Use Cases for ISO20000-1 based on ITIL in English 【Continuous Study】

WHAT CAN WE SOLVE WITH
ITIL BASED ISO20000-1:2018
SERVICE MANAGEMENT SYSTEM?
English Version in 2020
1
Sample Use Cases in Japan

REFERENCES
The content of this includes the following materials customized.
AXELOS Limited, ITIL Foundation ITIL4 Edition, TSO, UK; 2019
Pyzdek, Thomas, and Keller, Paul, The Six Sigma Handbook, Fourth Edition, McGraw-Hill Professional, UK; 2014
Stark, Ed, Lean Six Sigma QuickStart Guide, ClydeBank Business
Stephen R. Covey, THE 7 HABITS of Highly Effective People, Brilliance Audio, Inc. Michigan; 2012
ISACA, CISM Review Manual 15th Edition, IL US; 2015
ISO, Information Technology – Service management – Part 1(ISO/IEC20000-1): Service management system requirements,
Switzerland, 2018
アクセロス社著, ITILファンデーションITIL4エディション、 TSO社、2019年
青柳雅之、北尾一彦、木村祐、吉田俊雄共著、『ITL教科書』、東京、株式会社アイテック、2006年
日本規格協会著、『JIS Q 1500:2017対応個人情報保護マネジメントシステム導入・実践ガイドブック』、日本規格協会、2019年
株式会社アーク著、『すご訳！コア書籍シリーズ』、東京、株式会社アーク、2013年
株式会社アーク著、『ITIL鳥瞰図 (2011年版)』、東京、株式会社アーク、2013年
株式会社アーク著、『ITILシナリオとケース・スタディ』、東京、株式会社アーク、2013年
EXIN著、『ITILエキスパート模擬試験』、東京、EXINジャパン
PMI著、『プロジェクトマネジメント知識体系ガイド（PMBOKガイド）第5版』、Project Management Education、2014年
笹森俊裕・満川一彦著、『ITサービスマネジメント教科書 ITILファンデーションシラバス2011』、東京、翔泳社、2013年
特定非営利活動法人itSMF Japan著、『ITサービスマネジメント事例に学ぶ実践の秘訣』、東京、翔泳社、2013年
打川和男著、『図解入門ビジネス ISO20000 2011の基本と仕組みがよ〜くわかる本』、東京、秀和システム、2011年
官乃厚著、『ITILの基礎 ITIL ファンデーション（シラバス2011試験対応）、東京、株式会社マイナビ、2014年
野村総合研究所システムコンサルティング事業部著、『ITIL入門 ITサービスマネジメントの仕組みと活用』、東京、株式会社ソーテック、2012年
2

(㊿1/2) PRIORITIZATION OF INVESTMENT
Use Case:
(1) We are importing products from overseas, but there are problems such as delays in delivery, incorrect types and
standards, incorrect quantities, and a mixture of poor quality products.
(2) Therefore, we strengthened the in-house inspection, but the process is costly, so we are at the stage of reviewing the
importing products itself.
Solution:
Step1: Transfer authority from superior management
Properly analyze investment priorities to solve challenges and agree with top management to create a budget.
Step2: Decide how to allocate the budget.
Venture Business
Non-discretionary
GTB
Discretion
Growth
Core
Risk
RTB
TTB
Budget allocation
（＊この図は、筆者がITILコア書籍の図を、カスタマイズしたものです。）
3

Step3: Create a service portfolio based on the results of the option spatial analysis.
Step4: Communicate investment decisions to interested parties and obtain consensus.
Conclusion:
(1) Now that the economic situation is ambiguous due to UK-related novel corona virus variants, so choose TTB.
(2) Create an investment service portfolio for this issue.
(3) Create a business case, make a budget, and make a management decision whether to review imports based on the
result.
(㊿2/2) PRIORITIZATION OF INVESTMENT
InvestNo investment
Not likely to invest
Near future May be investing
Possible to invest
Investing will occur
In the future.
Customers
Customer Needs
Market
Value vs Cost
Select TTB
Expanding
Transformation
Abolished
Operating
4

(⓪1/2) THE TYPES OF NOVEL DEMING CYCLES
Use Case:
(1) We’ have been managing our organization by delegating employee’s own judgment without an organizational integration,
but I knew our competitor had adopted organizational integration recently.
(2) We want to adopt state of art “management system” to make organizational integration.
Request:
There are various management cycles such as PDS, PDCA, PDR, and CAP-Do. Please choose one from those for our
organization.
Solution:
Step1: Reconfirm the organizational missions.
The mission is integrating business and IT by continually rotating and raising the management cycle.
Plan
DoCheck
Act
Time
Motility Level
Business and IT
Integration
Plan
DoCheck
Act
Plan
DoCheck
Act
（ * This figure is a customized version of the ITIL core book. ）
5
Prepare
Do
Review
1 year cycle
1 year cycle
1 year cycle
Prepare
Do
Review
Prepare
Do
Review
Whenever good idea came up to you

(⓪2/2) THE TYPES OF NOVEL DEMING CYCLES
Step2: Compare multiple Solutions and decide which one is suitable for our organizational culture and business environment.
Conclusion:
(1) By considering the current Sheng Zhen Unit’s ITIL knowledge level is low, “CAP-Do” would be the best at this moment.
(2) After the process maturity rises, change it to “RDR” & “PDCA” combo according to the projects.
(3) Top management could use only “See” from “PDS” if he is extremely busy.
Type Description Pros and Cons
① PDS (Plan, Do, See) Since the manager does not perform
Act, Check and Act are combined and
set as See (see).
Pros: It easily works for the top management.
Cons: In the case of a worker, Act is required, so it
may not be applicable.
② PDCA (Plan, Do, Check, Act) Old Deming Cycles based on ITIL
version2.
Pros: Since it takes time to plan, there are little
rework and it is cost-effective.
Cons: If we are a beginner of ITIL, it takes too much
for the Plan and it takes too long to implement in a
practice phase.
③ PDR (Prepare, Do, Review) Short term with small start then take
time for reviewing rather than
preparation.
Pros: Fitting for emerging tech such as blockchains,
DX, and changing environment such as COVID-19,
GDPR to make continues and small success on daily
bases.
Cons: It’s difficult to fully inform interested parties if
the organization or project is large.
④ CAP-Do (Check, Adjust, Plan,
Do)
Deming Cycle starts from Check rather
than Plan.
Pros: For ITIL beginners, starting with Check and
improving will give faster results and increase
morale.
Cons: If we do not start with Plan, there are many
rework and it becomes costly.(* This figure was devised by the author.)
6

(㊺1/2) IMPLEMENT SERVICE PORTFOLIO PROCESS
Use Case:
(1) Due to rapid digital transformation (DX) because of COVID-19 pandemic, the replacement of products has become
oftener than before.
(2) It takes too much time from ordering to delivery, then it caused order cancellation, or un released products were ordered
by mistake. Sales team got confused, then unable to orders correctly.
Request
Since a “product” is different from a “service”, but how can ITIL avoid this chaotic situation?
Solution:
Step1: Agreement with the top
Since there is a service catalog, we will take this opportunity to explain what the service portfolio management (SPM) is to
the top management and agree to implement SPM.
Decide
Define
Approve
Analyze
・ Services
・ Business Case
・ Present Value
・ Prioritize the investment
・ Present the Change
・ Approve
・ Communication
・ Resource allocation
Preparation for investment
Supply Demand balance
Approve how much they invest
Conveying judgement of investment
7

Solution:
Step2: Operate service portfolio management and solve problems.
Step3: Review if the sales disruption issue has been resolved and improve it in a timely manner.
Conclusion:
(1) Implement service portfolio management and go through the approval process to determine which is the current product and
which is not.
(2) That data should be viewable in real time by the configuration management system.
Discontinuing services
Service Pipeline
Configuration Change
Management
Waiting for approval to release
Customer
Portfolio
Customer
Agreement Portfolio
Supplier and Contract
Information
Project
Portfolio
CMDB
b) Real-time replacement of old and
new products can be viewed.
d) Within how many days
from the date of order, Contract matters such as.
a) Get approval if it will be released,
then reflect the Change to system.
c) Cancellation method
after ordering require
an agreement.
Approve Service Catalog
Approved products to release
Approve
8
(㊺2/2) IMPLEMENT SERVICE PORTFOLIO PROCESS

(⑨1/2) CAUSES OF BUSINESS FAILURE DESPITE DISCUSSIONS
Use Case:
(1) Since profits do not increase in the dictionary compilation work contract, we have launched a "new business study project"
and are considering a new business.
(2) As a result of brainstorming, we concluded making new business which is useful for Japan's future, we are good at
publishing, and youth prefer light things such as “manga”, those were summarized then the approval of the top
management was obtained.
(3) We decided to publish the history series with “Manga” after they examined the risks. However, those “Manga” books did
not become popular at all, and the subsequent “Manga” series that was published urgently became in stock in our office
rooms.
Request:
I would like you to tell us based on ITIL why we failed even after repeated discussions and paying enough attention to the
risks.
Solution:
(1) Did we create a business case and approve the investment by the top management before making an emergency
publication?
Creative and innovative
Growth
Discretionary
Non-Discretionary
CORE
Business transformation (TTB)
business expansion (GTB)
Business Operations (RTB)
High
Low
RISK
Emergency publication
9

(⑨2/2) CAUSES OF BUSINESS FAILURE DESPITE DISCUSSIONS
(2) Was the change approval enforced according to the RACI matrix before the emergency publication?
Conclusion:
(1) Approval by the Board of Directors is essential for projects require emergent investment.
(2) It is highly possible that the RFC was not submitted, consulted, or reported to the top management regarding the pros and
cons of emergency publication of those books.
Duty of Process Custom
er
Change
Requeste
r
Change
Executer
Change
Manager
CAB ECAB Upper
Manage
ment
Board
Memb
er
Decide Risk level n/a C AR
Risk Level 5 – Standard changes
Site Approval
n/a C RI A
Risk Level 4 – Low risk changes
Change Manager Approval
n/a C RI A
Risk Level 3 – Affects only the field
or group of services
n/a C AR CI
Risk Level 2 - Affects multiple
services or divisions
n/a C AR C CI
Risk Level1 – High-cost, high-risk
changes (RFC to board member
for assessment)
n/a C AR CI
10

(㉘1/2) THE IMPORTANCE OF PLAN FOR RELEASE
MANAGEMENT AND DEPLOYMENT MANAGEMENT
Request:
I would like you to provide the procedure for the large-scale product release based on the Deming cycle.
Plan
DoCheck
Act
11
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review
Prepare
Do
Review

Solution:
Compare the following then think about the difference between those 2 methods.
・ If “P” is emphasized, the cost will be minimized.
・ On the contrary, if “A” is emphasized, there are 3 milestones to have “Need improvement”, and the cost will be high, and it
will take time to improve and require re-works.
・ In this way, agreement of the business customer cannot be obtained, and the satisfaction level remain low.
Conclusion:
If you focus on “Plan”, it will be minimizing costs for achieving release management and deployment management goals;
however, you also have to update small “Prepare” whenever good idea came up to you as frequent as possible.
Start from “P”
Start from “A”
Plan
Plan
Implement
Measure,
Review
Improvement
Implement
Measure,
Review
Improvement
Need Improvement
P
P
D
A
C
C
A
Efficient and minimize improvement costs!
There are many rework, and the improvement cost is enormous ...
Need Improvement
（＊この図は、筆者が考案したものです。）
12
D
Need Improvement
Need Improvement
(㉘2/2) THE IMPORTANCE OF PLAN FOR RELEASE
MANAGEMENT AND DEPLOYMENT MANAGEMENT

(⑤1/2) HOW TO SET UP A BUSINESS UNIT
Use Case:
(1) The newly assigned the top management has been particularly interested in the new shipping business unit, which is the
shipping business, and has asked questions about how he started the business.
(2) I cannot answer the questions because we did not do documentation at that time.
Request:
Please create answer by guessing how we had set up the new ship business unit by using ITIL in the past.
Solution:
ITIL can guess their history as follows.
150 years
ago
Services by People
Networking
・ Since there was no command from anyone, our business was speedy and
creative, but the individual did not care others and there is no team work.
100 years
ago
Services by Orders ・ By setting up a leader, the foundation of IT service management was built, but
the loss of worker independence became an issue.
40 years ago Services by Delegation ・ With the implementation of ITIL36 management processes, employees have
become able to work independently, but a control issue came up by dispersing
tasks, then senior managers cannot manage the problems.
20 years ago Services by
Coordination
・ The control issue was solved by implementing hierarchical management by
CIO, process owner, and process manager, but it became bureaucratic.
After 2006 Services by
Collaboration
・ While being managed by both functional managers, project managers and
SME, then individual has a flexible and free connection by using tickets, Zoom and
chat, and reports to all interested parties in real time. It makes working from home
and satellite offices become common. It’s a matrix structure organization.
13

(⑤2/2) HOW TO SET UP A BUSINESS UNIT
Conclusion:
Our organization had developed ship business by using ITIL, but it’s not fixed yet at all. ITIL is saying we have to improve the
type of organization according to environment and business goals changes.
Services by Collaboration
Services by Coordination
Services by Order
Services by Delegation
Services by People Network
Problems of Leadership
Problems of Independence
Problems of Controls
Problems of Bureaucracy
Stageofradicalchangeinmanagement
Organizationaldevelopmentstage
Free from The current
type of the organization
Make changes to being
Ideal situation. Fix Organization type
Step1: Step2: Step3:
150 years ago, when established
Current Shenzhen Unit
14

(②1/2) CONTRADICTIONS DUE TO CHANGES IN DIFFERENT
BUSINESS UNITS
Use Case:
(1) We provide IT services by responding10 business units as our interested parties.
(2) If the request of “business unit A “ is fulfilled, the request of “business unit B” may not be fulfilled, but what would not be
noticed by anyone because the customer contact point is different one another.
(3) The person in charge of the system notices the contradiction only when the change has reflected in the system design and
big trouble occurs at go-live.
Request:
I would like ITIL to solve the problems caused by business units with different interests asides from the change management
process.
Business Relationship Management
Service Operations
Service Transition
Service Strategy
Service Design
continual Service Improvement
Coordinationofeachactivityofservice
ProcessActivities
Business Unit A
Service Provider
Opportunity
Change
Request
Complaint
Complements
IT Service Financial Management
Service Catalog Management
Capacity Management
Change Management
SLM
Business Unit C 〜J
Business Unit B
（＊This figure is a customized version of the ITIL core book.）
15

(②2/2) CONTRADICTIONS DUE TO CHANGES IN DIFFERENT
BUSINESS UNITS
Solution:
List up what would be input and output for our organization.
Conclusion:
(1) By having the BRM manager as a single contact point, adjust inconsistencies in changes to the requests from 10 business
units.
(2) The BRM manager manages the portfolio agreed by 10 business units, thereby eliminating the contradictions and
complaints after the change.
(3) By implementing business relationship management, the number of attendees at CAB (Change Advisory Board) will be
minimized, and the burden on business customers will be reduced.
Business Activity Pattern
Business Case
Customer Agreement Portfolio
Service Portfolio
Revised SLA by SLM
Revised Service Model
BRM & Client
Input
Output
Customer Portfolio
Application Portfolio
Project Portfolio
・ Virtual first
・ Lease first
・ Cloud Service First (Azure or AWS)
・ Service hours may vary from unit to unit,
but charges are increased by 5% except from
9:00 to 17:00.
（＊This figure was devised by the author.）
16
Service Catalog updated by SCM
・ Implement of MS Teams
・ Implement of MS Sharepoint server
・ Decommissions of Sametime, Notes DB
, Notes mail abolished

(①1/2) INTEGRATING THE COMMUNICATION INFRASTRUCTURE
Use Case:
(1) Since each of the 10 business units uses their own system for booking conference room, there are many "efficiency
problems" and "security problems" such as sometimes renting the system from another business unit.
(2) Therefore, by integrating the in-house groupware of 10 business units into one and integrating the communication
infrastructure, we decided to mitigate risks, cost reduction, operation management workload reduction, and productivity
improvement, and conducted a questionnaire to all users.
Request:
I would like we to tell us, based on ITIL, how to integrate the results of various questionnaires from all users into the system.
Solutions:
Step1: Confirmation of mission and scope
Scope - All 10 Shenzhen business units
Missions - By implementing communication tools, we will reduce risks, costs, the burden of operation management, and
improve productivity.
Step2: Problem analysis
Perform a MoSCoW analysis for prioritization.
・ Requirements: Meeting room reservation can be done within 6 steps without double booking.
・ Future considerations: Video calls can be started by actions within 3 steps, and handset services will be abolished.
This is the beginning of ①.
17

(①2/2) INTEGRATING THE COMMUNICATION INFRASTRUCTURE
Step2: Determine the KPI.
(1) Make sure to build an effective communication plan. (Sufficient support and commitment by interested parties)
(2) Make sure that 70% or more of users are aware of changes in the booking method for all conference rooms.
(3) Make sure that the implementation cost (including the increase in labor cost) can be offset with the cost before the
implementation within 2 years.
Step3: : Compare and choose communication tools.
Conclusion:
(1) Take the user's survey results back the business customer without reading those, and make the business customer
summarize those by themselves.
(2) Make single contact point to Business Relationship Managers then have requests from business customers.
(3) Judge whether the conventional problem has been solved based on KPI.
This is the end of ①
Elements for comparison Cybozu +
Becky!
sametime +
Notes Domino
Teams +
Office365 +
Sharepoint
Must Mandatory 100 points 0 point 100 points
Should Recommend 80 points 80 points 80 points
Could Need to consider 70 points 80 points 90 points
Would Need to consider in the
future
50 points 0 points 100 points
Need to customize Very few Yes Very few
Operation Fee Middle High Low
（＊This figure was devised by the author.）
18

(③1/2) HOW TO MAKE A PROFIT WHILE REMAINING THE
CURRENT SALARY LOW
Use Case:
(1) It has become difficult to recruit talented employees with low salary by the economic growth of Sheng Zhen.
(2) Employees strong demands become threats to the survival for the organization, they acted arbitrarily, lost their
aspirations. As a result of this, complaints from customers are increasing.
(3) Many employees left the organization, but we cannot raise their salary.
Request:
I would like ITIL to tell us how to solve this problem so that employees can be treated as they are without withdrawing from
Chinese markets.
Solution:
Step1: Confirm mission and scope
Scope - New hires and existing employees at the Shenzhen base of the Shenzhen Business Unit
Mission - Reduce the rate of leavers, improve morale and contribution to the organization.
Step2: Monitor employees behaviors and coordinate changes with a “closed monitor control loop system”.
Activities OutputInput
Standard
Control Compare
Monitoring
The state of when low salary and talented
employees could be hired
・ There are few customer complaints
・ Stable employee morale
・Guidance from management
・ Improvement of business
process
Service Transition
・Morale, continuing work
Human,
Wisdom
Business profit
Service Operations
（＊This figure is a customized version of the ITIL core book.）
19

(③2/2) HOW TO MAKE A PROFIT WHILE REMAINING THE
CURRENT SALARY LOW
Step3: Improve employee satisfaction (ES) which will bring customer satisfaction (CS).
Step4: If customer satisfaction (CS) rises, business value will be created, which will bring appropriate compensation for
employees in the future.
Conclusion:
By monitoring and coordinating the entire process with appropriate IT governance, we are developing CS and ES to generate
business value to solve employee turnover and decreased morale.
IT Governance Policy Items How to make it happen ・・・
A) Clear Carrier Path Message from HR Director
B) Awareness, Competency
Improvement Trainings
Providing OJT, Study group and other training opportunities
C) Motivation Messages from Upper Management
D) Appropriate bonus Performance goals, other benefits or awards for achievement by individuals or
teams
IT Governance
Employee Satisfaction（ES)Customer Satisfaction (CS)
Business Value （＊この図は、筆者が考案したものです。）
20

(⑥1/2) INFORMATION SYSTEM DEPARTMENT RENEWAL
PROJECT
Use Case:
(1) Due to the increase of information transaction, IT service organization was just merged together, but the organization
owns legacy systems and their culture is old school, the response to changes is very slow.
(2) Now, the old members and new members are mixed, but no HR changes have been made, so the IT culture is different for
each business unit within IT dept.
(3) Since the infrastructure, applications, and contract vendors are different for each business unit, we would like to separate
the application management and technical management that were previously in different business units, but we want to
consolidate advanced technology beyond the unit.
Request:
Please tell us how to make all of the following successful by ITIL.
a) Communication between management
b) Methods to alleviate member dissatisfaction
c) Methods for integrating skills owned by engineers
d) Improve the Interface between applications
Solutions: a) b) Speed up the emotional cycle of employees by improving management methods.
Optimized Performance
Acceptance
Self-Criticism
Blaming to others
Avoidance
Upset
Time
Performance
Fig.) Emotional Cycle with Change
Upset
Avoidance
Optimized Performance
Saving Time
Acceptance
21

(⑥2/2) INFORMATION SYSTEM DEPARTMENT RENEWAL
PROJECT
c) First, by categorizing each service and providing the same application service to all business units, the number of teams
will be 10 units x 4 services = 40 teams → integrated to 8 teams
d) Collect related applications and services (cloud or on-premises, etc.) and consolidate suppliers.
Business Unit 1 Business Unit 2 Business Unit 3 Business Unit10
Intranet Services Technical Management Team A
Application Management Team A
ITSM Tool
Services
Technical Management Team K
Application Management Team K
Customer
Management
DB Services
Technical Management Team B
Application Management Team B
Accounting
System Services
Technical Management Team 4
Technical Management Team 4
Cloud
(AWS)
On-Premise
22

(⑦1/2) LEGACY IT SERVICE INCIDENT RESPONSE
Use Case:
(1) The other day, an "Disk Full" message was filed, then application A and OS stopped at the same time. As a result, the
legacy system halted.
(2) Before that, the small functional change to application A was not tested then deployed to production environment without
any approval.
(3) Also, the required free space on the HDD was not reviewed.
(4) I tried to reload from the backup tape because the DB may be corrupted due to this service stop, but two years ago,
despite the major addition of functions to application C, the backup-related correction was omitted.
(5) 5 years ago, various manuals were accidentally deleted, and since then, each person has taken action at their own
discretion.
Request:
We have create the IT service incident response team. Please tell us how to use ITIL to prevent the recurrence of troubles
related to this legacy system.
Solution:
Step1: Conduct risk assessment
(1) Risk identification by brainstorming (appropriate risk definition)
(2) Quantification of risk impact and probability (If 100%, it becomes an issue and is excluded from risk. In other cases, risk is
rated)
(3) Risk management (documentation, review, monitoring, action, confirmation)
Step2: Recreate the document
In order to revive the "various manuals" used in the service operation stage, start over from the service strategy and create
business cases, service models, and service design packages.
23

(⑦2/2) LEGACY IT SERVICE INCIDENT RESPONSE
Step3: Implementation of IT service outage countermeasure project
Service desk, IT operation management, application management, and technical management work together to make the IT
service outage countermeasure project successful.
Conclusion:
If the documents shown below are missing, service availability will be lost and change management will not be successful
especially the system is legacy. Please start to prepare those documents from now on.
Service Transitions
Service Design
Service Operations
Technical
Management
Service Strategy
Applications
Management
サービス
デスク
IT Service
Outage
Countermeasure
Team
Service Model
Business Case
Service Design
Package
Procedures Documents
Service
Desk
IT Operations
Management
24

(⑧1/2) PRO & CONS OF OUTSOURCING AND INSOURCING
Use Case:
(1) All systems have been developed and operated in-house, but due to the increase in change requests, the variety of
hardware and software, and the rapid tech progress, the response has been delayed and the cost is increasing.
(2) The information system renewal project considered outsourcing rather than in-house.
(3) Taking this opportunity, I would like to establish an information subsidiary and become CEO. Even if the subsidiary cannot
be established, I may become the CIO of the current organization if cost was reduced by me.
Request:
I would like you to use ITIL as an example to clarify the pros and cons between outsourcing and insourcing. I will integrate
them into our organization then convince top management to establish new company for our IT.
Solution:
Step1: Consider a service delivery strategy. The service strategy and create business cases, service models, and service
design packages.
Type Pros Cons
Insourcing ① Direct Control
② Freedom of Choice
③ Matured Policies/Process
④ Corporate Knowledge
① Restriction of Scale
② Costs for services that are readily available
from the outside
Outsourcing ① Economies of scale
② Find experts easily
③ Support for temporary needs
① Relatively indirect control
② Supplier bankruptcy risk
③ Increased governance and validation
Multi-Sourcing ① Period until market launch
② Specialized knowledge
① Complexity of the project
② Issues of protecting intellectual property and
copyright
③ Possibility of collision of culture between
companies
（＊この図は、ITILコア書籍をもとに、カスタマイズしたものです。）
25

(⑧2/2) PRO & CONS OUTSOURCING AND INSOURCING
Step2: Think about our sourcing strategy
Step3: Think about change management challenges and risk sourcing Solutions
Conclusion:
(1) Make a plan by combining the service provision strategy and the sourcing strategy.
(2) For the plan, create a business case, issue a specific ROI to measure.
(3) Ultimately, the decision will be made in consideration of the organization's culture, the complexity of the service portfolio,
abilities, skill sets, competencies, etc.
Type Example
Local Sourcing Make a vendor contract and have them stay in our on-site.
Multi-shore Sourcing Setup Service Desk in APAC, EMEA, North America
Near-shore Sourcing Setup Customer Center in Dalian City in China.
Off-shore Sourcing Setup Dev. Center and Factories in Demark.
Problems Solutions
① Increasing RFC Easier to manage it by Insourcing.
② So many kinds of Hardware and Software. Ask someone to manage asset management by local outsourcing.
③ So fast progress of Hardware and Software Purchasing knowledge by off-shore development outsourcing.
26

(⑩1/2) DISTINGUISH BETWEEN TECHNICAL AND ARTIFICIAL
PROBLEMS
Use Case:
(1) The disposal rate of fresh foods we used is very high.
(2) When we notice it in the distribution channel such as service providers is supposed to dispose them, and it mitigates the
risk of being mixed in with fresh products. It reduces extra costs.
(3) The packaging of fresh food was changed, and the disposal rate was supposed to decrease, but for some reason it is
increasing, and the supply becomes insufficient. We could not deliver the fresh foods eventually.
Request: Whether it was a technical problem or an fraud, I would like you to use ITIL to provide a solution.
Solution:
Step1: Why is there a contradiction? Try to suspect a technical error (disposal rate measurement error) using the following
checklist.
① How did we collect this data? Data entry by 50 work from home inventory staffs ○
② Who collected the data? a temp staff in charge of inventory management (John) △
③ What tool did we use to collect the data? Salesforce.com ○
④ Who processed the data? New employee, stock management manager (Sara) △
⑤ How the data was processed? Only clicking the button. △
⑥ What are the factors that led to incorrect
information?
Need further analysis △
27

(⑩2/2) DISTINGUISH BETWEEN TECHNICAL AND ARTIFICIAL
PROBLEMS
Step2: Why is there a contradiction? Try to suspect fraud using the followings.
Step3: Why is there a contradiction? In the gap analysis, we suspect the factors of the IT service management process.
Conclusion:
From the three perspectives of technical mistakes, human error, and process mishandling, identify them based on the above
lists ① to ⑭. Then brainstorm the items for which there is no factual inquiry to find out.
⑦ Are there any employees who are likely to cheat? No ○
⑧ Are there any outsourced employees who are likely to
commit fraud?
We don’t know yet. Requiring investigation. △
⑨ Are there any stages / locations where fraud can
occur?
In the truck. △
⑩ Are there any stages / locations where mistakes can
occur?
When packing △
⑪ What about the organizational structure and personnel
capabilities?
Asking to education team right now. △
⑫ What is the direction of business? Asking to CIO right now. △
⑬ What about business processes? It seems there are problem here… ×
⑭ How about Information Tech. It seems there are no issues here… ○
28

(⑪1/2) STRATEGIC PLANNING AGAINST COMPETITORS
Use Case:
(1) Emerging other companies in the same industry in China and South Korea caused intense, and we are involved in low-
price competition for our main products.
(2) It seems that the speed of developing new products is slower than other companies, but unable to measure it yet.
(3) We have an idea, but we cannot made a decision because of the high cost of improvement and many factors involved.
Request:
We have been doing business through in-house development, in-house production, and in-house sales network, but I would
like you to propose a Solution based on ITIL as to whether this is still right in the future.
Solution:
Step1: Perform a SWOT analysis to find out the pros and cons of not changing “the in-house first” policies.
Strengths:
① Having own productions to sale and
own sales channels to use.
② The ability to develop new products.
③ The knowledge of 10 business units
can be used if we try to do so.
Threat:
①The catch-up of competitors in China and
South Korea has become intense.
② Been involved in low price competition in
China and South Korea.
Opportunity:
①Having large overseas markets such as
China and South Korea.
②Taking advantage of the depreciation of
the Japanese YEN to export products with
cheaper price to China and South Korea.
Weakness:
①The speed of developing new products is no
longer fast.
②Investment is not measurable.
③The knowledge of 10 business units is not
fully utilized.
29

Step2: Create a business case when switching from in-house manufacturing to outsourced manufacturing then see the
return on investment (ROI).
Conclusion:
After SWOT analysis, create a business case when manufacturing is outsourced to Thailand and a business case when
manufacturing is still in-house in Japan, compare and examine, and make a decision.
(⑪2/2) STRATEGIC PLANNING AGAINST COMPETITORS
Strategic Category Introducing competitive products manufactured at lower cost
A. Preface (provide
business goals)
We will switch from in-house manufacturing to outsourced manufacturing in Thailand to provide
more competitive products.
B. Methods and
assumptions (definition
of business case
boundaries)
Target: Hearing aid manufacturing department
Implementation time: June 2015- Organizational
background: Now that price competition is intense, it costs money, but it is being asked
whether we can continue to do business through our own development, our own
manufacturing, and our own sales network. The top management came up with the idea of
outsourcing just only manufacturing then think about others.
C. Business Impact
(Financial and Non-
Financial Results)
(1) Cost for sharing knowledge with outsourced companies: 10 million yen
(2) Education cost to outsourced companies: 20 million yen
(3) Outsourcing reduces labor costs for 100 people: 20 million yen
(4) Reduction of manufacturing cost by outsourcing: 10 million yen
result:
Financial aspect -- ROI is 30 million yen / 30 million yen = 1.0
Non-financial aspect -- Ability to engage in more effective marketing.
Better inventory level forecasts that lead to lower procurement and storage costs.
Reduced customer loyalty due to outsourced manufacturing.
D. Risks and
emergencies (Probability
of another result)
(1) Failure risk due to different cultures: 10% probability of occurrence
(2) Manufacturing delay risk due to natural disasters: 20% probability of occurrence
(3) Risk of sudden leaves, absenteeism, and demonstration: 5%
E. Recommendations
(specific measures)
We will compare and examine by creating a business case when it is manufactured in-house.
Need another business case.
30

(⑫1/2) RISK TRANSFER OR MITIGATION METHODS
Use Case:
(1) I want to make it an independent business unit in order to make the information system department, which was a cost
center, a profit center.
(2) And I would like to start an external service provider business.
Request: I would like to avoid or mitigate losing profit, but I would like you to use ITIL to propose what kind of risks we may
have and what are possible workarounds.
Solution:
Step1: Analyze the external environment to mitigate the risks.
Check Questions Answers
Industry and
market
analysis
What kind of services we want to outsource? Cloud hosting service. Service desk. Onsite support.
Payroll. Facilities.
Customers Who are our customers? What challenges and
opportunities are we facing? What is our
customer's strategy?
Reduce fixed costs for IT staff. Make our business
successful with IT.
Competitors How are competitors differentiating? Are we
finding a more cost-effective way?
Specializes in the financial system. We utilize short-
term dispatch staff. We are promoting the creation of
business manuals.
Regulations What are the impactful laws and standards? Are
competitors facing the same constraints?
ISO13485 unannounced audit. Stricter “Personal
Information Protection Law”, GDPR, California
Consumer Privacy Act (CCPA).
Politics What impact will political changes have? Will it
be strengthened or restricted?
White collar exemption bills. Curfew due to COVID-19
outbreaks. US President electoral college election
objection. Rise corporate tax reduction.
31

(⑫2/2) RISK TRANSDER OR MITIGATION METHODS
Step2: Select the risk analysis method. ① Risk management (M_o_R: Management Of Risk) ② ISO31000
③ ISO / IEC27001 ④ Risk IT
Conclusion:
ISO 31000 has three steps: identifying, analyzing, and assessing risks. There are many other risk analysis methods, so refer
to the ITIL core books to choose.
Context of Organization
Process
Risks Identify
Risk Evaluation
Risk Analysis
Risk Treatment
MonitoringandReviewing
CommunicationandDiscussions
Risk Assessment
32

(⑬1/2) MARKET RESEARCH ON QUALITY AND PRICE
Use Case:
(1) We plan to expand the mineral water business into China.
(2) In China, the demand for mineral water is increasing due to the increase of the high-income group, and the high quality of
mineral water made in Japan.
(3) So far, it is speculated that similar companies that have expanded from Japan have failed because they have good quality
but are expensive. So, we have launched a new project to investigate the cause of the failure.
Request:
If the cause is the high price, I think it's okay to reduce it, but if it still fails, please use ITIL to tell me what to do.
Solution:
Step1: Marketing in China using Crosby's TQM approach. For business owners, "customer demand" is central to everything.
(1) Quality is conformity with customer requirements (results = customer requirements ± defects)
(2) The mechanism for producing quality is prevention, not assessment / evaluation (priority is important, not ex post facto).
If you don’t understand that, perform a customer survey(A preference survey for individuals and a business activity pattern
survey for companies).
If the customer doesn't understand, do test marketing etc.
Things came out from their mouse are “tatemae”, the things we did are real.
33

(⑬2/2) MARKET RESEARCH ON QUALITY AND PRICE
(Continued) From the perspective of the creator to the perspective of the buyer
"Product out" ... The idea of an era all we have to do is making good products.
"Market in" ... Unless we become one of consumers, we don't know what to make for them.
"Market out“ ... "Market in" is aimed at consumers, but the body is still on the maker side. The whole body should be
integrated with the consumer, then look back to the maker and the factory.
Step2: Set the price of mineral water at a reasonable price for the service that you are offering.
Step3: Investigate ever-changing markets and continue to improve our products and services.
Conclusion:
(1) Lower price does not guarantee the sales. Knowing the affordability of a service with "market out" reduces the risk of
failure.
(2) Even if it fails, you can remain in the Chinese market by continual improvement.
Net asset margin
Of customer
assets
performance
Usefulness
Warranty
Performance
Average value
Variance of
Performance
Products and Services
Usefulness-Is it suitable
for the purpose? ・
Performance support Will
it be done? ・ Is the
restriction eliminated?
Warranty-suitable for use
・ Is availability sufficient?
・ Is the capacity sufficient?
・ Is the continuity sufficient?
・ Is security sufficient?
Value Creation
Value
Business
Outcome
RecognitionPreference
34

(⑭1/2) WHY-WHY ANALYSIS
Use Case:
(1) Our unit (in Japan) decided to sell mineral water in China, but because we do not have the knowledge of Chinese market
research in China, another unit (Japan and China) that has started another business in China. Then Japan Unit decided
to ask them cooperation.
(2) We have newly developed an IT service system in which separate units (Japan and China) receive orders from
customers, and our own unit (Japan) handles delivery.
(3) Mineral water inventories are placed in five locations in China, and if there is a shortage in each warehouse, they are
supposed each other, and Japan has a backup system in case of opportunity loss due to shortage.
(4) When the fake mineral water from another company in China was founded out, the our product is go-live, so orders were
flooded.
(5) A large number of transactions entered by sales staff occurred in a system using a narrow band network for B to B, and
the system became almost unresponsive due to insufficient network capacity. As a result, there was a gap between
inventory data and the number of inventories.
Request:
We would like ITIL to resolve things will happen to this business in the future and what IT systems should support.
Solution:
Step1: Find out the cause of the problem by "5 whys"
Phenomenon
On the system
and in the
warehouse Stock
quantity does not
match
Of network
bandwidth Due to
lack of capacity
Repository bug
There has occurred.
How much
demand I wasn't
sure if it was
there.
Demand
management, capacity
Management was not
implemented.
Because of that
glitch How to get in
touch I did not
understand.
Communication
plan There was no.
Why？
Why？
Why？
Why？
Why？
（＊この図は、筆者が考案たものです。）
35

(⑭2/2) WHY-WHY ANALYSIS
Items Objective Frequency People Description Situation/Source
Communicati
on about
change
Build, test, and deploy
changes in the
environment of both
Japanese and Chinese
teams.
It depends on the
nature of the change
and when it will appear
in the change schedule.
① Change manager,
change adjustment
staff
② Change or release
development team
① Scheduling of
change activities
② Detailed
explanation of
changes and
activities required for
each team.
① RFC
② Change control
communication
(using email,
conference call,
change
management tool)
③ CAB meeting
Communicati
on about
exceptions
①Notify the exception to
the appropriate IT
person to evaluate the
severity, urgency, and
impact of exceptions.
③Notify the updated
information to interested
parties affected by
exceptions.
When an exception is
detected, the frequency
and content of
communication is
determined by the
impact, urgency, and
severity of the
exception.
①Incident
management support
staff
②Problem
management support
staff
③Department
manager or team
leader
① Impact
assessment
②Estimate the cost
of resolution and
subsequent
confirmation
③ Decide what
action to take
① Process review
② Trend analysis of
processes,
equipment, team
performance, etc.
③Incident record,
problem record,
change record,
customer
satisfaction survey
Communicati
on about
emergencies
①Quickly investigate the
impact and importance
of the incident.
② For disasters listed in
ITSCP or any
emergency ... (Omitted)
When an exception is
detected, the frequency
and content of
communication is
determined by the
impact, urgency,
severity, and service
recovery plan of the
exception.
Senior manager of the
group responsible for
IT staff who are
required to resolve this
situation
① Impact
assessment
② Estimate the cost
of resolution and
subsequent
confirmation
③Decide what
action to take
① Incident record of
a serious incident
② Event
③ Crisis meeting or
emergency meeting
Conclusion:
(1) Introducing demand management, capacity management, and communication plans will prevent recurrence.
(2) Describe the points of reflection regarding the emergency situation that occurred this time in the continual service
improvement (CSI) management table, set a target date, and make improvements.
Step2: Develop a communication plan （＊この図は、筆者がITILコア書籍の図を、カスタマイズしたものです。）
36

(⑮1/2) HOW TO CREATE BEST REPORTS TO TOP MANAGEMENT
Use Case:
(1) The information system renewal project has completed the transition of all processes and functions to ITIL conformity.
(2) However, we found out "See”, which is a senior management job, is not over yet after “Plan” and “Do” is over."
Request:
Regarding “See”, I was asked to report the conclusion with only one letter, please tell me how ITIL says how it should be
reported.
Solution:
Step1: Confirm our mission Its mission is to provide the recipients with the ability to make strategic, tactical, and operational
decisions.
Step2: Clarify the purpose and value.
1 Who is the subject of the report Chairman Ashizawa
2 What is the report used for? Used to check if the service is ITIL conformity.
3 Who is responsible for producing the report Project Manager
4 How do we create this? Created based on the results of the Balanced Scorecard for
advanced management
5 How often to create Only once when this project is completed. The rest depends
on the request.
6 What information to generate, share and exchange Print out to Chairman Serizawa. Email President Kondo. Do
not share.
（＊この図は、筆者が考案たものです。）
37

(⑮2/2) HOW TO CREATE BEST REPORTS TO TOP MANAGEMENT
Conclusion:
(1) The Balanced Scorecard software, which is a BI tool, visually expresses four perspectives: financial perspective, customer
perspective, innovation perspective, and internal perspective, so it is often used as a report format for senior management.
(2) Senior manager; Mr. Kondo is a strategic decision maker, so the Balanced Scorecard is required. Chairman Serizawa is
busy, so only ○ (Cercle) , △(triangle), or ×(cross) is required.
(Hardcopy)
Chairman Serizawa
We would like to report “See” as
follows.
If you have any questions, please
contact me.
Best Regards
△
Financial perspective
Customer perspective
Innovative perspective
Internal perspective
(Dash board)
Oracle Hyperion
performance score card
to senior managers
Step3: Change the format (e.g. language, software version, graphics) and media (e.g. paper, electronic) depending on the
role of recipients.
（＊この図は、筆者がl考案したものです。）
38

(⑯1/2) BENEFITS OF USING A PROJECT MANAGEMENT
PROCESS
Use Case:
I want ITIL to solve the following.
(1) IT Service operation tasks have been performed as routine by following the procedure manual.
(2) Violations of the procedure manual resulted strict punishment.
(3) ITIL says that it is good to use the project management process for IT service desk as well, but I would like to know
the benefits from that.
ITIL Basics 1: The relationship between the service life cycle, projects, and common functions is as follows.
Service Transition
Service Design
Service Operations
Technical
Management
Service Strategy
IT Operations
Management
Application
Management
Service Desk
Service
Management
Project
②The service desk is
involved in the cycles
of Service design and
Service transition
through the project.
① Service desk
is not only
routine works.
③The service desk
collaborates with
common functions
through the project.
（＊ This figure is a customized version of the ITIL core book figure by the author. 。）
39

ITIL Basics 2:
What is a project?
(1) A task that has a different purpose each time and has a beginning and an end in the large-scale upgrade of infrastructure
or the application deployment or changed procedures.
(2) Able to Improve controls then able to manage costs and resources.
Benefits: ITIL says that by adopting formal project management for the IT service desk, the following will be fulfilled.
Conclusion:
(1) Even if there is a big change in the procedure manual, it will be a project depending on the budget amount, so it does not
contradict the existing method.
(2) Formulating project will Improve staff motivation, technical skills, and communication skills.
(3) By being involved with other functions and other service life cycles, it is possible to reduce rework after the operation
stage then contribute to business goals.
(3) Support from senior management is important for the success of the project. The risks, assumptions, constraints,
resources, and costs of the project should be agreed with them.
(⑯2/2) BENEFITS OF USING A PROJECT MANAGEMENT
PROCESS
1. Quantification Other IT groups and businesses will find it easier to measure the contributions of the IT service
desk and operations team.
2. Monetization It will be easier to obtain funds for normal operations that were previously difficult to justify.
3. Trustworthy Increased consistency, improved quality, and less impact on customers will increase the credibility
of the service desk and the Operation team.
40

(⑰1/2) HOW TO PRIORITIZE INCIDENTS
Use Case:
(1) Opinions are divided on whether to handle high-urgency incidents first or high-impact incidents first.
(2) Please give a concrete example and show how to prioritize.
ITIL Basics 1:
What is an Incident?
Unplanned interruptions to IT services, poor quality of IT services, or CI failures that have not yet impacted IT
services.
ITIL Basics 2:
How to Prioritize?
ITIL says that incident prioritization should be determined by balancing both the urgency of how quickly the business
needs to be resolved and the degree of impact the incident has on the business.
Solution:
Step1: Understanding issues and identifying interested parties
Problem: Confusing on deciding how to prioritize incidents.
interested parties: Groups and users within the department where opinions are different one other.
41

(⑰2/2) HOW TO PRIORITIZE INCIDENTS
Step2: If we get confused, prioritize and put it into practice in the way ITIL says.
Conclusion:
(1) Prioritization is important to maintain equality of the services, but it is not a commitment.
(2) VIP support is prioritized, but be aware that this does nee to raise the priority just because a problem is known to
senior management.
(3) The main purpose is not closing tickets but meeting a SLA.
Impact
Urgency
High Middle Low
High 1 2 3
Middle 2 3 4
Low 3 4 5
Severity Description SLA
1 Critical Within 1 hour
2 High Within 8 hours
3 Middle Within 24 hours
4 Low Within 48 hours
5 Put into the plan According to the plan
Factors of urgency:
How long does it take for the impact to occur?
Impact factor:
1. Life and health risks
2. Number of affected services,
number of users
3. Level of financial loss
4. Impact on business reputation
5. Regulatory or legal
VIP support:
The designated VIP may be strengthened by giving it a higher priority, agreeing to
that effect, and listing it in the service catalog. Make the VIP clearly show who is on
the ITSM tool.
e.g.) The application used by 5 out of 10 pilot users is slowing down, and senior management is concerned about it,
but if they have 30 days before the application release, the priority will become 5.
42

(⑱1/2) FLOW OF OUTSOURCING SERVICE DESK FROM
DECIDING SERVICES TO PRICING
Use Case:
The service desk function is outsourced, and 3000 yen is charged for each call, but I do not know how to set the price
in the future, including how much to pay for outsourcing.
Request:
Tell me which ITIL management process should be implemented and which ITIL management process should act as
coordinators.
Solution:
Step1: Categorize the type of requests then rank them to eliminate the ambiguous pricing.
Level Category In/Out example
Level 1 Easy questions and answers ○ Inquiring service hours for the service desk and others.
Level 2 Easy service requests × Exchange printer cartridge, Fixing paper jam, Setting up zoom,
MS teams with external monitor & speakers.
Level 3 Small change request with low risk,
low cost
○ Shared desktop computer relocation and access request
authority transferred from access management team such as
addition to DL, etc.
Level 4 Incidents escalated from event
management team.
? Investigation for exceptional events.
Level 5 Complex incidents that require
escalation and coordination for
problem management team
? Trouble that requires analysis of the root cause, trouble that
involves changes. Request for cooperation from users and
regular feedback are required.
（＊ This figure was devised by the author. ）
43

(⑱2/2) FLOW OF OUTSOURCING SERVICE DESK FROM
DECIDING SERVICES TO PRICING
Step2: Allocate the necessary management processes.
Supplier management is in charge of coordinating processes such as IT service financial management and service level
management, legal department, and procurement department.
Step3: Review and improve the process.
Conclusion:
(1) Supplier management collaborates with other processes to manage outsourced service requests and its SLA.
(2) Supplier management is responsible for all supplier contracts and their agreements being aligned with business needs.
Service Portfolio
Management
Access
Management
Incident
ManagementSLM and Supplier Management work
together to agree on service level
targets and responsibilities for SLA and
SLR regarding the scope of service desk
consignment.
All support services, and its
relationships are accurately
reflected in the portfolio.
Service Level
Management
Supplier
Management
IT Service
Financial
Management
Providing sufficient funding
for financing and related to
purchasing and
procurement matters. Then
it provides financial advice
and guidance.
Compliance dept. Procurement Dept.
44

(⑲1/2) ACCESS PERMISSION CHANGE TRIGGER AND
ACCESS MANAGEMENT RESPONSIBILITIES
Use Case:
Currently, all access permission are granted to all IDs.
Request:
Q1: Please give a concrete example of the situation of the access right changes.
Q2: Please explain how to clarify the responsibility of the access manager with an illustration.
Solution:
Question 1: The access right will be changed as following 4 situations.
Acceptance of requests
Change
Request
Access Permission Changes
HR Request from
HR Manager
Application
Scripts
Service
Request
Valid users or effective users?
Access permission recording and tracking
By promotion, transfer,
secondment, dismissal,
termination, create,
suspend, or change
accounts, etc.
Verification
Security
Management
Information
System
If necessary, execute pre-
authorized scripts such as
downloading applications from
the staging server.
By submitting service
request via ITIL tool
(shopping cart) to make
it happen.
By submitting RFC,
Update user access
rights as part of the
project.
45

(⑲2/2) ACCESS PERMISSION CHANGE TRIGGER AND
ACCESS MANAGEMENT RESPONSIBILITIES
Question 2: How to clarify the responsibility of the access administrator?
(1) Business relationship management creates a business case for access control by the request from the Legal
Department.
(2) Service portfolio management creates a service model for access control and passes it to the SD cycle.
(3) Design coordination hands over the service design package for service validation and testing.
(4) Give the SO manager a document that describes the responsibility of the access manager and have him sign it.
Conclusion:
(1) Access management does not have the right to decide who accesses which IT services, and all of them are merely
acting based on the policy of the information security management process.
(2) Create a service request model for access management, create a group, reflect it in the service directory, monitor
access, and measure access management on a regular basis.
(3) Thorough ISO20000-1 conformity is one of business goals, ACL should be automated as much as possible, and
access management must be coordinated with incident management for IT security incidents.
Business Cases
Service Models Service Design
Packages
Documents describing
access management
personnel’s
responsibilities
46

(⑳1/2) EVENT MANAGEMENT AND INCIDENT MANAGEMENT
Use Case:
I would like you to explain the types of events and the relationship between events and incidents by using the example
of Japanese lunch boxes (Obento).
ITIL Basics: What is an event?
(1) There are three types of events in the figure below.
(2) Normally, it is necessary to monitor events of the entire infrastructure such as batch scheduling, LTO backup,
storage capacity check, availability level, etc., so it is closely related not only to the service desk but also to IT operation
management.
Info Event Exceptional EventWarning Event
a) Scheduled workload has been
completed.
b) Proper user logged in success
to the application.
c) Recipients targeted for email
Arrived at the personnel.
a) Server memory usage is
acceptable Maximum
possible performance level
is not within 5%.
b) That transaction takes 10%
longer than usual.
a) The user has an incorrect password
that we tried to log on to the application.
b)Exceptional anomalies that require further
investigation occurs during that business
processing.
c) The CPU of the device has an acceptable
utilization rate.
d) Transaction processing does not end.
Akita Komachi Rice
Deep-fried Shrimps as main
dishes
Parsley that doesn’t
important for the
dishes
Low (Severity) High
47

Relationship between event management and incident management:
(1) Fried shrimp is escalated to incident management as an essential "exception event".
(2) There is rarely a possibility that a "warning event", which is rice, will be an incident, but I would like it.
(3) we can ignore the "information event" of parsley that we don't care about.
Conclusion:
(1) By setting an appropriate level of filtering in the design of ITSM tools, human intervention can be reduced and costs can
be minimized.
(2) It is necessary to design ITSM so that all components (CI) are integrated into event management.
(3) Automation of event management is indispensable not only for service desks but also for IT operation management work.
(4) Discuss with interested parties such as conformity how long the event needs to be preserved depending on the type.
(⑳2/2) EVENT MANAGEMENT AND INCIDENT MANAGEMENT
Exceptional Event
Filters
Info Event
Incident Management
Event Management
Ignoring
I need deep-fried
shrimps ... If possible, I
need rice as well.
FYI…
ITSM Tool: Incident
tickets are
automatically filed and
assigned to the SD
queue. → Required
"human intervention"
ITSM tool: Incident tickets are
automatically filed, then it will
be closed automatically.
Event Event Event
Warning Event
48

(㉒1/2) THE TYPE OF SERVICE DESK AND ITS PRO AND CONS
Use Case:
We are also considering offshore service desk operations due to future business expansion and low cost.
Request:
Please tell me the types and drawbacks of the service desk, and how to minimize those drawbacks by ITIL
ITIL Basics: There are four types of service desks, which should be combined.
Descriptions Pros Cons
Local
Service
Desk
It exists in the same location or
physically close to the target user
community.
It is preferred by certain type of users
because its communication is easier and
clear.
When the call volume are
low, the waiting time
becomes long, then
inefficient and expensive.
Require on shift workers or
no support for after hours.
Centralized
Service
Desk
can also consolidate multiple service
desks into a single location and
reduce the number by grouping staff
into one or more central service desk
structures.
It can be more efficient and cost-effective
to handle larger numbers of calls with
fewer staff, which can lead to higher skill
levels due to more familiarity with the work
due to frequent events.
Despite the instructions
from the central service
desk, the placement of a
local service desk is
required for physical
support anyway.
Virtual
Service
Desk
It can give the impression of having a
single central service desk, even if
the workforce is spread across
multiple regions or departments.
Work from home, secondary support
groups, offshoring, outsourcing, or any
combination of these, making it efficient
and cost-effective.
Consistency and uniformity
in quality of service and
culture.
Follow the
Sun
Service
Desk
Two or more physically distributed
(usually Asia, CEMEA, and North
America) service desks are combined
to provide 24-hour service.
Service desks in any region do not need to
do night and early morning shifts, and are
available 24365 at a relatively low cost.
Protective measures
against common
processes, tools,
information sharing
databases, cultures, etc.
need to be in place.
49

(㉒2/2) THE TYPE OF SERVICE DESK AND ITS PRO AND CONS
Solution:
Step1: Understanding the problem and formulating the combination from 4 types described the above.
Step2: Create the following service desk organization to ensure consistency and uniformity in service quality and culture.
(1) Find a near shore destination in an area with a large population of Japanese speakers and low labor costs.
(2) Plan training for Japanese culture and service quality.
(3) Prepare all detailed documents for consistency.
(4) implement an IT service management tool and create a mechanism for escalation to Japan.
Step3: Review and improve whether the shortcomings are covered.
Conclusion:
(1) All types of service desks have drawbacks, so if the pros outweigh the pros, that is fine.
(2) Especially for near shore, if training, implementation of tools and proper operation are failed, user satisfaction will
decrease.
50

(㉓1/2) FORMULATION OF BCP
Use Case:
I want ITIL to solve the following.
(1) The corporate merger plan has been leaked by someone from our organization.
(2) There was no countermeasure when an information leakage incidents occurred.
Request:
I would like you to create short-term measures and long-term measures to deal with this information leakage Incidents
which will be used at the emergency board meeting by ITIL.
Solution:
Step1:
For understanding the problem and formulating a Solution, it is necessary to involve business customers and deal with
them.
Step2:
Take short-term, medium-term, and long-term responses.
・Short-term measures:
Immediately evacuate sensitive information from the network connection and prevent physical intrusion into the sensitive
area from the outside even from permanent employees.
・Medium-term measures:
(1) Check the access history to the machine that contained the confidential information.
(2) Ask a member of the technical management process to check if there is any other data leaked to the outside including
internal users.
(3) Perform business impact analysis and risk analysis to calculate the impact and damage to the business.
51

Long-term measures:
① build the BCP.
② build the ITSCM.
③ Implement information security management then create a Information Security Policy.
④ Implement access management to efficiently perform user ID authentication, access permission, and user ID status
tracking.
Step4:
Review the process and improve if necessary.
Conclusion:
(1) The CEO fully regrets that the lack of BCM threatened the survival of this business.
(2) When everything is ready, incident management and access management will work together to perform service
operation.
d) Automation of
granting Access
permission
a) Deploying
Monitoring Tools
e.g.) SKYSEA,
ESS REC
c) Implement Active
Directory services
b) Implement
Roles & Responsibility
catalogue
e) Collaboration with
HR & Facilities dept. for
Approval process and other
Business units.
52
(㉓2/2) FORMULATION OF BCP

Request:
Please summarize the ITIL core book Appendix B “Communication of Service Operations”.
Solution:
Step1: Decide the policy and agree with the top management
① Plan communication at the SO stage so that standard activities involving all teams and departments can be carried out.
② Determine the type and format of this communication.
(㉕1/2) COMMUNICATION BY SERVICE OPERATIONS
External
Clients,
Internal
Users
Operations
Management
Tokyo
Dalian
Moscow
Stockholm
Shared
Service
Affiliates
Technical
Management,
Application
Management
New Mexico
APAC time zone CEMEA time zone North America time zone
⑨
Communications
For Shift
employees
⑦Performance
Report
③Communication
for Projects
④Communication
For Changes
⑤Communication
For Exceptions
②Communications
for Emergency
⑧Global Communications
⑥Communication
For Users and
Clients
①Communications
for IT Service
Service
Desk
53

(㉕2/2) COMMUNICATION BY SERVICE OPERATIONS
Type Objective Frequency People Example Situation/Resource
③
Communica
tion within
Projects
・Obtain instructions
from the interested
parties of the project.
・Assign work to
individuals or teams,
etc.
Weekly project
meetings holding
by a project
manager in
Moscow.
・ Project manager,
operation
management staff,
coordination staff
・ Project supporter
・ New Mexico
suppliers, etc.
Gathering
requirements for
the Solutions built
by the project,
etc.
・Project Charter
・ Project budget
・Requirements
statement
・Project schedule,
etc.
⑧Global
Communica
tions
・Develop clear
strategies and policies
・Do not reduce
customer satisfaction
even if the culture and
language are different
・When taking over
each shift
・Write to Slack at
any time
Supporters and
coordinators
regarding culture,
etc.
Written
communication
used in multiple
countries
・Legal staff with
knowledge of
international labor
law
・Service desk staff
with skills in 3
languages, etc.
⑨
Communica
tions
between
Shift
Workers
APAC-> EMEA, then
Smooth takeover to
North America time
zone.
・ When taking over
each shift (3 shifts
at 9 am, 5 pm, and
midnight)
・On-call
・Shift leader of
each region
・On-call staff
・Use summary
report on
operation
・Use summary of
all unresolved
exceptions and
alerts
・Open tickets of each
region queue
・Video
communication by
Microsoft Teams
Step2: Determine the roles, authorities, and responsibilities of personnel.
Conclusion:
(1)ITIL service operations would be on a global environment.
(2) By taking various communications, restrictions such as culture, culture, language, time difference, etc. will be eliminated as
much as possible.
54

(㉖1/2) DISPATCHING SERVICE REQUESTS TO THE HELP DESK
e.g)
・Review then update IT
security.
・Create Goryokaku trees in
next year.
Access Management Process
Escalation because
this cannot be processed by
Help Desk functions.
e.g) How to submit
Request.
Call from the user
Service Desk Function
e.g) Grant access
permission
To subordinate who
was transferred.
Install Software Grant Access permission
Demand regarding to
This organization’s business
e.g) Want software
installation
Which requires for his
new task
Change Management Process
Processing with
Service Desk
Functions
Request Fulfillment Process
Support for gaining
Help Desk Services
Business Relationship
Management Process
55
Use Case:
(1) Service desk and incident management have been implemented without any dedicated member, then everyone took
turns away from their own existing duties.
(2) Users requests were vary. They have requested to change the paper size of the printer and constructing the
Goryokaku tree.
(3) Currently, it is processed appropriately at the discretion of the individual.
Request:
I want to process the request from the user with an appropriate organization and with an appropriate rule base on ITIL.

(㉖2/2) DISPATCHING SERVICE REQUESTS TO THE HELP DESK
Step2: Determine process activities / procedures.
Determine the process and function corresponding to every request, and determine the requirement fulfillment model in
advance for all the requests processed by the request fulfillment process and access management process.
(1) Approval to be fulfilled.
(2) Review which function is to be implemented.
(3) Implement according to the request fulfillment model.
(4) Close the tickets with the consensus with the user.
Conclusion:
(1) ITIL recommends that the same result can be obtained regardless of who were dealing with that ticket by arranging the
classification of ticket and processing in the similar way.
(2) Document a certain standard for the problem to be dealt with in the request fulfillment process, access control process,
change management process, or BRM process, and save those in SKMS.
(3) Once the request fulfillment model is created, if the web ordering interface for ticketing is used, the change procedure will
be partially automated, and the request can be fulfilled more quickly than when starting from the above incoming call.
It will increase customer satisfaction.
Requests Process Functions Request Fulfilment Model
Require MS Visio
installation
Request
Fulfillment Process
Service Desk (1) Verify if it is in the service catalog,
(2) Confirm the number of licenses available,
(3) If any available, bill those to business unit.
(4) If the bill is approved, prepare for remote
installation
(5) Push the application,
(6) Record the change in the number of
licenses in the CMS.
Require to review IT
Security Standard
Change
Management
Process
Technical Management n/a
56

(㉗1/2) CHANGE MANAGEMENT CONTROL
Use Case:
(1) Frequent initial troubles after system migration and disputes regarding the order of implementation of emergency
changes.
(2) Holding the CAB timing and meaning are unclear.
(3) There is a rework due to a contradiction in the change request from the customer.
Request:
Please solve this chaotic situation regarding the changes by ITIL.
Solution:
With the implementation of a change management process, allowed changes can be resolved by creating a model that
is prioritized, planned, tested, implemented, documented and reviewed.
Step1: Decide and document the procedure.
For urgent changes and normal changes, the model shown below is used.
57

Step2: Review the current process and improve if necessary.
Step3: Conduct SMS Awareness Training
Disseminate that "IT services’ purpose is maximizing value to internal / external customers, and change management
is also involved in business” in IT department and customers.
Conclusion:
Ensuring that incidents, interruptions in changes, then rework issues have been resolved. It will help to improve
customer satisfaction.
(㉗2/2) CHANGE MANAGEMENT CONTROL
The level of risk, impact, and urgency may determine the approver.
Prioritization
Assess
Changes
Plan
Changes
Approval
For Changes
Implement
For Changes
Reviewing
For Changes
Plan SeeDo
CAB ECAB Change ManagerExecutive
58

(㉙1/2) THE CAUSE OF VITAL DATABASE SLOW DOWN
Use Case:
Although complicated information such as various types and many locations originated from has been integrated in
the one DB which is the VBF of this business has been extremely slowed down.
Request:
I would like you to identify the element that causes the problem and create the evaluation criteria for that element
based on ITIL.
Solution:
Implement ITIL validation & testing management process. Once the change plan occur, release management and
deployment management identify the possible problems in advance without validation & testing management. The
change evaluation process require to be used.
Step1: Identifying issues and interested parties current status:
(1) There is a delay in the user service of the DB that becomes VBF.
(2) The survival of business customers is in jeopardy due to damage to internal user and external users and their
business partners.
59

(㉙2/2) THE CAUSE OF VITAL DATABASE SLOW DOWN
Test Plan
And Design
Change after Approval,
Design after Evaluation
Test Plan and
Test Design
Verification
Change Evaluation
Clean-up and close
after the testing
Test Ending and
Evaluation Report
TestingPreparation of
Test Environment
Solution:
Step2: Follow the process shown below to test the validity.
Validation & Testing
Conclusion:
In the change evaluation process, identify the factors that cause the delay, create an evaluation report that evaluates the
factors, review and improve them before the changes.
Evaluation report :
The report produced by the change evaluation
consists of the four on the right. This is passed to
change management.
1. Risk Profiles
2. Deviation Reports
3. Recommendations
4. Descriptions for Verify
60

Use Case:
(1) Since we depended too much on the RAID configurations, the data was lost because the tape backup was not completed.
(2) As a result of manually data input instead, the cost became enormous.
Request:
I would like ITIL to resolve this situation so that it will not occur again.
Solution:
(1) The business customer and the ITSCM process should cooperate to build a BCM for that critical data.
(2) Take daily data backup to save in a remote location immediately before you decide ITSCM and BCM for backup strategy.
Step1: “Makikomi” of interested parties
Since this issue is related to the business process, we ask the customer to develop a business continuity plan which the ITSCM
process cooperate with.
Start
BCM ITSCM
Requirement &
Strategy
Business Continuity
Strategy
 Policy setting
 Definition of scope
 Initiate Project
 Business Impact Analysis (BIA)
 Risk Assessment
 IT service continuity strategy
Risk: Lost data Threat：Technical malfunction
(㉚1/2) BACKUP STRATEGY WITH BCM AND ITSM PROCESSES
61

Step2: Perform a business impact analysis.
The purpose is to measure the impact of loss of IT services on the business.
Step3: Perform a risk assessment.
Identifies possible threats to the continuity of IT services and the possibility of potential threats to be real.
Step4: Backup strategies ensure data recovery not only in the event of a disaster, but also after an operational
Step5: After implementing BCM, test it and make improvements as appropriate.
Items Descriptions
Situation that can cause damage or loss Income, additional costumes, Reputational damage, loss
of credit, loss of competitive advantage, Violation of laws
and safety regulations, etc.
Situation that the degree of damage or loss will be
increasing, then interruptions become outstanding
Daily, weekly, monthly, anualy
Time to revive at the minimum level Services including staffing, skills, equipment and IT
services
Time to fully restore all required business processes,
support staff, equipment, and services
Relative business recovery priority for each IT service
Risks Threat
Loss of internal IT system / network etc. Fires, power outages, environmental disasters including
COVID-19 outbreak, accidental damage, catastrophic
failures, low quality software
Data loss Technical failures, human errors, cyber attack
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（㉚2/2) BACKUP STRATEGY WITH BCM AND ITSM PROCESSES

Use Case:
I would like to use ITIL to rationally prevent the development of E-learning products already developed by
another group, and propose the same product by my group in a better way that is in line with ITIL.
Request:
Please suggest how we can prevent other group then convince our top management to use our SDP instead.
Solution:
(1) By going through the change management process before the completion of SDP design, more reliable
SDP design can be achieved.
(2) Explain that the E-learning products of another group should be canceled because it would be a high-risk
transition if this change management process did not exist.
Step1:
ITIL says that change permission from the change management process should be obtained at the following
stages.
・ Before carrying out service design activities.
・ SDP register after the service design is completed.
63
(㉛1/2) OPTIMAL SDP DEVELOPMENT THROUGH CHANGE
MANAGEMENT PROCESS
Change
Management
Service Design
activities
SDP Register
Approval for
the change
Approval for
the change
Change
Management

(㉛2/2) OPTIMAL SDP DEVELOPMENT THROUGH CHANGE
MANAGEMENT PROCESS
Step2:
If the SDP design is carried out without the following impact assessment regarding to change management process, it
is not possible to find a balance between risks and benefits.
Conclusion:
(1) The business cannot avoid the risks unless the change permission of the change management process is
obtained before the service design activity is implemented, and before the SDP registration.
(2) Therefore, the SDP design from other group should be stopped then use ours.
7Rs
Raised - Who raised the change?
Reason - What would be the reason of this change?
Return - What would be the benefits for this change?
Risk - What would be the risk by this change?
Resource - What would be the necessary resource?
Responsible - Who would be the responsible personnel for this design, testing.
Relationship - What would be dependency with this changes?
64

(㉜1/2) ROLES AND RESPONSIBILITIES OF ST PROCESS
MANAGER
Use Case:
Our organization is spreading out in EMEA and APAC.
Each process manager as shown in the organizational chart
Is located.
The process manager may be more than one and
also acting as a process owner.
Request:
I would like to clarify the roles and responsibilities of each ST
process manager when implementing ST in accordance
with ITIL.
Please explain the common parts and the unique parts.
All process managers are accountable for the operational management of each process. In addition, They are
primarily accountable for:
・ Cooperate with the service owner and other process managers to ensure that the service runs smoothly.
・ Appoint and manage employees for the required roles.
・ Analyze opportunities for improvement.
Process Staff
CIO
Process Owner
Command
(Seoul)
Command
Process Manager Process Manager
Process Staff
(Taipei)
Command Command
台北
(Amsterdam)
(Tokyo)(Shang Hai)
65

Process Manager Roles
Transitional Plan and Support Performs budgeting and accounting operations for ST activities and
resources.
Change Management Maintain change schedules and outage plans.
Change Evaluation Provide evaluation reports and extraordinary evaluation reports on time so
that change approval committee members can use them to assist in
decision making.
Service Asset Management and
Configuration Management
Provide evaluation reports and extraordinary evaluation reports on time so
that change approval committee members can use them to assist in
decision making.
Knowledge Management Promote to provide knowledge.
Release Management and
Deployment Management
Prepare what we need so that we can change it.
Service Validation and Testing Validate release management, deployment management, and other team
testing.
ここが、プレゼンの終わりです。
Conclusion:
(1) Process managers must cooperate with each other.
(2) However, both release management & deployment management and Service validation & testing
managers must take a fair position regarding testing to verify the test correctly.
(3) In addition, both change management manager and change evaluation management manager cannot
make correct changes unless they take a fair position on change evaluation.
66
(㉜2/2) ROLES AND RESPONSIBILITIES OF ST PROCESS
MANAGER

(㉝1/2) INTEGRATE DIKW INTO CONFIGURATION MANAGEMENT
IN THE KNOWLEDGE MANAGEMENT PROCESS
Rrequest:
In order to share various information owned by each business unit, please show us how to integrate DIKW of each
business unit into configuration management.
Solution:
Step1: Awareness Programs
・ Inform IT and customers that sharing knowledge contributes to business processes, and call for cooperation so that
data, information, and knowledge can be obtained from inside and outside the IT department.
-Knowledge management process managers must promote knowledge collection.
67

Step2: Accumulate DIKW
(1) Collect data from each business unit as much
as possible, turn it into information, and promote
knowledge to wisdom.
(2) This configuration data is recorded in CMDB
and then sent to SKMS through CMS.
CMDB(Configuration
Management DB）
CMS（Configuration Management System）
SKMS (Service Knowledge Management System)
Data
Information
Knowledge
Wisdom
Data
SLA
Step3: Effectively operate the configuration management
system
(1) It’s costly to collect and maintain the huge amount of
accumulated knowledge.
(2) Therefore, measure and improve efficiency and effectiveness.
Knowledge
DML
Incident Record
Conclusion:
(1) Configuration management (CMS), which accumulates information (DIKW) collected by each business unit, can be viewed
in different views depending on which role the user has.
(2) Information should securely accessed, information sharing among IT department and other department should be
facilitated. Knowledge management of the entire organization should be improved eventually.
Known Error Record
Support for Making
Decision
Support for Service
Offering
68
(㉝2/2) INTEGRATE DIKW INTO CONFIGURATION MANAGEMENT
IN THE KNOWLEDGE MANAGEMENT PROCESS

Use Case:
Inconsistencies often occur due to incorrect information being entered in the database for managing a large number
of business partner companies.
Request:
I would like to use ITIL to identify the cause of the issue then take countermeasures.
Solution:
(1) There may be a defect in the specifications of the database or the user guide.
(2) First, check with the business partner companies whether they have entered incorrect information, and if they did
not, identify the cause of the database deficiency in the release & deployment management process, and plan to
rebuild the database.
Step1: Policy decision and agreement with top management
This issue cannot be resolved without the cooperation of other companies, and it is a VBF database issue that
affects business processes, so we must obtain an agreement with senior management and resolve it with the
highest priority.
(㉞1/2) REVIEW THE DATABASE BY RELEASE &
DEPLOYMENT MANAGEMENT
69

Step2: Use the one of Deming Cycles to review the database to review the database having typos and database
deficiencies.
Use Case:
At releasing new package, the user database should include the updated user guidance and related documents.
Plan
Act
Release &
Deployment
Plan
Do
・ Create a release and
build a plan to deploy it.
・ By change
management, permission
for planning and
permission for release
creation.
Check
Release
Design
& Testing
Deployment Review
・ Release package is
built, tested, and
registered in DML.
・ Change management
permits releasing.
-Registered in DML
through the baseline
release package SACM.
-The release package
in DML is deployed in
the operating
environment.
・ Begins with
permission for change
management for
deployment, and ends
with handing over to
SO function and initial
support.
・ Experience and
feedback will be
obtained, performance
goals and achievements
will be reviewed, and
obtain lessons learned.
・ Ideas for improvement
on the CSI management
list.
Risk
Assessment
Accountability
Pilot Test
Standard for
Pass/Fail
70
(㉞2/2) REVIEW THE DATABASE BY RELEASE &
DEPLOYMENT MANAGEMENT

(㉟1/2) CHOOSING EMPLOYEES WHO CAN EVALUATE THE
PERFORMANCE OF IT SERVICES
Use Case:
(1) We decided to implement an e-learning system that aggregates the organizational knowledge.
(2) I would like to choose staff who can evaluate the performance of the service by conducting an interview.
Request:
I would like you to create an evaluation sheet that lists from what perspective we should consider candidates based on
ITIL.
Solution:
(1) Create an evaluation sheet that chooses candidates from the perspective of six skills.
(2) Which skill perspective is essential depends on which management process of E-learning service performance is
required.
71

Evaluation sheet:
Those circle are essential skills for that role respectively. Enter ticks for each candidate and make a comprehensive
judgment.
Conclusion:
If the candidate specializes in e-learning service performance, the candidate who has a high score of technical knowledge,
analysis skill, and communication skill whose are common for Capacity Management and Knowledge Management
Manager may be a good candidate.
Roles / Skill Sets
Technical
Knowledge
Team Work
Ability
Risk
Assessment
Ability
Analytical
Skill
Understandin
g Business
Requirement
Communica
tion Skill
Capacity
Management
○ ○
Availability
Management
Manager
○
Information Security
Manager
○
ITSCM Manager ○ ○
Change Management
Manager
○
Knowledge
Management
Manager
○ ○
（＊この図は、筆者がEXIN ITIL模擬試験の図を、カスタマイズしたものです。）
72
(㉟2/2) CHOOSING EMPLOYEES WHO CAN EVALUATE THE
PERFORMANCE OF IT SERVICES

(㊱1/2) HOW TO EVALUATE ISSUES IN THE INFORMATION
SYSTEM DEPARTMENT
Use Case:
(1) According to the business policy, evaluation is performed by each business department, but the method was delegated
to each department.
(2) The information system department must evaluate IT services and resolve any issues.
Request:
What kind of evaluation method would be the best based on ITIL?
Solution:
(1) Interviewing issues related to IT services from inside and outside the department.
(2) Create a CSI management table and evaluate it.
(3) Allocate employees and implement improvements.
Step1: Involvement of related departments
The BRM manager asks business customers what kind of issues they think IT services issues.
73

Step2: Understanding the problem
List the issues raised from inside and outside the department and list multiple solutions for each.
Step4: Review if the issue has been resolved and improve if required.
Conclusion:
By involving interested parties inside and outside the department, interviewing them, and compiling them in the CSI
management table.
The service will be evaluated correctly and improvements will be reliably implemented.
CSF Reasons for
Improvement
KPI Prior
ity
Staff Due
1 Provide MS Visio
training for users.
50% users cannot use
this application, and it
causes the delay for
our works
Raise the rate for the
user with good skills to
90%
3 Sue June
30,
2021
2 Expand network
bandwidth.
5% of users
complained that they
felt slow access to the
file server.
File server response
time improved by 10%.
4 Jessie Jan.20,
2021
（＊この図は、筆者のオリジナルです。）
74
(㊱2/2) HOW TO EVALUATE ISSUES IN THE INFORMATION
SYSTEM DEPARTMENT

Request:
I would like you to propose a method for implementing service management tools at the ST stage.
ITIL Basics: ITSM Tools ...
① Realize automation and integration of core processes of service management. (Integration of major processes)
② Promote the implementation of CMS.
③ Promote the self-help function.
Solution:
Step1: Requirement definition by MoSCoW analysis using the requirement description (SOR) as a checklist.
(㊲1/2) IMPLEMENTATION OF SERVICE MANAGEMENT TOOLS AT
THE ST STAGE
Recommend
to have
 7,000 users can
issue tickets at the
same time
 Nothing is installed
on the client
 Supports running
on Firefox
1. List up Requirements 2. Compare & Evaluate 3. Make a Decision
Must have
For 100% sure
Can
have if there is
No adverse
impact.
want to
have
In the future, but not
now
 Retreive CI
information via the
network for change
management
 Dashboard features
work with
SolarWinds and
intranets
 Tickets are in
category
Can be issued
separately (RCF,
problem change
management)
 Children's tickets
can be linked
Must Should Could Would
（＊この図は、筆者がl考案したものです。）
75
☑Asset management
information
can be Linked to the
ledger
Overview of step

Step2: Choose products
Conclusion:
(1) Before choosing an ITSM tool, investigate all processes, make them formal, and then establish a business method common
to all processes.
(2) Purchase with a combination of cost-effective licenses. (Dedicated, shared, web license)
(3) Evaluate and determine the tool integrating with the IT service financial management process.
Elements A B C
Must to have now 100点 100点 100点
Require to have 80点 80点 80点
Think about that 90点 80点 90点
may require in the future 80点 70点 10点
Require to customize Very small yes no
Vendor reputation 80点 80点 90点
License type vary 100点 60点 0点
Initial Cost
(Implementation, Development, and Training)
Reasonable Expensive
Inexpensive
Operation cost Reasonable Inexpensive Expensive
Must
Would
Should
Could
76
(㊲2/2) IMPLEMENTATION OF SERVICE MANAGEMENT TOOLS AT
THE ST STAGE

(㊳1/2) BENEFITS OF SIMULTANEOUS IMPLEMENTATION
OF ALL SERVICE LIFE CYCLES
Use Case:
(1) There is a difference between the request from the user department and the development system.
(2) However, the system development department opposes the implementation of ITIL at the SS (service strategy) stage,
apart from the SO (service design) stage.
Request:
I would like to know what kind of pros by implementation ITIL at the SS stage.
Service Transition
Service Design
Service Operation
Technical
Management
Service Strategy
Application
Management
サービス
デスク
System
Development
Project
Service Models
Business Case
Service Design
Package
Various documents
ISG
Service
Desk,
IT
Operation
Management
77

Solution:
Step1: Policy decision and agreement with top management
If the system development department does not intervene to the project from the SS stage, there will be more "returns" and
costs may increase. And the top management has to be informed then be agreed.
Step2: Determine the roles, authorities, and responsibilities of personnel
(1) Launch a system implementation project and assign PM and PMO.
(2) Decide how functions such as application management, technical management, and service desk are related to each
service life cycle.
Step3: Provide necessary education and training
Train service desk and IT operations management members on the new system.
Conclusion:
The advantage of implementing all service life cycles are as follows.
(1) Only after implementing SS, business cases and service models are created, and the value of investment is prioritized.
(2) Since the service design package is created only after SD is implemented, it is unlikely that it will differ from the
requirements of the user department after in the operation stage.
(3) In other words, ROI (return on investment) is high and VOI (business value) is maximized.
78
(㊳2/2) BENEFITS OF SIMULTANEOUS IMPLEMENTATION
OF ALL SERVICE LIFE CYCLES

(㊴1/2) MAXIMIZE ROI THROUGH ORGANIZATIONAL
RESTRUCTURING
Request:
I want to reorganize the Information Systems Department based on ITIL.
What kind of responsibilities should be assigned? And what kind of specifically they need to have?
Solution:
Step1: Confirm mission and scope
Our mission is to maximize the value of our business, and we will first implement RACI only within the scope of the
Information Systems Department.
Step2: Agreement with top management and awareness activities (PR and involvement)
Involve the HR department to give lectures on the organization's value creation cycle, change labor costs, change their job
descriptions, decide on a budget for external training, and reach consensus with top management.
Organizational value creation cycle
Competency
to get
resources
Organization
Can plan the
Next steps
Improve the
Next products
& services
Able to create
The next product
or services
Competency
Invest money to
Raise human
resource
Organizational
Strategy Creativity
79

(㊴2/2) MAXIMIZE ROI THROUGH ORGANIZATIONAL
RESTRUCTURING
Solution:
Step1: Decide a policy and agreement with top management
If the system development department does not launch the project and intervene from the SS stage, there will be more "returns"
and costs may increase, and the senior management will be informed and agreed.
Step3: Select and install the tool
With the implementation of ITSM tools, business processes in all life cycles will be clarified for labor cost saving.
Step4: Determine the roles, authorities, and responsibilities of personnel
Title Name Role SS SD ST SO CSI
Chairman 芹沢 Board Member
CEO 近藤 Board Member C
COO 土方 Board Member I C C C C
Director 福沢 CIO A/R I I I I
Manager 東郷 Developer A/R
Staff 乃木 Operation A/R
Staff 小林 Sales A/R
Staff 明石 Technical Architect A/R
80

Use Case:
(1) Due to reasons such as the complicated distribution route, the route will be changed at the discretion of the person in
charge.
(2) As a result, it became a reactive response and the number of complaints increased. So, I decided to build a new system.
Request:
a) Please tell me the steps for building the system.
b) Also, I want to know what the CIO should do at the beginning.
Solution:
Step1: Analysis of problems as continual service improvement (CSI)
SWOT Analysis Strength
①Has a large number of producers and
producers.
② Has many distribution routes.
③ It is possible to invest in the
implementation of a new system.
Weakness
① The system is old and the existing
route cannot be used.
② The person in charge changes the
route at his / her own discretion.
③ Block chain tech is behind in Japan.
Opportunities
① System construction supplier
service price has fallen.
② Yen depreciation due to the
Suga-nomics effect.
If the new system is implemented, not
only domestic sales but also overseas
sales will be possible.
We can buy system supplier services
cheaply.
Threats
①COVID-19 outbreak in Tokyo.
②There is a risk of the rise of
competitors due to an increase in
complaints.
Since the new system can be
implemented at an early stage, it
can be dealt with before the
emergence of competitors.
We must deal with the delay in
response and the decline in reputation
from global.
(㊵1/2) MAXIMIZE BUSINESS VALUE WITH CIO INVOLVEMENT
81

(㊵2/2) MAXIMIZE BUSINESS VALUE WITH CIO INVOLVEMENT
Step2: Analysis as Service Portfolio Management (SPM)
Have the CIO submit materials that determine the following:
(1) Is the investment method TTB, GTB, or RTB?
(2) Determine the direction of system investment by optional spatial analysis.
(3) Create a business case for building a new system and prioritize investment.
Step3: Analysis as IT Service Financial Management
Have the CIO decide on a plan so that the budget management data to be submitted to the CFO.
(1) Rolling plan financing, trigger-based financing, or zero-based financing.
(2) Make a chargeback plan based on the hybrid cost model.
Step4: Deming cycle of reanalysis
The CIO missions each process manager to carry it out, and if it fails, re-analyze from Step1.
Conclusion:
(1) The first part of the CIO is to let the SPM and IT service financial management analyze whether the construction of a
new system matches the investment, solves management issues, and achieves management goals.
(2) If there are strong external factors, the CIO will be seriously involved from the beginning, so that all members will be
highly aware of the issues and maximize the business value.
82

(㊶1/2) MAXIMIZE OPPORTUNITIES BY SHARING SERVICE
CATALOGS
Use Case:
(1) Information on the entire business, specifically information on its own products, cannot be shared within the 10
business organizations.
(2) Therefore, even if the customer consults with a project of another business division, the sales cannot be understood
and the business opportunity is lost.
Request:
A) I would like you to implement a service catalog. Please give me an overview of the management process.
B) Also, I would like you to propose its implementation and operation.
Solution:
A: Service catalog management process
(1) A process of managing marketing communication tools aimed at providing and maintaining a consistent and single
source of information about the services provided for all products on sale.
(2) Make it widely available to people who are authorized to access this information.
(3) Clarify the level and quality of products that customers can expect for the business process to be fulfilled and each
product.
ApproveService Catalog
Approved Products/Current Products Not selling products
ApproveService Pipeline Discontinue
Waiting for approval
Relationship between service portfolio and service catalog
Service Portfolio
83

Use Cases for ISO20000-1 based on ITIL in English 【Continuous Study】

Use Cases for ISO20000-1 based on ITIL in English 【Continuous Study】

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Use Cases for ISO20000-1 based on ITIL in English 【Continuous Study】