Good Practice organizations benchmark themselves against peers and seek to close gaps in capabilities.

There are several sources for good practices including public frameworks, standards, and the proprietary knowledge of organizations and individuals Service A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Service Management Service management is a set of specialized organizational capabilities for providing value to customers in the form of services. Functions and Processes A process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which, directly or indirectly, creates value for an external customer or stakeholder. Functions are units of organizations specialized to perform certain types of work and be responsible for specific outcomes.

Process model and the characteristics of processes Actions-Dependencies-Sequence Processes are measurable, have specific results, deliver to costumers, respond to specific event

Structure, scope, components and interfaces of the Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Service Strategy: how to design, develop, and implement service management as an organizational capability and as a strategic asset. Service Design how to design and development of services and service management processes. Service Transition how the requirements of Service strategy encoded in Service design are effectively realized in Service operation while controlling the risks of failure and disruption. Service Operation how achieving effectiveness and efficiency in the delivery and support of services so as to ensure value for the customer and the service provider. How to maintain stability in service operations, allowing for changes in design, scale, scope and service levels. Continual Service Improvement how creating and maintaining value for customers through better design, introduction, and operation of services. Main goals and objectives of Service Strategy How to transform service management into a strategic asset What to whom? Differentiation Value proposal - Strategic Investment Definition of service quality Allocation of resources conflicting demands for shared resources

Main goals and objectives of Service Design Design of new or changed services for introduction to live environment Satisfy business needs Easily and efficiently develop and enhanced Efficient and effective processes for D-T-O-CI Manage risks Security

Measurement and metrics Documentation Policies-standards Skills-capabilities Improvement of quality

Value Service Design provides to the business Less Total Cost of ownership Better quality of service Consistency of service Easy implementation Service alignment Effective performance IT governance Effective service management and IT processes Better info 4 decision-making

Main goals and objectives of Service Transition Expectations to enable business change Integration of release (adoption of change) Less variation Less errors and risks According to design Plan-manage resources Minimal unpredicted impact Satisfaction Proper use plan

Value Service Transition provides to the business Quick adaptation Success of change Predictions of new service Validation of following requirements (degree of compliance, variation of estimated values) Better productivity Timely cancellation Understand risks impacts

Main goals and objectives of Service Operations deliver and manage services at agreed levels to business users and customers

Value Service Operation provides to the business SO is where actual value is seen

Main goals and objectives of Continual Service Improvement looking for ways to improve process effectiveness, efficiency as well as cost effectiveness recommend opportunities S-D-T-O review SLA results improve service quality and efficiency and effectiveness of processes which applicable quality management methods Concepts and definitions Value Creation through Services demonstrate value (attributes), influence perceptions, and respond to preferences Customers do not buy services; they buy the fulfillment of particular needs Value consists of two components: utility or fitness for purpose and warranty or fitness for use.

Importance of People, Processes, Products and Partners for Service Management 5 major aspects of Service Design Service Portfolio Design Identification of Business Requirements, definition of Service Requirements and design of Services Technology and architectural design Process design Measurement design Plan, Do, Check and Act (PDCA) Model Continual Service Improvement Model Vision -> Now -> Goal -> How to achieve? ->Achieved? Role of measurement for Continual Service Improvement KPIs Baselines Types of metrics o technology metrics (performance, availability) o process metrics (KPIs of quality, performance, value, compliance) o service metrics (results of end-to-end) Demand Management Challenges in managing demand for Services (more tight than JIT) Activity-based Demand Management (Patterns of business activity (PBAs) Business activity patterns User profiles o User profiles (UP) are based on roles and responsibilities within organizations for people, and functions and operations for processes and applications Financial Management Service Valuation Demand modeling Service Portfolio management Service provisioning optimization Planning confidence Service investment analysis Accounting Compliance Variable Cost Dynamics Service Level Management Service-based SLA o SLA: Agreement between provider and customer defining key service targets and responsibilities of both parties o OLA (Operational Level Agreements): Agreement between provider and supporting services provider Multi-level SLAs Service level requirements (SLRs) SLAM chart Service review Service improvement plan (SIP) Service Catalogue Management Business service Technical service Availability Management Service availability Component availability Reliability Maintainability Serviceability Information Security Management (ISM) Security framework (strategy, controls and regulation) Information security policy Information security management system (ISMS): standards, management, procedures, guidelines Supplier Management Supplier Contract Database (SCD)

Capacity Management Capacity plan Business capacity management Service capacity management Component capacity management IT Service Continuity Management Business Continuity Plans Business Continuity Management Business Impact Analysis Risk Analysis Change Management Types of change request o To service portfolios o To service or definition o Project change proposal o User access request o Operational activity Change process models and workflows (ST 4.2.4.4) Standard change (ST 4.2.4.5) Remediation Planning (ST 4.2.5) Change Advisory Board / Emergency Change Advisory Board Service Asset and Configuration Management The Configuration Model Configuration items Configuration Management System (CMS) Definitive Media Library Configuration baseline Release and Deployment Management Knowledge Management DIKW & SKMS An event can be defined as any detectable or discernible occurrence that has significance for the management of the IT Infrastructure or the delivery of IT service and evaluation of the impact a deviation might cause to the services. The Service Desk is the primary point of contact for users when there is a service disruption, for service requests or even for some categories of Request for Change. Technical Management provides detailed technical skills and resources needed to support the ongoing operation of the IT Infrastructure. IT Operations Management is the function responsible for the daily operational activities needed to manage the IT Infrastructure. Application Management is responsible for managing applications throughout their lifecycle.