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Process Templates ITSM Process Library Implementation Kits Role Descriptions Academic Initiative |
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ITSM Processes of Service Transition
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from our series "Processes of IT Service Management" |
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and thus accelerates your project remarkably and saves costs also (especially external consulting costs). |
Saving hint: complete package (all 5 process collections) with 20% price advantage
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The purpose of this ebook is not provision of theoretical knowledge but shows the experience of numerous implementations of process oriented IT Service Management from practice. From the perspective of the ITIL® standard all subtopics have more or less the same priority - practice shows a different picture. We have built our process library described in this publication exactly to practical considerations, practical relevance has the primary focus.
Each process is described by
The glossary at the end of the document outlines detailed descriptions of
and provides checklists to key topics. |
And now i wish you a fruitful and interesting reading!
Sincerely yours
Dipl.-Ing. Walter Abel
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Copyright, trademarks and property rights
"Signavio" and "Signavio Process Manager" are trademarks of Signavio Gmbh, Kurfürstenstraße 111, D-10787 Berlin "ARIS" is a trademark of Software AG, Uhlandstrasse 12, D-64297 Darmstadt "ITIL®" is a registered trademark of AXELOS Limited "ITSM Process Library" is a trademark of Dipl.-Ing. Walter Abel Management Consulting, Hauptplatz 34/8A, A-2070 Retz
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1 Content |
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4 |
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7 |
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3 Service Lifecycle |
10 |
15 |
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16 |
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26 |
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4.3.1 Transition Planning and Support |
28 |
4.3.1.1 Interfaces |
29 |
4.3.1.2 Project Setup |
35 |
4.3.1.3 Project Planning |
42 |
4.3.1.4 Project Execution and Controlling |
47 |
4.3.1.5 Transition Reporting |
53 |
4.3.2 Change Management |
57 |
4.3.2.1 Interfaces |
58 |
4.3.2.2 Organization of Change Management |
64 |
4.3.2.3 Registration and Classification of Changes |
70 |
76 |
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4.3.2.5 Change Planning |
89 |
4.3.2.6 Change Review and Reporting |
94 |
4.3.3 Change Evaluation |
99 |
4.3.3.1 Interfaces |
100 |
4.3.3.2 Change Evaluation prior to Planning |
105 |
4.3.3.3 Change Evaluation prior to Realization |
109 |
4.3.3.4 Change Evaluation prior to Deployment |
113 |
4.3.3.5 Change Evaluation after Deployment |
117 |
4.3.4 Release and Deployment Management |
123 |
4.3.4.1 Interfaces |
124 |
4.3.4.2 Organization of Release and Deployment Management |
131 |
4.3.4.3 Release Setup |
137 |
4.3.4.4 Rollout of Releases |
148 |
4.3.4.5 Startup Support and Closing of Releases |
155 |
4.3.4.6 Minor Releases |
163 |
4.3.5 Service Validation and Test |
171 |
4.3.5.1 Interfaces |
172 |
4.3.5.2 Definition of Test Procedures |
178 |
4.3.5.3 Component Tests |
184 |
4.3.5.4 Integration Test |
191 |
4.3.5.5 Acceptance Test |
202 |
4.3.6 Service Asset and Configuration Management |
212 |
4.3.6.1 Interfaces |
213 |
4.3.6.2 Organization of Service Asset and Configuration Management |
217 |
4.3.6.3 Configuration Management Audit and Reporting |
224 |
4.3.7 Application Development and Customizing |
229 |
4.3.7.1 Interfaces |
230 |
4.3.7.2 Application Development and Customizing |
233 |
4.3.8 End of Life for IT Services |
238 |
4.3.8.1 Interfaces |
239 |
4.3.8.2 End of Life for IT Services |
243 |
4.3.9 Knowledge Management |
252 |
4.3.9.1 Interfaces |
253 |
4.3.9.2 Knowledge Management |
258 |
263 |
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263 |
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273 |
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274 |
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281 |
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6 Responsibility Assignment Matrices (RACI) |
282 |
6.1 Responsibility Assignment Matrix for Transition Planning and Support |
283 |
284 |
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6.3 Responsibility Assignment Matrix for Change Evaluation |
285 |
6.4 Responsibility Assignment Matrix for Release and Deployment Management |
286 |
6.5 Responsibility Assignment Matrix for Service Validation and Test |
287 |
6.6 Responsibility Assignment Matrix for Service Asset and Configuration Management |
288 |
6.7 Responsibility Assignment Matrix for Application Development and Customizing |
289 |
6.8 Responsibility Assignment Matrix for End of Life for IT Services |
290 |
6.9 Responsibility Assignment Matrix for Knowledge Management |
291 |
7 Checklists for Service Transition |
292 |
7.1 Checklist Request for Change |
292 |
7.2 Checklist Change Classification |
294 |
7.3 Checklist Change Planning |
295 |
7.4 Checklist Change Advisory Board Agenda |
296 |
7.5 Checklist Post Implementation Review |
297 |
7.6 Checklist Incident Management Report |
299 |
7.7 Checklist Capacity Reporting |
301 |
7.8 Checklist Operational Level Agreement |
303 |
7.9 Checklist Continual Service Improvement Register |
307 |
7.10 Checklist Service Level Requirement |
309 |
7.11 Checklist Service Level Agreement |
310 |
7.12 Checklist Service Level Report |
314 |
7.13 Checklist Service Catalogue |
316 |
7.14 Checklist Service Portfolio |
317 |
7.15 Checklist Service Design Package |
320 |
7.16 Checklist Service Specification |
324 |
7.17 Checklist Availability Reporting |
328 |
7.18 Checklist Underpinning Contract |
330 |
7.19 Checklist Problem Record |
333 |
7.20 Checklist Release Plan |
335 |
7.21 Checklist Configuration Management System Audit |
337 |
2 The novelties within the ITIL® V3 revision 2011Since the publication of the ITIL® V3 more than 500 improvement proposals (changes and completion) for the roles, processes and interfaces have been provided from the users and the training organizations as well. This has been major input for the description of the IT Service life cycle. Requirements from the Sarbanes-Oxley Act (SOX) have been added thus providing improved transparency of the processes. Outsourcing and cloud strategies have been requiring enhanced security management with tightened control and documentation duties.
Roles, interfaces, inputs and outputs have been harmonized within the five publications, errors and inconsistencies in text and graphics have been removed. Hence the edition 2011 is more easy to read, control, translate, implement and communicate.
The changes in detail
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Process Responsible |
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Process Content |
First level processes for the controlled transfer of IT Services respective changes to IT Services into Service Operation. |
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Process Goal |
Controlled transfer of the newly developed or modified IT Services to Service Operation. |
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ISO20000 relevant |
yes |
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ISO9000 relevant |
yes |
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SOX relevant |
yes |
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Involved Organizational Units and Roles
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Change Management is responsible for the evaluation, approval and monitoring of the controlled execution of changes to the IT Service Portfolio.
This contains basically the following sub processes:
This process group has been part of the previous version of the underlying ITIL®-standard.
In the following paragraphs the sub processes of this process group are described in detail.
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4.3.2.4 Valuation of ChangesClick the image for a bigger view in a new window
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Process Details |
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Process Content |
Release or denial of changes respective triggering of priority activities for urgent changes. |
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Process Goal |
Rule conforming release or denial of Changes including transfer to Change Schedule and special handling of Emergency Changes as well. |
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ISO20000 relevant |
yes |
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ISO9000 relevant |
yes |
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SOX relevant |
yes |
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Involved Organizational Units and Roles |
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Process Flow Change classified (Start Signal Event) Organizational Unit
Emergency? (Data Based Exclusive Gateway) Organizational Unit
Define required ECAB members (Task) The required members of the Emergency Change Advisory Board depending on the Emergency Change are selected from the list of members of the Change Advisory Board. Organizational Unit
Schedule ECAB meeting (Task) The date for the Emergency Change Advisory Board Meeting is scheduled as soon as possible. Organizational Unit
Prepare ECAB meeting (Task) The necessary documents for the meeting participants' preparation are created and distributed. Organizational Unit Glossary Item Emergency Change Advisory Board (Organization)
Agenda and meeting documents (End Message Event) Organizational Unit
CAB? (Data Based Exclusive Gateway) Organizational Unit
Prepare CAB meeting (Task) The necessary documents for the meeting participants' preparation are created and distributed. Organizational Unit Accompanying Documents
Agenda and meeting documents (End Message Event) Organizational Unit
Evaluate effects of the Change (Task) The effects of the implementation of the requested Change are analyzed regarding the dependencies:
(if necessary under involvement of additional experts). Organizational Unit Additional Participants
Evaluate urgency of the Change (Task) Commercial and technical effects of a delay of the implementation of the requested Change are evaluated. Organizational Unit
Evaluate effects of cancellation of the Change (Task) Commercial and technical effects of a denial of the implementation of the requested Change are evaluated. Organizational Unit
Evaluate requested schedule (Task) Check for miscellaneous possible problems with the requested realization schedule. Organizational Unit
Identify Project Manager (Task) The Project Manager is defined based upon the requirements of the Change (if necessary under involvement of required decision makers). Organizational Unit Additional Participants
Modifications necessary? (Data Based Exclusive Gateway) Organizational Unit
Coordinate necessary modifications (Task) If the previous analysis shows a necessary modification of the Change this is clarified with the requestor of the Change. Organizational Unit Additional Participants
Change ready for approval? (Data Based Exclusive Gateway) Organizational Unit
Check for necessary escalation (Task) Based upon the previous evaluation of the Change a necessary escalation for approval is checked. Organizational Unit
Escalation? (Data Based Exclusive Gateway) Organizational Unit
Obtain approval from escalation level (Task) The approval is requested from the escalation level management. Organizational Unit
Approval? (Data Based Exclusive Gateway) Organizational Unit
Document explanation of denial (Task) The explanation of the denial of approval by the escalation level management is documented. Organizational Unit
Approval of Change for processing (Task) The Change is formally approved respective dedicated to Change Evaluation. Organizational Unit
Scheduled meeting date of the Change Advisory Board (Start Timer Event) Organizational Unit
Agenda and meeting documents (Start Message Event) Organizational Unit
Evaluate effects of the Change (Task) The effects of the implementation of the requested Change are analyzed regarding the dependencies:
(if necessary under involvement of additional experts). Organizational Unit Additional Participants
Evaluate urgency of the Change (Task) Commercial and technical effects of a delay of the implementation of the requested Change are evaluated. Organizational Unit
Evaluate effects of cancellation of the Change (Task) Commercial and technical effects of a denial of the implementation of the requested Change are evaluated. Organizational Unit
Evaluate requested schedule (Task) Check for miscellaneous possible problems with the requested realization schedule. Organizational Unit
Identification of Project Manager by CAB (Task) The Project Manager is defined by CAB based upon the requirements of the Change (if necessary under involvement of required decision makers). Organizational Unit Additional Participants
Modifications necessary? (Data Based Exclusive Gateway) Organizational Unit
Coordinate necessary modifications (Task) If the previous analysis shows a necessary modification of the Change this is clarified with the requestor of the Change. Organizational Unit Additional Participants
Change ready for approval? (Data Based Exclusive Gateway) Organizational Unit
Denial of the Change (Task) Change is refused and this is documented in the CAB meeting minutes. Organizational Unit
Change denied by CAB (End Message Event) Organizational Unit
Approval of the Change (Task) The Change is formally approved and this is documented in the CAB meeting minutes. Organizational Unit
Change approved by CAB (End Message Event) Organizational Unit
Agenda and meeting documents (Start Message Event) Organizational Unit Emergency Change Advisory Board
Evaluate effects of the Change (Task) The effects of the implementation of the requested Change are analyzed regarding the dependencies:
(if necessary under involvement of additional experts). Organizational Unit Emergency Change Advisory Board
Evaluate effects of cancellation of the Change (Task) Commercial and technical effects of a denial of the implementation of the requested Change are evaluated. Organizational Unit Emergency Change Advisory Board
Identification of Project Manager by ECAB (Task) The Project Manager is defined by ECAB based upon the requirements of the Change (if necessary under involvement of required decision makers). Organizational Unit Emergency Change Advisory Board Additional Participants
Modifications necessary? (Data Based Exclusive Gateway) Organizational Unit Emergency Change Advisory Board
Coordinate necessary modifications (Task) If the previous analysis shows a necessary modification of the Change this is clarified with the requestor of the Change. Organizational Unit Emergency Change Advisory Board Additional Participants
Allocate resources (Task) The resources required for the implementation of the Emergency Change are defined and their availability is coordinated. Organizational Unit Emergency Change Advisory Board Additional Participants
Define schedule (Task) The schedule for the implementation of the Emergency Change is defined. Organizational Unit Emergency Change Advisory Board Additional Participants
Decision about implementation (Task) Based upon the previous analysis of the effects of the implementation respective cancellation of the Emergency Change and the availability of resources the decision about the implementation is made. Organizational Unit Emergency Change Advisory Board
Change ready for approval? (Data Based Exclusive Gateway) Organizational Unit Emergency Change Advisory Board
Denial of the Change (Task) The Change is refused and this is documented in the ECAB meeting minutes. Organizational Unit Emergency Change Advisory Board
Change denied by ECAB (End Message Event) Organizational Unit Emergency Change Advisory Board
Approval of the Change (Task) The Change is formally approved and this is documented in the ECAB meeting minutes. Organizational Unit Emergency Change Advisory Board
Change approved by ECAB (End Message Event) Organizational Unit Emergency Change Advisory Board
Change denied by CAB (Start Message Event) Organizational Unit Glossary Item Change Advisory Board (Organization)
Change denied by ECAB (Start Message Event) Organizational Unit Glossary Item Emergency Change Advisory Board (Organization)
Document refusal of Change (Task) The reasons for the refusal of the Change are documented. Organizational Unit
Communicate refusal of Change (Task) The refusal of the Change and the reasons therefore are communicated to the requestor. Organizational Unit
Change refused (End Event) Organizational Unit
Change approved by CAB (Start Message Event) Organizational Unit Glossary Item Change Advisory Board (Organization)
Create Change Record (Task) Based upon the Request for Change the associated Change Record is created. Organizational Unit Data Repositories
Document approval of Change (Task) The approval of the Change is documented in the Change Record. Organizational Unit
Communicate approval of Change (Task) The approval of the Change is communicated to the requestor. Organizational Unit
Change released for scheduling (Signal-End Event) Organizational Unit
Change approved by ECAB (Start Message Event) Organizational Unit Glossary Item Emergency Change Advisory Board (Organization)
Create Change Record (Task) Based upon the Request for Change the associated Change Record is created. Organizational Unit Data Repositories
Document approval of Change (Task) The approval of the Change is documented in the Change Record. Organizational Unit
Communicate approval of Change (Task) The approval of the Change is communicated to the requestor. Organizational Unit
Handover to Project Management (Task) The Emergency Change is handed over to Project Management for implementation according to prior planning. Organizational Unit
Emergency Change handed over for implementation (End Message Event) Organizational Unit
Involved IT Systems
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5 Glossary5.1 Process Documents in Service Transition Availability Management Report The Availability Management Report informs the other ITSM functions about the availability of IT Services and IT Infrastructure.
The Budget Requirement describes the budget period related prognosis of expected costs and revenues of the requiring business unit respective project.
The Business Continuity Strategy describes the arrangements for the retention respective fastest possible re-establishment of business critical processes of the company in case of disaster. It is part of the company strategy and provides important input for the IT Service Continuity Strategy.
The Capacity Management Report contains all relevant information about usage and performance of the IT Services and IT Infrastructure.
The Change Evaluation Report documents the results of the different steps of Change Evaluation:
The Change Information contains all information worth knowing about planned and ongoing Changes, especially Planned Service Outages provided for the other ITSM Disciplines and the IT Service Consumers.
The Change Management Guideline (Change Policy) contains the rules for intake, evaluation, prioritization and approval of Changes (Change Release Hierarchy) either by the Change Manager or the Change Advisory Board (CAB), the handling of Emergency Changes by the Emergency Change Advisory Board (EACB) and the validation and documentation of Changes during Post Implementation Reviews (PIR). Additionally the rules for extensive Changes that have to pass the processes of Change Evaluation are documented here.
The Change Management Report informs all IT Service Management Disciplines about the status of actual and planned changes and the results of the Post Implementation Reviews and the derived improvement and optimization proposals.
Change Models define the content and the procedure for Standard Changes. These are pre-approved Changes with low risk.
Change Proposal for IT Service The Change Proposal for IT Service describes a proposed Major Change, e.g. the implementation of a new IT Service or major modifications of an existing IT Service. It is communicated for evaluation of feasibility, risks and effects of the implementation prior to starting design activities.
The Change Record is based upon the Request for Change and documents the complete life cycle of a Change.
The Change Release Hierarchy defines who is entitled to release (approve) a submitted Change depending on its criticality (risks). The Change Release Hierarchy is part of the Change Management Guideline.
The Change Schedule (Forward Schedule of Changes) contains the planning of all approved Changes including their accompanying information and dependencies.
Configuration Items are the operating resources of the IT services in general. They are maintained within the Configuration Management Database (CMDB), which itself is a core component of the Configuration Management System.
Configuration Management Audit Protocol The report of the audit of the Configuration Management System (Configuration Management Audit Protocol) informs about the results of the Configuration Management Audits including
Configuration Management Guideline The Configuration Management Guideline defines who is entitled to change the structure and the content of the Configuration Management System.
The Continual Service Improvement Register (CSI Register) is the basis for all potentials and initiatives for the improvement of the service quality over the service life cycle. In the cyclic CSI Register all activities to improve the service quality are documented.
The Definitive Media Library is the infrastructure (locations and storage equipment there) where the latest versions of released Software Configuration Items are stored in a protected environment. This also includes software licenses and documentations. Asset and Configuration Management is responsible for the Definitive Media Library while the content is maintained by Change and Release Management. It is documented in the Configuration Management System.
Emergency Procedures define all activities for the fastest possible restore of operation of IT Systems after emergency situations (disasters, complete breakdown of IT Services or locations, aso.). This restore has normally two steps:
The Improvement Report provides information about planning and results of Continual Service Improvement for the other IT Service Management functions. It contains planned, actually executed and since the last report finished service- and process improvement activities and their expected respective achieved results. Furthermore proposals for future additional service improvement activities are provided.
The Incident Management Report informs all involved ITSM Disciplines about occurred Incidents and their elimination.
The Incident Record contains all information about an Incidents over its lifecycle. Typically it is documented in the Service Desk System.
The IT Budget is a rolling business period related financial plan containing a prognosis of expenses and revenues to be expected for the IT Organization. Within the IT Budget funds are allocated to the processes of the IT Service Management respective to the organizational units of the IT Service Provider.
The IT Procurement Guideline specifies the terms and conditions for requesting external IT Suppliers and IT Services for the Demand Carriers and for providing such Supplies and Services for the Suppliers. It contains beside others
During a purchasing activity it is supplemented by the common procurement terms of the company.
The IT Security Guideline defines mandatory rules for the utilization of IT Services and IT Systems for maintenance of an appropriate security level and for security controls.
The IT Service Continuity Report informs about the actual status of Contingency Planning and the actual Emergency Procedures.
The IT Supplier Strategy describes the rules for the selection of Suppliers for IT Supplies and IT Services and the frame conditions for such supplies.
A Known Error is a Problem whose cause is known and documented including a documented Workaround (as far as available).
A Minor Release is a Release with low risk according to the following criteria:
The Operational Level Agreement provides an internal contract between the IT Service Provider and another part of the IT Organization regarding the provision of an IT Service Contribution. It defines besides others:
Planned Service Outages due to the implementation of Changes by Service Transition. These Planned Service Outages are normally within the maintenance time frames according to the Service Level Agreements and thus do not reduce the contractual agreed Availability of the respective IT Services.
The Problem Management Report informs all involved ITSM Disciplines about open Problems and Problems in process and the related solutions and Workarounds.
The Problem Record contains all information of a Problem over its lifecycle. Typically it is documented in the Service Desk System.
The Process Architecture documents the process landscape of the IT Service Provider with all interfaces and process performance indicators to ensure friction free collaboration of all processes.
The Project Order contains the relevant description of the project:
Approval of the Project Order is the start of the project realization.
The Purchase Order is the binding order to the Supplier to deliver the goods and/or services specified in the purchase order under the conditions described there respective in accompanying related documents.
The Recovery Plan describes activities and procedures for the restart of IT Services after emergency situations referring to Emergency Procedures.
The Release Guideline describes the organizational and technical rules for the transfer of a Release to the production environment regarding the criticality and priority of the Releases to ensure an optimal approach.
The release package contains all Configuration Items belonging to the respective release. Those Configuration Items may be
aso.
The Release Record documents the complete lifecycle of a Transition Project.
The Request for Change is a formal request to perform a Change required for all types of Change not defined as release free Standard Change.
The Risk Log is a rated catalogue of identified risks and accordingly defined activities for minimization and mitigation.
The Security Management Report provides information about security relevant occurrences and activities and about the security situation of the IT Organization.
The Service Catalogue is the part of the Service Portfolio visible for the IT Service Consumers. It contains a complete listing of all active IT Services of the IT Service Provider including those released for deployment.
A Service Contribution is a necessary part of the provision of an IT Service (Business Service), normally IT Basic or Infrastructure Services necessary to fulfill the Service Level Arrangements of the IT Services part of which they are.
The Service Design Package describes the requirements to the development of IT Services based upon Service Level Requirements. It contains the requirements from the customer's perspective and describes how they will be realized from technical and organizational perspective.
The Service Documentation contains the complete description of the IT Services including all documentation needed for operation, maintenance and further development. This includes besides others:
The Service Evaluation Report documents the results of the service evaluation reviews with
The Service Landscape documents the relations between Business Services and IT Services at one hand and the relations between IT Services and IT Infrastructure at the other hand. Thus it assures the logical link from Business Service down to Configuration Items.
The Service Level Agreement defines the mutual contractual requirements regarding the IT Service. This contains besides others:
Service Level Arrangements cover all service level relevant agreements and contracts: Service Level Arrangements Catalogue The Service Level Agreements Catalogue contains all actual Service Level Contracts including: referring to the IT Service Consumers.
The Service Level Report informs about the agreed service quality of the Service Providers respective Suppliers comparing the agreed and achieved Service Levels. The report furthermore provides information about the utilization of the IT Services, ongoing activities for Service Improvement and extraordinary occurrences.
The Service Level Requirement contains all requirements to an IT service from the business perspective of the IT Service Consumers. It defines besides others:
During service designs the service level requirement is the basis for the service contract and the Service Level Agreement.
The Service Portfolio contains a complete listing of all IT Services of the IT Service Provider:
Visible for the IT Service Consumers is the Service Catalogue as subset of the Service Portfolio. Not visible for the IT Service Consumer are:
Request from an IT Service Consumer or from an IT employee for:
Systematic, cyclic and operationalized long range planning of the goals of the IT Service Provider and for the IT services.
The Service Transition Plan is the project plan mandatory and released for all ITSM Disciplines involved in Service Transition including results-, milestone-, activity-, resource- and cost planning.
A Standard Change is a low risk recurring change, which does not need a explicit release by the Change Manager being generally released. Each standard change is described in a Change Model.
A Standard IT Service needs normally no change of the underlying IT Basic Services and Infrastructure Services. Thus the process of requirements specification is concentrating on the definition of service level goals and their control.
The Standard Operating Procedures contain the rules for recurring standard activities of the IT Operation and the according targets for these activities and processes.
The Supplier Service Level Report desribes the achieved performance of Suppliers compared to the agreed performance described in Supplier Contracts or Purchase Orders. Furthermore the recognized weaknesses and activities to improve performance or even possible contract cancellations form the Supplier Reviews are documented.
The Template for the Request for Change is used to collect all necessary information for the evaluation, classification and prioritization of a Change. All information defined as mandatory has to be provided completely to release a Request for Change.
Test models define the whole tests (timeframe, content, scope) of a Release Deployment to the production environment.
The Transition Management Report contains information about all active and planned Transition Projects (status, milestones, finish).
Recommendation for Process Quality Improvement Trigger for the optimization of the quality of IT processes as input for the process review.
Recommendation for Service Quality Improvement Trigger for the optimization of the quality of IT services and IT infrastructure services by changes in as input for the Service Review.
An Underpinning Contract is a contract between the IT Service Provider and an external service supplier about the provision of Service Contributions. It defines besides others:
A Workaround is a bypass solution for an incident or a problem, where no cause eliminating solution is available so far. Goal of the workaround is to reduce or avoid the effects of the incident respective problem until a final solution is available.
5.2 Involved Organizational Units in Service TransitionThe organizational unit in charge for cost accounting, calculation, budgeting, cost control and monetary decision support (internal reporting).
The responsible Service Provider.
The organizational unit or group inside the IT who is in charge for development, maintenance and support for IT Applications.
The organizational unit or group inside the IT who is in charge for the IT operation (infrastructure, operational services).
5.3. Involved Roles in Service TransitionThe responsibility of 1st Level Support is to register and classify incoming notifications. In case of incident messages he/she undertakes an immediate effort to restore a failed IT Service as quickly as possible in case of foreseeable success. If no ad hoc solution can be achieved, 1st Level Support will transfer the Incident to the appropriate technical support groups (2nd Level Support). 1st Level Support also processes service requests of Users and keeps Users informed about their notifications' status at agreed intervals or status changes.
2nd Level Support takes over Incidents which cannot be solved immediately by the means of 1st Level Support. If necessary, he/she will request external support, e.g. from software or hardware manufacturers (3rd Level Support). The goal is to restore a failed IT Service as quickly as possible, if necessary by implementation of a Workaround). If no causal solution can be found, the 2nd Level Support passes on the Incident to Problem Management for further processing.
3rd Level Support is typically located at external Suppliers (hardware or software manufacturers). Its services are requested by 2nd Level Support if their technical expertise is not sufficient respective additional skills are required for solving an Incident or Problem. The goal is to restore a failed IT Service as quickly as possible.
The Application Manager is responsible for operation of, the user support resources in 2nd Level Support for and the support of further development of the applications in his/her area over their life cycle.
The Availability Manager is responsible for the definition, analysis, planning, measuring and improvment of all aspects of the availability of IT Services in respect to the agreed service levels. He/she is responsible for ensuring that all IT Infrastructure, processes, tools, roles and other utilized auxiliary means are appropriate for the agreed service level targets of availability (also in the future based upon known business requirements).
The Capacity Manager is responsible for ensuring that IT Services and IT Infrastructure are able to deliver the agreed service levels from capacity perspective in a cost effective manner. He/she is responsible for ensuring that all IT Infrastructure, processes, tools, roles and other utilized auxiliary means are appropriate for the agreed service level targets of capacity (also in the future based upon known business requirements).
The Change Advisory Board is a team from all organizational units of the IT Service Provider, its customers and (as far as necessary) Suppliers, advising the Change Management in classifying, evaluating, prioritizing, scheduling and releasing of changes. It meets on a periodical basis.
The Change Manager authorises, documents and controls all changes in the IT services, the IT infrastructure and their components (Configuration Items (CI)) over the change lifecycle, in order to maintain a minimum amount of interruptive effects upon the running operation. In the case of further reaching changes, he/she involves the Change Advisory Board (CAB), in emergency cases the Emergency Change Advisory Board (ECAB).
The Change Owner is the authorized requestor of a change.
The Compliance Manager's responsibility is to ensure that standards and guidelines are followed. This covers
The Configuration Manager provides information about the IT Services and IT Infrastructure (IT Assets) utilized by IT Service Management. For this purpose he/she maintains a logical model containing
This logical model is maintained in one or more databases (Configuration Management Database (CMDB)), beeing part of the Configuration Management System.
Continual Service Improvement Manager The Continual Service Improvement Manager is responsible for managing improvements to the IT Services and the IT Service Management processes over their life cycle regarding the development of business requirements and the IT Service Strategy. He/she continually measures the performance of the IT Service Provider and designs improvements to IT Services, IT Infrastructure and IT Processes in order to increase efficiency, effectiveness, and profitability of the IT Service Provider.
Emergency Change Advisory Board The Emergency Change Advisory Board is a team consisting of members of the Change Advisory Board, called by the Change Manager on short notice in emergency cases, who make decisions about high impact emergency changes. Selection of members of the Emergency Change Advisory Board is decided at the time a meeting is called depending on the nature of the emergency change.
The Financial Manager is responsible for managing the IT Service Provider's financials containing
The Incident Manager is primarily responsible for the fastest possible restoring of a failing IT System in case of Incidents. He/she is the first stage of escalation for Incidents in case they are not resolvable within the agreed service levels. Furthermore he/she is responsible for the intake and content conforming handover of customer messages of any kind (besides incident messages).
The Information Security Manager is responsible for ensuring the confidentiality, integrity and availability of an organization's IT Services, IT Infrastructure, IT Assets, information and data (in all ways of presentation). He/she is usually involved in an organization wide approach to Security Management.
Responsible manager of IT according to the organizational structure.
The IT Operations Manager has the overall responsibility for all activities of IT Operations:
IT Operators are the staff who performs the ongoing operational activities:
All (internal and external) persons or organizational units, who consume the services of the IT Service Provider.
The IT Service Continuity Manager cares for the provision of the minimum service levels agreed upon in the Service Level Agreements in cases of disaster. To achieve this he/she
The group of leading persons inside the IT who are in charge for the disciplines of IT Service Management.
The IT Steering Committee is responsible for the IT - Business - Alignment (integration of IT in the company business to fulfill the role as �Enabler� of the business) and thus consists of decision makers of the operational company organization and the IT. It approves IT projects of defined size and criticality according to internal approval guidelines. It defines and is responsible for
The IT Steering Committee meets periodically and not only (but also) event driven.
The Knowledge Manager ensures that the IT organization is always able to collect, analyze, classify, store and provide knowledge and information in an adjusted to the needs manner. His/her primary goal is to improve efficiency by reducing the need to rediscover already existing knowledge.
The Problem Manager is responsible that all Problems are handled over their whole lifecycle to
The Project Manager is responsible for planning and coordination of all resources within his/her projects regarding the project portfolio and the mutual dependencies of projects resulting thereof. He/she manages for reaching the planned project goals within the predicted cost, time and quality estimates.
Possible future IT Service Consumer with defined demand for IT Services.
The Release Manager is responsible for planning, controlling and execution of rollouts from development to test to the live environments. His/her primary objective is to ensure that the integrity of the live environment is protected and that only beforehand tested components are released.
The Risk Manager is responsible for identifying, assessing and controlling risks. This includes the
The Service Design Manager is responsible that new respective existing services are designed that
The Service Level Manager is responsible for the setting up executable Service Level Arrangements
in a way that the goals defined in these arrangements are reachable in economic manner. The achievement of goals is controlled and reported by him/her.
The Service Owner is responsible for the management of IT Service(s) assigned to him/her over their lifecycle. He/she supports the maintenance of the Service Strategy and the Service Portfolio.
The Service Portfolio Manager accounts for the development and maintenance of the Service Portfolio. He/she
The Service Transition Manager coordinates the sub processes of Service Transition:
in a way that the business value of the IT Services for the IT Service Consumers planned in the previous phases of the lifecycle:
can be achieved. He/she informs the other disciplines of IT Service Management about all projects of Service Transition in general.
The Solutions Architect is responsible for designing IT Systems and IT Applications required to provide an IT Service. This includes the specification of technologies, architectures and data structures as a basis for application development or customization and the technical and organizational realization concept as well.
The Solution Developer is responsible for providing IT applications and IT systems which grant the required functionality for IT Services. This includes the development and maintenance of custom applications as well as the customization of standard software products, both including all necessary documentation.
External suppliers of IT services, IT service contributions and outsourcing services, where the scope of supply is defined in the Underpinning Contracts, external suppliers of infrastructure and operating supplies.
The responsibility of the Supplier Manager covers
The Test Manager ensures that systems and system components meet the specified requirements in terms of
operation.
The user of an IT System within the business organization (internal and external). Users are the purely operative subgroup of the IT Service Consumers.
5.4 Involved IT Systems in Service TransitionThe database of Change Management documenting all relevant information (Change Records) of all stages of the life cycle of Changes.
Configuration Management System The Configuration Management System (CMS) contains a coherent logical model of the infrastructure of the IT organization. Within there is stored the information of all Configuration Items (CIs) maintained by the Configuration Management. This includes Configuration Records, Incident-, Problem- and Change-Information. The Configuration Management System may consist of a number of data bases connected via logical links.
The Knowledge Management System is the central repository of relevant knowledge information of the IT Service Providers. Ideally it is a structured document management system but may also consist of a mixture of IT supported and paper repository. In no case there should exist parallel archiving to the operational databases of the organisation but complement these seamlessly by following information categories:
The IT System of materials management and procurement. Normally it is part of the integrated ERP System (Enterprise Resource Planning).
The Operational Systems contain the whole of IT Systems of the enterprise which provide the functionality for the IT Services.
The Service Desk System contains the database of user support including the knowledge base for Incident- and Problem Management. Normally it is part of the integrated IT Service Management System.
Database of the Service Portfolio. Normally it is part of the integrated ITSM System.
6.2 Responsibility Assignment Matrix for Change ManagementClick the image for a bigger view in a new window
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