and team leaders to hear                              communication
      the large workshop brief. This will ensure that a large
      enough group have heard the full brief, and they will                            People need to be kept up to date with the progress of
      then be in a position to debrief their smaller teams.                            change, good or bad, if they are to be motivated to make
      Members of the Service Transition team could then                                it happen. Hackman and Oldham (1980) described the
      attend the individual team meetings to support the                               state of affairs when people try to do well, because they
      team leader as they conduct the debrief, and answer                              find the work satisfying, as internal motivation. The
      any questions. Using reinforcement memos, this                                   concept is defined in Table 5.1.
      ensures that the service desk staff feel that they are
                                                                                       People will be mobilized and engaged if they can see
      being communicated to by the senior stakeholder
      rather than being left out. It will also help at the                             progress. Short-term wins should be communicated and
      point that they are about to take over any support                               progress celebrated.
      from the Service Transition changes. This is also a
      cost-effective means of keeping a large group of
      people up to date and engaged in the process.




                                                     Service Transition


         Plan Service                            Perform                       Review                            Close
         Transition                              (Do)                          (Check)                           (Act)


  ❑ Business Case                      ❑ Perform Service Transition     ❑ Evaluate quality and act upon   ❑ Review organizational and
  ❑ Service Transition Statement of      Kick Off                         discrepancies                     cultural changes
    Work                               ❑ Initiate Communications Plan   ❑ Perform regular customer        ❑ Validate SLAs are met
  ❑ Service Management plan            ❑ Initiate Service Transition      and team reviews involved in    ❑ Perform customer and team
  ❑ Organisation models                  processes and work flow          service transition                reviews for feedback and
  ❑ Service Transition team charters   ❑ Initiate Supplier / Partner    ❑ Refine service transition         lessons learnt
  ❑ Management Sponsors                  activity and reporting           processes and solutions         ❑ Produce post-implementation
  ❑ Team and skill assessment          ❑ Manage customer                  based on SLAs etc and             review report for change
  ❑ Change Management process            relationships                    communicate                       management
    initiated                          ❑ Initiate legal / contract      ❑ Maintain the management of      ❑ Sign off contract and cost
  ❑ Profile and awareness                management                       change in all areas               models
    assessment on cultural values      ❑ Assess, review and manage      ❑ Test escalation processes       ❑ Obtain business sign off for
  ❑ Joint verification plan              risks                          ❑ Ensure transition is within       Service Transition
  ❑ Communications plan                ❑ Establish quality management     scope and cost models           ❑ Define plan for ongoing
  ❑ Reviewed legal / contract /          checks for all processes       ❑ Maintain risk management          Continual Service
    commercial bases                     during service transition        throughout                        Improvement
  ❑ Risk management strategy


 Figure 5.3 Example of Service Transition steps for outsourcing
                                                                        Service Transition common operation activities |         161

Table 5.1 Job characteristics that motivate people
The essential characteristics of the job      What the worker gets from them                 The result if all these job
                                                                                             characteristics are present
Feedback from the job                         Knowledge of the actual results of
                                              work activities
Autonomy                                      Experienced responsibility for outcomes
                                                                                             High internal work motivation
                                              of work
Skill variety                                 Experienced meaningfulness of the work
Task identity
Task significance


5.2 MANAGING ORGANIZATION AND                                      5.2.1 The emotional cycle of change
STAKEHOLDER CHANGE                                                 What creates confusion and chaos in organizations more
Service Transition’s basic role is, on the basis of agreed         than change not managed well or not managed at all?
design, to implement a new or changed service, effectively         Research shows that many change efforts fail, fall short
making the organization different than it was before.              of their goals or result in organizational dissatisfaction
For a change of any significance, this is delivering an            and inefficiency.
organizational change, ranging from moving a few staff to          The research on Change Management strongly suggests
work from new premises through to major alterations in             that without the support of people, change will not
the nature of business working, e.g. from face-to-face retail      happen. Business managers and change agents must
to web-based trading.                                              understand the emotional impact that change has on
Change is an inevitable and important part of                      people and how to manage it accordingly. Much research
organizational development and growth. Change can                  has been done on the emotional impact of change.
occur in incremental phases or suddenly, affecting some            What this means is that failure to consider organizational
or all of an organization, its people and its culture.             change and how it affects people is a significant factor in
Without change, progress does not happen.                          causing transitions to fail. In order to facilitate the
Organizational change efforts fail or fall short of their goals    acceptance of change, it is important to understand the
because changes and transitions are not led, managed               ‘emotional stages’ that a person needs to get through
and monitored efficiently across the organization and              before acceptance. This is illustrated in Figure 5.4.
throughout the change process. These gaps in key                   For all significant changes, individuals will go through this
organizational activities often result in resistance,              process. At first they enter into a degree of shock, before
dissatisfaction and increased costs. Change is never easy;         going into avoidance. This will often manifest itself in
it usually takes longer than planned and creates barriers          increased efficiency while the situation is denied. This is
and resistance along the way. Effective leaders and                usually a rapid stage, at which point performance drops as
managers understand the change process and plan and                people choose to ‘shoot the messenger’ and blame the
lead accordingly. Major negative impact can come from              change initiators and Service Transition team, followed by
losing staff – disillusioned people leaving – which brings         self-blame as insecurity and the threat of the situation is felt.
risks to the organization, e.g. loss of knowledge and lack         Performance is now at its lowest. It follows that the quicker
of handover.                                                       the Service Transition team can get individuals through the
This section provides more detail about the involvement            cycle, the shorter the timescales before acceptance and
of Service Transition in managing organizational change.           optimum performance. One can use the experience of those
It includes assurance of the organization change products          within the affected area to understand concerns, and the
from Service Design, stakeholder management and                    nature of resistance in order to communicate at the
communications and approaches to cope with change                  appropriate stages. This may often take considerable
during transition.                                                 personal time of the Service Transition team, to listen to
                                                                   people’s concerns, but ultimately will get individuals
                                                                   engaged and performing in as short a time as possible.
162   | Service Transition common operation activities




                                                                                  optimum
                                                                                performance
  P
  e
  r
  f
  o                                   avoidance
  r
  m                                                       external                acceptance
  a                                                        blame
  n
  c               shock
  e
                                                                   self
                                                                  blame
                                                                                                 Figure 5.4 The emotional
                                                                                                 cycle of change
                                                  Time

 Appropriate communication through these stages of                 case if a change is on a scale that is significant enough
 transition will drive the energy of individuals from low to       to affect the organization as a whole. The Management
 high, obtaining involvement and generating a more                 Board and Executive must ensure that there are adequate
 positive attitude as the change takes place. As emphasized,       connections and controls throughout the organization to
 this is a pattern followed by individuals, and different          alert them to any barriers and to facilitate the transition
 people will pass through these typical phases at different        to its goal.
 speeds, so understanding where individuals are on this
                                                                   A clear, strategic vision coming from the Management
 curve and supporting and progressing them can be a
                                                                   Board and/or Executive is imperative to drive and maintain
 significant resource commitment for Service Transition.
                                                                   the change.

 5.2.1.1 Effective management of change
                                                                   5.2.3 Service Transition’s role in
 There are five important ingredients of change: necessity,        organizational change
 vision, plan, resources and competence. They are
                                                                   Organizational change is always a challenge. Factors
 discussed separately in this chapter. If there is no necessity
                                                                   that drive successful change initiatives at the organization
 established, there is lot of resistance from the people; if
                                                                   level include:
 there is no vision, there is confusion among the employees;
 if there is no plan, there is chaos in the activities and         s Leadership for the change
 transition; if there are no/fewer resources, there is a           s Organization adoption
 frustration among the employees; and if there is no               s Governance process
 competence, there is a fear of failure among the employees.       s Organization capabilities
 Therefore it is extremely important to pay adequate
                                                                   s Business and service performance measures
 attention and establish management commitment to take
                                                                   s A strong communication process with regular
 adequate care of these requirements of the change.
                                                                      opportunity for staff feedback.
 5.2.2 Organization, roles and                                     Although Service Transition is not accountable for the
 responsibilities                                                  overall management of business and technical change
                                                                   the Service Transition process owner or manager is a key
 Managing change and transition is the responsibility of the
                                                                   stakeholder and needs to be proactive in reporting issues
 managers and Executives involved in that change. They
                                                                   and risks to the change leaders, e.g. when the volume of
 must have an awareness that change has to be managed,
                                                                   changes may impact Service Operation’s ability to keep
 that people have to be communicated with openly and
                                                                   the services running.
 honestly and that resistance has to be sought out, listened
 to and responded to appropriately. This is especially the
                                                                   Service Transition common operation activities |       163

Organizational adoption is a subset of Change                  s Follow the deadlines for submitting changes
Management practice. It typically happens at two levels:          and releases.
individual and organizational. It is important to understand
                                                               Service Design will perform the assessment of the
the culture of the organizations and the people involved.
                                                               capability and capacity of the IT organization to transition
This will often be quite diverse across different cultures,
                                                               the new or changed services. Service Transition has a
business units, geographies and including:
                                                               quality assurance role to check that the organization and
s Business culture – this may be different depending           stakeholders are ready for the change and it will raise any
   on the industry, geography, etc.                            issues and risks related to organizational change that are
s Culture of customer organization(s)                          identified, e.g. during testing, pilots, deployment and early
s Culture of service provider/IT organization                  life support.
s Culture of supplier organization(s)                          Service Transition is also responsible for ensuring that the
s Individual personalities, especially of senior managers      organizational change happens according to the plans,
   and change champions.                                       that the change is still relevant in current circumstances
Cultural and organization assessment and change design         and that the organizational change delivers the predicted
are the responsibility of strategy and design. However,        organization, capabilities and resources. This will involve
most significant Service Transitions will have an effect       checking that changes are being adopted, e.g. that a
on working practices and so require a change in the            critical mass of customers, users and Service Operations
behaviour and attitudes of many teams and stakeholder          staff accept the change and make a personal commitment
groups. Understanding the organizational change                to implementing it. Anecdotal evidence suggests that once
elements of a transition is therefore vital. The assessment    a ‘critical mass’ of around 70% of affected people have
of the likely risks and success is an important element        accepted the change into their normal way of working the
of the transition as a whole. Service Transition will be       change can safely be held as established behaviour. If the
involved early in the lifecycle to ensure that these aspects   adoption rate is lower then a significant chance exists that
are assessed and incorporated into the design and build        an organization might revert to the ‘old ways’. The actual
of the organizational change.                                  figure will be greatly influence by the degree of staff
                                                               involvement with a particular change, e.g. a few key staff
Service Transition must be actively involved in changing       can deliver a disproportionately major influence for
the mindsets of people across the lifecycle to ensure they     acceptance or rejection.
are ready to play their role in Service Transition. These
people will include:                                           Achieving successful Service Transition requires organized,
                                                               competent and well-motivated people to build, test,
s Service Transition staff                                     deploy and operate the service. Successful Service
s Customers                                                    Transitions rely on changing the organization and
s Users                                                        people and it is important to focus on such aspects as
s Service Operations staff                                     competency assessment and development, recruiting, skills
s Suppliers                                                    development, knowledge transfer, team building, process
s Key stakeholders.                                            improvements and resource deployment. If there is a gap
                                                               in capability then Service Transition will provide input into
Service Transition will focus on simple messages at            the relevant party, e.g. project management, Service
any one time to ensure there is consistency in the             Design, Continual Service Improvement.
implementation of the changes. For example, Service
Transition would be interested in helping people to:
                                                               5.2.3.1 Understanding the organizational culture
s Understand the need for knowledge and effective              For successful Service Transition, an organization needs to
  knowledge transfer                                           determine the underlying values and drivers that enable
s Understand the importance of making decisions at             effective management of change. Each organization and
  the right speed/within the appropriate time                  combination of organizations is different so the Service
s Understand the need to complete and review                   Transition approach to change is determined, in part, by
  configuration baselines in a timely manner                   the culture and so may vary across the organization.
s Apply more effective risk assessment and management
  methods for Service Transition
164   | Service Transition common operation activities



 Organizational culture is the whole of the ideas, corporate         5.2.4 Strategy and design for managing
 values, beliefs, practices, and expectations about                  organizational change
 behaviour and daily customs that are shared by the
                                                                     As discussed in the Service Strategy publication, an
 employees in an organization. Culture can support an
                                                                     organization’s age and size affect its structure.
 implementation or it can be the source of resistance.
                                                                     During a Service Transition, changes in roles, processes
 When performing Service Transition activities it is important
                                                                     and relationships must be made or problems will arise.
 to gain an understanding of the type of culture currently
                                                                     Understanding the different phases of development of the
 existing in the organization and how this is likely to be
                                                                     stakeholder organizations helps Service Transition manage
 affected by any proposed changes. Conversely, it is equally
                                                                     the stakeholders and users better.
 important to understand the effect current culture may
 have as a ‘barrier’ to realizing change. Examples of key
 questions to be posed to help identify culture are shown in
 Table 5.2. These questions are useful when reviewing the
 Service Strategy and Service Design deliverables.

 Table 5.2 Understanding the culture of the parties involved
 Cultural aspect                  Question
 Language                         Is there a common language or shared language(s)? Does the language inhibit and reinforce
                                  boundaries or facilitate effective change and knowledge transfer? Is the organizational language
                                  style mostly formal or informal?
 Change                           Does the organization appear to resist change or is it constantly evolving?
 Communication                    What are the preferred modes of communication? What is the content and style of internal
                                  communications? Where does official and unofficial communication happen? Are communication
                                  channels open and democratic or closed and hierarchical? How is knowledge and experience
                                  shared? Are rumours/gossip prevalent?
 Knowledge flow                   How do people describe the way knowledge and information is transferred around the
                                  organization? How easy is it to find what you need to know, when you need it? How easy is
                                  it to find the right person with the right experience?
 Communities                      Are there identifiable ‘communities’ within the organization? Is there a community leader,
                                  e.g. problem management community leader? What is the structure and function of these
                                  communities?
 Networks                         Are an individual’s networks well developed, on the whole? What kind of information is
                                  exchanged by these people?
 Working environment              Does the working environment create the right conditions for knowledge transfer and integrated
                                  working, e.g. close proximity physically and/or electronic tools? How are desks configured? How
                                  are communal areas used?
 History                          How does the organization see its own history? Is it valued and used or quickly forgotten?
                                  How does the organization value past experiences, e.g. do people still refer back to their old
                                  company after a merger?
 Meetings                         Are meetings seen as productive? How are they managed? Are they effective? Does everyone feel
                                  safe to speak? How is opinion or criticism handled? How is output captured or taken forward?
 Rewards and motivations          How are individuals/teams rewarded or recognized for sharing knowledge/information and
                                  experience? What motivates people in the organization? What else might be blocking
                                  engagement of an individual/team, e.g. other major change, major incident handling?
 Time                             What are individuals’, teams’ and the organizational attitudes to time, e.g. busy or relaxed;
                                  punctual, rigid and unchanging or flexible?
                                                                    Service Transition common operation activities |         165


5.2.5 Planning and implementing                                 5.2.6 Organizational change products
organizational change                                           The change in the organization from the current state to
Often plans and designs for managing change are not             a new state can require a combination of elements to
balanced and the organization and people side of change         be changed in order to fully realize the organization
are omitted (one well-known illustration of this is the         transformation. The required service is defined in the
McKinsey 7S model). Within IT departments Project               Service Design package. The following work-products are
Managers often focus on the technical activities rather than    typical outputs from Service Strategy and Service Design
the changes required for the organization or individuals. It    that assist with managing organizational change during
is important that Project Plans are reviewed to ensure that     Service Transition:
the organizational change activities are included.              s Stakeholder map
In order to manage organization change it is important          s Current organization and capability assessment
that the stakeholders and teams understand what is              s Current and required competency model and
required and can answer these questions:                           competency assessments
s What are the business and organizational strategic            s Constraints (including organization, capability,
    drivers, personalities and policy changes?                     resources)
s   What problems does the proposed change solve?               s Service Management process model
s   What will the new or changed service deliver?               s Policies, processes and procedures
s   What does the new or changed service look like?             s Roles and responsibility definitions, e.g. a RACI
s   How do current objectives need to be modified?                 (Responsible, Accountable, Consulted, Informed) matrix
                                                                s Relationship management
s   What are the objectives of the change as defined
    by management, and how will success be judged               s Communication Plan
    throughout the levels of the organization?                  s Supplier framework, especially where multiple
s   What are the processes, templates, decision points and         suppliers are involved.
    systems to be used and what level of reporting data is      An example of a RACI matrix for managing change during
    required for the decisions to be made?                      the service lifecycle that supports Service Transition
s   Who will be involved and who previously involved            activities is shown in Table 5.3. In many instances on the
    will no longer be?                                          chart the ‘R’ for responsibility appears in more than one
s   Who will be affected within and outside the                 column. This is indicative of the hierarchical nature of the
    organization?                                               responsibility, with strategic, tactical and operational
s   What are the constraints – type, range and flexibility      responsibilities being required and thus spreading across
    – time slots, equipment, staff and supplier availability?   more than a single column. In these instances the left-
s   What is the planned timescale?                              hand occurrences are more managerial, the ones to the
s   Who or what can help in planning the                        right focusing on delivery.
    implementation?                                             Service Transition will check that organizational change
s   What skills and measures should be considered?              products and services are fit for purpose. For large-scale
s   How will ‘normal’ life be affected?                         changes, such as mergers and acquisitions and
s   What will the consequential changes be, e.g. to             outsourcing, this will include validation of the approach
    business methods?                                           to:

As part of quality assurance and implementation, the            s Career development – Are succession plans being
stakeholders and IT teams can be sampled to understand            built? Do individuals have an understanding of their
and clarify their expectations about these aspects.               progression prospects?
                                                                s Performance evaluation at organization, team and
                                                                  individual level – Are regular reviews conducted? Is
                                                                  the documentation formal, and is there demonstration
                                                                  of a consistent approach?
166   | Service Transition common operation activities



 Table 5.3 Example of RACI matrix for managing change
 Role Responsibility           Change sponsor,     Change enabler,        Change agent,        Change target,
                               e.g. business and   e.g. process owners,   e.g. team leader     e.g. individual
                               IT leaders          service owners         instructing change   performing the change
 Articulate a vision for       A/R                 A/R                    C                    I
 the business and service
 change in their domain
 Recognize and handle          A/R                 A                      A                    C
 resistance to change
 Initiate change, understand   A/R                 A/R                    C                    C
 the levers for change
 and the obstacles
 Manage change and             A/R                 A/R                    C                    C
 input to change plan
 Input to design of            A/R                 A/R                    C
 target organization
 or structure, etc.
 Set up a system for           A/R                 A/R                    C
 communicating change
 Steer change                  A/R                 A                      A                    C
 Mobilize the organization     A/R                 C                      C                    C
 Mobilize their                A/R                 A/R                    C
 department, unit, team
 Lead workshops and            A/R                 A/R
 group analysis of the
 current processes
 Run effective meetings        A/R                 A/R                    A/R                  A/R
 Solve problems in groups      A/R                 A/R                    A/R


 s Rewards and compensation – Is there a net benefit to
   people affected by the change?
 s Recruitment and selection – Where there is any
   shortfall in any roles required, is there a fair and
   consistent process to selection, including the process
   of internal movement as well as selection from the
   external market?
                                                                Service Transition common operation activities |   167

Typical work-products that the Service Transition team
depends on are shown in Table 5.4.
Table 5.4 Example of organization work-products
from the build stage
Organization model
New or changed organizational structure
Career development structure
Reward and compensation structure
Performance evaluation structure
Performance measurement structure
Competency model detailed design
Competency list
Competency/activity matrix
Target job, role, staffing and competence requirements matrix
Job definition and design
Role definitions and descriptions
Staffing plan
Individual
Individual assessment
Competency assessment (including role and skill assessment)
Performance assessment
Performance enhancement needs assessment
Learning needs assessment
Education and training
Learning approach
Learning test approach
Performance enhancement design
Learning definition and design
Course definition
Performance enhancement support design
Performance enhancement support plan
168   | Service Transition common operation activities



 Table 5.5 Organizational role and skills assessment checklist
 Check                                                                                              Evidence
 Is there an assessment of the number of staff required and their current skill levels?             Plan
 Is there a documented vision/strategy to address any risks in each area                            Vision/strategy
 (e.g. resource shortfalls – start hiring actions, sub-contract or outsource the whole area)?
 Have the generic roles and interactions throughout the Service Transition been reviewed?           Roles and responsibilities
                                                                                                    interaction matrix
 Are the specific roles and measures defined?                                                       Performance measures by role
 Have the skills for each area, i.e. content, application, technical and business, been defined?    Skills requirements for each area
 Is there an assessment of the organization’s personnel against the requirements?                   Assessment report
 Have personnel from areas in the organization other than the areas covered by the                  Assessment report
 Service Transition been considered?
 Have the requirements for both development and maintenance that support the business               Requirements
 needs been considered?
 Has the level of risk that relates to the support available for certain areas been                 Risk assessment report
 documented? Also the areas that cannot be supported and the assumptions that
 apply to the analysis?


 5.2.7 Assessing organizational readiness for                             5.2.8 Monitoring progress of organizational
 change                                                                   change
 The checklist presented in Table 5.5 can be used to assess               To enable a Service Transition programme to be effective
 the role and skill requirements during Service Transition.               and successful, regular checks/surveys should be
                                                                          performed throughout many different levels of the
                                                                          organization. Table 5.6 shows a feedback survey that could
                                                                          be used on both the individual and teams involved.

 Table 5.6 Example of a feedback survey
 Aspect                                                                                                               Response
 Service Transition meetings are properly managed and run effectively.
 I have a clear idea of what is expected of me during this Service Transition.
 I am confident that I can successfully accomplish the assigned Service Transition work.
 My manager encourages me to exchange ideas about how to work better and/or improve
 the current processes.
 My manager is willing to listen to my concerns and ideas and pursue them on my behalf.
 The Service Transition communication methods, frequency and content meet my needs.
 The atmosphere during the Service Transition is friendly and helpful and open.
 There is sufficient effort being made to get and evaluate the opinions and thinking of all
 members of the Service Transition team.
 I clearly understand the operational needs of this Service Transition.
 The work that I am responsible for will meet the Service Transition and operational needs of
 the business users.
 The job requirements allow me to balance my workload and personal life.
 I believe real actions and Service Transition management consideration will result from
 my feedback captured from surveys.
                                                                   Service Transition common operation activities |          169

The results of any survey should be useful in determining      Location change
the progress made through Service Transition. This will        The location of the sourcing can also present issues and
include the status of employee commitment and any areas        risks during Service Transition. Typical sourcing locations
for improvement. This will also serve as a useful tool at      are presented below and each represents a difference
various milestones within the transition journey.              from where the service was provided before sourcing:
Employees will feel that their opinions count at a critical
time as they go into the Service Transition programme.         s Local sourcing exists in the same geographical area
This is where positive engagement of the new processes         s Global (multi-shore) sourcing chooses the best
can be increased by ‘taking the majority with you’.              solution non-dependent on geographical location
                                                               s Near-shore sourcing borders the client location
Monitoring is, of course, only the first part of a series of
                                                                 offering same language, time zones and culture
actions. The responses obtained must be analysed and
                                                               s Off-shore sourcing is located in one specific
understood. Where required, issues should be addressed
                                                                 geographical location
and fixed as soon as possible. Respondents to the survey
must be kept informed of changes that result from their        s Combinations are becoming common with different
feedback. Only in this way can staff have confidence that        functions, or aspects of functions, delivered in different
their feedback matters and achieves improvements.                fashions, e.g. 9–5 service desk delivered locally but
                                                                 out-of-hours service supported from off-shore.
Often improvements will be identified in the post
implementation review of the service change and can feed       The cultural and organizational issues relating to the
into Continual Service Improvement.                            change in location need to be addressed for a successful
                                                               Service Transition.
5.2.9 Dealing with the organization and                        Linking of sourcing activities throughout the
people in sourcing changes                                     organization
A change in sourcing of IT services is one of the most         In planning a Service Transition to another organization,
significant, and often most traumatic, kinds of                the sourcing strategy is mapped across the organization.
organizational change. Several different impacts and           This is where the budget is tied to the financial group,
effects on staff will need to be considered, planned and       services are tied to the service delivery group, security
prepared for.                                                  considerations are tied to the security group etc.
Employee shock                                                 Each group that is linked to the sourcing initiative must
One of the biggest changes that will be caused by              make provisions for interaction with the sourcing vendor
sourcing is ‘employee shock’. As described in the retained     so that the sourcing operation will continue to run
organization section, many staff functions will evolve into    smoothly. It is important to obtain commitment from key
more generic concerns such as project management and           people, and commitment planning techniques can be
negotiation management. There will also be a morale            used (see previous section). The links should be tested
issue caused by transition of staff replaced by the sourcing   during each phase of the transition process to verify that
function. These perceptions need to be addressed early         the link is working and providing the correct transaction
on, at the beginning of the initiative, so that the            between the business and the sourcing vendor.
employees are completely aware of what is about to             For example, if the business wants to update the security
happen. Lack of communication and secretive behaviour          software on the systems that the sourcing vendor is using
only promotes suspicion and can lead to negative and           to run the business’s financial information, the security
disruptive attitudes. Sourcing is best done in an open         group should have an established contact with the vendor
atmosphere where all the options are clear and identified.     to convey this need.
Business change                                                If the vendor needs to increase the business specific skill
Another major change is the way business is conducted.         level of a new employee, they should have an established
Sharing ‘everything’ with a sourcing vendor may lead to        contact to the training department of the business and/or
distrust if it is not presented in the correct terms. Care     specialist experts within the organization.
must be taken to ensure that information is passed to the
                                                               Every aspect of the sourcing operation as it pertains to the
sourcing vendor on a ‘need to know’ basis. This will keep
                                                               business it supports must be linked to the appropriate
the relationship professional.
                                                               area/group within the business. These links need to be
                                                               identified and established early on or the sourcing
170   | Service Transition common operation activities



 relationship will not be efficient and will have many            5.2.10.2 J. P. Kotter’s ‘Eight steps to
 bottlenecks that will affect productivity. Service Transition    transforming your organization’
 will need to test these links as early as possible.
                                                                  J. P. Kotter’s ‘Eight steps to transforming your
                                                                  organization’, shown in Table 5.8, is a well-proven
 5.2.10 Methods, practices and techniques                         approach to managing transformation. This is a useful
                                                                  method to use to identify gaps in plans for managing
 5.2.10.1 Hints and tips on managing change
                                                                  organizational change.
 There is a tendency for senior Executives to skip the need
 for organizational change by dictating what behaviours
 should be done and sacking people to get the message
 across. Typically it works in the short term, but then falls
 apart after the key Executive leaves or moves on to
 something else.
 Table 5.7 provides useful advice on the dos and don’ts of
 managing change.




 Table 5.7 Tips for managing change
 Do                                                               Don’t
  s   Establish a baseline and vision                             s   Try to micro-manage everything
  s   Develop a communication strategy and check that             s   Put minor changes through bureaucratic processes
      communications are understood                               s   Forget the agreed degree of exposure to risk – in many
  s   Identify impact on other services, processes, systems and       circumstances the business is taking commercial risks as a
      people not involved in Service Transition                       deliberate policy, but IT and others stand to undermine
  s   Identify impact on customers/users and other stakeholders       the business justifications and policies by trying to remove
  s   Be able to articulate and communicate why are we making         risk from their component of a business change
      this change                                                 s   Focus solely on the IT – all components of a service must
  s   Identify new skills/knowledge required                          be transitioned
  s   Consider development requirements and how these             s   Forget the people
      requirements will be addressed – training, coaching,        s   Over-complicate things – they are harder for people to
      mentoring                                                       understand
  s   Promote the right culture                                   s   Ignore the after effects of failed changes on people
  s   Promote organizational discipline                           s   Neglect the costs of transition
  s   Integrate HR support                                        s   Succumb to inertia – instead re-assess validity and
  s   Put the right people in the right role/job                      relevance of the service or change
  s   Help people to manage stress                                s   Pretend that there will be no losers.
  s   Encourage people to think that the situation can be
      improved – it generally can be
  s   Provide easy access to information about the change
  s   Ensure new or changed documentation/instructions are
      concise and understandable for the target audience.
                                                                        Service Transition common operation activities |             171

Table 5.8. J. P. Kotter’s ‘Eight steps to transforming your organization’
Leading change: eight Steps               Core challenge                               Desired behaviour
1. Establish a sense of urgency           Get people ‘out of the bunker’ and ready     People start telling each other, ‘Let’s go,
                                          to move.                                     we need to change things!’

2. Create a guiding coalition             Get the right people in place with the       A group powerful enough to guide large
                                          trust, emotional commitment and              changes influences others to accept
                                          teamwork to guide the difficult change       change, and one that works well
                                          process.                                     together.

3. Develop a vision and strategy          Get the guiding team to create the right     The guiding team develops the right
                                          vision and strategies to guide action in     vision and strategy for the change effort.
                                          all of the remaining stages of change.
                                          This requires moving beyond number
                                          crunching to address the creative and
                                          emotional components of vision.

4. Communicate the change vision (and,    Get as many people as possible acting        People begin to buy in to the change
communicate it over and over again)       to make the vision a reality.                and this shows in their behaviour.

5. Empower broad-based action             Remove key obstacles that stop people        More people feel able to act, and do
                                          from acting on the vision.                   act, on the vision.

6. Create short-term wins                 Produce enough short-term (quick) wins       Momentum builds as people try to fulfil
                                          fast enough to energize the change           the vision, while fewer and fewer resist
                                          helpers, enlighten the pessimists, defuse    change.
                                          the cynics and build momentum for the
                                          effort

7. Consolidate gains and produce more     Continue with wave after wave of             People remain energized and motivated
change                                    change, not stopping until the vision is a   to push change forward until the vision
                                          reality – no matter how big the              is fulfilled – fully realized.
                                          obstacles.

8. Anchor new approaches in the culture   Create a supporting structure that           New and winning behaviour continues
                                          provides roots for the new ways of           despite the pull of tradition, turnover of
                                          operating.                                   change leaders, etc.


Further detail on J. P. Kotter’s ‘Eight steps to transforming      s Education and commitment – The sooner managers
your organization’ is described in the Continual Service             give people information about the change and the
Improvement publication. These are iterative stages, and             implications for them, the more successful the
at each communication event, people’s understanding                  implementation of change is likely to be. Education
needs to be checked.                                                 and commitment begin in the early planning activities.
                                                                     The discussions generated around the pros and cons
5.2.10.3 Organizational change strategies                            of the plan will help to dispel scepticism about the
Service Transition will be interested in the proposed                need for change and forge strong alliances that can
strategies to manage organizational change. These can be             be used as a change agent.
used to assess the approach from Service Design and to             s Participation and involvement – Allowing people to
manage change during Service Transition and identify                 participate in the change normally overcomes
issues and risks relating to organizational change.                  resistance. On its own it is not enough; it must be
                                                                     used in conjunction with a policy of education and
Kotter and Schlesinger (1979) suggested the following
                                                                     commitment, so that people understand the need for
strategies that work well in practice:
                                                                     change, and effective monitoring and review for
                                                                     managers to be able to assess the impact of change
172   | Service Transition common operation activities



      on the Service Transition programme. It is not unusual           with a full knowledge of the situation and the possible
      for people to revert to familiar working practices, even         problems that will be caused.
      though they support the changes. ‘Change fatigue’ is
                                                                   Other methods that managers commonly use are:
      a well-recognized concept that can be expected at
      some stage and should be monitored.                          s Rewarding desirable behaviour, while at the same time
 s    Facilitation and support – Managers should be ready              ignoring or discouraging inappropriate behaviour that
      to respond positively when fears and anxieties about             is detrimental to the Service Transition programme.
      the change are expressed. Talking through the issues         s   Treating ‘hurting’ systems by identifying what it is that
      and performing a skills gap analysis may be sufficient,          the people, whose commitment you need, dislike
      but at other times training in the new processes will            about the current system and put it right. Managers
      be necessary, preferably prior to implementation. The            can do this for individuals or encourage them to
      manager should constantly promote the benefits of                identify their own solutions.
      the change, reminding people of the objectives, and          s   Exposing the issues in a sensitive manner. People are
      communicating a clear vision of what the organization            likely to take a stance against the change if they are
      will look like in the future and how employees’                  made to feel that their worries are insignificant or they
      contribution is valuable in making that happen. Some             are being backed into a corner. Holding an informal,
      expressed resistance can be positive because it shows            open meeting at which no minutes are taken, where
      that the employees are involved and can likely be                all the issues are discussed, in order to gain a greater
      moved through the cycle (Figure 5.4) to a point of               understanding of one another’s viewpoint on the
      acceptance. Employees who show no visible emotion                services to date and the transition plan, will help to
      are the ones who need extra attention to identify the            avoid entrenched attitudes.
      hidden issues and deal with them, otherwise secretive        s   Being a role model for the change. Managers should
      and subversive activities may result.                            behave in ways that are congruent with the expected
 s    Negotiation and agreement – Change is easier to                  outcome, reinforcing the vision of the change. Their
      implement if you have agreement; gaining agreement               enthusiasm can be infectious, acting as a positive
      suggests negotiation, so managers should be prepared             agent for change.
      to negotiate, formally if necessary. The relative cost of    s   Using peer group pressure to persuade people that
      gaining agreement should be set against the                      the change is good for the organization. Managers
      importance of the change. Service Transition has a               need to identify those individuals who command
      major role ensuring such agreement is gained after               respect among their peers and gain their support. The
      each service lifecycle stage. Involvement with unions            Pareto Principle of 80:20 is an effective measure –
      and HR will be needed, especially if negative impact             once 80% of the people will let change happen (or
      on individuals is expected.                                      even make change happen) you can move on to the
 s    Manipulation and co-option – It is sometimes                     next phase; the other 20% will follow.
      necessary to strike deals with those who oppose              s   Encouraging the sharing of positive changes and
      change, either by making them privy to restricted                celebrating success. Allowing others to see it really
      information or by ‘buying-off’, i.e. giving them extra           does work will encourage them to embrace the
      rewards (financial or otherwise) to gain their                   change.
      participation. This approach should be used with the
      caveat that it is likely to cause problems later on. It is   5.2.10.4 Techniques to overcome individuals’
      often used when the service provider changes and             resistance to change
      there is a risk to the operational services if key staff
                                                                   Rosabeth Moss Kanter identified ten reasons why people
      with irreplaceable knowledge and experience leave.
                                                                   would resist change, and optional strategies that will
 s    Explicit and implicit coercion – There are occasions         promote positive change enablers. These can be useful for
      when coercion is the appropriate tactic. It will come        Service Transition staff to understand when involved in
      with associated costs, similar to the directive approach     managing stakeholder change to overcome issues from
      of ‘act now explain later’. Coercion may well run            individuals during transition. The ten reasons are:
      counter to the values and beliefs of your organization
      and, by inference, to individuals working in it. Strong
      leadership is needed if using this strategy, together
                                                                    Service Transition common operation activities |        173

s Loss of control – When you move people from a                 s Ripples – The unexpected effect of an action taken in
    process with which they are familiar to one they know         one area on another. Managers would be naïve to
    little about, they will experience a feeling of losing        think that planned change is trouble free; sometimes
    control. This can be overcome by involving them in            it is impossible to predict accurately the effect one
    the decision making, even allowing them to make               change will have on another part of the organization.
    decisions for themselves. It is essential to inform           During the planning phase people should be
    people of what choices they have – even if they are           encouraged to think widely and divergently,
    extremely limited. Managers should anticipate who is          considering unlikely as well as likely possibilities when
    likely to oppose the changes and decide how to win            attempting to predict outcomes; this catastrophe
    them over. A detailed explanation of the business             planning can help to minimize the ripple effect.
    benefit and the return on investment (ROI) will strike a    s Increase in workload – Change frequently results in
    sense of urgency and awareness to how the new                 more work. If this is the reality, it should be
    Service Transition will support the business needs.           acknowledged and rewarded if possible.
s   Excessive personal uncertainty – The first question         s Past resentments – If the proposed change is
    most people will ask is ‘What is this going to mean for       associated with an individual or organization about
    my job?’ This can be answered effectively by                  which the person has a grievance they will resist the
    explaining the need for, and implication of, the              change. Allowing them to air their resentments,
    change at both a business and a personal level,               managers will have the opportunity to remove or
    including the often difficult issue of estimating how         repair them.
    long the period of uncertainty will last. Honesty is the    s Real threats – There are times when change is going
    best policy.                                                  to have a negative impact on the individual, and they
s   Avoid surprises – People like to be given the                 are justified in resisting. Pretending it is going to be all
    opportunity to think through the implications of              right does not help; managers need to act first and act
    change to/for them; springing new ideas on them will          fast by talking with them as soon as possible, and
    create scepticism.                                            involving them in the solution.
s   The difference effect – People build identities around
    many facets of their work – their role, the job, the
                                                                5.3 STAKEHOLDER MANAGEMENT
    building, the corporate name – it gives them a sense
    of tradition. Managers should only change what they         Stakeholder management is a crucial success factor in
    must, keeping familiar symbols wherever possible.           Service Transition. The new or changed service must
s   Loss of face – People dislike moving from a position        support and deliver stakeholder requirements to be
    of competence to one of incompetence, which can             considered successful and their active involvement will
    often happen when new processes, systems and ways           increase the likelihood of delivering as required. Failure to
    of working are introduced. Managers can alleviate this      properly identify all stakeholder groups makes it almost
    problem by acknowledging the person’s competence            inevitable that many of those affected will be unaware of
    under the old regime and letting them participate in        proposed changes and unable to register their concerns
    deciding the change process. This can also be done          and wishes, nor will they be able to be supportive if they
    by allowing a joint responsibility for personal objective   are not included.
    setting. This will generate early engagement as the
    change transitions.                                         5.3.1 Stakeholder management strategy
s   Fear around competence – Some people will believe           The stakeholder management strategy from Service Design
    that they cannot adopt the new ways of working –            sets out:
    ‘You can’t teach an old dog new tricks!’ The solution is    s Who the stakeholders are
    to give them the training/coaching they need before
                                                                s What their interests and influences are likely to be
    the new system is implemented, allowing them to
                                                                s How the project or programme will engage with them
    have practice runs before the system goes live so that
    they prove their competence to themselves, thereby          s What information will be communicated
    creating enhanced levels of confidence. This can have       s How feedback will be processed.
    the added bonus of increasing their desire for change,
    and personal responsibility to their own career
    development.
174     | Service Transition common operation activities



                                                                                 between stakeholders ‘wearing different hats’, such as
                           Top
                        management          Government                           those shown in Figure 5.5.


      Suppliers                                                 Business
                                                                                 5.3.2 Stakeholder map and analysis
      (services)                                                 areas           Stakeholders inevitably have different interest areas in the
                                                                                 overall change; for example, some will be concerned with
                                                                                 how the change will affect their working environment;
      Business                                                Operational
      partners                                                   staff
                                                                                 others will want to influence changes in the way
                                Stakeholder                                      customers are handled. A stakeholder matrix (see Figure
                                Management                                       5.6) is a useful way of mapping the various stakeholders
      Press and                                                                  against their interests in the Service Transition, its activities
                                                              Trade unions
        media
                                                                                 and outcomes. Service Transition should work with Service
                                                                                 Design to ensure that there is an accurate and relevant
                                                              Programme
  Customers                                                   and project        stakeholder map or equivalent.
                                                                 teams
                                                                                 Examples of those who may be affected are:
                    Suppliers                                                    s Sponsors of the service change, e.g. technology
                                      Audit          Shareholders
                   (products)                                                         refresh
 Figure 5.5 Potential stakeholders                                               s    Those affected by the service change or Service
                                                                                      Transition
                                                                                 s    Suppliers of goods or services into the service bundle
 It is helpful for Service Transition if stakeholders are listed
 under categories such as ‘users/beneficiaries’ or ‘providers’.                       or service package
 Each category can then be broken down further if                                s    Service Management teams involved in the new or
 necessary. Categories should be recognizable groups                                  changed service
 rather than abstract ones; for example, ‘employees based                        s    Customers or consumers who will be affected by the
 in one geographical location’ are a readily identifiable                             Service Transition or the new or changed service
 group, whereas ‘members of the public who support                               s    Relationship management staff
 human rights’ are not. Some categories may identify the                         s    Internal and/or external audit
 same individuals, but it is often useful to differentiate                       s    Information security

                                                                                      Interface
                                Strategic                          Operational                       Public     Competitive
      Stakeholders                                Financial                             with
                                direction                           changes                          safety       position
                                                                                     customers


      Business partner


      Project teams


      Customers


      Press and media


      Trade unions


      Staff


      Regulatory bodies

 Figure 5.6 Example stakeholder map
                                                                                                                               Service Transition common operation activities |   175

s Fraud unit                                                                                       The stakeholder analysis helps to ensure that
s Risk management                                                                                  communication channels are targeted appropriately and
s Shareholders, management and staff of the                                                        that messages, media and levels of detail reflect the needs
         organization                                                                              of the relevant stakeholders. The communications
s        Labour groups/trade unions                                                                channels may need to accommodate stakeholders who
                                                                                                   cannot be engaged directly with the Service Transition. In
s        Political or regulatory bodies
                                                                                                   many cases, working through partners, industry groups,
s        The wider community, such as the general public
                                                                                                   regulatory bodies, etc. may be required. Often one larger
s        Project and programme management teams delivering                                         communication approach, covering all areas, can help
         the projects within the overall service lifecycle.                                        deliver a consistent and stronger message than by
A stakeholder analysis helps to ensure that there is                                               operating at functional level.
sufficient understanding of the stakeholder requirements                                           One technique for analysing stakeholders is to consider
and the stakeholder’s interest in, and impact on, the                                              each stakeholder in terms of their importance to Service
change. Stakeholders’ positions (in terms of influence and                                         Transition and the potential impact of the change on them
impact) may be rational and justifiable, or emotional and                                          and ‘plot’ them on a matrix (see Figure 5.7). This will
unfounded. However, they must all be taken into account                                            guide the activities that Service Transition should adopt.
since, by definition, stakeholders can affect the change                                           For example, a business sponsor will have a ‘high’ status
process and hence the Service Transition.                                                          of importance to the overall service change, and,
There is often a re-usable element of the stakeholder map                                          depending on the scale and opportunities for any return
and analysis. For example, where many projects are                                                 on their investment, the impact of the new or changed
delivering into a shared service and infrastructure, the                                           service may be ‘low’, ‘medium’ or ‘high’.
stakeholders may be the same: including the business                                               Stakeholders may move up or down the matrix as the
sponsor, the Service Operations manager, the head of                                               service package progresses through the lifecycle, so it is
Service Management and the members of the Change                                                   important to revisit the stakeholder analysis work
Advisory Board.                                                                                    particularly during the detailed planning for Service
                                                                                                   Transition. Responsible stakeholders can and should
                                                                                                   enhance and even alter the course of the Service
                                                                                                   Transition.



              High                       Medium                                   Low


                               d
High




                             ee
                         s –n -in
                       er uy
                    lay g b
                                                                                                   changed services on stakeholders




                  p
                 y n
               Ke stro
                                                                                                      Potential impact of new or




                                                   n
                                                tio
                                             lta
                                          nsu
                                        co
                                    e
Medium




                                 tiv
                               Ac
                                                                      st
                                                                    re
                                                                n te
                                                               i
                                                         ain
                                                    ai nt
                                                   M                                          ed
                                                                                          rm
                                                                                       fo
                                                                                  in
                                                                             ep
Low




                                                                           Ke
                                                                                                                                      Figure 5.7 Power impact matrix

                        Importance of the stakeholders to
                     Change Assurance and Service Technology
176   | Service Transition common operation activities



 5.3.2.1 Stakeholder changes                                       5.3.3 Changes in stakeholder commitment
 During the service lifecycle, stakeholders may come and           Figure 5.8 is an example commitment plan. It shows the
 go. Key stakeholders, such as the change sponsors, should         current commitment level of individuals and groups, and
 (hopefully!) remain constant throughout. But sufficient           how that commitment must change if the transition is to
 records and documentation will be maintained to enable            be successful.
 effective handover in the event individuals are replaced;
                                                                   Each individual is rated with an ‘O’ to indicate their current
 sufficient is adjudged in accordance with business risk and
                                                                   position and an ‘X’ to indicate the degree of commitment
 cost.
                                                                   needed from them. Sometimes they need to step back,
 Some stakeholders will be able to participate in advisory         e.g. the departing director of customer in this table would
 or assurance roles; others will be important in assessing         need to hand over the leadership role.
 the realization of the benefits; others will have an audit
 perspective.




                                                 Not               No           Helps it    Makes it
                       Key players
                                              Committed        resistance       happen      happen

                       Departing director                     X                            O
                       of customer

                       Chair of board of                      O                            X
                       service provider

                       New director of                                                     OX
                       service provider

                       Customer              O                X
                       Your managers                          O             X
                       Your staff            O                              X
                       Service Strategy                                                    OX
                       team

                       Suppliers             O                              X
                       Services Operations                    O             X



 Figure 5.8 Example commitment planning chart
Organizing for Service
            Transition   6
                                                                                                                         |    179


6 Organizing for Service Transition
A characteristic of a process is that all related activities    s Ensuring process technicians have the required
need not necessarily be limited to one specific                   knowledge and the required technical and business
organizational unit. SACM, for example, can be conducted          understanding to deliver the process, and understand
in departments such as Service Operation, application             their role in the process
management, network management, systems                         s Reviewing opportunities for process enhancements
development and non-IT departments like procurement.              and for improving the efficiency and effectiveness of
Since processes and their activities run through a whole          the process
organization, the activities should be mapped to the            s Addressing issues with the running of the process
existing IT departments or sections and coordinated by          s Providing input to the ongoing service improvement
process managers. Once detailed procedures and work               plan.
instructions have been developed, an organization will
then map its staff to the activities of the process. Clear      6.1.2 Service owner role
definitions of accountability and responsibility are critical
                                                                The service owner is responsible to the customer for the
success factors for any process implementation. Without
                                                                initiation, transition and ongoing maintenance and
this, roles and responsibilities within the new or changed
                                                                support of a particular service.
process can be confusing, and individuals might revert to
how the activities were handled before the new or               The service owner has the following responsibilities:
changed procedures were put in place.
                                                                s To act as prime customer contact for all service-related
                                                                    enquiries and issues
6.1 GENERIC ROLES                                               s   To ensure that the ongoing service delivery and
Responsibility for each process and service must be                 support meet agreed customer requirements
allocated for effective delivery of that service or process.    s   To identify opportunities for service improvements,
All staff involved in process and service delivery need to          discuss with the customer and raise the RFC for
understand these roles and to be aware of where that                assessment if appropriate
responsibility lies. These owner roles are not necessarily a    s   To liaise with the appropriate process owners
person dedicated for each process or service. The two key           throughout the Service Management lifecycle
roles, process owner and service owner, are set out below.      s   To solicit required data, statistics and reports for
                                                                    analysis and to facilitate effective service monitoring
6.1.1 Process owner role                                            and performance
The process owner is responsible for ensuring that all          s   To be accountable to the IT director or Service
activities defined within the process are undertaken and is         Management director for the delivery of the service.
responsible for:
s Defining the process strategy                                 6.2 ORGANIZATIONAL CONTEXT FOR
s Assisting with process design                                 TRANSITIONING A SERVICE
s Ensuring that appropriate process documentation is            Other organizational units and third parties need to have
    available and current                                       clearly defined interface and handover points with Service
s   Defining appropriate policies and standards to be           Transition to ensure the delivery of the defined
    employed throughout the process                             deliverables within the agreed schedule.
s   Periodically auditing the process to ensure compliance
                                                                Programmes, projects, Service Design and suppliers are
    to policy and standards
                                                                responsible for the delivery of service assets and
s   Periodically reviewing the process strategy to ensure       components in accordance with the requirements of the
    that it is still appropriate and change as required         Service Design, SLAs and contracts in addition to initiating
s   Communicating process information or changes as             any changes that affect a service release or deployment.
    appropriate to ensure awareness
                                                                Service Transition will acquire changes, service assets and
s   Providing process resources to support activities
                                                                components from these parties. An example Service
    required throughout the Service Management lifecycle
180     | Organizing Service Transition




                                          Organization                                                          Suppliers
                                              ABC




                       Programme                                                                               RFCs formal
        Business                                                                          IT Services
                       and Project                                                                             handover of
       Operations                                                                        Organization
                       Management                                                                                  CIs



         Project/                            Service                 Planning     Service               Service
       Programme                             Design                and Support   Transition            Operations
      Support Office

                                                  RFCs from
   Project Change                                                                         Service Change
                                                projects, formal
  and Configuration                                                                      and Configuration
                                                handover of CIs
    Management                                                                             Management

                                                                                                 Service
                                                                                               Knowledge
                                                                                              Management
          Project 1       Project 2            Project 3
                                                                                                Service
                                                                                              Release and
                                                                                              Deployment


                                                                                              Service Test
                                                                                              Management

 Figure 6.1 Example of Service Transition organization and its interfaces



 Transition organization is illustrated in Figure 6.1 in
 addition to other teams within the IT services organization.
 As shown above, there are interfaces to projects and
 business operations that need to be clearly defined. It is
 essential that throughout the Service Management
 lifecycle there is clear interaction and understanding of
 responsibility by all that neither element can work in
 isolation. It is critical that projects have a clear
 understanding of Service Design, transition and operations
 requirements and objective of delivery, and vice versa.
 Often projects and programmes will work in isolation from
 Service Transition and operations, believing that they have
 no part to play in the ongoing service delivery. Similarly,
 transition and operations can ignore ongoing project
 activity; working on the basis that they will only be
 concerned about it once it is ‘their turn’ to deal with it.
 This is a very short-sighted approach and one that should
 be removed.
 Cooperation, understanding and mutual respect are critical
 to ensuring that new, changed and ongoing delivery of
 services to the customer are optimized.
                                                                                                                                     Organizing Service Transition |   181



                                                                                                                                       SMPOC = Service
 Programme and
                                                                      Service Provider Director                                   Management Point of Contact
 Project Director
             Project Support                                                 Service Portfolio                                •   Service Transition Management
                                           SMPOC
                                                                              Management                                      •   Planning and Support
                                                                                                                              •   Change and SACM
                                                                                                                              •   Evaluation
                                                                                                                              •   Service Knowledge Management
                                                                                                         Service              •   Service Validation and Test
                                                                                                         Design               •   Release and Deployment

                                                                                                            Service
                                                                                                           Transition

                                                       Service          Application    Technical
                                                       Architecture     Architecture   Architecture
                                                       and              and            and
                                                       Management       Management     Management
        C
                B
                        Project A

                                                               IT Operations        Facilities            Service
                                              Service Desk                                               Operations
                                                                  Control          Management



Figure 6.2 Organizational interfaces for a Service Transition

Figure 6.2 illustrates the required interaction between                                           support the application of ITIL best practices for Service
programmes, projects and Service Management elements.                                             Transition are described in this section.
During the release and deployment there will be
interactions with the business, customers and users and
                                                                                                  6.3.1 Management of Service Transition
these responsibilities are defined in this section.                                               Service Transition requires active management, with
                                                                                                  recognition of its key role in delivering effective IT services
                                                                                                  within an organization. One key element of this
6.3 ORGANIZATION MODELS TO SUPPORT                                                                recognition is the allocation of the role of Service
SERVICE TRANSITION                                                                                Transition manager.
Many people and processes are involved in Service                                                 An example of a function or organizational structure for
Transition. Some of the key organization requirements that                                        Service Transition is shown in Figure 6.3.


    Service                                                      Service
  Management                                                    Transition         Reports to Service
   Office/IT                                                                       Provider Director
   Planning                                                     Manager


                                              Service        Service Test                                          Release and
 Planning and         Change and            Knowledge       Managementa
    Support             SACM                                                                                       Deploymentb
                                           Management


         Performance                                                                                                                   Build and Test
           and Risk                     Test Support      Test Team 1         Test Team 2        Release Team      Release Team         Environment
          Evaluation                                                                                   1                 2             Management

                                                                                                                                          a
Includes capacity                                                                                  Release           Release                 Independent of
and resource                                                                                      Packaging         Packaging            Release and Deployment.
management                                                                                        and Build         and Build
                                                                                                                                          b
                                                                                                                                             Independent of
                                                                                                                                         Service Test
   Permanent service transition roles                                                                                                    Management.
                                                                                                                                         c
                                                                                                                                            Includes monitoring
                                                                                                 Deployment        Deployment            incidents and
  Can be done by a different team in                                                                Team              Team
   the service provider organization                                                                                                     problems, problem
                                                                                                                                         management, raising
                                                                                                                                         RFCs, reporting
    May be appointed for a specific
              release                                                                                                                    performance and risk
                                                                                                   Early Life        Early Life          assessment.
                                                                                                   Supportc          Supportc

Figure 6.3 Example of an organization for Service Transition
182   | Organizing Service Transition



 6.3.2 Service Transition roles and                                and their activities. The prime responsibilities for this role
 responsibilities                                                  are:
 The specific roles and responsibilities covered within this       s Overall planning and management of Service
 section relate primarily to Service Transition, although they         Transition delivery including Continual Service
 will be used to some extent by other processes within the             Improvement
 Service Management lifecycle. These are:                          s   Managing and coordinating the Service Transition
 s Service Transition management
                                                                       functions
                                                                   s   Budgeting and accounting for Service Transition team
 s Planning and support
                                                                       activities and resources
 s Service Asset and Configuration Management and
                                                                   s   Acting as the prime interface for senior management
      Change Management
                                                                       in terms of Service Transition planning and reporting
 s    Performance and risk evaluation
                                                                   s   Making a final recommendation to the business and IT
 s    Service Knowledge Management
                                                                       regarding the decisions to release and deploy into
 s    Service test management
                                                                       production
 s    Release and deployment                                       s   Ensuring all organizational policies and procedures are
 s    Release packaging and build                                      followed throughout transition
 s    Deployment                                                   s   Ensuring the final delivery meets the agreed customer
 s    Early life support                                               and stakeholder requirements specified in the Service
 s    Build and test environment management.                           Design.
 Depending on the size of the organization and the scope
 of the service being transitioned, some of these roles will       6.3.2.2 Planning and support
 be combined and performed by one individual. However,             Planning and support may not be a direct responsibility of
 service test management and physical testing must always          the Service Transition manager, as in some organizations
 be performed by resources independent of other functions          this function may be consolidated into an overall Service
 or processes.                                                     Management office/IT planning responsibility. Regardless
                                                                   of where this function sits, the role must still be
 It is essential to recognize that all staff involved in Service
                                                                   performed.
 Transition are responsible for:
                                                                   This function provides support for the Service Transition
 s Identifying and raising risks and issues, which may
                                                                   teams and people. The activities include:
   directly relate to their process area or may be
   something that they observe elsewhere within or                 s Defining the requirements, processes and tools for
   outside of Service Transition                                       Transition Planning and Support
 s Being constantly aware of and understanding the                 s   Maintaining and integrating lower level plans to
   business context in which they are working and                      establish overall integrated transition plans, including
   understanding the customer’s business needs of the                  planned vs actuals
   services they are providing                                     s   Maintaining and monitoring progress on Service
 s Being fully aware of projects under way and the                     Transition changes, issues, risks and deviations
   expected service delivery of those projects, including              including tracking progress on actions and mitigation
   potential impact on their area of responsibility                    of risks
 s Ensuring that they follow the published standards for           s   Maintaining records on and providing management
   documentation, change, asset and Configuration                      information on resource use, project/Service Transition
   Management and Knowledge Management processes                       progress, budgeted and actual spend
   as well the incident and problem management                     s   Managing and coordinating requests for resources
   processes. Where standards do not exist, raising this as        s   Coordinating Service Transition activities across
   a risk at the earliest opportunity.                                 projects, suppliers and service teams where
                                                                       appropriate
 6.3.2.1 The Service Transition manager                            s   Publishing Service Transition performance statistics and
 The Service Transition manager has day-to-day                         identifying key areas for improvement
 management and control of the Service Transition teams            s   Undertaking formal quality reviews of the Service
                                                                       Transition, release and deployment plans and agreed
                                                                                     Organizing Service Transition |    183

  transition activities in accordance with the quality        s Works to the overall objectives agreed with the IT
  management plan                                                 services manager; implements the organization’s
s Managing support for tools and Service Transition               service Asset Management policy and standards
  processes                                                   s   Evaluates existing Asset Management systems and the
s Communicating with stakeholders.                                design, implementation and management of
                                                                  new/improved systems for efficiency and effectiveness,
6.3.2.3 Service Asset and Configuration                           including estimating and planning the work and
Management and Change Management roles                            resources involved, and monitoring and reporting on
                                                                  progress against plan
Service Design is responsible for designing the baselines
                                                              s   Agrees scope of the Asset Management processes,
appropriate for the service and identifying the relevant
                                                                  function, the items that are to be controlled, and the
assets and CIs with input from the business change
                                                                  information that is to be recorded; develops Asset
manager(s) and others who have responsibilities for
                                                                  Management standards, Asset Management plans and
delivering services and maintaining business continuity.
                                                                  procedures
During the first stages of a project the programme or         s   Mounts an awareness campaign to win support for
project office may be responsible for administering the           new Asset Management procedures; ensures that
Configuration Management process, maintaining copies of           changes to the Asset Management methods and
relevant documentation concerning the CIs, and                    processes are properly approved and communicated
controlling the release of CIs following appropriate              to staff before being implemented; plans, publicizes
approvals. At defined release points for a service and            and oversees implementation of new Asset
service package, the programme or project office will pass        Management systems
responsibility to Service Transition who will take            s   Arranges recruitment and training of staff
responsibility for Configuration Management of the CI
                                                              s   Manages the evaluation of proprietary Asset
documentation.
                                                                  Management tools and recommends those that best
Responsibilities for reviewing and approving assets and CIs       meet the organization’s budget, resource, timescale
across the service lifecycle and during deployment need to        and technical requirements
be defined and allocated to individuals with appropriate      s   Manages the Asset Management plan, principles and
skills and authority.                                             processes and their implementation
Role specifications for the Change Management, Service        s   Agrees assets to be uniquely identified with naming
Asset and Configuration Management teams need to be               conventions; ensures that staff comply with
developed. Typical roles include:                                 identification standards for object types, environments,
                                                                  processes, lifecycles, documentation, versions, formats,
s Service asset manager
                                                                  baselines, releases and templates
s Configuration manager
                                                              s   Proposes and/or agrees interfaces with Change
s Configuration analyst                                           Management, problem management, network
s Configuration administrator/librarian                           management, release management, computer
s CMS/tools administrator                                         operations, logistics, finance and administration
s Change manager.                                                 functions
                                                              s   Plans population of the asset DB; manages the asset
Assign the configuration manager and other key roles as
early as possible, because assigned individuals can then be       DB, central libraries and tools; ensures regular
involved in the implementation. For some operational              housekeeping of the asset DB
activities Configuration Management will require staff who    s   Provides reports, including management reports
will adopt a diligent approach and pay due attention to           (indicating suggested action to deal with current or
detail.                                                           foreseen shortcomings), impact analysis reports and
                                                                  asset status reports
The service asset manager                                     s   Initiates actions needed to secure funds to enhance
The service asset manager has the following                       the infrastructure and staffing levels in order to cope
responsibilities:                                                 with growth and change
                                                              s   Assists auditors to audit the activities of the Asset
                                                                  Management team for compliance with laid-down
                                                                  procedures; ensures corrective action is carried out.
184   | Organizing Service Transition



 The configuration manager                                       s Initiates actions needed to secure funds to enhance
 The configuration manager has the following                       the infrastructure and staffing levels in order to cope
 responsibilities:                                                 with growth and change
                                                                 s Assists auditors to audit the activities of the
 s Works to the overall objectives agreed with the IT
                                                                   Configuration Management team for compliance with
      services manager; implements the organization’s
                                                                   laid-down procedures; ensures corrective action is
      Configuration Management policy and standards
                                                                   carried out.
 s    Evaluates existing Configuration Management Systems
      and the design, implementation and management of           The configuration analyst
      new/improved systems for efficiency and effectiveness,     The configuration analyst has the following responsibilities:
      including estimating and planning the work and
                                                                 s Proposes scope of the Asset and Configuration
      resources involved, and monitoring and reporting on
                                                                     Management processes, function, the items that are to
      progress against plan
                                                                     be controlled, and the information that is to be
 s    Agrees scope of the Configuration Management
                                                                     recorded; develops Asset and Configuration
      processes, function, the items that are to be
                                                                     Management standards, plans and procedures
      controlled, and the information that is to be recorded;
                                                                 s   Trains Asset and Configuration Management specialists
      develops Configuration Management standards,
                                                                     and other staff in Asset and Configuration
      Configuration Management Plans and procedures
                                                                     Management principles, processes and procedures
 s    Mounts an awareness campaign to win support for
                                                                 s   Supports the creation of the Asset and Configuration
      new Configuration Management procedures; ensures
                                                                     Management Plans and principles and their
      that changes to the Configuration Management
                                                                     implementation
      methods and processes are properly approved and
                                                                 s   Creates Asset and Configuration Management
      communicated to staff before being implemented;
      plans, publicizes and oversees implementation of new           processes and procedures, which includes CI
      Configuration Management Systems                               registration procedures; access controls and privileges;
                                                                     ensures that the correct roles and responsibilities are
 s    Arranges recruitment and training of staff
                                                                     defined in the Asset and Configuration Management
 s    Manages the evaluation of proprietary Configuration
                                                                     Plans and procedures
      Management tools and recommends those that best
                                                                 s   Proposes and agrees with the asset and configuration
      meet the organization’s budget, resource, timescale
                                                                     manager CIs to be uniquely identified with naming
      and technical requirements
                                                                     conventions; ensures that developers and
 s    Manages the Configuration Management Plan,
                                                                     configuration system users comply with identification
      principles and processes and their implementation
                                                                     standards for object types, environments, processes,
 s    Agrees CIs to be uniquely identified with naming               lifecycles, documentation, versions, formats, baselines,
      conventions; ensures that staff comply with                    releases and templates
      identification standards for object types, environments,
                                                                 s   Liaises with the configuration administrator/librarian
      processes, lifecycles, documentation, versions, formats,
                                                                     on population of the asset and CMS; manages asset
      baselines, releases and templates
                                                                     and CMS, central libraries, common codes and data;
 s    Proposes and/or agrees interfaces with Change                  ensures regular housekeeping of the asset and CMS
      Management, problem management, network
                                                                 s   Uses or provides the asset and CMS to facilitate
      management, release management, computer
                                                                     impact assessment for RFCs and to ensure that
      operations, logistics, finance and administration
                                                                     implemented changes are as authorized; creates
      functions
                                                                     change records, configuration baselines, and package
 s    Plans population of the CMS; manages CMS, central              release records in order to specify the effect on CIs of
      libraries, tools, common codes and data; ensures               an authorized change; ensures any changes to change
      regular housekeeping of the CMS                                authorization records are themselves subject to
 s    Provides reports, including management reports                 Change Management procedures; ensures that the
      (indicating suggested action to deal with current or           asset and CMS is updated when a change is
      foreseen shortcomings), impact analysis reports and            implemented
      configuration status reports                               s   Uses the asset and CMS to help identify other CIs
                                                                     affected by a fault that is affecting a CI
                                                                                     Organizing Service Transition |   185

s Performs configuration audits to check that the                q Records decisions about change requests
    physical IT inventory is consistent with the asset and       q Issues copies of products for review, change,
    CMS and initiates any necessary corrective action               correction or information when authorized to do
s   Creates and populates project libraries and CM system;          so
    checks items and groups of items into the CM tools          q Maintains a record of all copies issued
s   Accepts baselined products from third parties and           q Notifies holders of any changes to their copies
    distributes products                                        q Collects and retains information that will assist in
s   Builds system baselines for promotion and release               the assessment of what CIs are impacted by a
s   Maintains project status information and status                 change to a product
    accounting records and reports                            s Produces configuration status accounting reports
s   Monitors problems (test incidents) and maintains          s Assists in conducting configuration audits
    database for collection and reporting of metrics.         s Liaises with other configuration libraries where CIs are

The configuration administrator/librarian                       common to other systems.

The configuration administrator/librarian is the custodian    The CMS/tools administrator
and guardian of all master copies of software, assets and     The CMS/tools administrator has the following
documentation CIs registered with Asset and Configuration     responsibilities:
Management. The major tasks of this role are to:
                                                              s Evaluates proprietary Asset and Configuration
s Control the receipt, identification, storage, and             Management tools and recommends those that best
  withdrawal of all supported CIs                               meet the organization’s budget, resource, timescale
s Provide information on the status of CIs                      and technical requirements; directly or indirectly
s Number, record, store and distribute Asset and                customizes proprietary tools to produce effective Asset
  Configuration Management issues.                              and Configuration Management environments in terms
                                                                of databases and software libraries, workflows and
The configuration administrator/librarian has the following
                                                                report generation
specific responsibilities:
                                                              s Monitors the performance and capacity of existing
s Assists Asset and Configuration Management to                 Asset and Configuration Management systems and
    prepare the Asset and Configuration Management Plan         recommends improvement opportunities and
s   Creates an identification scheme for Configuration          undertakes standard housekeeping and fine tuning
    Management libraries and the Definitive Media               under change control
    Library (DML)                                             s Liaises with the configuration analyst and
s   Creates an identification scheme for assets and the         administrator/librarian on population of the asset and
    Definitive Spares (DS)                                      CMS; provides technical administration and support for
s   Creates libraries or other storage areas to hold CIs        asset and CMS, central libraries, tools’ common codes
s   Assists in the identification of products and CIs           and data; undertakes regular technical housekeeping
s   Maintains current status information on CIs                 of the asset and CMS
s   Accepts and records the receipt of new or revised         s Ensures the integrity and operational performance of
    configurations into the appropriate library                 the CM systems.
s   Archives superseded CI copies                             The Configuration Control Board
s   Holds the master copies
                                                              The Configuration Control Board is required to ensure that
s   Administers configuration control process:                the overarching intention and policies of Configuration
    q Distributes change requests to individual team          Management are employed throughout the Service
        members for impact assessment                         Management lifecycle and with specific consideration for
    q Validates completeness of change requests               every aspect of the complete service. The Board has the
    q Routes change requests to appropriate authority         following responsibilities:
        for approval                                          s Defines and controls the service configuration
    q Progresses and tracks change requests through to           baselines in terms of core and support services,
        completion                                               applications, information, service, technical,
    q Reports on change requests
186   | Organizing Service Transition



   infrastructure – ensuring that they meet the                     the RFC, what is to be changed, and people’s areas of
   requirements established in the Service Design                   expertise
 s Reviews changes in the service configuration for             s   Convenes urgent CAB or ECAB meetings for all urgent
   compliance with standards, contractual and internal              RFCs
   requirements                                                 s   Chairs all CAB and ECAB meetings
 s Originates requirement changes for service                   s   After consideration of the advice given by the CAB or
   configuration to comply with contract change                     ECAB, authorizes acceptable changes
   requests.                                                    s   Issues change schedules, via the service desk
 In some organizations, the Configuration Control Board         s   Liaises with all necessary parties to coordinate change
 will be combined with change, thereby providing a                  building, testing and implementation, in accordance
 holistic view of the current and proposed services and             with schedules
 service models, enabling better control, change evaluation,    s   Updates the change log with all progress that occurs,
 impact assessment and understanding.                               including any actions to correct problems and/or to
                                                                    take opportunities to improve service quality
 The change authority
                                                                s   Reviews all implemented changes to ensure that they
 Formal authorization is obtained for each change from a            have met their objectives; refers back any that have
 change authority that may be a role, person or a group of          been backed out or have failed
 people. The levels of authorization for a particular type of
                                                                s   Reviews all outstanding RFCs awaiting consideration or
 change should be judged by the type, size or risk of the
                                                                    awaiting action
 change, e.g. changes in a large enterprise that affect
                                                                s   Analyses change records to determine any trends or
 several distributed sites may need to be authorized by a
                                                                    apparent problems that occur; seeks rectification with
 higher-level change authority such as a Global Change
                                                                    relevant parties
 Board or the Board of Directors.
                                                                s   Closes RFCs
 The culture of the organization dictates, to a large extent,   s   Produces regular and accurate management reports.
 the manner in which changes are authorized. Hierarchical
 structures may well impose many levels of change               Change Advisory Board
 authorization, while flatter structures may allow a more       A Change Advisory Board (CAB) is an advisory body. It
 streamlined approach.                                          needs to have appropriate terms of reference (e.g.
 A degree of delegated authority may well exist within an       meeting regularity, scope of influence, and links to
 authorization level, e.g. delegating authority to a change     programme management).
 manager according to pre-set parameters relating to:           To understand more about the specific role and
 s Anticipated business risk                                    responsibilities of the CAB, see paragraph 4.2.6.8.
 s Financial implications
                                                                6.3.2.4 Performance and risk evaluation
 s Scope of the change (e.g. internal effects only, within
      the finance service, specific outsourced services).       management
                                                                The following roles all provide input into the performance
 An example of authorization hierarchy is shown in Figure
                                                                and risk evaluation of the Service Transition processes and
 4.5, Example of a change authorization model.
                                                                key decision making, e.g. stopping or holding the
 The change manager                                             deployment.
 The main duties of the change manager, some of which           The performance and risk evaluation manager
 may be delegated, are listed below:
                                                                The performance and risk evaluation manager has the
 s Receives, logs and allocates a priority, in collaboration    following responsibilities:
   with the initiator, to all RFCs; rejects any RFCs that are
                                                                s Uses Service Design and release package to develop
   totally impractical
                                                                  the evaluation plan to input to service testing
 s Tables all RFCs for a CAB meeting, issues an agenda
                                                                s Establishes risks and issues associated with all aspects
   and circulates all RFCs to CAB members in advance of
                                                                  of the Service Transition through risk workshops etc.
   meetings to allow prior consideration
                                                                s Provides evaluation report to input to Change
 s Decides which people will come to which meetings,
                                                                  Management.
   who gets specific RFCs depending on the nature of
                                                                                       Organizing Service Transition |     187

6.3.2.5 Service Knowledge Management                           s Conducts tests as defined in the test plans and design
Knowledge Management requires effective and                    s Records, analyses, diagnoses, reports and manages test
authoritative ownership within an organization. The role of      events, incidents, problems and retest dependent on
the Knowledge Management process owner is crucial, in            agreed criteria
that it will design, deliver and maintain the Knowledge        s Manages test environment requirements
Management strategy, process and procedures.                   s Verifies tests conducted by release and deployment
                                                                 teams
The Knowledge Management process owner
                                                               s Administers test assets and components.
The Knowledge Management process owner has the
following responsibilities:                                    Test support
s Undertakes the Knowledge Management role, ensuring           The prime responsibility of the test support team is to
    compliance with the organization’s policies and            provide independent testing of all components delivered
    processes                                                  within the Service Transition programme or project.
s
                                                               Responsibilities required to deliver successful service
    Is the architect of knowledge identification, capture
                                                               testing include the following, however, not all of these are
    and maintenance
                                                               the direct responsibility of the test support team:
s   Identifies, controls and stores any information deemed
    to be pertinent to the services provided, which is not     s The change manager is responsible for ensuring that
    available via any other means                                  tests are developed appropriate to approved changes
s   Maintains the controlled knowledge items to ensure             and that agreed testing strategy and policy is applied
    currency                                                       to all changes.
s   Ensures all knowledge items are made accessible to         s   Test analysts carry out the tests as set out in the
    those who need them in an efficient and effective              testing plans and/or service package.
    manner                                                     s   The developer/supplier is responsible for establishing
s   Monitors publicity regarding the knowledge                     the root cause of test failures – the fault in the service
    information to ensure that information is not                  component that made the test fail. For complex
    duplicated and is recognized as a central source of            situations this may require collaboration between
    information etc.                                               testing staff and development/build/supplier
s   Acts as an adviser to business and IT personnel on             personnel. It should always be accepted as a
    Knowledge Management matters, including policy                 possibility that faults can lie within the testing design
    decisions on storage, value, worth etc.                        as well as within design/development.
                                                               s   Service Design will design the test, as an element of
6.3.2.6 Service test manager                                       the overall Service Design. For many services, standard
                                                                   tests will exist, perhaps contained within the transition
Service test management is primarily responsible for the
                                                                   model chosen as already accepted as appropriate for
test support and the test team(s) functions involved with
                                                                   the type of new or changed service under
the specific Service Transition. The service test manager
                                                                   consideration.
will report to the Service Transition manager as will the
release and deployment manager; however, these roles           s   Customers and users perform customer and user
should always be undertaken by separate people, and                acceptance testing. Such user resource should be able
never be combined, to ensure that there is always                  to cover the full range of user profile and requirements,
independent testing and test verification.                         and adequately sign off the conformance of a new or
                                                                   changed service. Users will already have played a major
The service test manager has the following responsibilities:       role in helping to design the acceptance testing
s Defines the test strategy                                        approaches during the design phase.
s Designs and plans testing conditions, test scripts and
  test data sets to ensure appropriate and adequate            6.3.2.7 Release and deployment
  coverage and control                                         Release and deployment is primarily responsible for
s Allocates and oversees test resources, ensuring test         managing all aspects of the end-to-end release process.
  policies are adhered to                                      The release and deployment manager will report to the
s Provides management reporting on test progress, test         Service Transition manager as will the service test
  outcomes, success rates, issues and risks                    manager; however these roles should always be
                                                               undertaken by separate people, and never be combined,
188   | Organizing Service Transition



 to ensure that there is always independent testing and          s Utility software
 test verification.                                              s Supplier-provided systems software
                                                                 s Hardware, and hardware specifications
 The release and deployment manager
                                                                 s Assembly instructions and documentation, including
 The release and deployment manager is responsible for
                                                                     user manuals.
 the planning, design, build, configuration and testing of all
 software and hardware to create the release package for         All deliverables need to be managed effectively, from
 the delivery of, or changes to, the designated service.         development or purchasing, through customization and
                                                                 configuration, through testing and implementation, to
 The release and deployment manager has the following
                                                                 operation in the live environment.
 responsibilities:
 s Manages all aspects of the end-to-end release process         6.3.2.8 Release packaging and build
 s Updates the SKMS and CMS                                      Release packaging and build management is the flow of
 s Ensures coordination of build and test environment            work (establish requirements, design, build, test, deploy,
      team and release teams                                     operate and optimize) to deliver applications and
 s Ensures teams follow the organization’s established           infrastructure that meet the Service Design requirements.
      policies and procedures
                                                                 The release packaging and build manager
 s Provides management reports on release progress
                                                                 The release packaging and build manager has the
 s Service release and deployment policy and planning
                                                                 following responsibilities:
 s Deals with release package design, build and
      configuration                                              s Establishes the final release configuration (e.g.
 s    Deals with release package acceptance including                knowledge, information, hardware, software and
      business sign-off                                              infrastructure)
 s    Deals with service roll-out planning including method      s   Builds the final release delivery
      of deployment                                              s   Tests the final delivery prior to independent testing
 s    Deals with release package testing to predefined           s   Establishes and reports outstanding known errors and
      Acceptance Criteria                                            workarounds
 s    Signs off the release package for implementation           s   Provides input to the final implementation sign-off
 s    Deals with communication, preparation and training             process.
 s    Audits hardware and software before and after the          The release packaging and build manager cannot perform
      implementation of release package changes                  this role in isolation; other functions with which there will
 s    Installs new or upgraded hardware                          be significant interface are:
 s    Deals with storage and traceability/auditability of        s Security management
      controlled software in both centralized and distributed
                                                                 s Test management
      systems
                                                                 s Change and Service Asset Configuration Management
 s    Deals with release, distribution and the installation of
                                                                 s Capacity management
      packaged software.
                                                                 s Availability management
 However, some of these responsibilities will be delegated       s Incident management
 to the relevant release team sub-process.
                                                                 s Quality management.
 The main components to be controlled are:
 s Service documentation including:
                                                                 6.3.2.9 Deployment
      q Service Portfolio                                        Deployment staff have the following responsibilities:
      q Service catalogue                                        s Deal with the final physical delivery of the service
      q Service level agreement, OLAs and UCs                        implementation
      q Service Design and specification                         s Coordinate release documentation and
 s Application programs developed in-house                         communications, including training and customer,
 s Externally developed software (including standard off-          Service Management and technical release notes
      the-shelf software as well as custom-written software)     s Plan the deployment in conjunction with change and
                                                                   Knowledge Management and SACM
                                                                                       Organizing Service Transition |      189

s Provide technical and application guidance and               Build and test environment staff have the following key
  support throughout the release process, including            responsibilities:
  known errors and workarounds
                                                               s Ensure service infrastructure and application are built
s Provide feedback on the effectiveness of the release
                                                                  to design specification
s Record metrics for deployment to ensure within               s Plan acquisition, build, implementation and
  agreed SLAs.                                                    maintenance of ICT infrastructure
                                                               s Ensure build delivery components are from controlled
6.3.2.10 Early life support                                       sources
It is often believed that early life support starts when the   s Develop an integrated application software and
service has actually been transitioned into operational use.     infrastructure build
This is not the case. Early life support should be
                                                               s Deliver appropriate build, operations and support
considered as an integral role within the release and
                                                                 documentation for the build and test environments
deployment phase.
                                                                 prior to handover to Service Operations
Early life support staff have the following key                s Build, deliver and maintain required testing
responsibilities:                                                environments.
s Provide IT service and business functional support
    from prior to final acceptance by Service Operations       6.4 SERVICE TRANSITION RELATIONSHIP
s   Ensure delivery of appropriate support documentation       WITH OTHER LIFECYCLE STAGES
s   Provide release acceptance for provision of initial
                                                               Service Transition is presented as a discrete lifecycle step,
    support
                                                               but this should not be taken to imply that it can stand
s   Provide initial support in response to incidents and       alone. Service Transition exists to deliver the concepts
    errors detected within a new or changed service            documented within Service Design through to Service
s   Adapt and perfect elements that evolve with initial        Operations for day-to-day management, and so without
    usage, such as:                                            design and operations it has no purpose.
    q User documentation
    q Support documentation including service desk             6.4.1 Upstream relationships for Service
        scripts                                                Transition
    q Data management, including archiving
s   Embed activities for a new or changed service              6.4.1.1 Logical staff mobility
s   Deal with formal transition of the service to Service      Service Transition takes its shape and input from the
    Operations and CSI                                         strategy set by the organization and from the new or
s   Monitor incidents and problems, and undertake              changed services it is charged with bringing into live
    problem management during release and deployment,          operation, i.e. by the output of the Service Design stage.
    raising RFCs as required                                   Its very nature is therefore dependent on its relationship
s   Provide initial performance reporting and undertake        with ‘upstream areas’.
    service risk assessment based on performance.              In most organizations, many staff will deliver tasks
                                                               appropriate to more than one lifecycle stage. Indeed, the
6.3.2.11 Build and test environment                            skills and experience accumulated by Service Transition
management                                                     and Service Operations staff will typically be valuable in
The build and test environment function is primarily to        the stages upstream of their nominal focus.
ensure that all the relevant people have the appropriate
environments, test data, versioned software etc. available
at the time that they need it and for the right purpose. As
environment resources are normally limited, this role
performs a coordinating and sometimes arbitrary role to
ensure that resources are used to maximum effect.
190   | Organizing Service Transition




                      Flow of experience   and support


           Service                   Service                      Service
           Design                   Transition                   Operation
                                                                                    Figure 6.4 Flow of experience


 Specifically, Service Transition will depend on appropriate       6.4.2 Downstream process and procedure
 experience from operations skilled staff to deliver much of       influence
 the knowledge required to make key decisions, based on
                                                                   Many elements initiated or perfected during Service
 predicting likely successful practice based on previous
                                                                   Transition will be established and become key elements
 behaviour of systems in similar situations, as shown in
                                                                   within Service Operation.
 Figure 6.4.
                                                                   During transition testing incidents will be detected that
 When Service Design establishes the best transition
                                                                   reveal errors within the new or changed service. The
 approach, and when, within Service Transition, the
                                                                   nature and identified resolution of these errors will provide
 continued viability of that approach is assessed, Service
                                                                   direct input to the Service Operations procedures for
 Transition and Service Operation are best placed to play
                                                                   supporting the new or changed service in live use. Service
 the role of subject matter expert, and provide input to the
                                                                   Transition input is likely to affect most areas of the
 assessment and evaluation of the design’s initial and
                                                                   operations stage.
 ongoing viability.
                                                                   Testing will share processes with operations, possibly with
 Service Operation people will be involved in (design and)
                                                                   some variations in procedure, e.g. to accommodate the
 operations tasks directly via population of the Service
                                                                   differing requirements and risk environments of analysing
 Knowledge Management System with precedents and
                                                                   and rectifying errors in testing and live environments.
 experiences detected during Service Operation stages –
 e.g. through incident-problem-error cycles. This will drive       Where testing detects errors in a new or changed service
 informed and correct decision making processes and                that are not significant enough to prevent the release of
 facilitate more effective Service Transition.                     the service, these errors are released into the live known
                                                                   error database, and notification is passed to Continual
 In order to retain and make effective use of experience,
                                                                   Service Improvement, via the SKMS, which CSI will make
 staff may well find themselves allocated (fully or partially)
                                                                   extensive use of.
 from operations tasks to support a design exercise and
 then follow that service through Service Transition. They
 may then, via early life support activities, move into
 support of the new or changed services they have been
 involved in designing and implementing into the live
 environment.
 Expert advice on transition (as with design and operations)
 will also provide expert input to the development and
 maintenance of Service Strategy.

 6.4.1.2 Process communications
 Many of the capabilities of a service that require testing
 and acceptance with transition are established and
 approach and measures set within design. As described
 above, this exercise is likely to have involved Service
 Transition staff, either through direct involvement (perhaps
 even formal secondment) or through consultation and
 expert advice.
  Technology
considerations   7
                                                                                                                      |    193


7 Technology considerations
Technology has a major role to play in Service Transition,   s Database management audit tools to track physical
and this should be designed in, and mechanisms for               databases
maintaining and maximizing benefit from that technology      s Distribution and installation tools
must be in place.                                            s Comparison tools (software files, directories, databases)
There are two ways in which Service Transition is            s Build and release tools (that provide listings of input
supported by technology:                                         and output CIs)
                                                             s Installation and de-installation tools (that provide
s Enterprise-wide tools that support the broader systems
                                                                 listings of CIs installed)
  and processes within which Service Transition delivers
                                                             s Compression tools (to save storage space)
  support
s Tools targeted more specifically at supporting Service     s Listing and configuration baseline tools (e.g. full
  Transition or parts of Service Transition.                     directory listings with date–time stamps and check
                                                                 sums)
The following systems, supporting the wider scope, will      s   Discovery and audit tools (also called ‘inventory’ tools)
provide automated support for some elements of Service
                                                             s   Detection and recovery tools (where the build is
Transition management:
                                                                 returned to a known state)
s IT Service Management systems:                             s   Visualization, mapping and graphical representations
   q Enterprise frameworks that provide integration              with drill down
     capabilities to integrate and link in the CMDB or       s   Reporting tools including those that access objects
     tools                                                       from several databases, providing integrated reports
  q System, network and application management                   across systems.
     tools
  q Service dashboards and reporting tools
                                                             7.1 KNOWLEDGE MANAGEMENT TOOLS
s Specific ITSM technology and tools that cover:
                                                             Knowledge Management tools address an organization’s
  q Service Knowledge Management System
                                                             need for management for processing information and
  q Collaborative, content management, workflow tools
                                                             promulgating knowledge. Knowledge Management tools
  q Data mining tools
                                                             address the requirements of maintaining records and
  q Extract, load and transform data tools                   documents electronically. Records are distinguished from
  q Measurement and reporting systems                        documents by the fact that they function as evidence of
  q Test management and testing tools                        activities, rather than evidence of intentions. Examples of
  q Database and test data management tools                  documents include policy statements, plans, procedures,
  q Copying and publishing tools                             service level agreements and contracts.
  q Release and deployment technology                        s Document management – defines the set of
  q Deployment and logistics systems and tools.                capabilities to support the storage, protection,
                                                               archiving, classification and retirement of documents
There are many support tools that can assist Change
                                                               and information
Management, Configuration Management and Release
Management. These may come in a variety of                   s Records management – defines the set of capabilities
combinations and include:                                      to support the storage, protection, archiving,
                                                               classification and retirement of records
s Configuration Management Systems and tools
                                                             s Content management – the capability that manages
s Version control tools                                        the storage, maintenance and retrieval of documents
s Document-management systems                                  and information of a system or website. The result is
s Requirements analysis and design tools, systems              often a knowledge asset represented in written words,
   architecture and CASE tools, which can facilitate           figures, graphics and other forms of knowledge
   impact analysis from a business perspective                 presentation. Examples of knowledge services that
                                                               directly support content management are:
194   | Technology considerations



      q web publishing tools                                    contribution of valuable knowledge assets. These assets
      q web conferencing, wikis, blogs etc.                     are submitted by members of the community and are
      q word processing                                         evaluated by the community leader and elected subject
      q data and financial analysis                             matter experts. The author(s) are then recognized within
                                                                the community and meaningfully rewarded in some
      q presentation tools
                                                                fashion for their contribution. This is a highly effective way
      q flow-charting
                                                                to encourage members to share their knowledge and
      q content management systems (codify, organize,
                                                                move past the old paradigm that knowledge is power and
         version control, document architectures)               job security and therefore needs to be hoarded. In
      q Publication and distribution.                           addition, it is highly recommended that senior
                                                                management actively participates in these communities to
 7.2 COLLABORATION                                              foster a culture and environment that rewards knowledge
                                                                sharing and collaboration.
 Collaboration is the process of sharing tacit knowledge
 and working together to accomplish stated goals and            7.2.2 Workflow management
 objectives. The following is a list of knowledge services
                                                                Workflow management is another broad area of
 widely available today, which, when properly
                                                                knowledge services that provides systemic support for
 implemented, can significantly improve the productivity of
                                                                managing knowledge assets through a predefined
 people by streamlining and improving the way they
                                                                workflow or process. Many knowledge assets today go
 collaborate:
                                                                through a workflow process that creates, modifies,
 s Shared calendars and tasks                                   augments, informs, or approves aspects of the asset. For
 s Threaded discussions                                         example, within the sphere of application management, a
 s Instant messaging                                            Request for Change (RFC) is a knowledge asset that moves
 s White-boarding                                               through a workflow that creates it, modifies it, assesses it,
 s Video or teleconferencing                                    estimates it, approves it and ultimately deploys it.
 s E-mail.
                                                                Workflow applications provide the infrastructure and
                                                                support necessary to implement a highly efficient process
                                                                to accomplish these types of tasks. Typical workflow
 7.2.1 Communities
                                                                services provided within this services category include:
 Communities are rapidly becoming the method of choice
 for groups of people spread across time zones and              s Workflow design
 country boundaries to communicate, collaborate and             s Routing objects
 share knowledge. These communities are typically               s Event services
 facilitated through an online medium such as an intranet       s Gate keeping at authorization checkpoints
 or extranet and the community often acts as the                s State transition services.
 integration point for all knowledge services provided to its
 members. Well-run communities will typically elect a
 leader to manage and run the community and a group of          7.3 CONFIGURATION MANAGEMENT
 subject matter experts to contribute and evaluate              SYSTEM
 knowledge assets within the community. Examples of             Many organizations have some form of Configuration
 services and functions provided within the typical online      Management in operation, but it is often paper-based. For
 community are:                                                 large and complex infrastructures, Configuration
 s Community portals                                            Management will operate more effectively when
 s E-mail alias management                                      supported by a software tool that is capable of
 s Focus groups
                                                                maintaining a CMS. The CMS contains details about the
                                                                attributes and the history of each CI and details of the
 s Intellectual property, best practice, work examples and
                                                                important relationships between CIs. Ideally, any CMDB
   template repository
                                                                should be linked to the DML. Often, several tools need to
 s Online events and net shows.
                                                                be integrated to provide the fully automated solution
 Successful communities often implement a reward and            across platforms, e.g. federated CMDB.
 recognition programme for their members. Such a
 programme is a means to acknowledge and reward the
                                                                                             Technology considerations |        195

The Configuration Management System should prevent                    etc.), including support for reversion to trusted
changes from being made to the IT infrastructure or                   versions
service configuration baseline without valid authorization        s   Ease of interrogation of the CMS and good reporting
via Change Management. The authorization record should                facilities, including trend analysis (e.g. the ability to
automatically ‘drive’ the change. As far as possible, all             identify the number of RFCs affecting particular CIs)
changes should be recorded on the CMS at least by the             s   Ease of reporting of the CI inventory so as to facilitate
time that the change is implemented. The status (e.g.                 configuration audits
‘live’, ‘archive’, etc.) of each CI affected by a change should   s   Flexible reporting tools to facilitate impact analyses
be updated automatically if possible. Example ways in
                                                                  s   The ability to show graphically the configuration
which this automatic recording of changes could be
                                                                      models and maps of interconnected CIs, and to input
implemented include automatic updating of the CMS
                                                                      information about new CIs via such maps
when software is moved between libraries (e.g. from
                                                                  s   The ability to show the hierarchy of relationships
‘acceptance test’ to ‘live’, or from ‘live’ to an ‘archive’
                                                                      between ‘parent’ CIs and ‘child’ CIs.
library), when the service catalogue is changed, and when
a release is distributed.                                         For software, support tools should allow control to be
                                                                  maintained, for applications software, from the outset of
The Configuration Management System should, in
                                                                  systems analysis and design right through to live running.
addition, provide:
                                                                  Ideally, organizations should use the same tool to control
s Sufficient security controls to limit access on a need-         all stages of the lifecycle, although this may not be
    to-know basis                                                 possible if all the platforms cannot be supported by one
s   Support for CIs of varying complexity, e.g. entire            software tool. If this is not possible, then the ITSM
    systems, releases, single hardware items, software            infrastructure Configuration Management tool should at
    modules                                                       least allow Configuration Management information to be
s   Hierarchic and networked relationships between CIs;           transferred from a software development Configuration
    by holding information on the relationships between           Management System into the CMS without the need for
    CIs, Configuration Management tools facilitate the            re-keying.
    impact assessment of RFCs                                     These individual tools and solutions may be integrated
s   Easy addition of new CIs and deletion of old CIs              with the main Service Management system or the
s   Automatic validation of input data (e.g. are all CI           Configuration Management System where the effort of
    names unique?)                                                integration is beneficial. Otherwise, the integration may
s   Automatic determination of all relationships that can         be undertaken at the procedural or data level.
    be automatically established, when new CIs are added
                                                                  Automating the initial discovery and configuration audits
s   Support for CIs with different model numbers, version         significantly increases the efficiency and effectiveness of
    numbers, and copy numbers                                     Configuration Management. These tools can determine
s   Automatic identification of other affected CIs when           what hardware and software is installed and how
    any CI is the subject of an incident report/record,           applications are mapped to the infrastructure.
    problem record, known error record or RFC
                                                                  This means a greater coverage of audited CIs with the
s   Integration of problem management data within the
                                                                  resources available, and staff can focus on handling the
    CMS, or at least an interface from the Configuration
                                                                  exceptions rather than doing the audits. If the DML is not
    Management System to any separate problem
                                                                  integrated with the CMDB it may be worth automating the
    management databases that may exist
                                                                  comparison of the DML contents with the CMDB.
s   Automatic updating and recording of the version
    number of a CI if the version number of any
    component CI is changed
s   Maintenance of a history of all CIs (both a historical
    record of the current version – such as installation
    date, records of Changes, previous locations, etc. –
    and of previous versions)
s   Support for the management and use of configuration
    baselines (corresponding to definitive copies, versions
Implementing Service
           Transition   8
                                                                                                                                    |   199


8 Implementing Service Transition
Implementing Service Transition in a Greenfield situation,               that context, much of the guidance in this publication on
i.e. a starting point where no Service Transition exists at all,         delivering new or changed services is directly applicable to
would only be likely if a new service provider is being                  introducing Service Transition itself. Doing so is, in itself, a
established. Therefore the task for most service provider                Service Transition exercise, since it is changing the services
organizations will be one of service improvement, a matter               delivered by the service provider.
of assessing their current approach to the Service
Transition processes and establishing the most effective
                                                                         8.1 STAGES OF INTRODUCING SERVICE
and efficient improvements to make, prioritized according
to the business benefit that can be achieved. Considerable               TRANSITION
guidance on this topic is contained within the ITIL                      The stages of introducing Service Transition will match
Continual Service Improvement publication, but the cycle                 that of other services, requiring a justification for their
will be as illustrated in Figure 8.1.                                    introduction (strategic considerations), designing of the
                                                                         Service Transition components and then their introduction
                                                                         to the organization (transitioning) before they can run in
                                                                         normal mode (operations).
               Where are we
                  now?
                                                                         8.1.1 Justifying Service Transition
                                                Compare with best        Service Transition is a key contributor to the service
                                                practice, legislation,   provider’s ability to deliver quality services to the business.
                                                policy etc.
                                                                         They are the delivery mechanism between the work of
              Where could we
                   be?                                                   design, and the day-to-day care delivered by operations.
                                                                         However, the Service Transition processes are not always
                                                                         visible to the customers, and this can make financial
                                                Consider constraints     justification difficult. When setting up Service Transition,
                                                – time                   attention needs to be paid to ways of quantifying and
                                                – money
                                                – resources              measuring the benefits, typically as a balance between
               What shall we                                             impact to the business (negative and positive) and cost (in
                   do?
                                                                         terms of money/staff resources) and in terms of what
                                                                         would be prevented by applying resource to any specific
                                                                         transition, such as diverting staff resources or delaying
                                                Develop plans,           implementation.
                                                schedule and
                                                allocate resources       Gathering of evidence on the cost of current inadequate
               Implement the
                improvement                                              Service Transition is a valid and useful exercise, addressing
                   plans                                                 such issues as:
                                                                         s Cost of failed changes
                                                                         s Extra cost of actual transition compared with
                                                Monitor and
                                                review
                                                                            budgeted costs
               Evaluate new                                              s Errors found in live running that could have been
               performance                                                  detected during test transition.

                                                                         8.1.2 Designing Service Transition
Figure 8.1 Steps to improving Service Transition
processes                                                                Design of the Service Transition processes and how they fit
                                                                         within an organization are addressed throughout this
Introducing new or improved ST processes will be a                       publication. Useful factors to consider when designing
significant organizational change and an introduction of                 Service Transition are described below.
improved services delivered by the service provider. From
200   | Implementing Service Transition



 8.1.2.1 Applicable standards and policies                         teams and external suppliers will need to be identified and
 Consider how agreed policies, standards and legislation           maintained.
 will constrain the design of Service Transition.                  Customers/users
 Considerations might include requirements for
                                                                   Communication with customers and users is important to
 independence and visible accountability, such as are
                                                                   ensure that the transitioned service will remain focused on
 commonly found controlling financial sector companies or
                                                                   current business requirements. The requirements at actual
 within legislation such as Sarbanes-Oxley (SOX).
                                                                   transition may evolve from the needs identified at design
                                                                   stage and communication channels with the customer will
 8.1.2.2 Relationships
                                                                   be the source of identifying those changes. Effective
 Other internal support services                                   communication will benefit from an agreed strategic
 In many situations Service Transition must work together          stakeholder contact map (see paragraph 5.3.2). In many
 with other areas that are transitioning other elements of         circumstances this communication will be routed through
 a business change, such as HR, facilities management,             service or account management or SLM, but these
 telecoms, production control, education and training. The         channels need to be identified and designed into the
 processe