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    Servicing Itsm: A Handbook of Service Descriptions for It Service Managers and a Means for Building Them
    Servicing Itsm: A Handbook of Service Descriptions for It Service Managers and a Means for Building Them
    Servicing Itsm: A Handbook of Service Descriptions for It Service Managers and a Means for Building Them
    Ebook325 pages1 hour

    Servicing Itsm: A Handbook of Service Descriptions for It Service Managers and a Means for Building Them

    By Randy A. Steinberg

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    About this ebook

    What services does the IT organization really deliver?

    Rather than discuss the theory around what a service catalog or service portfolio is, this book gives you the actual IT service descriptions for running, operating, and managing an entire IT infrastructure. Its all herecomplete service descriptions, catalog and portfolio templates, service implementation plans, service governance processes, and much more all packed into this one handbook!

    Just about every IT support service is described in this book. Take the service descriptions you need, mix, match and customize them to quickly create the content needed for your own service catalogs and portfolios.

    Many books talk about how to build a service catalogthis book is a service catalog!

    We really struggled to identify and pull our IT services together until we saw this materialit saved us months!

    With this material, we can finally tell the business what IT actually delivers to them!

    A valuable reference resource for ITSM practitioners, service managers, CIOs, procurement managers, and anyone else sourcing the services needed to run an entire IT infrastructure operation!

    One can put together an entire IT service management operation just from the service descriptions in this book!
    LanguageEnglish
    PublisherTrafford Publishing
    Release dateDec 27, 2013
    ISBN9781490720951
    Servicing Itsm: A Handbook of Service Descriptions for It Service Managers and a Means for Building Them
    Author

    Randy A. Steinberg

    Randy A. Steinberg has extensive IT Service Management and operations experience gained from many clients around the world. He authored the ITIL 2011 Service Operation book published worldwide. Passionate about game changing management practices within the IT industry, Randy is a hands-on IT Service Management expert helping IT organizations transform their IT infrastructure management strategies and operational practices to meet today’s IT challenges. Randy served in leadership roles across many government, health, financial, manufacturing and consulting firms including a role as Global Head of IT Service Management for a worldwide media company with 176 operating centers around the globe. He implemented solutions for one company that went on to win a Malcolm Baldrige award for their IT service quality. He continually shares his expertise across the global IT community frequently speaking and consulting with many IT technology and business organizations to improve their service delivery and operations management practices.

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      Book preview

      Servicing Itsm - Randy A. Steinberg

      © Copyright 2013 Randy A. Steinberg.

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the written prior permission of the author.

      Cover design by: Anthony Mingo, Design & Art Direction

      ISBN: 978-1-4907-1956-6 (sc)

      ISBN: 978-1-4907-2095-1 (e)

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      Any people depicted in stock imagery provided by Thinkstock are models,

      and such images are being used for illustrative purposes only.

      Certain stock imagery © Thinkstock.

      Trafford rev. 12/23/2013

      32989.png    www.trafford.com

      North America & international

      toll-free: 1 888 232 4444 (USA & Canada)

      fax: 812 355 4082

      Contents

      Chapter 1

      Benefits of an IT Service Approach

      Benefits of Managing By Services

      IT Challenges With Services

      Book Chapters in Brief

      Chapter 2

      ITSM Service Basics

      What Is An IT Service?

      Putting All the Service Elements Together

      Service Ownership and Responsibilities

      Service Portfolios and Catalogs

      Identifying IT Services

      Service Descriptions

      Service Targets and Metrics

      Chapter 3

      Categorizing Services

      Using Service Lines

      Technical Management Services

      Operational Management Support Services

      Service Transition Support Services

      Solution Design and Build Services

      Strategy and Control Services

      Hosting and Cloud Support Services

      IT Business Support Services

      Chapter 4

      Technical Management Services

      Server Management

      Database Management

      Application Management

      Network Management

      Storage Management

      Print Management

      Fax Management

      Physical Facilities Management

      Telephony Management

      Personal Computing Device Management

      Mobile Device Management

      Specialized Device Management Services

      Virtualization Management

      IT Supplies Management

      Middleware Transaction/Message Management

      Chapter 5

      Operational Management Support Services

      Service Desk

      Service Monitoring

      Incident Response

      Problem Control

      Request Fulfillment

      Backup/Restore Management

      Job Schedule Management

      Dispatch and Break-Fix Support

      Clock Management

      Service Startup/Shutdown Management

      File Transfer and Control Management

      Archive Management

      Data Entry Support

      Report packaging and Distribution Support

      Chapter 6

      Service Transition Support Services

      Release Planning and Packaging

      Service Deployment and Decommission

      Site Preparation Support

      Service Validation and Testing Support

      Training Support

      Organizational Change Support

      Knowledge Management

      Chapter 7

      Service Design and Build Services

      Operational Planning and Consulting

      Solution Planning and Development

      Development Support Operations

      Capacity Management

      Availability Management

      Service Continuity Management

      Website Support

      Chapter 8

      Strategy and Control Services

      IT Service Strategy Support

      Architecture Management and Research

      IT Financial Management

      IT Project Management

      Change Control

      Configuration and Asset Management

      Lease and License Management

      Access and Security Management

      Service Audit and Reporting

      IT Workforce Management

      Procurement Support

      Process Management

      Supplier Relationship Management

      Chapter 9

      Hosting and Cloud Support Services

      Basic Support Service

      Infrastructure As A Service (IAAS)

      Platform As A Service (PAAS)

      Application As A Service (AAAS)

      Software As A Service (SAAS)

      Network As A Service (NAAS)

      Security As A Service

      Storage As A Service

      Equipment As A Service

      Secure Controlled Infrastructure Facility (SCIF)

      Chapter 10

      IT Business Facing Services

      Desktop Support

      Data Warehousing and Business Intelligence

      Internet Telephony Service

      Email and Messaging

      Service Introduction

      Other IT Business Services

      Chapter 11

      Governing Services

      Service Governance Considerations

      Service Governance Roles

      Service Governance Process

      Service Governance Information Flow

      Chapter 12

      Service Implementation

      General Implementation Considerations

      Detailed Service Implementation Plan

      About the Author

      Other books by Randy A. Steinberg:

      Implementing ITSM

      From Silos To Services—Transforming The IT Organization To An IT Service Management Valued Partner

      Trafford Press ISBN: 978-1-4907-1958-0

      Measuring ITSM

      Measuring, Reporting, and Modeling the IT Service Management Metrics that Matter Most to IT Senior Executives

      Trafford Press ISBN: 978-1-4907-1945-0

      Architecting ITSM

      A Reference Of Configuration Items and Building Blocks For A Comprehensive IT Service Management Infrastructure

      Trafford Press ISBN: 978-1-4907-1957-3

      Once Upon A Time . . .

      . . . a large bank had one of the best IT departments in the world. They employed the smartest technologists who could build or fix anything. They put together the most reliable network. They had some of the best servers, error free applications, amazing storage networks and an internet support system that was the envy of all other companies.

      One day, the king (actually the new CEO) of the bank began to question how IT actually served the bank. He simply asked: What is it we are getting for all this money that we spend on our networks, our servers, our smart technologists and our error free applications?

      IT scratched their heads for a while. Of course, the new CEO misunderstands us they pondered. He doesn’t realize how complex our operation is, how hard our people work or how well IT does at keeping everything running. They decided to send their best and wisest technologist to talk to the CEO to explain this value in simple terms.

      The new CEO was not satisfied with the IT response.

      I need to know how IT contributes to our bottom line.

      Frustration rose among both IT and the new CEO. To break the stalemate, the wise technologist suddenly remembered. Of course, he said, one of the things IT delivers is an online banking service that all the account holders in the land can use to check on their account balances, transfer money and pay their bills. Of course! said the CEO, This is what brings customers to our bank instead of our competitors. How much do we spend on this service? The wise technologist had no ready answer. I’ll go find out he said.

      And find out he did. He tallied the costs for all the people that supported the online banking service. He tallied all the hardware, the software, the storage, the networking and operational costs for running the service. He came back to the CEO and proudly announced what IT was actually spending $22.8M on the service per year.

      That’s a lot of money, said the CEO. How many account holders actually use that service?

      The wise technologist pondered for a while. He thought about the 4,000 account holders that subscribed to the service. I guess this comes to $5,700 per year for each account holder.

      The CEO was not happy. Our people tell me that the average account holder holds deposits of $1,800. You mean that IT is spending $5,700 per account holder per year to maintain accounts with an average yearly balance of $1,800?

      Oh well, thought the technologist, at least we provide good availability. The network has few outages. So do the servers, the storage networks, the applications and the infrastructure. I see those reports every month.

      Turns out the customer account holders didn’t quite agree. While IT looked at the availability of each and every component in the infrastructure that provided the service, no one looked at the combined effect that all those little outages had on the customers. Suddenly, the wise technologist didn’t look quite so wise.

      Taking a service view suddenly exposed how poorly IT was really managing itself.

      This was not really a fable. This actually happened to a major retail bank in Chicago.

      Once exposed, the IT division of the bank focused on architecting their online banking service to reduce infrastructure costs. This resulted in freeing up significant amounts of working capital. It allowed the bank to considerably grow their online services at a lower per unit cost for each account holder. And this was only one of many services that IT delivered.

      None of this would have happened if IT didn’t step back to understand what services they actually deliver and how those services contribute to the bottom line of the bank.

      IT typically cannot articulate what services they provide or how these contribute to the corporate bottom line.

      Significant cost and quality issues become suddenly obvious once services are identified and a service view is taken.

      . . . and that’s why this book was written…

      Dedication

      This book is dedicated to those very hard working IT professionals, managers and executives who deserve to see their IT solutions deploy and operate day-to-day within acceptable levels of costs and risks to their company.

      Chapter

      1

      Benefits of an IT Service Approach

      Benefits of Managing By Services

      IT is at the crossroads.

      Companies can continue to manage themselves by technology silos as they have done for many years, or they can begin transitioning to an approach where IT manages itself by the services it actually delivers. This is because the business doesn’t want the technologies—it wants the services.

      If this management shift doesn’t change, then continue to expect the same continuous rise in service disruptions and labor costs. Continue to expect increases in the amount of non-discretionary spend just to keep the IT wheels running.

      Managing by silos is not wrong, just a practice that no longer works in today’s world. The pace of technology and business change is moving too fast. The number of platforms and technologies is exploding. Virtualization, mobile devices, cloud computing, new software delivery technologies are examples of events forcing radical changes to the IT delivery model.

      The services needed by the businesses today require that many disparate technologies must work together to achieve business goals. Yet, most IT organizations hide their heads in the sand by continuing to operate in technical silos—hoping that somehow, people will just do the right thing, work together and make it happen. No one is rewarded for doing so and no one is held accountable or responsible for the actual services being delivered.

      The role of IT has primarily changed—from a primary focus on engineer-and-build to a primary focus on integrating services from many providers!

      How can any IT organization succeed without an understanding of what it has to really provide? The business organization in any company wants services that provide value to the company. It does not care greatly about what technologies it is operating with. IT cannot begin to provide value that is recognized by the business until it recognizes, organizes and operates the services that the business needs.

      Senior executives in a company understand little about IT technologies and how they are supposed to operate. They do understand that IT is expensive, prone to many disruptions and usually appears to run into the same kinds of problems repeatedly.

      To Senior Management, IT represents a large non-discretionary fixed cost overhead of which about two thirds is needed just to keep the wheels running.

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