ITILV3 SOA Pultorak Sample 2011

Presentation 1
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2011 by Pultorak & Associates, Ltd. All rights reserved.

Course 4276 Service Offerings and Agreements v2.1
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Presentation 2
Processes across the lifecycle pertaining to Service Offerings and Agreements

Service Portfolio Management which provides documentation for services and prospective
services in business terms
Service Catalog Management which is concerned with the production and documentation of the
Service Catalog from a business and a technical viewpoint
Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures
that all SLAs have an underpinning support structure in place
Demand Management which identifies Patterns of Business Activity to enable the appropriate
strategy to be implemented
Supplier Management which ensures all partners and suppliers are managed in the appropriate
way and includes contract management
Financial Management which includes ensuring understanding of the service value and the
management of all financial considerations
Business Relationship Managers who have responsibility to represent customers and ensure the
Service Catalog and Portfolio have the right needs
The ITIL Intermediate Qualification: Service Offerings and Agreements (SOA) Certificate is a
freestanding qualification, but is also part of the ITIL Intermediate Capability stream, and one of the
courses that leads to the ITIL Expert in IT Service Management Certificate. The purpose of this course
and the associated exam and certificate is, respectively, to impart, test, and validate the knowledge on
industry practices in Service Management as documented in the ITIL Service Lifecycle core
publications. The ITIL Certificate in Service Offerings and Agreements is intended to enable the
holders of the certificate to apply the practices in resolution and support of the Service Management
Lifecycle.

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Presentation 3
Processes across the lifecycle pertaining to Service Offerings and Agreements

Service Portfolio Management which provides documentation for services and prospective
services in business terms
Service Catalog Management which is concerned with the production and documentation of the
Service Catalog from a business and a technical viewpoint
Service Level Management which sets up a Service Level Agreement (SLA) structure and ensures
that all SLAs have an underpinning support structure in place
Demand Management which identifies Patterns of Business Activity to enable the appropriate
strategy to be implemented
Supplier Management which ensures all partners and suppliers are managed in the appropriate
way and includes contract management
Financial Management which includes ensuring understanding of the service value and the
management of all financial considerations
Business Relationship Managers who have responsibility to represent customers and ensure the
Service Catalog and Portfolio have the right needs
The ITIL Intermediate Qualification: Service Offerings and Agreements (SOA) Certificate is a
freestanding qualification, but is also part of the ITIL Intermediate Capability stream, and one of the
courses that leads to the ITIL Expert in IT Service Management Certificate. The purpose of this course
and the associated exam and certificate is, respectively, to impart, test, and validate the knowledge on
industry practices in Service Management as documented in the ITIL Service Lifecycle core
publications. The ITIL Certificate in Service Offerings and Agreements is intended to enable the
holders of the certificate to apply the practices in resolution and support of the Service Management
Lifecycle.

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Presentation 4
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Presentation 5
The syllabus for this course specifies a terminology list. After studying this course, you are expected
to understand the meanings of the terms on the list in the context of SOA. This list does not include
terms that are explicitly mentioned within the learning units of this syllabus for example, "service
level management. The list is shown here and in the content that immediate follows; some terms are
simply listed, as they will be defined in context later in the course.
* These are the SOA terms that have not been defined within the modules, but are defined in the
summary module of this course.
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Presentation 6
The syllabus for this course specifies a terminology list. After studying this course, you are expected
to understand the meanings of the terms on the list in the context of SOA. This list does not include
terms that are explicitly mentioned within the learning units of this syllabus for example, "service
level management. The list is shown here and in the content that immediate follows; some terms are
simply listed, as they will be defined in context later in the course.
* These are the SOA terms that have not been defined within the modules, but are defined in the
summary module of this course.
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Presentation 7
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Presentation 8
This module introduces you to the concepts and terminology of the Service Lifecycle and the role of
SOA within the Lifecycle. To meet the learning outcomes and examination level of difficulty, you
should be able to describe:
The concept of Service Management as a practice (SS 2.1, ST 2.1)
The concept of Service, its value proposition and composition (SS 2.2, ST 2.2)
The functions and process across the Lifecycle (SS 2.6, ST 2.3)
The role of Processes in the Service Lifecycle (SS 2.6.2, SS 2.6.3)
How Service Management creates business value (SS 3.1, SD 2.4.3, ST 2.4.3, SO 2.4.3, CSI
3.7.2)
How the processes within the Service Offerings and Agreements curriculum supports the Service
Lifecycle (SD 2.4.5, SS 5.1 up to 5.1.2, SS 5.5.1, SS 5.3 up to 5.3.1)
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Presentation 9
This learning module of this course provides an introduction to the core concepts and terminology of
the service lifecycle stages that are related to SOA. These include select processes from service
strategy and service design.
SOA is a collection of relevant practices from the core guidance that are related to the creation and
management of service offerings and the agreements required to support them. The relevant
introduction to SOA includes an overview only, of two other processes: strategy management for IT
services, and design coordination.
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(206) 729-1107
Presentation 10
This learning module of this course provides an introduction to the core concepts and terminology of
the service lifecycle stages that are related to SOA. These include select processes from service
strategy and service design.
SOA is a collection of relevant practices from the core guidance that are related to the creation and
management of service offerings and the agreements required to support them. The relevant
introduction to SOA includes an overview only, of two other processes: strategy management for IT
services, and design coordination.
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Presentation 11
The ITIL core consists of five lifecycle publications. Each provides part of the guidance necessary for
an integrated approach as required by the ISO/IEC 20000 standard specification. The ITIL guidance is
structure in the five stages of the service lifecycle as shown in SS Figure 1.1, with a core publication
providing best-practice guidance for each stage. This guidance includes key principles, required
processes and activities, organization and roles, technology, associated challenges, critical success
factors and risks. The service lifecycle uses a hub-and-spoke design, with service strategy at the hub,
and service design, transition and operation as the revolving lifecycle stages or spokes. Continual
service improvement surrounds and supports all stages of the service lifecycle. Each stage of the
lifecycle exerts influence on the others and relies on them for inputs and feedback. In this way, a
constant set of checks and balances throughout the service lifecycle ensures that as business demand
changes with business need, the services can adapt and respond effectively.
Each of the five core publications addresses capabilities having direct impact on a service providers
performance. The core is expected to provide structure, stability and strength to service management
capabilities, with durable principles, methods and tools. This serves to protect investments and provide
the necessary basis for measurement, learning and improvement. The introductory guide, Introduction
to the ITIL Service Lifecycle, provides an overview of the lifecycle stages described in the ITIL core.
ITIL guidance can be adapted to support various business environments and organizational strategies.
Complementary ITIL publications provide flexibility to implement the core in a diverse range of
environments. Practitioners can select complementary publications as needed to provide traction for
the ITIL core in a given context, in much the same way as tires are selected based on the type of
vehicle, purpose and road conditions. This is to increase the durability and portability of knowledge
assets and to protect investments in service management capabilities. See http://www.itilofficialsite.com/Publications/Complementary.aspx for up to date information on complementary
publications.

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Presentation 12
Service Strategy defines the perspective, position, plans and patterns that a service provider needs to execute
to meet an organizations business outcomes. Service strategy includes the following processes: strategy
management for IT services, service portfolio management, financial management for IT services, demand
management, and business relationship management. Although these processes are associated with service
strategy, most processes have activities that take place across multiple stages of the service lifecycle.
Service Design includes the design of the services, governing practices, processes and policies required to
realize the service providers strategy and to facilitate the introduction of services into supported environments.
Service design includes the following processes: design coordination, service catalog management, service level
management, availability management, capacity management, IT service continuity management, information
security management, and supplier management. Although these processes are associated with service design,
most processes have activities that take place across multiple stages of the service lifecycle.
Service Transition ensures that new, modified or retired services meet the expectations of the business as
documented in the service strategy and service design stages of the lifecycle. Service transition includes the
following processes: transition planning and support, change management, service asset and configuration
management, release and deployment management, service validation and testing, change evaluation, and
knowledge management. Although these processes are associated with service transition, most processes have
activities that take place across multiple stages of the service lifecycle.
Service Operation coordinates and carries out the activities and processes required to deliver and manage
services at agreed levels to business users and customers. Service operation also manages the technology that is
used to deliver and support services. Service operation includes the following processes: event management,
incident management, request fulfillment, problem management, and access management. Service operation
also includes the following functions: service desk, technical management, IT operations management, and
application management. Although these processes and functions are associated with service operation, most
processes and functions have activities that take place across multiple stages of the service lifecycle.
Continual Service Improvement ensures that services are aligned with changing business needs by identifying
and implementing improvements to IT services that support business processes. The performance of the IT service
provider is continually measured and improvements are made to processes, IT services and IT infrastructure in
order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the
seven-step improvement process. Although this process is associated with continual service improvement, most
processes have activities that take place across multiple stages of the service lifecycle.

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Presentation 13
At the center of the service lifecycle is service strategy. Value creation begins here with understanding
organizational objectives and customer needs. Every organizational asset including people, processes
and products should support the strategy.
ITIL Service Strategy provides guidance on how to view service management not only as an
organizational capability but as a strategic asset. It describes the principles underpinning the practice
of service management which are useful for developing service management policies, guidelines and
processes across the ITIL service lifecycle.
Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of
internal and external provider types, service assets, the service portfolio and implementation of
strategy through the service lifecycle. Business relationship management, demand management,
financial management, organizational development and strategic risks are among the other major
topics.
Organizations should use ITIL Service Strategy to set objectives and expectations of performance
towards serving customers and market spaces, and to identify, select and prioritize opportunities.
Service strategy is about ensuring that organizations are in a position to handle the costs and risks
associated with their service portfolios, and are set up not just for operational effectiveness but for
distinctive performance.
Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of
their ITIL-based service management capabilities and to improve the alignment between those
capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and
think about why something is to be done before thinking of how.

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Presentation 14
For services to provide true value to the business, they must be designed with the business objectives
in mind. Design encompasses the whole IT organization, for it is the organization as a whole that
delivers and supports the services. Service design is the stage in the lifecycle that turns a service
strategy into a plan for delivering the business objectives.
ITIL Service Design provides guidance for the design and development of services and service
management practices. It covers design principles and methods for converting strategic objectives into
portfolios of services and service assets. The scope of ITIL Service Design is not limited to new
services. It includes the changes and improvements necessary to increase or maintain value to
customers over the lifecycle of services, the continuity of services, achievement of service levels, and
conformance to standards and regulations. It guides organizations on how to develop design
capabilities for service management.
Other topics in ITIL Service Design include design coordination, service catalog management, service
level management, availability management, capacity management, IT service continuity
management, information security management and supplier management.
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Presentation 15
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Presentation 16
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Presentation 17
ITIL Service Transition also introduces the service knowledge management system, which can support
organizational learning and help to improve the overall efficiency and effectiveness of all stages of the
service lifecycle. This will enable people to benefit from the knowledge and experience of others,
support informed decision-making, and improve the management of services.
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Presentation 18
Strategic objectives are ultimately realized through service operation, therefore making it a critical
capability. ITIL Service Operation provides guidance on how to maintain stability in service
operation, allowing for changes in design, scale, scope and service levels. Organizations are provided
with detailed process guidelines, methods and tools for use in two major control perspectives: reactive
and proactive. Managers and practitioners are provided with knowledge allowing them to make better
decisions in areas such as managing the availability of services, controlling demand, optimizing
capacity utilization, scheduling of operations, and avoiding or resolving service incidents and
managing problems. New models and architectures such as shared services, utility computing, web
services and mobile commerce to support service operation are described.
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Presentation 19
ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale
improvements in service quality, operational efficiency and business continuity, and for ensuring that
the service portfolio continues to be aligned to business needs. Guidance is provided for linking
improvement efforts and outcomes with service strategy, design, transition and operation. A closed
loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from
any stage of the service lifecycle can be used to identify improvement opportunities for any other stage
of the lifecycle.
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Presentation 20
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Presentation 21
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Presentation 22
ITIL Processes and Functions Across the Lifecycle Mapping. This diagram shows how the different
processes and functions are mapped within the different Service Lifecycle processes.
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Presentation 23
Although senior IT executives will participate in this level of strategy management, most IT
organizations use this process to manage a service strategy which forms part of the overall enterprise
strategy.
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Presentation 24
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Presentation 25
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Presentation 26
Strategy management is the responsibility of the executives of an organization. It enables them to set
the objectives of the organization, to specify how the organization will meet those objectives and to
prioritize investments required to meet them. However, in medium to large organizations it is unlikely
that the executives themselves will conduct the assessments, draft the strategy documents and manage
the execution. This is normally performed by a dedicated strategy and planning manager reporting
directly into the board of directors.
An organizations strategy is not limited to a single document or department. The overall strategy of
an organization will be broken down into a strategy for each unit of the business. SS Figure 4.1 gives
an example of how a business strategy might be broken down into strategies for IT and for
manufacturing. There are likely to be several strategies within each organization. Strategy
management for the enterprise has to ensure that these are all linked and consistent with one another.
Strategy management for IT services has to ensure that the services and the way they are managed
support the overall strategy of the enterprise.
In an external service provider, the business strategy might be related to IT services delivered to an
external customer, and the IT strategy would be related to how those services will be delivered and
supported. At the same time, external service providers do not just provide IT services to customers.
They are also consumers of their own (and potentially other third-party) IT services. External service
providers also have internal IT service requirements that must be met to enable them to survive.
Key message
A service strategy is a subset of the overall strategy for the organization. In the case of an IT
organization, the IT strategy will encompass the IT service strategy.

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Presentation 27
The scope of strategy management is illustrated in SS Figure 4.2. This diagram shows how a business
strategy is used to develop a set of tactics (detailed approaches, processes and techniques that will be
used to achieve strategic objectives) and operations (specific procedures, technologies and activities
that will be executed by individuals and teams). The IT strategy (and therefore also the strategy for IT
services) is derived from the business strategy, but it also provides validation of the business strategy.
The IT strategy can determine whether a strategic objective is technologically possible, and what level
of investment would be required to meet that objective. The business is then able to decide on whether
the objective should be included and at what priority.
IT tactics are partly determined by the IT strategy, but also by the business tactics. For example, if a
business tactic requires compliance with a regulation or standard, then IT will have to ensure that its
tactics support this. If they do not, the business and IT can then decide what level of investment is
required to address the situation. IT tactics can also help the business determine whether their tactics
are appropriate. For example, defining how a sales team will work will partly depend on what type of
sales automation services are provided by IT. Again, if the limits imposed by IT are too rigid, then the
business and IT can investigate what level of investment would resolve the situation, and whether this
is appropriate.
IT operations are derived from the IT tactics, but also by the requirements of business operations. The
way in which the different operational environments are coordinated and how they interact is very
important to strategy management for IT services. It is only once a strategy has been executed that it
can be validated. Assessment of the actual performance of activities and services can indicate whether
the parameters used in setting the strategy were accurate, and can also validate any assumptions made.
Also in SS Figure 4.2 IT strategy is related (using a dotted line) to business tactics. Since both IT
strategy and business tactics are derived from the business strategy, they have to be checked to ensure
consistency. IT should not define a strategy that clashes with the business tactics. Also, the business
tactics should not make a tactical decision about how IT services are going to be used if the IT strategy
does not allow for that type of usage.
A similar relationship exists between business operation and IT tactics. Since IT exists to support the
business, it is important that any tactic they deploy needs to be valid for business operation.

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Presentation 28
Strategy management for IT services is intended for managing the strategy of a service provider. It
will include a specification of the type of services it will deliver, the customers of those services and
the overall business outcomes to be achieved when the service provider executes the strategy. The IT
service strategy is a subset of the IT strategy that, in addition to the IT service strategy, includes
strategies for IT architecture, portfolio management (other than services), application management,
infrastructure management, project management, technological direction etc.
The strategy of an individual service is defined during the service portfolio management process and
documented in the service portfolio. This will include a description of the specific business outcomes
that the service will support, and also define how the service will be delivered. The information in the
service portfolio will be used as input into the process of defining the service providers strategy.
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Presentation 29
The strategy of an organization articulates its objectives, and defines how it will meet those objectives
and how it will know it has met those objectives. Without a strategy the organization will only be able
to react to demands placed by various stakeholders, with little ability to assess each demand and how
they will impact the organization. In these cases the actions of the organizations tend to be led by
whoever is making the loudest demands, rather than by what is best for the organization. Strategy
becomes a function of organizational politics and self-interest, rather than the overall achievement of
its objectives. A well-defined and managed strategy ensures that the resources and capabilities of the
organization are aligned to achieving its business outcomes, and that investments match the
organizations intended development and growth.
Strategy management ensures that all stakeholders are represented in deciding the appropriate
direction for the organization and that they all agree on its objectives and the means whereby
resources, capabilities and investment are prioritized. Strategy management also ensures that the
resources, capabilities and investments are appropriately managed to achieve the strategy.
For a service provider, strategy management for IT services ensures that it has the appropriate set of
services in its service portfolio, that all of its services have a clear purpose, and that everyone in the
service provider organization knows their role in achieving that purpose.
For the customer of the service provider, strategy management for IT services enables them to
articulate clearly their business priorities in a way that is understandable to the service provider. The
service provider is then able to make a decision about how to respond to the customer. In some cases,
the customer demand represents a departure from the service providers strategy. The service provider
will use strategy management for IT services to make a decision about whether to change their
strategy, or whether to turn down the business. Where the service provider is an internal IT
organization the second option is not always possible, and in these cases they will use strategy
management for IT services to work with the business units to make them aware of the impact of their
demand on the current strategy. The business executives will be able to work with IT either to change
the existing strategy, or to decline the opportunity.
In other cases, customer demands do not change the service providers strategy, but will require it to
change its priorities. Strategy management for IT services enables the service provider to determine
the best way to change its priorities and balance its resources, capabilities and investments.

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Presentation 30
The ITIL core consists of five lifecycle publications. Each provides part of the guidance necessary for
an integrated approach as required by the ISO/IEC 20000 standard specification. The ITIL guidance is
structure in the five stages of the service lifecycle as shown in SD Figure 1.1, with a core publication
providing best-practice guidance for each stage. This guidance includes key principles, required
processes and activities, organization and roles, technology, associated challenges, critical success
factors and risks. The service lifecycle uses a hub-and-spoke design, with service strategy at the hub,
and service design, transition and operation as the revolving lifecycle stages or spokes. Continual
service improvement surrounds and supports all stages of the service lifecycle. Each stage of the
lifecycle exerts influence on the others and relies on them for inputs and feedback. In this way, a
constant set of checks and balances throughout the service lifecycle ensures that as business demand
changes with business need, the services can adapt and respond effectively.
Each of the five core publications addresses capabilities having direct impact on a service providers
performance. The core is expected to provide structure, stability and strength to service management
capabilities, with durable principles, methods and tools. This serves to protect investments and provide
the necessary basis for measurement, learning and improvement. The introductory guide, Introduction
to the ITIL Service Lifecycle, provides an overview of the lifecycle stages described in the ITIL core.
ITIL guidance can be adapted to support various business environments and organizational strategies.
Complementary ITIL publications provide flexibility to implement the core in a diverse range of
environments. Practitioners can select complementary publications as needed to provide traction for
the ITIL core in a given context, in much the same way as tires are selected based on the type of
vehicle, purpose and road conditions. This is to increase the durability and portability of knowledge
assets and to protect investments in service management capabilities. See http://www.itilofficialsite.com/Publications/Complementary.aspx for up to date information on complementary
publications.

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Presentation 31
Service Strategy defines the perspective, position, plans and patterns that a service provider needs to execute
to meet an organizations business outcomes. Service strategy includes the following processes: strategy
management for IT services, service portfolio management, financial management for IT services, demand
management, and business relationship management. Although these processes are associated with service
strategy, most processes have activities that take place across multiple stages of the service lifecycle.
Service Design includes the design of the services, governing practices, processes and policies required to
realize the service providers strategy and to facilitate the introduction of services into supported environments.
Service design includes the following processes: design coordination, service catalog management, service level
management, availability management, capacity management, IT service continuity management, information
security management, and supplier management. Although these processes are associated with service design,
most processes have activities that take place across multiple stages of the service lifecycle.
Service Transition ensures that new, modified or retired services meet the expectations of the business as
documented in the service strategy and service design stages of the lifecycle. Service transition includes the
following processes: transition planning and support, change management, service asset and configuration
management, release and deployment management, service validation and testing, change evaluation, and
knowledge management. Although these processes are associated with service transition, most processes have
activities that take place across multiple stages of the service lifecycle.
Service Operation coordinates and carries out the activities and processes required to deliver and manage
services at agreed levels to business users and customers. Service operation also manages the technology that is
used to deliver and support services. Service operation includes the following processes: event management,
incident management, request fulfillment, problem management, and access management. Service operation
also includes the following functions: service desk, technical management, IT operations management, and
application management. Although these processes and functions are associated with service operation, most
processes and functions have activities that take place across multiple stages of the service lifecycle.
Continual Service Improvement ensures that services are aligned with changing business needs by identifying
and implementing improvements to IT services that support business processes. The performance of the IT service
provider is continually measured and improvements are made to processes, IT services and IT infrastructure in
order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the
seven-step improvement process. Although this process is associated with continual service improvement, most
processes have activities that take place across multiple stages of the service lifecycle.

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Presentation 32
At the center of the service lifecycle is service strategy. Value creation begins here with understanding
organizational objectives and customer needs. Every organizational asset including people, processes
and products should support the strategy.
ITIL Service Strategy provides guidance on how to view service management not only as an
organizational capability but as a strategic asset. It describes the principles underpinning the practice
of service management which are useful for developing service management policies, guidelines and
processes across the ITIL service lifecycle.
Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of
internal and external provider types, service assets, the service portfolio and implementation of
strategy through the service lifecycle. Business relationship management, demand management,
financial management, organizational development and strategic risks are among the other major
topics.
Organizations should use ITIL Service Strategy to set objectives and expectations of performance
towards serving customers and market spaces, and to identify, select and prioritize opportunities.
Service strategy is about ensuring that organizations are in a position to handle the costs and risks
associated with their service portfolios, and are set up not just for operational effectiveness but for
distinctive performance.
Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of
their ITIL-based service management capabilities and to improve the alignment between those
capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and
think about why something is to be done before thinking of how.

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Presentation 33
For services to provide true value to the business, they must be designed with the business objectives
in mind. Design encompasses the whole IT organization, for it is the organization as a whole that
delivers and supports the services. Service design is the stage in the lifecycle that turns a service
strategy into a plan for delivering the business objectives.
ITIL Service Design provides guidance for the design and development of services and service
management practices. It covers design principles and methods for converting strategic objectives into
portfolios of services and service assets. The scope of ITIL Service Design is not limited to new
services. It includes the changes and improvements necessary to increase or maintain value to
customers over the lifecycle of services, the continuity of services, achievement of service levels, and
conformance to standards and regulations. It guides organizations on how to develop design
capabilities for service management.
Other topics in ITIL Service Design include design coordination, service catalog management, service
level management, availability management, capacity management, IT service continuity
management, information security management and supplier management.
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Presentation 34
ITIL Service Transition also introduces the service knowledge management system, which can support
organizational learning and help to improve the overall efficiency and effectiveness of all stages of the
service lifecycle. This will enable people to benefit from the knowledge and experience of others,
support informed decision-making, and improve the management of services.
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Presentation 35
Strategic objectives are ultimately realized through service operation, therefore making it a critical
capability. ITIL Service Operation provides guidance on how to maintain stability in service operation,
allowing for changes in design, scale, scope and service levels. Organizations are provided with
detailed process guidelines, methods and tools for use in two major control perspectives: reactive and
proactive. Managers and practitioners are provided with knowledge allowing them to make better
decisions in areas such as managing the availability of services, controlling demand, optimizing
capacity utilization, scheduling of operations, and avoiding or resolving service incidents and
managing problems. New models and architectures such as shared services, utility computing, web
services and mobile commerce to support service operation are described.
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Presentation 36
ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale
improvements in service quality, operational efficiency and business continuity, and for ensuring that
the service portfolio continues to be aligned to business needs. Guidance is provided for linking
improvement efforts and outcomes with service strategy, design, transition and operation. A closed
loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from
any stage of the service lifecycle can be used to identify improvement opportunities for any other stage
of the lifecycle.
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Presentation 37
The activities of the service design stage are detailed and complex. Only through well-coordinated
action can a service provider hope to create comprehensive and appropriate designs that will support
the achievement of the required business outcomes.
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Presentation 38
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Presentation 39
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Presentation 40
The scope of the design coordination process includes all design activity, particularly all new or
changed service solutions that are being designed for transition into (or out of, in the case of a service
retirement) the live environment.
Some design efforts will be part of a project, whereas others will be managed through the change
process alone without a formally defined project. Some design efforts will be extensive and complex
while others will be simple and swift. Not every design activity requires the same level of rigor to
ensure success, so a significant number of design efforts will require little or no individual attention
from the design coordination process. Most design coordination process activity focuses around those
design efforts that are part of a project, as well as those that are associated with changes of defined
types. Typically, the changes that require the most attention from design coordination are major
changes, but any change that an organization believes could benefit from design coordination may be
included.
Each organization should define the criteria that will be used to determine the level of rigour or
attention to be applied in design coordination for each design. Some organizations take the perspective
that all changes, regardless of how small in scope, have a design stage, as it is important that all
changes have clear and correct plans for how to implement them. In this perspective, the lifecycle
stage of service design still occurs, even if the designs for simple or standard changes are usually prebuilt and are reused frequently and quickly. Sometimes the stage is quite complex and long and
sometimes it is simply a rapid check that the right design (procedure) is being used. Other
organizations take the perspective that only changes that fit certain criteria, such as those associated
with a project or major change, have a formal service design stage. In this perspective, changes that
fail to meet the agreed criteria may be considered out of the scope of this process.
Whichever perspective is adopted by an organization, the end result should be more successful
changes that deliver the required business outcomes with minimal disruption or other negative impacts
on business operations. If an organizations approach produces that result, then the organization is
performing design coordination correctly.

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2011 by Pultorak & Associates, Ltd. All rights reserved.

Processes across the lifecycle pertaining to Service Offerings and Agreements

2011 by Pultorak & Associates, Ltd. All rights reserved.

Processes across the lifecycle pertaining to Service Offerings and Agreements

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

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2011 by Pultorak & Associates, Ltd. All rights reserved.

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2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

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2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

2011 by Pultorak & Associates, Ltd. All rights reserved.

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