ITIL_Intermediate_ServiceTransition_Handbook_ATO 3

ITIL® Service Transition HandbookImplementing & Improvising ST – Pre-requisite for SuccessService provision, in all organizations, needs to be matched to current and rapidly changing businessdemands. The objective is to continually improve the quality of service, aligned to the businessrequirements, cost-effectively. To meet this objective, the following critical success factors need to beconsidered for service transition:  Understanding and managing the different stakeholder perspectives that underpin effective risk management within an organization and establishing and maintaining stakeholder ‘buy- in’ and commitment  Having clearly defined relationships and interfaces with programme and project management  Maintaining the contacts and managing all the relationships during service transition  Integrating with the other service lifecycle stages, processes and disciplines that impact service transition  Understanding the inherent dependencies among the legacy systems, new technology and human elements that result in unknown dependencies and are risky to change  Automating processes to eliminate errors and reduce the cycle time  Creating and maintaining new and updated knowledge in a form that people can find and use  Developing good-quality systems, tools, processes and procedures required to manage a service transition practice  Good service management and IT infrastructure tools and technology  Being able to appreciate and exploit the cultural and political environmentiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 351 of 360

ITIL® Service Transition Handbook Being able to understand the service and technical configurations and their dependencies Developing a thorough grasp of the hard factors (processes and procedures) and soft factors (skills and competencies) required to manage a service transition practice Developing a workforce with the necessary knowledge and skills, appropriate training and the right service culture Defining clear accountabilities, roles and responsibilities Establishing a culture that enables knowledge to be shared freely and willingly Demonstrating improved cycle time to deliver change and less variation in time, cost and quality predictions during and after transition Demonstrating improved customer and user satisfaction ratings during service transition Demonstrating that the benefits of establishing and improving the service transition practice and processes outweigh the costs (across the organization and services) Being able to communicate the organization’s attitude to risk and approach to risk management more effectively during service transition activities Building a thorough understanding of risks that have impacted or may impact successful service transition of services in the service portfolio.iCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 352 of 360

ITIL® Service Transition HandbookImplementing & Improvising ST – RisksImplementing the service transition practice should not be made without recognizing the potential riskto services currently in transition and those releases that are planned. A baseline assessment of currentservice transitions and planned projects will help service transition to identify implementation risks.These risks might include:  Change in accountabilities, responsibilities and practices of existing projects that de-motivate the workforce  Alienation of some key support and operations staff  Additional unplanned costs to services in transition  Resistance to change and circumvention of the processes due to perceived bureaucracyOther implementation risks include:  Excessive costs to the business generated by overly risk-averse service transition practices and plans  Knowledge sharing (the wrong people may have access to information)  Lack of maturity and integration of systems and tools resulting in people ‘blaming’ technology for other shortcomings  Poor integration between the processes causing process isolation and a silo approach to delivering IT service management (ITSM)  Loss of productive hours, higher costs, loss of revenue or perhaps even business failure as a result of poor service transition processesiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 353 of 360

ITIL® Service Transition HandbookImplementing & Improvising ST – External Factors > Restricted ResourcesWhen resources are in short supply, a key aspect is deciding what to measure and sticking to thatdecision and the framework for delivery, e.g.:  What is the important parameter – speed, or low cost or whatever? And knowing that this factor will still be the measure of importance afterwards – e.g. there will be no blame for it being expensive when the understanding was ‘Get it in by 3 p.m. whatever the cost.’  Establish an applicable hierarchy of measures e.g. (i) speed, (ii) money (iii) full functionality with some subordinate items having absolute limits (e.g. ‘as quickly as possible, but not more that £12,500’; or ‘as cheaply as possible but must be in by 30 September’). This requires involving budget holders, business decision makers etc. to ensure that the correct parameters are built in.  Awareness and documentation. All relevant staff need to be aware of requirements; a mechanism for keeping staff informed quickly about changes to those requirements is essentialiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 354 of 360

ITIL® Service Transition HandbookImplementing & Improvising ST – External Factors > Safety Critical Services &High Risk EnvironmentsEver increasingly, IT services directly support or actually delivers services on which lives depend, such ashospital services, emergency services call-taking, flood control and aircraft ‘fly-by-wire’. Extra securityand foolproof approaches are required in these circumstances, with features such as:  Appropriate documentation, which is essential and often includes counter-signatures and extra checks on stage approval. However, excessive documentation can be counter-productive high risk can often be found in conjunction with time-restricted situations (e.g. emergency services coordination) meaning careful balancing of safety and speed is required; in such circumstances skill and experience and/or extensive training is a major factor  Accuracy typically taking priority over speed  More rigorous testing, longer time periods and more detailed data collected and maintained within the configuration management system (CMS)  Measures of safety accurately assessed by an accepted authority – e.g. what constitutes acceptable levels, such as safe radiation doses within X-ray or radioactive environments  Setting the sign-off authority, and ensuring that those responsible are not overly influenced by inappropriate pressures such as concern about company profit or staff bonuses as opposed to risking human livesiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 355 of 360

ITIL® Service Transition Handbook In extreme circumstances ensuring that more than one individual must be involved for certain actions to be taken (e.g. typically the procedures for launching nuclear weapons require simultaneous confirmation by two trained officers) Consider ‘veto’ rights for sub-groupings whereby those controlling any key component of the service can stop implementation as a ‘no-go’ from one of a dozen teams can stop a launch of a the space shuttle.Of course, there is no such thing as a bad customer, really, but often there are customers who areunclear of their role as a customer and so act in a way that prevents rather than supports successfulimplementation. Examples include customers who:  Feel the need to get too involved in the detail of how things are done, instead of judging by the service delivered  Are not able to deliver the decisions and choose options to suit their business needs  Do not make staff and resources available to facilitate effective service transition, for example by providing data and staff to assess the transitioned service or to effect user testing.These kinds of situation can often be improved by awareness and education of:  Customers  Users  Transition staff (e.g. development of patience and diplomacy skills)  Business relationship management working with the customers to reassure customers and ascertain their requirementsiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 356 of 360

ITIL® Service Transition Handbook  Careful budgetary control, so that customers can see the value returning from their investment of staff time and other resources.  Some activities that can help in these conditions include:  Identifying appropriate customer contacts at multiple levels (operational, tactical and strategic)  Ensuring that customer personnel are fully aware of all their responsibilities  Agreeing communication and reporting requirements with the customer  Providing the customer with sufficient information to enable them to make quick and effective decisions.Application ManagementRegardless as to whether software is developed in-house or outsourced, the application managementpossesses the necessary technical know-how for controlling and monitoring the applications intransition phase. Application management also supplies the necessary resources for supporting theService Transition and secures the appropriate know-how transfer: from design, to transition phasethrough to operation.The application management function is responsible for the management of applications throughouttransition. This function is performed by all the teams involved in the control of and support foroperating applications. Application management also plays a central role in the design, testing andimprovement of applications which represent the functional part of an IT service. As such, these teamsare also involved in development projects.Technical ManagementThe aim of the technical management is to achieve an optimum design of resilient, cost-efficienttechnology infrastructures in transition phase. The ability to provide appropriate skills for componentmaintenance and diagnosis in error situation is a key prerequisite for the planning, implementation andmaintenance of stable infrastructures and consequently for supporting the business processes.The technical management function relates to the teams that deliver technical expertise and the higherlevel management of the IT infrastructures in transition. This function has a dual role to fulfill. On theone side it is the guardian of the technical know-how required for the design, testing, operation andoptimization of IT services in transition. Secondly, it supplies the current resources for supporting theService Transition and also ensures the necessary know-how transfer in the design, build, and transitionand operation phases of the technology.iCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 357 of 360

ITIL® Service Transition HandbookImplementing Service Transition in a Virtual or Cloud EnvironmentOrganizations have to consider the effect of implementing virtualization or cloud architectures on thedesign, implementation and operation of the service transition. The environment adopted can be verydynamic, which demands rapid provisioning of new virtual servers between hosts to support changingworkloads.The automation such as virtualization or cloud architecture may require the making of newConfiguration Item (CI) types, release models, change models and standard changes.The change management, release and deployment management processes should be designed to workeffortlessly across both physical and virtual servers. The configuration management system must be ableto replicate the difficulty of the relationships (both physical and virtual servers).iCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 358 of 360

ITIL® Service Transition HandbookImplementing & Improvising ST – SummaryiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 359 of 360

ITIL® Service Transition HandbookiCert Global. All rights Reserved | \"ITIL® is [registered ] trademark of Axelos Limited. The Swirl logoTM is a Trade Mark of the Axelos Limited,used under the permission of Axelos Limited. All rights reserved. Page 360 of 360