Did you know? Implementing ITSM can improve the effectiveness of IT functions by over 62%. As there continues to be a global shift towards managing more and more data, and housing data in the cloud, many companies are looking to manage their IT budgets closer and sustaining their infrastructure operations. Many studies have provided data on how IT Operational costs eventually decrease over time, but there are still initial costs, and costs to upgrade, scale and sustain. Until recently, most technical infrastructure components, devices, applications, etc. resided within the organization in which they served. Since the industry has moved to a more virtual model, data, technology, infrastructure services and even applications can now exist in the cloud. With that, there is a need to clearly understand exactly what is being stored in the cloud and how is it being managed. Areas covered: 1. Understanding importance of ITSM 2. Delivering and managing IT services 3. The value of IT to the business and the service provider 4. Maintaining stability while allowing for change 5. Organizing to improve IT support operations 6. The processes underlying Service Operations 7. What to manage when interfacing with Cloud Service Providers About Invensis Learning Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development For more details please visit: https://www.invensislearning.com/

1. Webinar - Managing Service Operations and Why
ITSM Matters
With - Allyson Pippin
MBA, ISO 20000 Auditor, ITIL 2011 Expert
MARCH 14th, 2018
11:00 AM ET | 04:00 PM UTC
www.invensislearning.com

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About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of
the trusted certification training partners for many Fortune 500 organizations and Government institutions
worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of
categories such as IT Service Management, Project Management, Quality Management, IT Security and
Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis
Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS,
ISACA, DevOps Institute, and PEOPLECERT.

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Housekeeping
 The webinar will last up to 60 minutes
 You can ask questions throughout the Webinar, using the Chat panel on the right hand
side of the screen. These will be answered during the Q&A session towards the end.
 Post webinar, a recorded copy will be sent to your email

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Speaker Profile
Allyson Pippin
MBA, ISO20000 Auditor, ITIL 2011 Expert
Allyson Pippin is a solutions-oriented technical trainer and a certified ITIL expert, with over 18 years of experience
in the IT Service Management industry. She is proficient in applications and network management, information
systems, business process re-engineering, information technology, business management, service desk/soft-skills,
and technical training. Allyson is certified in ISO20000 auditing organizations for quality and complying to ISO
20000 audits.

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Agenda
1. Introduction
2. Service Operations Processes and Functions
3. Understanding IT Ops and improving SO
4. Value of IT to the Business & the Service Providers
5. ITSM, IT Modernization, managing and delivering IT Services (includes CSI, Knowledge Management
and succession planning)
6. ITSM is used everywhere by Industry Leaders (culture, CMDB/Management of Assets and Pricing)
7. Maintaining stability while allowing for change
8. Q&A

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ITIL Service Lifecycle
5 Stages within the ITIL Service Lifecycle Framework

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Service Operation Overview
Operations within the Service Life Cycle
Strategy Design Transition Operation
Continual Service Improvement
Service Catalogue
Management
Supplier
Management
Info Security
Management
IT Service
Continuity
Management
Availability
Management
Capacity
Management
Service Level
Management
Design Co-
ordination
Knowledge
Management
Service Asset &
Configuration
Management
Change Evaluation
Release &
Deployment
Management
Service Validation &
Testing
Change
Management
Transition Planning
& Support
Problem
Management
Access
Management
Request Fulfillment
Incident
Management
Event
Management
Technical
Management
Application
Management
IT Operations
Management
Service Desk
Financial
Management
Service Portfolio
Management
Demand
Management
Business
Relationship
Management
Strategy
Management for IT
Services
= Process
= Function

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Service Operation
Service Operation is coordinating activities to carry out tasks and processes to deliver services at agreed
service levels to business users and customers. It is also responsible for the ongoing management of the
technology used to deliver and support services.

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Service Management as a Practice
An approach to IT service management emphasizes the
importance of coordination and control across the various
functions, processes and systems necessary to manage the
full lifecycle of IT services. The service lifecycle approach
considers the strategy, design, transition, operation and
continual improvement of IT services. Also known as service
management lifecycle.
The service lifecycle is described in a set of five publications
within the ITIL core set. Each of these publications covers a
stage of the service lifecycle from the initial definition and
analysis of business requirements in ITIL Service Strategy
(SS) and ITIL Service Design (SD), through migration into the
live environment within ITIL Service Transition (ST), to live
operation and improvement in ITIL Service Operation (SO)
and ITIL Continual Service Improvement (CSI).

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Service Operation Processes
A structured set of activities designed to accomplish a specific objective.
 Event Management
 Incident Management
 Problem Management
 Request Fulfillment
 Access Management
Processes define actions, dependencies and sequence. Well-defined processes improve productivity
within and across organizations and functions.
Supplier Inputs Processes Outputs Customers

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Service Operation Functions
 Service Desk
 Technical Management
 Application Management
 IT Operations Management
A team or group of people, automated measures, tools or other resources they use to carry out one or more processes or
activities. In larger organizations, a function may be broken up and performed by several departments, teams, groups or
within a single organizational unit.

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The IT Operations Function
IT Operations Management Function - Roles and Objectives
Execute the ongoing activities and procedures required to deliver and support
IT services at the agreed levels
Facilities Management
Data Centers
Recovery Sites
Consolidations
Contracts
IT Operations Control
Console Management
Job Scheduling
Backup and Restore
Print and Output
 Maintain Stability of the Organization’s day to day processes and
activities
 Identify improvements to achieve reduced costs while maintaining
quality
 Apply operational skills to diagnose and resolve any IT operation
failures

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Organizing around Services
 Maintain business satisfaction and confidence in IT through effective and efficient delivery and support of agreed
IT services
 Minimize the impact of service outages on day-to-day business activities
 Ensure that access to agreed IT services is only provided to those authorized to receive those services
Objectives
 All stages in the service lifecycle provide value to the business but from a customer viewpoint, Service Operation is
where the actual value is seen
 If the day-to-day operation of processes is not properly conducted, controlled and managed, then well-designed and
well-implemented processes will be of little value
 In addition, there will be no service improvements if day-to-day activities to monitor performance, assess metrics and
gather data are not systematically conducted during Service Operation
Value to Business

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Delivering and Managing IT Services
 A Service – is a means of delivering value to customers by facilitating outcomes customers want to
achieve without the ownership of specific costs and risks
• Services facilitate outcomes by
• Enhancing the performance of tasks
• Reducing the effects of constraints
 Services provide technology to the business and those costs need to be accounted for, budgeted
(total cost of ownership/TCO) and assessed per system, per customer
 Managing services effectively and efficiently will help to reduce costs, improve stability, improve
overall performance/optimization and IT Service Continuity
 The value of IT needs to be measured to meet dynamic customer requirements and supporting the
business in realizing its vision, mission and objectives

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Understanding the importance of ITSM
Information Technology Service Management is an approach to integrate and align IT Services with the
needs of the business. ITSM is performed by Service Providers through a mix of people, processes,
products and partners. The implementation of IT needs to be aligned and managed in order provide
quality IT Services.
 Service Management is a set of specialized organizational capabilities for providing value to customers in the form of
services. SM includes everything that an IT organization does to keep IT Services available, reliable, secure, and
stable with enough capacity.
 Implementing ITSM includes documenting, training, developing, operating, sharing knowledge, supporting and
maintaining the infrastructure in order to keep services up and running.
 Business Service Management is an approach to the management of IT Services that integrates IT support tools, that
underpin the enterprise with business applications and processes, to enhance value to the business. Business
services support business customers vs. IT Services support everyone.
 ITSM is an organizational wide approach to service delivery and support (to include always interfacing with the
business when making IT decisions) and having formal ITIL processes in place where support staff are aware, trained,
knowledgeable of documentation and implementation activities.
Information Technology Service Management

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ITSM
ITSM means using a holistic approach to manage the infrastructure to include the consideration of budgets, staff,
training, business systems, services, partners, tools, but not just IT.
It supports taking a more inclusive view of the environment and not just an internal view and silo approach to IT service
management.
Many organizations are fragmented and lack good communication amongst divisions, departments and teams. ITSM helps
to make sure all aspects of organization are considered in making IT decisions which also includes users, customers,
business stakeholders and partners as well.
ITSM is in need because:
 There is an increased dependency on IT Services
 There is a higher visibility of IT service failures
 Most organizations are increasing the complexity of IT services
 Customer expectations are higher
 External influences may affect how the organization conducts business and manages resources
 Charging for IT Services has become more visible/necessary/required
Why do we need IT Service Management

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ITSM Goals
 Improved quality of service
• Professional approach and processes
• Enhanced customer satisfaction
• More motivated IT staff
 Improved cost of service delivery
• Increased profitability
• Focus on business value through quality and
availability of services
 Aligning IT services to business requirements
• Clear view of IT capability
• Understanding of customer needs
• Linking business plans and directions to IT Service
Strategies
Goals of IT Service Management

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ITSM as a Practice
 Effective and formal IT Service management will give an organization a clear view of its IT capabilities. It
will give IT departments a clear understanding of the customers needs, drivers and motivation. The
interlocking IT Service Management disciplines will allow the needs of the customer to be matched
by the capability of the services being offered.
 In following best practices and using an ITIL approach, environment measurement and monitoring are
critical. Focusing on the needs of the business while measuring the performance of IT services offered,
provides a more professional approach to supporting IT Services on a continual basis.
 In addition to operating and supporting IT Services, continual improvement is also crucial to ITSM as well.
Critical to Service Management is Availability (under Service Design of the ITSM Lifecycle). If a service is
not available then its not a service. ITSM ensures to bring all phases of the lifecycle together (SS-SD-ST-SO-
CSI), from an organizational wide perspective.
The Strategy of ITSM

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The Importance of ITSM
 ITSM assists organizations (whether for profit or not for profit) in keeping
up with industry changes by organizing around IT Services and operations
to understand the IT relationships and dependencies when changes are
needed.
 By strategizing, designing, transitioning, operating, and improving an IT
environment, specific goals can be achieved to include the following:
• Expanding business
• Adapting to market changes
• Increasing revenues and profits
• Reducing penalties and liabilities
• Servicing more customers and users
• Loss prevention
• Increasing trust

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Interfaces within ITSM
Many interfaces exist across an organization, but ITSM helps to make sure stakeholders consider a holistic view
when implementing IT Service projects.
Though ITSM projects are supported by IT Operations Functions that are responsible for performing the
organizations day-to-day operation activities (ex: activities/tasks for the ongoing management of an organizations
IT infrastructure), other processes must also be collaborated with in order to meet requirements identified within
SLAs.
Additional interfaces include:
• Managing risks/incidents/problems within a support operations center (incident and problem management)
• Management of enterprise technology (to include infrastructure, applications,
developing/operations/DevOps/service design processes)
• Interfaces to processes such as:
• Managing change (change management)
• Managing configuration updates (service asset and configuration management)
• Releasing and deployment into production (release and deployment)

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Managing Services via ITSM
Management of IT Services is valuable to any business:
• Knowing what Services you own and the one’s your Cloud Service Providers (CSPs) manage,
will reduce unplanned labor and costs to the organization
• Reduction in the duration and frequency of service outages
• Better use of manual activities supporting automated tasks (monitoring, incident/problem
management, disaster recovery/continuity management) that can be leveraged for more
innovative work
• Better support in adhering to security policies, plans and procedures

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Value of ITSM
 ITSM not only helps internal IT staff, system/business owners and suppliers/partners understand the
architecture and design of the enterprise in which they are supporting better, it also helps to organize the
environment for customers as well
 Services management is also valued by stakeholders/users and customers. If the environment is
perceived to be unreliable and inefficient, the organization may take on a negative perception and that will
lend to additional management tasks for all support staff
 Technology is managed by many different teams, departments, divisions, external suppliers, etc. and if those
services are not meeting the expectations of the stakeholders, and services are providing poor quality, an
improvement program may need to be established to fix broken ITSM processes
 No matter what is being broadcast within the organization about what the IT department is doing, if the user
perception of IT is poor, to include poor functionality and reliability, ITSM is not being managed properly and
consistent performance of the infrastructure will need to be revisited
 Support teams of the infrastructure will need to align around IT Services and identify which services are
unstable in order to better design, release and ultimately operate those systems and at the same time
improve the management of changes as well

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Measuring ITSM
 A key mantra of service lifecycle best practices is that you cannot manage what you don’t measure and you
cannot measure what you don’t manage
 If IT support staff are to understand the environment in which they support, they should also understand how
services interact, how service performance is measured and sufficiently manage service/maintenance
schedules and resources/assets
 Monitoring a service environment is part of ITSM and part of monitoring is being able to control risks,
vulnerabilities and threats
• Implementing sufficient automatic and manual controls will help to identify any variations in systems activity and
how to be more proactive in maintaining system operational health
• In addition, continuous monitoring of IT Services also supports identifying which systems are critical, major,
significant and minor assets that support vital business functions and are critical to the organization
• Critical elements of a service management environment need to be identified so that mission critical systems
have the proper response actions planned and recovery times can be maintained
• Various systems may also have automatic self-healing utilities built in (for example, virtualization, correlation
event management) so that long standing disruptions do not occur and if so, alerts may be generated to interface
with manual controls if necessary

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Maintenance of IT Services
Proactive management is at the core of maintaining quality IT Services
• Setting triggers, thresholds helps to identify the health of an IT System, and that includes those
externally managed services as well
• Testing IT Systems is also part of ITSM so that any risks can be identified early on (pre-production) and
mitigated/minimized/eliminated, depending on if the owner chooses to accept those risks
• Diagnostic tools are also valuable in assisting in the maintenance of services, for identifying events
early on will reduce any unplanned outages
• Identifying any known errors and common workarounds
• Operational documentation should exist to include, lessons learned, knowledge management systems
and communication plans to better maintain the environment
• Documentation can also include performance reporting, responding to exceptions and
emergencies, changes in shifts between teams, routine activities, management of tools, design
planning and continual service improvement

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ITSM and CSPs
 Though many companies such as Procter and Gamble, Disney, Microsoft, DHL and many others are industry
leaders, they all still rely on ITSM to better support their IT organizations.
 Terms such as Service Oriented Architecture (SOA) and Software as a Service (SaaS) are often associated
with managing services. But in order to support IT Services effectively and efficiently, interfacing with partner
organizations (external suppliers) is becoming more of the model of ITSM.
 Flexibility, affordability, management of resources, cross-functionality highly depends on interfaces and
partnering with companies that are experts in specific areas where IT can be more affordable.
 ITSM helps a business survive, reducing risk tolerance, and reduce the impact of disasters and major failures
• By understanding the impact of services, levels of services required (SLAs), ITSM strategic plans can
be relied upon when CSPs are unable to perform their functions effectively
• Understanding what the responsibilities of the provider vs. the supplier is an important area addressed
in IT Service Continuity, and maintaining high customer satisfaction and confidence
Interfacing with CSPs

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Service Suppliers
To obtain value for money from suppliers
• Suppliers who are third-party entities responsible for supplying goods and services required are also
required to deliver quality IT services
• Supplier management ensures suppliers and the services they provide, are managed to support IT
service targets and business exceptions
Those (making
decisions on)
buying goods
Third party responsible
for supplying goods or
services required to
deliver IT Services
Those using
services on a day
to- day basis
Customers Users Suppliers

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Supplier Management Objectives
 Obtain value for money from suppliers and
contracts
 Ensure that contracts with suppliers are
aligned to business needs, and support and
align with agreed targets in SLRs and SLAs,
in conjunction with Service Level
Management (Service Design)
 Manage supplier performance in support of
services
• Suppliers can be categorized based
on assessing the risk and impact
associated with using the supplier
• The amount of time and effort spent
managing the supplier can then be
appropriate to its categorization

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Operations and Managing Suppliers/Providers
Suppliers can be categorized in many ways, but one of the best methods for categorizing suppliers is based on
assessing the risk and impact associated with using the supplier, and the value and importance of the supplier
and its services to the business.
 Strategic: For significant “partnering” relationships that involve senior managers sharing confidential strategic
information to facilitate long-term plans. These relationships would normally be managed and owned at a senior
management level within the service provider organization, and would involve regular and frequent contact and
performance reviews. These relationships would probably require involvement of service strategy and service design
resources, and would include on-going specific improvement programmes (e.g., a network service provider supplying
worldwide networks service and their support).
 Tactical: For relationships involving significant commercial activity and business interaction. These relationships would
normally be managed by middle management and would involve regular contact and performance reviews, often
including on-going improvement programmes (e.g., a hardware maintenance organization providing resolution of server
hardware failures).
 Operational: For suppliers of operational products or services. These relationships would normally be managed by
junior operational management and would involve infrequent but regular contact and performance reviews (e.g., an
Internet hosting service provider, supplying hosting space for a low-usage, low-impact website or internally used IT
service).
 Commodity: For suppliers providing low-value and/or readily available products and services, which could be
alternatively sourced relatively easily (e.g., paper or printer cartridge).

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Maintaining stability
 ITSM helps to maintain a seamless quality based environment, regardless of the number of vendors, suppliers,
partners, consultants and contractors working within the IT organization
 With all suppliers understanding their roles and relationship to supporting IT Services, changes can be managed better,
with clear identification of activities, performance requirements, dependencies and impact amongst the organization
as a whole
 ITSM ensures end to end quality of services by keeping the requirements, and service level agreements at the
forefront so that business expectations can still be met
 Leveraging work amongst partners also controls the separation of duties, while at the same time using a Service
Lifecycle approach to all activities
 Coordinating resources is also easier as all stakeholders understand the ITSM processes and stages, this maintains
control of the environment while still allowing for changes with minimal impact
 ITSM also enforces governance and oversight to service management activities by documenting processes,
procedures and work instructions for all staff to follow
 Finally, ITSM ensures that business impact analysis (BIA) takes place before any IT considerations are made to the
environment (considers business costs, scalability and vital business functions), then integrates IT with the business

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In conclusion
 The cornerstone of ITSM is managing IT from the perspective of the business with the appropriate partner
relationships, technology implementations, people enablement, and process alignment.
 With a sound strategy in place, and with a focus on the business rather than the technology, you will be much
more successful in becoming a strategic part of the overall organization.
 Using the ITSM approach you can completely change the way you operate as an IT organization.
 Collaborating with the business helps to determine how you can create and realize value with both your
assets and your customers’ assets.
 Be aware how you manage services with service providers and suppliers. Managing relationships with your
vendors and customers will help to sort through the sourcing structure, which includes:
• Substitution — Your customer goes straight to the supplier for the service.
• Disruption — Your reputation is affected if the quality of the service is poor.
• Distinctiveness — You may become dependent on the outsourcer for continued success.
 Remember to manage IT services from an enterprise perspective, including governance, and focus on
people, process, technology and suppliers.

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33. 33
Questions
 Now the Session is open for Question and Answers
 Please drop your questions in the Q & A panel
 Incase you would like to ask any questions directly with the speakers kindly
use the “RAISE HAND” option.

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Thank you for joining us...
Thank
you!

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