ITIL and CMMI for service

ITIL AND CMMI FOR SERVICES
28 Oct 2015 / Goh Boon Nam
(Total Slides=107) 24/03/2016 12:35 pm - d:issslideshareitil and cmmi for service.pptx
© 2015 National University of
Singapore. All Rights Reserved
1

Why ITIL? (1)
• Imagine an IT project developed and
put into production
• Is the project a success if:
• Teething problems of the “live” project are
not resolved promptly as they occur?
• Cutover is at a critical period and causes
unforeseen incidents in your system and
other systems?
• System availability does not meet the SLA
requirements?
• Response time is below SLA
requirements?
• Customer is not satisfied with the project?
• Project is not aligned to overall business
needs?
24/03/2016 12:35 pm - itil and cmmi for service.pptx
2

• IT Service Management (ITSM) can complement
Project Management and Software Development
LifeCycle (SDLC) best practices to help ensure
success of a project
• ITIL is the international best practice for ITSM
Why ITIL? (2)
ReqInit Design Code Test Impl
Project Management
Service
Design
Service
Transition
Service
Operation
Continual Service Improvement
Service
Strategy
ITIL
3

ITIL – 26 Management Processes
“Enhancing the value”
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Service ContinuityIT Service Continuity
Management
Information SecurityInformation Security
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Service Validation &
Testing
Change Evaluation
Reproduced from UXC Consulting
Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
4

WHY ITIL/ITSM –
SOME HIGHLIGHTS OF
SOME OF THE ITIL
MANAGEMENT PROCESSES
5

Service Operations
• How to know if any incident occurred or may occur?
• How to resolve incident and quickly restore normal
service?
• How to prevent incidents from happening again?
• How to handle requests (e.g. enquiries) so as to
keep users satisfied?
• How to ensure that the correct security access given
to users?
6
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Service OperationManage project / service when it goes “live”
Based on Cabinet Office ITIL® material.
Reproduced under license from the cabinet office
6

ITIL – Incident Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
7

Incident Management
Non-IT Incident
Company car broke
down.
How to manage this
incident to help the
affected company
staff?
(e.g. on way to
airport for a business
trip)
8

ITIL Recommendation for Incident
Management
First
Priority
Second
Priority
In ITIL Incident Management the
objective is to:
• minimize adverse impact on
business operations and restore
normal service (or near normal
service) as quickly as possible
Concept of
• Workarounds
• Most famous IT workaround?
• “Reboot the machine”
• Logging
• Categorisation
• Prioritisation
• Escalation
• etc
9

ITIL – Problem Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
10

Problem Management
Did we fully solve her problem?
• Find the root cause
• Fix it and bring it back
to the required service
level
• Make sure it does not
happen again for her
car (or a computer)
• Is that what root
cause means?
11

Problem Management
Do they all have common root
cause?
ITIL Problem Management has many root cause
analysis techniques.
For example – Kepner-Tregoe technique
What happens if during a short period, many company cars have
incidents?
12

Problem Management
What happens if suddenly, many company cars have incidents?
Kepner-Tregoe technique (“is / is not” technique)
• What they are not and what does that imply?
• They are not same types (models) of cars affected
• Perhaps imply not issue with specific part in specific model
• They are not same car age (some newer, some older)
• Perhaps imply not wear and tear issue
• etc...
• What they are and what does that imply?
• From investigation, they are all recently-washed cars
• Hmm... (right way - video1) (wrong way - video2)
IT story #1 – hard disk; IT story #2 –Incorrect procedure
13

Problem Management
Some of the other concepts in ITIL Problem Management
• Linking similar incidents to likely same root cause problem
• Logging
• Prioritisation (do we find and fix all root causes?)
• Creation of workaround
• Known error database (the link back to incident
management)
• Many of the root cause analysis techniques look for
Changes made because in IT, the root cause of incidents is
usually related to some changes made (we’ll come back to
this in a later ITIL process)
• etc..
14

ITIL – Event Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
15

Event Management
• How to know of incident as early as
possible?
• Wait for user to call the service desk?
• Event Management concepts
• Automated event alerts if possible
besides manual (e.g. user-initiated) alerts
• 3 types of alerts
• Exception (i.e. incident occurred; can we
know even earlier? how?)
• Warning (i.e. incident going to occur)
• Information (e.g. logs to understand normal
conditions)
• etc.
16

Service Transition
Manage service
when it is “live”
Manage service
before it is “live”
to ensure it works
well when it is
“live”
17

Service Transition
• Service Transition
• Transition of service to
production
• Causes change to
production environment
• Gives rise to high risk of
incidents/ problems
• Need to manage transition
well to minimise risks
18

Service Transition
• How to control changes across all
systems?
• How to document components so as to
assess change impact?
• How to evaluate impact of change?
• How to scope and phase the release to
a manageable scope?
• How to test that the system is ready for
deployment
• How to document relevant knowledge
for reuse?
• How to plan for the overall transition to
production?
Service Transition
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
19

ITIL – Change Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
20

Change Management
• Change is main cause of incidents
• Hence, don’t allow any changes?
• No, manage the changes
• Project management also have concept of change
management – e.g. via change control board.
What is ITIL difference?:
• ITIL concept makes clear besides change authority to
approve, needs Change Advisory Board (CAB) i.e.
panel to experts to analyse impact of change so as to
manage the risk (e.g. clash with other changes, clash
with critical business period etc.)
• ITIL concepts of:
• Remediation planning (i.e. recovery plan)
• Standard changes
• etc..
21

ITIL – Asset & Config Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
22

Asset and Configuration
Management
• How many of you do software configuration
management?
• In ITIL, configuration management is more complete
• Key concepts in ITIL Asset and Configuration
Management
• People are also configuration items in addition to usual IT
components (why?)
• Keep track not just the CIs but also their relationships
(why?)
• Link back to Event Management
• Configuration baseline (to know what changed)
• etc
23

Asset and Configuration
Management
Ability to trace from event alert to:
who are affected, who in charge, possible CIs causing problem etc
24

Service Design
Manage service
when it is “live”
Manage service
before it is “live”
to ensure it works
well when it is
“live”
25

Service Design
• Service Design
• Emphasis on areas that
• Will affect actual performance in
production
• But usually not sufficient
attention given in conventional
design
• Not just technical measures but
also management measures
• Not just for design phase but
also for subsequent operations
phase
26

Service Design
• How to ensure project will be able to meet
the availability SLAs?
• How to ensure project will be able to meet
the capacity/response SLAs?
• How to ensure project is able to cater to
disasters?
• How to ensure that project is secure?
• How to “design” and manage the supplier
relationship to ensure good service?
• How to arrive at a workable SLA to design
against and how to manage the SLA?
• How to design and manage the catalogue
to inform customers/users of the service
being implemented?
• How to coordinate all the above
processes?
Service Design
Service Catalogue
Management
Service
Level Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Design
coordination
27

ITIL
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
Which 4-letter words do users
use to complain about incidents?
• “System is d _ _ _ - get it
fixed!”
• “System is s _ _ _ - get it
fixed!”
28

ITIL
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
Which 4-letter words do users
use to complain about incidents?
• “System is d o w n - get it
fixed!”
• “System is s l o w - get it
fixed!”
29

ITIL – Availability Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
30

Availability Management
What’s the availability of a system with the down time below?
= (3 times * 5 hrs / 100 hr ) = 15/100 = 15% unavailability
= 100% -15%
= 85% availability
#1 #2 #3
If 85% not good enough, how to improve further?
31

Availability Management
If 85% not good enough, how to improve further?
Reduce no. of times down - say from 3 times in 100 hours to 2 times (how?)
(e.g. via better components or analyse/introduce redundancy via CFIA or
replacing before failure – remember event management?)
Detect
30min
-> 5 min
Diagnose
1 hr
-> 30 min
Repair
2 hr
-> 1 hr
Recover
Component
30 min
-> 5 min
Restore
Service
1 hr
-> 20 min
Reduce incident lifecycle – say,
from 5 hrs to 2 hrs (how?)
• Auto-detect (remember event management?)
• Auto-log down error codes & link to
knowledge base
• Local storage of most commonly
required hardware spares
• Auto-script for server startup
• Standby staff when almost repaired to
resume business service
Improved availability
= 2 times * 2 hrs / 100 hrs
= 4% unavailability = 96% availability
-> 2 hrs -> 2 hrs
32

ITIL – Capacity Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
33

Capacity Management
Why is slow (or frozen) system response a capacity issue?
Which of the below can go faster?
6000cc 1500cc
One-
Socket
Server
Four-
Socket
Server
Feb 2008
...
Should we rush out to pay and increase capacity every time
the IT service slows down?
34

Capacity Management
Should we rush out to pay and increase capacity every time
the IT service slows down?
NO
ITIL Capacity Management concept is to save
money by doing these first:
• Iterative Activities (Monitor & Tune)
• Demand Management - reduce peak demand
(why?)
• infra is sized for peak demand and not for
average demand (how to reduce peak?)
• Capacity Modelling (collect data to improve
estimate of capacity required for increased
demand)
• Do advance (e.g. annual) Capacity Planning
(why?)
• rather than last-minute when too late and
too expensive
• (how?)
E-Filing Cash Lucky Draw (Feb 2002)
The top 3 prizes for the lucky draw are
$20,000, $10,000 and $5,000 ... Those who e-file
earlier will also get more chances in the draw as
follows:
22 Feb - 15 Mar 02 - 3 chances
16 Mar - 31 Mar 02 - 2 chances
1 Apr - Filing due date - 1 chance
Business Capacity Management
Service Capacity Management
Component Capacity Management
Early Bird
35

If all the ITIL processes so far “done
well” means “well done”?
If your IT Dept has an IT service
that has
• Low number of incidents
• High availability within SLA
• Online response time within
SLA
Does it mean the company
management are happy with the
service provided?
Perhaps not. (why?)
Perhaps not aligned with business
wishes and their longer-term
needs
36

Service Strategy
Ensure services or
projects are done well
Plan right services or
projects to do and ensure
they get done
37

Service Strategy
• How to maintain good relationship with
customer to understand their needs
and ensure their satisfaction?
• How to understand and influence
customer demand for each service?
• How to analyse and manage the
finances of IT services?
• How to analyse, plan and oversee the
high level strategies for IT services?
• How to select the right services to
implement and to oversee their
implementation?
Service Portfolio
Management
Demand
Management
Financial
Management
Service Strategy
Strategy
Management for
IT services
Business
Relationship
Management
38

ITIL – Strategy Management
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
39

Business Relationship Management
Image courtesy of digitalart / FreeDigitalPhotos.net
• Who determines what is important to the organisation?
• Does IT know them and their needs well?
IT
Dept
Other
Depts
Top
Management
Customers
40

Business Relationship Management
Image courtesy of Ambro / FreeDigitalPhotos.net
What does ITIL recommend?
• Establish relationship
managers as single points of
contact for each key
customer
41

Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
42

Strategy Management
We now have access to users but what
should we ask them?
• Business internal factors
• (strengths, weaknesses)
• Business external factors
• (opportunity, threats)
Is that all? What about IT’s own analysis?
• Technology internal factors
• (strengths, weaknesses)
• Technology external factors
• (opportunity, threats)
What type of services to provide and to
which group of users?
43

Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
44

http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg
© Crown Copyright 2011
https://www.youtube.com/watch?v=wLOk0UXo70g
45

Example of a CSI Register (1)
Opportunity
no.
Date
raised
Size
(small,
medium,
large)
Timescale
(short,
medium,
long)
Description
Priority
(urgent,
1, 2, 3)
KPI metric Justification Raised by
To be
actioned
by
Date
required
by
1 1/4/2011 Small Short A number of failures
have occurred when
implementing updated
or new applications.
This has been caused
by the testing
procedure in release
and deployment using
out-of-date test data.
The requirement is to
update the test data in
repository test 4371
Urgent 50%
reduction in
failures
Significant
reduction in
failures after
transition
and
resulting
business
impact
A. Other J. Doe 4/4/2011
2 1/5/2011 Medium Long Event management:
the number of alerts
from the ABC 479
module of the payroll
suite is still excessive
causing unnecessary
analysis time.
Additional filtering
required.
2 70%
reduction
in
spurious
events
Will help
reduce the
amount of
analysis
time and
avoid
potential
oversight of
significant
events
N. More J. Smith 1/7/2011
Example of a Continual Service Improvement Register
Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS
46

Example of a CSI Register (2)
Opportunity
no.
Date
raised
Size
(small,
medium,
large)
Timescale
(short,
medium,
long)
Description
Priority
(urgent,
1, 2, 3)
KPI metric Justification
Raised
by
To be
actioned
by
Date
required
by
3 1/6/2011 Medium Long Training issue:
Service desk staff
would benefit from
additional training in
the use of the human
resources (HR)
joiners and leavers
application
3 30%
improvemen
t in relevant
staff trained
in the HR
joiners and
leavers
application
All queries to
the service
desk on this
application
currently
have to be
escalated to
the
application
management
team. With
some basic
training a
number of
these could
be dealt with
by first line
support
B. Floor F. Less 1/9/2011
4 1/7/2011 Large Medium Change management
process: having
multiple authorization
channels has caused
issues with some
users because of
uncoordinated
changes
3 Alignment
to single
channel
Redesign of
the change
management
process will
reduce
confusion
and impact to
stakeholders
J. Jones B. Car 1/10/2011
Copyright © AXELOS Limited 2011. All rights reserved.. Material is reproduced under licence from AXELOS
47

CSI Roles
48

IT Service Management
• Imagine an IT project developed and
put into production
• With ITIL / IT Service Management:
• Teething incidents/problems of the “live”
project resolved promptly
• Changes are done at most optimal point
where less impact with other systems
and impact well-managed
• System availability meets the SLA
requirements
• Capacity managed so that response time
meets SLA requirements
• Customer is satisfied with the project as it
meets his needs
• Project is well aligned to overall business
needs
49

ITIL Individual Certification
2
3 3 3 3 3 4 4 4 4
5
OSA – Operational Support and Analysis
PPO – Planning, Protection and Optimization
RCV – Release, Control and Validation
SOA – Service Offerings and Agreements
50

What do these organisations have in
common?
https://sas.cmmiinstitute.com/pars/pars.aspx
52

What do these organisations have in
common?
https://sas.cmmiinstitute.com/pars/pars.aspx
53

Isn’t CMMI only for Application
Development?
CMMI for
Development
since 1993
(as CMM)
CMMI for Services
since 2009
CMMI for
Acquisition
since 2002
(as CMM)
54

Agenda
CMMI for Services – Key features
• Milestones for organisation IT Service Management
achievements
• CMMI Capability Level guidance/recognition for
• IT Service Management
• (Optional) Work/Project Management
• CMMI Maturity Level guidance/recognition for
• Implementation of pre-defined sets of Practices
• (Optional) Quantitative process control capabilities (such as use
of 6-sigma type of techniques)
• Mapping CMMI for Services to ITIL
• Quick Look at ISO20000
• Possible criteria for use of CMMI for Services
55

What is CMMI for Services?
Key Features
• For Organisations rather than for
Individuals
• Eg. Organisation maturity / capability
level appraisal vs Individual certification
• States the “Whats” rather than the
detailed “Hows”
• Detailed “Hows” provided by ITIL and
other sources
• CMMI has 24 Process Areas
• (ITIL has 26 Processes)
• Caters to official appraisals & published
appraisal results
• https://sas.cmmiinstitute.com/pars/pars.a
spx
56

What is CMMI for Services?
Key Features
• Well-known for its 5 Levels of Maturity
• Complements ITIL as it includes
recognition not just for
• IT service management capabilities
but also recognition for
• institutionalisation and maturity of
capabilities
as well as optional extensions for
• project & work management capabilities
• quantitative process control capabilities
(such as use of 6-sigma type of techniques)
• Explicitly designed to be usable for non-IT
services also, or for mixed IT cum non-IT
services
• Free (CMMI for Services – best practice model
document 508 pages) -
http://cmmiinstitute.com/resource/cmmi-for-
services-version-1-3/
http://cmmiinstitute.com/cmmi-solutions/cmmi-
appraisals/cmmi-levels/
57

Is CMMI the only way to recognise an
organisation for IT Service Mgt?
• There is also the ISO20000
certification
• Caters to official audits and &
listing of Certified Organisations
• http://www.isoiec20000certifica
tion.com/home/ISOCertifiedOr
ganizations/ISOCountryListing
s.aspx
One of the many Registered
Certification Bodies who audits
and certifies
Listing of ISO20000 Certified
Organisations
58

Why the need to work at the
Organisational level?
Mature Service
Management
Organisation ?
Capable
Processes ?
Is having staff trained and certified sufficient?
59

Possible to immediately become a mature service
management organisation?
• Is it possible to straightaway become
an excellent service management
organisation?
• ITIL has 26 process areas – possible
to implement all of them at same time?
• ISO20000 is an all-or-nothing
certification
• All of ISO20000 must be complied with –
else no certificate
• See later slide of what are the ITIL
processes in ISO20000
• Is there some other way to set
milestones for progressive
implementation and get recognition
along the way?
60

Agenda
• CMMI for Services – Key features
achievements
CMMI Capability Level guidance/recognition for
61

CMMI recognition of progress in service
management achievement (1a)
via: Capability Levels
[Continuous Representation]
Choose which CMMI Process Areas (PA)
you wish to start on and the Capability
Level (CL) you want each PA to achieve?
Eg. Process Area (PA)
#1 – Capacity & Availability Management
#2 – Incident Resolution & Prevention
#3 – Service Continuity Management
etc..
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
#1 #2 #3
etc..
62

Choice of Process Areas
Service
Delivery
(i.e. SLM)
Strategic
Service
Management
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
System
Transition
Service
Continuity
Service
System
Development
(mini SDLC)
Risk
Management
Requirements
Management
Work
(Project)
Planning
Work
(Project)
Monitoring &
Control
Measurement
& Analysis
Process &
Product
Quality
Assurance
Configuration
Management
Process Areas related to IT Service Management
Process Areas related to Work (Project) Management
Supplier
Agreement
Management
63

Example of a CMMI Process Area
• SG 1 Prepare for Incident Resolution and Prevention
• SP 1.1 Establish an Approach to Incident Resolution and Prevention
• SP 1.2 Establish an Incident Management System
• SG 2 Identify, Control, and Address Individual Incidents
• SP 2.1 Identify and Record Incidents
• SP 2.2 Analyze Individual Incident Data
• SP 2.3 Resolve Incidents
• SP 2.4 Monitor the Status of Incidents to Closure
• SP 2.5 Communicate the Status of Incidents
• SG 3 Analyze and Address Causes and Impacts of Selected
Incidents
• SP 3.1 Analyze Selected Incidents
• SP 3.2 Establish Solutions to Respond to Future Incidents
• SP 3.3 Establish and Apply Solutions to Reduce Incident Occurrence
Incident Resolution & Prevention:
Process Area
Specific Goal
Specific
Practices
*Example
work products
*Sub-Practices
( * - Not shown here )
64

management achievement (1b)
Capability Levels
[Continuous Representation]
#1 #2 #3
etc..
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
Continuity
Management
CL0 – Incomplete
Not comply fully with specific
goals of PA
CL1 – Performed
Process fully comply with CMMI specific
goals of PA but through individual expertise
(“all in his head”)
CL2 – Managed
Fully comply through sub-units having own
planned processes etc but no organisation
standards etc to tailor from (informal “copy &
paste” only)
CL3 – Defined
Fully comply and have organisation standards
/ best examples etc to plan/tailor sub-unit
processes (formal “inherit, modify, paste”)
65

CL2 Details
• CL2 means these are done
• Policy – “Thou must do process” (What to do)
• Plan the process (How to do)
• Provide resources
• Involve process stakeholders
• Define roles and responsibilities
• Training on the process
• (Do the process)
• Monitor and control the process
• Control (eg. version control) of process
deliverables
• Review with management on the process
• Quality audit the process
Achieve above for Incident Resolution & Prevention process
area and your organisation will be recognised as CL2 for IRP
66

CL3 Details
• CL3 means these are done
• All of CL2 +
• Have organisation-level
standard process for sub-units
to plan & tailor their process
from
• Rather than no guidance and
each sub-unit has to plan a
process on their own
• Collect lessons learnt, good
examples, measurements etc
at an organisation level to help
in process improvement
Organisational
Standard Process
+
Tailoring Guidelines
Eg. ABC Pte Ltd Global
Standard for Incident
Resolution & Prevention
Sub-unit 1
Tailored
Process
Sub-unit 2
Tailored
Process
Sub-unit 3
Tailored
Process
Eg. Singapore Eg. China Eg. Thailand
What if you don’t have global standard
but each sub-unit has its own standard?
67

Agenda
achievements
CMMI Maturity Level guidance/recognition for
68

management achievement (2a)
Second method of recognition
via: Maturity Levels
[Staged Representation]
CMMI will specify certain Process Areas
(PA) required for each Maturity Level (ML)
There is no choice of PA here but there are
progressive milestones provided.
ML2 – 8 specified PAs required
ML3 – 12 more PAs required
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
*My personal recommendation –
Start with CL, then later change to ML, if desired
69

management achievement (2b)
Maturity Levels
[Staged Representation]
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
ML1 – Initial
Adhoc, Chaotic – any success due to individual
expertise (“all in his head”)
ML2 – Managed
Sub-units having own planned processes etc but
no organisation standards etc to tailor from
(informal “copy & paste” only). Basic processes
catered for.
ML3 – Defined
Organisation standards / best examples etc to
plan/tailor sub-unit processes (formal “inherit,
modify, paste”). Advanced processes catered.
ML4 – Quantitatively Managed
See next few slides
ML5 – Optimizing
See next few slides
70

management achievement (2c)
Measure
(eg. Performance,
Effort,
Duration
etc)
Eg. Duration to Provision (create) a New Virtual Server
(eg, Jan, Feb, Mar etc)
4 Hr
Natural (Statistical) Process Variation
Upper Control
Limit
Lower Control
Limit
CMMI
Maturity Level 4
Quantitatively
Managed
5 Hr
3 Hr
CMMI does NOT dictate the quantitative management method to
use. The above is just one of the possible methods.
Average
What is the meaning of
CMMI Maturity Level 4’s
“Quantitatively Managed”?
71

management achievement (2c)
Measure
(eg. Performance,
Effort,
Duration
etc)
Average
Eg. Duration to Provision (create) a New Virtual Server
4 Hr
Natural (Statistical) Process Variation
Upper Control
Limit
Lower Control
Limit
CMMI
Maturity Level 4
Quantitatively
Managed
5 Hr
3 Hr
(eg, Jan, Feb, Mar etc)
CMMI does NOT dictate the quantitative management method to
use. The above is just one of the possible methods.
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-
control-to-ensure-your-deliverables-are-of-acceptable-quality/157
72

management achievement (2d)
At ML4, organisations know quantitatively when their processes are
going out of control and will take appropriate corrective actions
What about ML5?
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-
control-to-ensure-your-deliverables-are-of-acceptable-quality/157
73

management achievement (2e)
In Control
Adapted from: http://advmgmt.net/2011/06/02/control-charts/
ML4
Quantitatively
Managed
Maturity Level 5
Optimizing
Quantitative
Process
Analysis &
Improvement
Improved
Process
74

CMMI for Services
24 Process Areas (1)
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
What are the
CMMI Process Areas
for each level?
75

CMMI for Services
24 Process Areas (2)
Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf
Service
Delivery
Strategic
Service
Management
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
System
Transition
Service
Continuity
Service
System
Development
Organisational
Process
Focus
Organisational
Process
Definition
Organisational
Training
Integrated
Work (Project)
Management
Decision
Analysis &
Resolution
Risk
Management
Requirements
Management
Work (Project)
Planning
Work (Project)
Monitoring &
Control
Measurement &
Analysis
Process &
Product Quality
Assurance
Configuration
Management
Organisational
Performance
Management
Causal Analysis
& Resolution
Organisational
Process
Performance
Organisational
Work (Project)
Performance
Note large overlap with CMMI for Devt
Core to all 3 CMMI
76

Agenda
achievements
Mapping CMMI for Services to ITIL
77

CMMI Process Areas maps
to most of the ITIL Processes (1)
ITIL Process CMMI Process Area/s
“Strategy Management For
IT Services”
Strategic Service Management
“Service Portfolio
Management”
Strategic Service Management
“Financial Management For
IT Services”
minor coverage in - Work
Planning, Work Monitoring &
Control
“Demand Management” Strategic Service Management,
Service System Development
“Business Relationship
Management”
Strategic Service Management,
Service System Development
Above table shows only key CMMI process area/s relevant to each ITIL process.
There may be other CMMI process areas not listed but are still related.
Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
Service
Strategy
78

“Design Coordination” Service System Development
“Service Catalogue Management” Strategic Service Management
“Service Level Management” Service Delivery
“Availability Management” Capacity and Availability Management
“Capacity Management” Capacity and Availability Management
“IT Service Continuity
Management”
Service Continuity
“Information Security
Management”
[* catered by another SEI model called
CERT®-Resilience Management
Model]
“Supplier Management” Supplier Agreement Management
Service
Design
79

“Transition Planning And Support” Service System Transition
“Change Management” Requirements Management,
Configuration Management
“Service Asset And Configuration
Management”
“Release And Deployment
Management”
Service System Transition
“Service Validation And Testing” Service System Development
“Change Evaluation” Requirements Management,
“Knowledge Management” Work Planning, Work Monitoring &
Control + Level 3 for all processes
Service
Transition
80

“Event Management” Incident Resolution and
Prevention
“Incident Management” Incident Resolution and
Prevention
“Request Fulfilment” Service Delivery
“Problem Management” Incident Resolution and
Prevention,
Causal Analysis and Resolution
“Access Management” [* catered by another SEI model
called CERT®-Resilience
Management Model]
Service
Operation
81

“The Seven-step
Improvement Process”
Work Monitoring & Control,
Measurement & Analysis,
Organisation Process Focus,
Organisation Process Definition,
Organisation Training,
Organisation Process
Performance,
Quantitative Work Management
Organisation Performance
Management,
Causal Analysis and Resolution
Continual
Service
Improvement
82

Agenda
achievements
Quick Look at ISO20000
83

ISO 20000 Overview
http://itservicemngmt.blogspot.sg/2007/05/itil.html
84

Agenda
achievements
Possible criteria for use of CMMI for Services
85

Summary
• Organisations may want to consider CMMI for
Services if they
• Wish to move IT service management beyond just
individual staff capability to organisational capability and
maturity
• Wish to have guidance and recognition while progressively
adopting IT service management
• Have non-IT services or mixed IT and non-IT services
• Find ISO20000 not fully applicable to them
• Want not just recognition for IT service management but
also for other areas e.g. work & project management and
perhaps, 6-sigma type of quantitative process management
• Already have ISO20000 but would like the additional
visibility that CMMI recognition can bring it
• Already have CMMI for Devt and would like to extend to
Services
86

ANNEX
OTHER ITIL PROCESSES
87

ITIL – 26 Management Processes
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
88

Request Fulfilment (1)
• Best practice process to
satisfy user requests
• Small changes
• Enquiries
• Best practice concepts
• Standard change, if possible
• Request models (standard
procedures for common
requests)
• Self-service menu & link to
Service Catalog
• Financial & other approvals
• Request status tracking
• Prioritisation
• Approvals
https://demochannel.service-now.com/navpage.do
89

Request Fulfilment (2)
90

Access Management
• Best practice process to control
user security access
• Identity
• Roles
• Service groups
• Avoidance of role conflicts
• Identity Status
• Job changes
• Promotion or demotions
• Transfers
• Resignation or death
• Retirement
• Disciplinary action
• Dismissals
91

Change Evaluation
• Best practice process to evaluate
impact of change to whole
environment in terms of
• Intended and unintended effects
• Whether performance meets
requirements
• Unintended effects
• Risk Profile
• Deviations
• Predicted Performance vs
Customer Requirements
• Actual Performance vs
Customer Requirements
92

Release & Deployment Management
• Best practice process to plan and
carry out the actual release to
production while protecting the
integrity of existing systems
• Release windows
• Big Bang option
• Phased approach
• Early Life Support
93

Service Validation & Testing
• Best practice process to ensure project meets the needs
of the business (validation) and meets the
requirements/design (verification)
94

Service Knowledge Management
• Best practice process to ensure knowledge is prepared to
help in managing the service
95

Transition Planning and Support
• Best practice process to ensure that the various
processes for Service Transition are planned in an
integrated manner and work well together to make the
transition as smooth as possible
96

IT Service Continuity
• Best practice process to support business continuity
through continuity of required IT services in the event of
a disaster
97

IT Security Management
• Best practice process to ensure IT security matches the
agreed needs of the business
98

Supplier Management
• Best practice process to ensure suppliers support the
needs of the business and meet their contractual
commitments
99

Service Level Management
• Best practice process to ensure IT services are
delivered to agreed achievable targets.
100

Service Catalogue Management
• Best practice process to ensure single, accurate and
updated source of information on IT services that are
operational or going to be
Some rights reserved by Charles Haynes
http://www.flickr.com/photos/haynes/3944396470/
https://itservices.uchicago.edu/service-catalog
101

Design Coordination
• Best practice process to ensure that the various
processes for Service Design are planned in an integrated
manner and work well together
102

Demand Management
• Best practice process to
• Understand the customer’s changing demand for
each service
• Influence the demand
103

Financial Management
• Best practice process for financial management –
including budgeting, securing funding, accounting
and charging of services.
104

Service Portfolio Management
• Best practice process to decide and oversee the
implementation and operation of the suite of services
to provide for the customer.
105

Acknowledgements & Notices
• ITIL® are registered trade marks of AXELOS Ltd
• The Swirl logo™ is a trade mark of the AXELOS Ltd
• Quoted text is from ITIL® Service Strategy, ITIL® Service
Design, ITIL® Service Transition, ITIL® Service Operation and
ITIL® Continual Service Improvement all © Crown Copyright
2011. Reproduced under licence from the Cabinet Office.
• © 2013 NUS unless otherwise stated.
106

THANK YOU
issgbn@nus.edu.sg
107

ITIL and CMMI for service

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