Service-Level Agreement Review

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tehagfehyr1

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Southern New Hampshire University

Description

The first learning activity allows you to apply knowledge gained regarding IT service-level agreements. You will review a sample IT SLA document and write a 1– 2-page paper in response to guiding questions.

Using the example draft document Navy Military Network ITSM Plan PDF, review the format and structure of the plan. You do not have to read the document content for the purpose of this assignment. Include the following:

Discuss your initial impression of the document.

Discuss why a document revision section is important (page iv: Document Control)

In each of the sections 2.x–7.x, there is a repetitive format for subsections. Discuss why a repetitive structure format is important for an ITSM plan (examples of repetition are sections 2.2.1 through 2.2.8, 2.3.1 through 2.3.8, 4.2.1 through 4.2.8, etc.). 

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IT 261 Learning Activities Guidelines and Rubric All learning activities are designed to allow you to apply the ITSM topics learned to realistic situations. Detailed instructions for each learning activity are listed in each respective module. General summaries of activities follow: Learning Activity 1 (Module Two): Short Paper: Service-Level Agreement Review The first learning activity allows you to apply knowledge gained regarding IT service-level agreements. You will review a sample IT SLA document and write a 1– 2-page paper in response to guiding questions. Learning Activity 2 (Module Three): ITSM Metrics Program The second learning activity allows you to use your learned knowledge of ITSM metrics to create your own design. Be sure to review the complete set of instructions in the Learning Activity 2 document. Learning Activity 3 (Module Four): Short Paper: Process Assessment The third learning activity allows you to select a business process with which you are familiar to assess. You will write a 1- to 2-page paper in response to guiding questions. Learning Activity 4 (Module Six): Process Map or Quality Analysis The fourth learning activity allows you to apply knowledge gained regarding IT process mapping. You will create a process map or quality analysis according to specified guidelines. Rubric Guidelines for Submission: Learning activity assignments must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch margins, and discipline-appropriate citations. Critical Elements Main Elements Inquiry and Analysis Writing (Mechanics/Citations) Exemplary (100%) Includes all of the main elements and requirements of the activity Provides thorough and in-depth responses that demonstrate complete understanding of relevant ITSM concepts No errors related to specified organization, spelling, grammar, style, and citations when appropriate Proficient (85%) Includes most of the main elements and requirements of the activity Provides responses that demonstrate some understanding of relevant ITSM concepts Minor errors related to specified organization, spelling, grammar, style, and citations when appropriate Needs Improvement (55%) Includes some of the main elements and requirements of the activity Provides responses that demonstrate minimal understanding of relevant ITSM concepts Some errors related to specified organization, spelling, grammar, style, and citations when appropriate Not Evident (0%) Does not include any of the main elements and requirements of the activity Does not provide responses that demonstrate understanding of relevant ITSM concepts Major errors related to specified organization, spelling, grammar, style, and citations when appropriate Earned Total Value 45 45 10 100% ITSM Process Interface Document A Document of High Level ITSM Process Designs for the NGEN Program Prepared by ITSM COE April 23, 2009 This page intentionally left blank. NGEN ITSM Process Interface Document Executive Summary This NGEN ITSM Process Interface Document (PID) contains IT Service Management (ITSM) process specifications designed to integrate NGEN objectives with the ITIL v3 framework. It defines the ITSM approach for NGEN that aligns with the selected sourcing model. Information in this document will provide inputs for the NGEN Statement of Work (SOW) and will serve as the reference document for NGEN process design teams tasked with scoping and refining ITSM processes down to the C-Level as described in figure 1 below. In this document, all but a few processes are described using a high level process model (flow chart), key seams and interfaces, roles and performance metrics and notes about tool interfaces. Level A Level B Level C Level D • • DON Leadership DON Policy, DOD Governance • • • SPO, PM and Operational Leadership SOW/RFP Requirements Process Interface Document • • Sub-process Activities and Procedures Service Delivery and Governance Roles & Responsibilities • • • Business Rule Governance Terms & Conditions Operations Handbook Figure 1 Process Design Pyramid iii NGEN ITSM Process Interface Document Document Control This page provides details on the document file name and location, and its control information. File Information File Name and https://portal.peoeis.navy.mil/sites/itsm/Document%20Library/Forms/AllItems.aspx?RootFolde r=%2fsites%2fitsm%2fDocument%20Library%2fProcesses%20and%20Procedures%2f000%20 Location Process%20Interfaces Document Information 2.3 Version Original Author Status See Revision History Archive Released by NGEN Reference Date Released Refer to cover page Group Change Revision History Version Date Author 0.01-0.23 To 03/06/2009 Multiple Various Refer to the appendix on Revision History Archive for details on the development of this PID. Note that an early PID v1.1 was reversioned to 0.09. 0.3 03/16/2009 Multiple ITSM COE Revision of Service Transition and CSI Revision of Service Operations Revision of Service Design Revision of Service Strategy 2.0 04/1/2009 Courtney Francis Ashley Amjad ITSM COE Consolidation of v0.3 documents, improved CSFs and KPIs, seam tables. Due to earlier discrepancies of versioning, 1.x has been bypassed. 2.1 4/15/09 Courtney L. Francis ITSM COE Inserted NGEN Specifications table. Removed assumptions 2.2 4/23/09 Courtney L. Francis Scott Hales ITSM COE Updated Executive Summary and Introduction. Posted copy to Portal 2.3 4/24/09 Courtney L. Francis Scott Hales ITSM Further revised language in the Executive Summary and Intro. 2.4 5/18/2009 Courtney L. Francis Scott Hales ITSM Released to SEI IPT for WBS effort. iv NGEN ITSM Process Interface Document Document Approval This is the sign-off page approving the document and authorizing its release. SE&I IPT Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date NGEN FITT Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date Name, Title, Program Date v NGEN ITSM Process Interface Document Table of Contents 1 Introduction .............................................................................................................. 1 1.1 Purpose of Document ...................................................................................................................... 1 1.2 Objectives ........................................................................................................................................ 1 1.3 Scope ............................................................................................................................................... 1 1.4 References ....................................................................................................................................... 4 1.5 Assumptions ..................................................................................................................................... 4 1.6 Risks................................................................................................................................................. 4 2 Service Strategy ....................................................................................................... 5 2.1 Strategy Generation ......................................................................................................................... 5 2.2 Demand Management...................................................................................................................... 6 2.3 Service Portfolio Management ....................................................................................................... 11 2.4 Financial Management ................................................................................................................... 19 3 Service Design ....................................................................................................... 28 3.1 Service Catalog Management ........................................................................................................ 28 3.2 Service Level Management ........................................................................................................... 37 3.3 Capacity Management ................................................................................................................... 45 3.4 Availability Management ................................................................................................................ 55 3.5 Information Security Management ................................................................................................. 64 3.6 IT Service Continuity Management ................................................................................................ 71 3.7 Supplier Management .................................................................................................................... 80 4 Service Transition .................................................................................................. 89 4.1 Knowledge Management ............................................................................................................... 89 4.2 Evaluation ...................................................................................................................................... 96 4.3 Service Validation and Testing .................................................................................................... 104 4.4 Transition Planning and Support.................................................................................................. 110 4.5 Release and Deployment Management....................................................................................... 117 4.6 Service Asset and Configuration Management ........................................................................... 128 4.7 Change Management................................................................................................................... 140 5 Service Operations .............................................................................................. 149 5.1 Request Fulfillment ...................................................................................................................... 149 5.2 Event Management ...................................................................................................................... 160 5.3 Access Management.................................................................................................................... 167 5.4 Incident Management................................................................................................................... 173 5.5 Problem Management .................................................................................................................. 184 vi NGEN ITSM Process Interface Document 6 Continual Service Improvement ......................................................................... 196 6.1 7-Step Improvement Process ...................................................................................................... 196 6.2 Service Measurement .................................................................................................................. 204 6.3 Service Reporting......................................................................................................................... 205 7 IT Service Management Functions ..................................................................... 206 7.1 Service Desk ................................................................................................................................ 206 7.2 Technical Management ................................................................................................................ 208 7.3 IT Operations Management ......................................................................................................... 210 7.4 Application Management.............................................................................................................. 211 Appendix A Revision History Archive ................................................................. 213 Appendix B Abbreviations ................................................................................... 219 vii NGEN ITSM Process Interface Document 1 Introduction 1.1 Purpose of Document The main purpose of this Process Interface Document (PID) is to serve as an information document for the Information Technology Service Management (ITSM) process contract requirements in the NGEN Statement of Work (SOW) and Request for Proposal (RFP). It also becomes the foundational information and starting point for NGEN’s process design teams who will be architecting what the procedures, roles and technology the Government will need to ensure standard ITSM operations across the NGEN enterprise. 1.2 Objectives The objectives of this PID are to: • Document NGEN IT Service Management (ITSM) process specifications to support the NGEN Statement of Work (SOW) and Request for Proposal (RFP) • Provide ITSM specifications that serve as a starting point for NGEN’s ITSM Processes Development teams. This information represents what is defined as the B Level details in the Process Design Pyramid (see figure 1 above) 1.3 Scope Originally chartered by the NGEN Service Specification (SS) team to address Service Provider seam issues, the ITM Center of Excellence team has developed this document to serve as the reference document for process design teams tasked with scoping and refining processes to an operational level. The PID is based on the ITIL V3 framework and provides high level process flows, sub-process descriptions, roles and responsibilities, and process specifications critical to the NGEN service model. This PID references the five ITIL volumes and the NGEN Requirements document. This document is organized under the headings: Service Strategy, Service Design, Service Transition, Service Operations and Continual Service Improvement, as illustrated below. Page 1 NGEN ITSM Process Interface Document IT Operations Management Function Knowledge Mgmt. Supplier Management Evaluation Application Mgmt. Function Technical Mgmt Function Service Catalog Mgmt. Service Validation & Testing Information Security Management Transition Planning & Support Strategy Generation IT Service Continuity Management Release and Deployment Mgmt. Demand Management Capacity Management Service Portfolio Mgmt Availability Mgmt. Service Asset and Configuration Mgmt. Problem Management Financial Management Service Level Mgmt. Change Management Incident Management Service Strategy Service Design Service Transition Service Desk Function Request Fulfillment Event Management Access Management Service Operations Continual Service Improvement Figure 2 ITSM Processes and Functions Service Strategy provides guidance on the design, development, and implementation of service management at a strategic level and is composed of processes for: Service Portfolio Management, Service Financial Management and Demand Management. Service Design translates strategic plans and objectives, developed in Service Strategy and creates designs and specifications for execution through Service Transition and Service Operation. Process areas covered under Service Design include: Service Catalog Management, Service Level Management, Capacity Management, Availability Management, Information Security Management, IT Service Continuity Management, and Supplier Management. Service Transition takes the output of the Service Design and develops and improves capabilities for transitioning new and changed services into operation. Process areas covered under Service Transition include: Change Management, Service Asset & Configuration Management, Release & Deployment Management, Transition Planning & Support, Service Validation & Testing, Evaluation, and Knowledge Management. Service Operation is the realization of the Service Strategy and Service Design and focuses on delivering and maintaining services day to day. Process areas under Service Operation include: Incident Management, Problem Management, Access Management, Event Management, and Request Fulfillment. Underlying each process is Continual Service Improvement as well as several ITIL functions, namely IT Operations Management, Application Management, Technical Management, and the Service Desk. These sections apply across the entire ITSM Lifecycle. Roles and Responsibilities are generally grouped under the following headings, although other roles may be included in a given process: Page 2 NGEN ITSM Process Interface Document • Process Owner is the strategic role accountable for achieving standardized and repeatable process performance. There is only ONE Enterprise owner for each process. • Process Manager is the tactical role that performs cross-segment coordination and runs the day-to-day, end-to-end implementation of a process. There is only ONE Enterprise Manager for each process. • Service Provider Lead is the operational role that coordinates activities and supervises resources in the performance of process activities within their segment. There is only ONE Lead for each process within each segment. Governance The following table lists the four primary activities responsible for governing each of the ITSM processes, including the key roles described above and their authority in terms of RACI (Responsible, Accountable, Consulted, Informed). Governance Establish Process Standards Process Performance Management Continual Process Required ITSM Process Specification Process Owner Process Manager Service Provider Lead Sponsor / Lead process design to ensure that the process, tools, and policies are fit for purpose and meets the needs of all stakeholders (enterprise wide, including segment/service providers) AR R CI Ensure that all NGEN stakeholders (enterprise wide) who are responsible for performing process procedures understand and are capable of performing their role in the process AR R R Provide training and support for customers/users and providers/suppliers on the proper use of ITSM procedures and tools A R R Interface with line management, ensuring that the process receives the necessary staff resources. AR R R Define the Key Performance Indicators (KPI) to evaluate the effectiveness and efficiency of the process AR R CI Generate reports on KPI reflecting overall performance management AR R I Review KPIs and take action required to established required levels or process performance (process adoption and adherence) AR R CI Address any issues with the running of the process AR R CI Improve the effectiveness and efficiency of the process through process modifications AR R CI Page 3 NGEN ITSM Process Interface Document Improvement 1.4 Review any proposed enhancements or improvements to the process AR R CI Provide input to the ongoing Service Improvement Plan AR R R Negotiate with segment / service providers on process improvements (contract modifications) AR CI I References NGEN Requirements Document, Version 2.0, March 2008. NGEN Network Operations (NetOps) Concept of Operations (CONOPS), April 2008 NGEN ITSM COE Charter, October 2008. ITIL Service Strategy, Office of Government Commerce, TSO: 2007. ITIL Service Design, Office of Government Commerce, TSO: 2007. ITIL Service Transition, Office of Government Commerce, TSO: 2007. ITIL Service Operations, Office of Government Commerce, TSO: 2007. ITIL Continual Service Improvement, Office of Government Commerce, TSO: 2007. 1.5 Assumptions The process flows described in this document are meant to be high-level models depicting the essential sequence of sub-processes to avoid potentially complex variations. The models are baseline guides that will be used for further process development. The full authority matrix of each process has not been determined to date. This involves establishing the groups, functions and roles accountable and responsible for the processes and sub-processes. There are still charters and strategies under development that could affect this document. Service Level Management The scope of this document does not include the development of Service Level Agreements (SLAs). The SLAs will be defined in the Key Performance Parameters (KPPs), Key Service Attributes (KSAs) and Key Performance Indicators (KPIs) for each service (See NGEN Block 1 Increment 1 Service Specification). 1.6 Risks To date, a list of risks relating to ITSM strategy have been identified and formally elevated to Leadership which could have an impact on the NGEN initiative and, to a lesser extent, this document. Page 4 NGEN ITSM Process Interface Document 2 Service Strategy Service Strategy focuses on the principles underpinning the practice of Service Level Management that are useful for developing service management policies, guidelines and processes across the ITIL Service Lifecycle. Key areas in this volume are: Strategy Generation, Demand Management, Financial Management and Service Portfolio Management. 2.1 Strategy Generation 2.1.1 Process Overview The Strategy Generation process provides strategic planning guidance on how to design, develop, and implement IT Service Management as a strategic organizational asset. Strategy Generation is a conceptual process that helps guide an organization towards achieving better alignment between business needs and IT services, and the development and optimal utilization of IT resources and capabilities. Key Objectives of the Strategy Generation process are: • Determining what service to offer and to whom • Identifying how value can be created for the customer as well as how to capture it for the organization’s stakeholders • Providing financial visibility and control over value creation • Defining service quality • Choosing from among alternatives the best path to improved service quality • Allocating resources efficiently across the Service Portfolio Strategy Generation is a conceptual process that utilizes information and performance measurement results from all areas of the organization, including all of the ITIL processes and functional areas, as well as business unit performance. The overarching goal of this process is to achieve optimal alignment between business needs and IT services. Note that the ITIL process of Strategy Generation is intended to provide IT service management guidance for senior business and IT executives to incorporate into the organization’s overall strategic planning process. There is no formal ITIL process model for developing an organization’s strategy, as widely divergent models exist depending on the vision, culture, and size of the organization, as well as the industry(s) in which the organization operates. However, Strategy Generation is intended to be considered as best practice guidance in helping an organization achieves the following two prominent goals of the ITIL v3 framework: • Congruity between business needs and IT services (Business & IT Alignment) • Optimization of the organization’s portfolio of IT investments (Service Portfolio optimization) The following known tool interfaces requirements should be considered during further development of the process: Page 5 NGEN ITSM Process Interface Document • Service Knowledge Management System (SKMS) • Financial Management System (ERP, etc.). 2.2 Demand Management 2.2.1 Process Overview Demand Management is the set of activities utilized to understand and influence customer demand for services and guide the provision of capacity to meet these demands. This process is primarily responsible for synchronizing consumption (demand) with the capacity (supply) of IT resources. At a strategic level Demand Management can involve analysis of patterns of business activity and user profiles. At a tactical level it can involve use of differential charging and other incentives to encourage customers to use IT Services at less busy times. Key Objectives of Demand Management are: • Identification, analysis, and codification of Patterns of Business Activities (PBA). • Organizing services into Core and Supporting packages • Packaging services based on demand • Planning and providing system capacity and availability. • Monitoring and reporting system performance • Modeling and forecasting system performance Demand Management is a critical aspect of service management and is tightly coupled with Capacity Management. Demand Management seeks to optimize the use of capacity (and minimize cost of capacity provisioning) by proactively managing customer utilization of IT services by shifting peak workloads to less utilized times, servers or places. In summary, Demand Management comprises two primary activities (demand analysis and demand shaping): • Demand Analysis: Identification and analysis of Patterns of Business Activity (PBA) and user profiles that generate demand. • Demand Shaping: Utilizing techniques to influence and manage demand in such a way that excess capacity is reduced but the business and customer requirements are still satisfied. Demand management works in close collaboration with Capacity Management, Service Portfolio Management, and Financial Management. Page 6 NGEN ITSM Process Interface Document 2.2.2 High Level Process Model The following diagram illustrates the high level process model. Functional Owner: Process Number: Version: Last Updated: DEMAND MANAGEMENT 1.0 Evaluate Demand Requirements Service Portfolio 2.0 Value and Classify Business Demands Financial Management 3.0 Consolidated Business Demand Patterns and Forecasts Availability Management 1.0 Initiation of Availability Planning Process 4.0 Forecast Service Demand 5.0 Identify and Plan Demand Management Initiatives 1.0 Initiation of Capacity Mgmt THEN 11.0 Modify Update Capacity Mgmt Capacity Management Plan 6.0 Assess and Report Demand Management Outcomes Service Portfolio 7.0 CSP (Includes one or more SLPs) 1.0 NGEN Service Strategy Process Closure Service Knowledge Management System(SKMS) 7. Implement Corrective Actions 6. Present and Use the information. Configuration Management System (CMS) Actionable Service Catalog Service Portfolio CSI ITIL 7 Step Process 5. Analyze the data. 1. Define what you should measure. 2. Define what you can measure. 3. Gather the data. 4. Process the data. Figure 3 Demand Management Model Page 7 NGEN ITSM Process Interface Document 2.2.3 High Level Process Descriptions The sub-processes of the high level process model are described at a high level. Number Sub-process Description 1.0 Evaluate Demand Requirements Evaluate patterns of the end-user behaviors and relate those patterns to synchronize the consumption (demand) with the capacity (supply) of IT resources. 2.0 Value & Classify Business Demands Define a value-driven classification scheme for NGEN demands and establish a set of criteria based on criticality or other predetermined criteria. 3.0 Consolidate Business Demand Patterns of Forecasts Collect NGEN demand patterns and forecast demand. 4.0 Forecast Service Demand Produce detailed demand forecasts to be utilized in capacity planning. 5.0 Identify and Plan Demand Management Initiatives Identify service demand patterns. 6.0 Assess & Report Demand Management Outcomes Baseline service demand patterns. 7.0 CSP (include one or more SLP) Analyze service demand. Present the Core Service Package (CSP) to describe in detail the core service that may be shared by tow or more Service Level Packages (SLP). 2.2.4 Seam Management Authority Matrix The term seam refers to a connection or interaction between one or more organizations. It could be an interaction between Government (DON) organizations, Government (DON) to IT Service Provider, or IT Service Provider to IT Service Provider. The seam analysis helps to identify the processes, people and technology required to coordinate end to end management of IT Services. The following table provides key seam descriptions. Seam Seam Descriptions TBD The following tables identify key process activities and where possible, associate the required ITSM process specifications with seams and key roles. Page 8 NGEN ITSM Process Interface Document Seam Required ITSM Process Specification NGEN will have a single source of record for all Demand Management artifacts (i.e. forecasts, Core Services Packages.) The authority matrix below identifies process activities that can be associated with key roles and/or process seams. These relationships are documented in terms of RACI (Responsible, Accountable, Consulted, and Informed). This table does NOT represent a RACI mapping to the organization or sub-processes. Seam Required ITSM Process Specification Process Owner Process Manager (Enterprise Demand Manager) Service Provider Lead Business Relationship Manager Establish a clear value-driven classification scheme for business demands (e.g. mission critical, operational and discretionary demand.) CI AR R R Baseline service demand patterns to identify significant changes in demand. CI AR R R Forecast patterns of business activity based on location, volume, frequency, and duration. CI AR R R Identify opportunities to optimize demand (reduce spikes in demands and incentives to mold the PBA). CI AR R R Produce a Core Service Package (which may consist of two or more Service Level Packages) for new services after the introduction of a new service or a material change in demand. CI AR R R 2.2.5 Process Interfaces Any process is triggered by an event or activity and associated artifact(s), and produces an output which typically feeds into another process. Interfaces This process has a key relationship or dependency with the following ITSM processes: • Strategy Generation • Service Portfolio Management Page 9 NGEN ITSM Process Interface Document • Financial Management • Capacity Management • Supplier Management • Service Level Management Inputs Consider the inputs to the process: • Analysis of patterns of business activity and user profiles Outputs Consider the outputs from the process: • Demand plan. 2.2.6 Roles The following roles have been identified with the process. Roles Description Demand Management Process Owner The strategic role accountable for the Process. Demand Management Process Manager (Enterprise Demand Manager) The tactical role that performs cross-segment coordination by analyzing the demand for services for all Customer groups (represented by Business Relationship Managers) and producing demand policies consisting of Core Service Packages (including SLPs) to optimally shape demand with the overall enterprise capacity investment. Business Relationship Manager The customer advocate that communicates the forecasted demand and service level package requirements (utility and warranty) required by their Customer for each Service. 2.2.7 Performance Metrics The effectiveness and performance of the process are measured using metrics-based Key Performance Indicators (KPIs) which support high level Critical Success Factors (CSFs). The CSFs and KPIs below are examples which may or may not reflect actual Key Performance Parameters (KPPs). CSF # Critical Success Factors 1 Accurate Forecasts of Current and KPI # 1 Key Performance Indicators Percentage accuracy in predicted demand cycles Page 10 NGEN ITSM Process Interface Document 2 2.2.8 Future IT Service Demand 2 Reduction in capacity and performance related Incidents Effective Demand Management 3 Increased utilization of IT infrastructure 4 Decrease in idle capacity 5 Reduction in cost of IT service provision with stable quality levels Tools Interface Requirements The following known tool interfaces requirements should be considered during further development of the process: • Service Knowledge Management System (SKMS) • System Monitoring Tools 2.3 2.3.1 Service Portfolio Management Process Overview Service Portfolio Management is responsible for managing and optimizing the value of an organization’s complete portfolio of IT services. A Service Portfolio consists of a service provider’s ability to deliver services to specific customers and market segments. It is a dynamic method for governing investments in IT Service Management across the enterprise and managing them for long-term value. The Service Portfolio defines, measures, and manages all services according to their defined business value, expressed as: • Business Value = Utility (Fit-for-Purpose) + Warranty (Fit-for-Use). Key Objectives of Service Portfolio Management are: • Defining the inventory of services, ensuring business cases, and validating portfolio data • Maximizing portfolio value, aligning and prioritizing, and balancing supply and demand • Finalizing proposed portfolio • Authorizing services and resources • Communicating decisions, allocating resources, and chartering services The Service Portfolio includes all chartered services including new services or changes in the pipeline, active services on the catalog, and retired services: • Service Pipeline (services that have been proposed or in development). • Service Catalogue (live services or those available for deployment). • Retired Services (decommissioned services). The Service Portfolio is the tangible realization of the organization’s strategic objectives and vision for IT as prescribed by Strategy Generation, and is highly dependent on data and analysis Page 11 NGEN ITSM Process Interface Document from Demand Management and Financial Management to analyze business cases for IT services and make optimal IT investment decisions. Page 12 NGEN ITSM Process Interface Document 2.3.2 High Level Process Model The following diagram illustrates the high level process model. Functional Owner: Process Number: Version: Last Updated: SERVICE PORTFOLIO MANAGEMENT 1.0 NGEN Service Strategy Demand Management Financial Management Strategy Generation 2.0 Define Includes Preliminary Prioritization 3.0 Analyze 4.0 Business Case No 5.0 Approve? Business Relationship Manager Process Closure Yes 6.0 Portfolio Prioritization Syncs with IMS, Acq Plan 7.0 Assign Service Owner & Resources Service Catalog Mgmt 1.0 Catalog Item Add Modify or Delete Service Knowledge Management System (SKMS) 7. Implement Corrective Actions 6. Present and Use the information. Service Portfolio CSI ITIL 7 Step Process 5. Analyze the data. 1. Define what you should measure. 2. Define what you can measure. 3. Gather the data. 4. Process the data. Page 13 NGEN ITSM Process Interface Document Figure 4 Service Portfolio Management Model 2.3.3 High Level Process Descriptions The sub-processes of the high level process model are described at a high level. Number Sub-process Description 1.0 Service Strategy Determine how to design, develop, and implement Service Management for the NGEN Program. 2.0 Define Define services included in the NGEN Portfolio (inventory services, ensure business cases, and validate portfolio data, considering option space, mission imperatives, compliance, trends, intangible benefits, strategic or business fit, social responsibilities, and innovation). 3.0 Analyze Maximize portfolio value, align and prioritize, and balance supply and demand. 4.0 Business Case Long-term goals of the organization, which services are required to meet those goals, and what capabilities and resources are required for the organization to achieve those services? 5.0 Approve? Following established DoD guidelines, determine budget allocation and categorize as mission critical, growth, discretionary, non-discretionary, or core. 6.0 Portfolio Prioritization Finalize proposed portfolio by authorizing service(s) and resources. Categorize the outcomes of existing services as either: retain, replace, rationalize, re-factor, renew, or retire. 7.0 Assign Service Owner & Resources Monitor, measure, reassess, and rebalance investments. Make trade-offs as NGEN needs change. Seek an efficient portfolio with optimal levels of ROI and risk. 2.3.4 Seam Management Authority Matrix The term seam refers to a connection or interaction between one or more organizations. It could be an interaction between Government (DON) organizations, Government (DON) to IT Service Provider, or IT Service Provider to IT Service Provider. The seam analysis helps to identify the processes, people and technology required to coordinate end to end management of IT Services. The following table provides key seam descriptions. Page 14 NGEN ITSM Process Interface Document Seam Seam Descriptions TBD The following tables identify key process activities and where possible, associate activity with process seams and key roles. Seam Required ITSM Process Specification NGEN will have a single source of record for all Service Portfolio items. This tool will track Service Portfolio items from initial definition through analysis up to retirement. The Government (DON) will establish a clear definition of a request for service and verify that the request has not been previously submitted or reviewed. The Government (DON) will assign a Service Owner and appropriate resources to complete the Service Design Package. The authority matrix below identifies process activities that can be associated with key roles and/or process seams. These relationships are documented in terms of RACI (Responsible, Accountable, Consulted, and Informed). This table does NOT represent a RACI mapping to the organization or sub-processes. Seam Required ITSM Process Specification Process Owner Process Manager (Enterprise Service Portfolio Manager) Service Provider Lead Service Portfolio Management Approval Committee Service Owner Ensures that the process is fit for purpose which includes sponsorship, design, process change management and establishment and monitoring of performance metrics. A/R C/I C/I C/I C/I Performs cross segment coordination for: business case analysis, requirements, financial analysis, valuation, customer requirements, and statement of works. Ensures that the Service Portfolio is accurate and up-to-date and Process requirements are met. I A/R C C C For any new services not currently in the Service Catalog, receives and shepherds request for new services through the Service Strategy C/I A/R C C C Page 15 NGEN ITSM Process Interface Document processes. Reviews requests for new services (business cases) and approves or rejects and prioritizes new requests. C/I C/I I A/R C/I Oversees Service Design, Request for Change (RFC) process and transition. Manages the services until retirement. C/I C/I I C/I A/R Verify that a request has not been previously submitted or reviewed. C/I A/R R R R Establish clear definition of a request for service in addition to verification that the request has not been previously submitted or reviewed. CI AR R R R Build a business case for each new IT service request by documenting the risk, cost, benefit, and Return on Investment (ROI). CI AR R R R Analyze all requests to ensure that investment and portfolio decisions consider the projected values of specific projects and services. CI AR R R R Evaluate the business case for approval to be included in the Service Portfolio. CI AR R R R Prioritize approved services based on service strategy needs of the enterprise and its relative value to other portfolio items, available resources, the IMS and budget constraints. CI AR R R R Manage all IT services throughout the lifecycle until retirement and oversee activities related to Service Design, Service Transition and the Request for Change (RFC) process. CI AR R R R Ensure that requests for IT services not on the Service Catalog must go through Portfolio Management. CI AR R R R Page 16 NGEN ITSM Process Interface Document 2.3.5 Process Interfaces Any process is triggered by an event or activity and associated artifact(s), and produces an output which typically feeds into another process. Interfaces This process has a key relationship or dependency with the following ITSM processes: • Strategy Generation • Demand Management • Financial Management • Service Catalog Management • Supplier Management • Capacity Management • Service Level Management • Availability Management. Inputs Consider the inputs to the process: • Service Assets • Current services • Contract commitments • New service development • Continual process improvements on current services. Outputs Consider the outputs from the process: • Service Portfolio • Value Proposition • Business Cases • Priorities • Risks • Offerings and Packages • Cost and pricing models • Charter. Page 17 NGEN ITSM Process Interface Document 2.3.6 Roles The following roles have been identified with the process. Roles Description Service Portfolio Management Process Owner The strategic role accountable for the Process. Service Portfolio Management Process Manager The tactical role that performs cross segment coordination for: business case analysis, requirements, financial analysis, valuation, customer requirements, and statement of works. Ensures that the Service Portfolio is accurate and up-to-date and Process requirements are met. Service Owner A role that is accountable for a specific service, overseeing Service Design, Request for Change (RFC) process and transition. The Service Owner manages the service until retirement and is responsible for its continual improvement. Service Manager This role manages the development, implementation, evaluations and on-going management of new and existing products and services. Service Portfolio Approval Committee Reviews requests for new services (business cases) and approves or rejects and prioritizes new requests. Business Relationship Manager The customer advocate that communicates the forecasted demand and service level package requirements (utility and warranty) required by their Customer for each Service. 2.3.7 Performance Metrics The effectiveness and performance of the process are measured using metrics-based Key Performance Indicators (KPIs) which support high level Critical Success Factors (CSFs). The CSFs and KPIs below are examples which may or may not reflect actual Key Performance Parameters (KPPs). CSF # Critical Success Factors KPI # Key Performance Indicators 1 Optimal Portfolio of IT Investments 1 IT spend as a percentage of business revenue/net income 2 Number of business-critical IT-enabled service customer needs unmet Page 18 NGEN ITSM Process Interface Document 2 3 2.3.8 Strategically Sound Investments in IT Services (Meeting Current and Future Needs of the Business) Positive Financial Returns from IT Investments 3 Percentage total organization’s budget devoted to IT spend compared to direct competitors 4 Percentage customer satisfaction with current IT service offerings (survey results) 5 Percentage of IT spend invested in nextgeneration technologies (transform the business) 6 Percentage of IT spend invested in enhancement of existing IT services (grow the business) 7 Percentage of IT spend invested in maintaining current IT technologies/operations (run the business) 8 Percentage of IT investments resulting in realized positive NPV (net present value) 9 Percentage of IT investments that meet or exceed ROI (return on investment) targets 10 Percentage of IT investments that meet or exceed VOI (value of investment) targets Tools Interface Requirements The following known tool interfaces requirements should be considered during further development of the process: • Service Catalog/Ordering System • Service Knowledge Management System (SKMS) 2.4 Financial Management 2.4.1 Process Overview The Financial Management process provides the business and IT with the quantification (in financial terms) of the value of IT services, the value of the assets underlying the provisioning of those services, and the qualification of operational forecasting. It includes all function and processes responsible for managing an IT service provider's budgeting, accounting and charging policies and activities. Key objectives of Financial Management are: • Establishing and enforcing IT financial controls • Ensuring compliance with legal, industry, and corporate standards and procedures Page 19 NGEN ITSM Process Interface Document • Assisting IT portfolio investment decisions by providing detailed business cases as well as financial input for decision support • Effectively predicting and controlling IT budgets • Providing the enterprise with operational visibility, insight, and superior decision-making. The overriding goal of Financial Management is to provide cost effective stewardship of the IT assets and the financial resources used in providing IT services. Primarily this is to enable an organization to account fully for the financial resources consumed by the IT service provider and to attribute these costs to the services delivered to the organization’s customers. This is accomplished by the categorization, collection and analysis of accounting, contract and pricing data including the following typical cost elements: • Hardware and software license costs • Annual maintenance fees for hardware and software • Personnel resources used in the support or maintenance of a service • Utilities, data centre or other facilities charges • Taxes, capital or interest charges • Compliance costs • Transfer costs and internal charging by other business units/processes. Page 20 NGEN ITSM Process Interface Document • 2.4.2 High Level Process Model The following diagram illustrates the high level process model. Functional Owner: Process Number:
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