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MelAus PartnersSOFTWARE CONFIGURATION MANAGEMENT TOOLS PPTResources are needed and how much. MelAus PartnersSOFTWARE CONFIGURATION MANAGEMENT PPT BY PRESSMANPresentation a practitioners approach collection of pressman practitioners approach scm resources. In order to improve the framework for presenting best practices, the ITIL version 3 developed the ITIL service lifecycle as illustrated in the schematic to the right. In truth, there is no clear distinction between what is presented as processes, functions and techniques in Service Strategy and Continual Service Improvement.
As the center and origin point of the ITIL Service Lifecycle, the Service Strategy volume provides guidance on clarification and prioritization of service provider investments in services.
The ITIL Service Design volume provides good practice guidance on the design of IT services, processes, and other aspects of the service management effort. Best practice for achieving the delivery of agreed levels of services both to end-users and the customers (where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Aligning and realigning IT services to changing business needs (because standstill implies decline).
Availability and IT Service Continuity Management processes in ITIL v3 are identical to ITIL v2.
Like Change Management the scope of Configuration Management is broadened to include a wider spectrum of "service assets". The testing component has been spun off (or duplicated) into a separate v3 process - Service Validation and Testing. A new sub-process "Major Problem Review" was introduced in v3 to review the solution history of Major Problems in order to determine its’ root-cause and prevent its’ reoccurrence. The service lifecycle is solid framework when restricted to Design - Transition - Operate, but the need to accommodate the v2 add-on processes creates appendages (Service Strategy and Service Improvement) that do conform well to the expressed model, sacrificing its credibility and usefulness as an organizing principle for the 'best practice library'. Many of the elements in Service Strategy will be found in Business Management publications.
The ICG indicated that the extensive coverage of Return on Investment (ROI) was prompted by a large number of requests to show how to create a business case for ITIL implementation so that advocates could convince senior management of the need for it.
Moreover, the need for exhaustiveness in the presentation of material is not consistently followed.
In contrast, the ITIL v3 has been organized into five new books: Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement. A review of these two definition should demonstrate that a "lifecycle" is a kind of high level process, that results in iterations of the birth-life-death of a product. The treatment of "Continuous Improvement" as a distinct set of processes (suggesting the processes of Service Reporting and Service Measurement are not operative until CSI activities are initiated) is particularly problematic.
Both Service Strategy and Continual Service Improvement need to be undertaken during the other three lifecycle stages. Knowledge Management is an overarching process, above or unrelated to any service lifecycle stage."Knowledge Management is a whole lifecycle-wide process in that it is relevant to all lifecycle sectors and hence is referenced throughout ITIL from the perspective of each publication. This treatment of the top node of the Service Lifecycle places Service Transition as a starting point for decomposing the lifecycle processes.
ITIL version 2 makes allusions and references to information management of the key ITIL data needsR. There is no Enterprise Resource Management system currently covering this spectrum of data. The web definition of best practice goes: "A best practice is a technique or methodology that, through experience and research, has been proven to reliably lead to a desired result". In reality, ITIL v3's allusions to the SKMS or the CMS or, for that matter, any of the mentioned information systems is conceptually immature and requires a lot of work. While the majority of discussion on ITIL identifies Service Strategy processes as those cited above, the Service Strategy book doesn't even identify them as processes as is done in the other four areas. Within the Capacity Management Chapters of ITIL resides the distinction between Component, Service and Business considerationsR. Supply chain management is a cross-function approach including managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end-consumer. Component Focus - management, control and prediction of the performance, utilization and capacity of individual IT technology components.
Service Focus - management, control and prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloads. Business Focus - translates business needs and plans into requirements for IT services and the IT infrastructure. IT Service ManagementIntegration of business processes: IT frequently employs bottom-up integration, stitching together a patchwork of technology and application components. Business Service ManagementA holistic top-down approach aimed at aligning the IT infrastructure with the business. Operating and Capital Planning ProcessesCommon and fairly standardized, and involve the translation of IT expenditures into corporate financial systems as part of the corporate planning cycle. IT Operational Planning - Translation of Tactical Plans into operational plans, setting clear and concrete expectations for component performance. Architecture ServicesR - Ensuring appropriate systems are defined to optimize the use of the architectural model. Project Management - Identifying and prioritizing component-based projects in line with the operational plan.
IT Service Tactical Planning - Translation of Strategic Plans into tactical plans, setting clear and concrete short-term goals for the service. IT GovernanceD - A subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management. IT Strategic PlanningR - undertaken at regular intervals giving rise to long-term plans; the long term plans should periodically be translated into operational plans setting clear and concrete short-term goals. Communications - Policies and standardsD established and communicated to the Client organizations. HR Management - Sound, fair and transparent personnel management practices to recruit, hire, vet, compensate, train, appraise, promote and dismissR. Quality Management - Implementing and maintaining quality management standards and systems by providing for distinct development phases, clear deliverables and explicit responsibilities. Project Management Framework - establish and periodically review a general project management framework which defines the scope and boundaries of managing projects, as well as the project management methodology to be adopted and applied to each project undertakenD.

Service Catalogue ManagementDTechnical Service CatalogueDetails of all the CIs necessary to support the provision of the services: involves interfacing with support teams, suppliers and Configuration Management on interfaces and dependencies between IT services and the supporting services, components and CIs.
Business Service CatalogueThe relationships to the Business UnitsR and the business process that rely on the IT services. Service Level Agreements (SLAs)Monitoring of the performance of service or groups of service to one or more customer bases.
Underpinning Agreements (UAs)NAchievement of SLA targets - formal arrangements with internal and external groups forming part of a service chain. ITIL v3 Service Lifecycle: Demand Management manages the expectation and perception of the business, customers and users and ensure that the quality of service delivered by the service provider is matched to those expectations and needsPatterns of Business Activity and User Profiles as key methods to do this. Component Capacity ManagementManagement, control and prediction of the performance, utilization and capacity of individual IT technology components. Service Capacity ManagementManagement, control and prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloads.
Short-Term Demand Management may occur when there has been a partial failure of a critical resource in the IT infrastructureR. Business Capacity ManagementTranslates business needs and plans into requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion.
IT Service Continuity Management Business Impact Analysis (BIA)Quantification of the impact to the business that loss of service would have.
Component Security MonitoringPart of many components and systems that needs to be continuously managed. Business Security Policy and PlansSpecific security policies that address each aspect of strategy, control and regulation. A comprehensive security strategy, closely linked to the business objectives, strategies and plans. Supplier ManagementN - processes and procedures for establishing new suppliers and contracts.
TestingMany different types of tests might be used to verify that the service meets the user and customer needs as well as the service provider's requirements for managing, operating and supporting the service. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. What is Change ?• Change is defined as anything hardware, software, system components, services, documents, or processes that is deliberately introduced into the production environment and which may affect a Service Level Management(SLA) or otherwise affect the functioning of the environment or one of its components. Change Management• Software change management encompasses all of the processes necessary to determine where you are at compared to where you planned to be and the activities required to get back on track if those are not aligned.
Conceptually they stand out from the other three 'lifecycle' processes and throughout the lifecycle phases of Design, Transition and Operations elements of Strategy and Improvement are invoked. This book was an update of the Version 2 publication - The Business Perspective with a decided re-focus towards an industry perspective - one reflecting the views and compositions of the authorship: a market-driven approach. Significantly, design within ITIL is understood to encompass all elements relevant to technology service delivery, rather than focusing solely on design of the technology itself. Service Operations is the part of the lifecycle where the services and value is actually directly delivered. The goal of Continual Service Improvement is to align and realign IT Services to changing business needs by identifying and implementing improvements to the IT services that support the Business Processes. There needs to be up front planning, training and awareness, ongoing scheduling, roles created, ownership assigned,and activities identified to be successful.
The split in v2 Capacity Management highlights v3 consideration of Demand Management as a strategic, rather than design element. The primary means to conduct this business is through written agreements with the LOB and amongst participants in the service chain including external vendors. Hence, the name change of the process to Service Asset And Configuration ManagementConfiguration Management ensures that selected components of a complete service, system or product are identified, baselined and maintained and that changes to them are controlled.')">N.
Knowledge Management (KM) was covered by various processes in ITIL v2, most notably in Application Management and “Planning to Implement Service Management”N.
There are five members from Hewlett-Packard, two from Pink Elephant and single representation from Accenture, Guillemont Rock, Connectsphere. While Service Support and Service Delivery were at the heart of ITIL v2 (and the curriculum for Masters Certification), the creation of The Business Perspective, ICT Infrastructure Management, Security Management, Planning Deliver Service Management (ie. The extensive coverage of financial principles and ROI was intended to meet this demand but, I think misses the mark. If financial management principles are needed, why too are Human Resource principles not presented, or, the aforementioned Project Management principles.
The ITIL v2 library was presented in seven core booksD, with primary attention being given to the first two books — Service Support and Service Delivery. This is because the ITIL descriptions have bypassed the thorny question of detailing the service lifecycle, providing descriptions of various length and treatment within the booklets but with little consistent presentation of the lifecycle's architecture - how the processes inter-connect. Version 3 encapsulates these needs in the Service Knowledge Management System (SKMS) - set of tools and databases that are used to manage knowledge and information. Surely a larger proportion of readers can see that ITIL V3's SKMS has gone to a new level of absurdity.
The "gap" is caused by a lack of integration of the data elements, differing responsibilities for them and ill-defined governance over this aspect of IT operations. That way it can be a good reference point for organizations wanting to improve ITSM practices.
These reflect elements of Supply Chain Management ('The management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers.R') - Strategic, Tactical and Operational.
As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw materials sources and distribution channels.
Business Service Management is the ongoing practice of governing, monitoring and reporting on IT and the business service it impactsD. The cost of service outage measures the financial value placed of a service, and is meant to reflect the value of lost productivity and revenue over a specific period of time.
The primary goals for information technology governance are: assure that the investments in IT generate business value, mitigate the risks that are associated with IT. UAs focus on the operational requirements that the services need to meet during the service chain and may be represented by specific components of the infrastructureN. Risk AnalysisDetermination of the likelihood that a serious service disruption will actually occur.

This is an assessment of the level of threat and the extent to which an organization is vulnerable to that threat.Business Continuity Plan Documentation describing the roles, responsibilities and actions necessary to resume business processes following a business disruption.
Key topics covered include service value definition, business case development, service assets, market analysis, and service provider types. As such, Service Design addresses how a planned service solution interacts with the larger business and technical environments, service management systems required to support the service, processes which interacts with the service, technology, and architecture required to support the service, and the supply chain required to support the planned serviceD. Also the monitoring of problems and balance between service reliability and cost etc are considered.
The perspective of CSI on improvement is the business perspective of service quality, even though CSI aims to improve process effectiveness, efficiency and cost effectiveness of the IT processes through the whole lifecycle. CSI must be planned and scheduled as process with defined activities, inputs, outputs, roles and reporting. ITIL v3 represents a fundamental rethinking of services, recognizing the need to conceptualize and identify a portfolio of services before dealing with the specifics of levels of service.
The Configuration Management Database (CMDB) has been superceded by the Configuration Management System (CMS), a granularity one level below that of the overarching System Knowledge Management System (SKMS). The public sector is represented by a member from Carnegie Melon University and the Chief Architect who has roots in governmentR.
Implementation) and Application Management filled in the missing elements so that ITIL would encompass the entire world of IT operations.
The real demand was for hard facts and data on the ROI for ITIL implementation and not an esoteric discussion on how to do ROI. They offered guidance as to how organizations can improve their processes to work smarter, but did not particularly align the processes discussed with larger business requirements.
It describes a best practice library of ITSM procedures for use by the people and projects of the organization. Indeed, many of the described processes have elements within two or more of the five respective booklets. However, while introducing these requirements, ITIL version 3 provides little definition or description for the information holdings, prompting considerable criticism such as the commentaries below.
However, according to Charles Betz, the big vendors are making strides in rectifying this situation. However, that intent takes ITIL away from the basic definition - of being a documented 'best practice' (or the new practice of usage goes - 'Good practice') for ITSM.
The "Integrated CMDB" is replaced by the "SKMS" but the description of the SKMS is far more than the Integrated CMDB. And, there is no adherence to the standard format for treatment of processes evident in the other four books (ie. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively.
Patterns of Business Activity (PBA) influence the demand patterns seen by the service providers. This can be done by implementing an organizational structure with well-defined roles for the responsibility of information, business processes, applications, infrastructure, etcR. This is an assessment of the level of threat and the extent to which an organization is vulnerable to that threat.IT Service Continuity PlanInformation needed to recover the IT systems, networks and telecommunications in a disaster situation once a decision to invoke has been made, and then to manage the business return to normal operation once the service disruption has been resolved. The functions include technical management, application management , operations management and Service Desk as well as, responsibilities for staff engaging in Service Operation.
The shift towards the private sector is deliberate reflecting user concerns on the demonstration of Return on Investment for implementation of ITIL. The need for to be all-encompassing, to stretch pass the shackles created by a scoping exercise inevitably seem to overwhelm pragmatism and any logic inherent in a simple, well articulated framework.
It is, in CMMI terms a process asset library that supports organizational learning and process improvement by allowing the sharing of best practices and lessons learned across an organization. From the source, "ITIL is a public framework that describes Best Practice in IT service management". The definitions of 'Body of Knowledge' goes: "Collection of all the available knowledge on a topic, or all the published material on a subject.
The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. This set of standard processes is then tailored by projects to create organizationally-specific processes.
In citing Service Reporting and Service Reporting as CSI processes ITIL v3 seems to position CSI at CMMI maturity level 4D - Quantitatively Managed.
Indeed, in the OGC v3 project preparatory paper, the design-transition-operation stages are uniquely identified as "the lifecycle title" while Strategy and Improvement were referred to Strategy & Improvement titlesR. Less control and more supply chain partners led to the creation of supply chain management concepts.
Associatessource pressman, a small collection of softwaremar , engineering a practitioners. Further, in conformance with ICOMN usage, Service Strategy is the primary Mechanism driving this model. This suggests that Service Strategy was written first and the format developed later without returning to it for extensive editing to achieve conformity. Of course, the books were each written by a different author with differing perspectivesN but I think it would have been desirable to have these "processes" treated in the same manner as throughout the rest of the material. An ICOM rendition of the highest level service lifecycle model might look like the second graph. Tosoftware configuration management basics scm download whatsapp free for blackberry curve, The importance of scm tool . To scm resources powerpoint presentation a powerpoint presentation a powerpoint presentation.

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