Unit 6 Service Operation

Service Operation
- Sumit K. Jha
www.process-consultant.blogspot.com
Contents
1. Overview
2. Key Concepts
3. IT Service Operations Mgmt.
4. Event Management
5. Incident Management
6. Request Fulfillment
7. Problem Management
8. Access Management
9. Service Desk
10. Technical Management
11. Application Management
12. IT Operations Management
13. Q & A
Sumit K. Jha www.process-consultant.blogspot.com

Overview
Click to edit Master title style
Click to edit Master subtitle style

Service Operation: Goal
To coordinate and perform activities/processes required to deliver & manage

services at agreed service levels
Day-to-day management of technology used to deliver and support services

Service Operation: Objective
Conducting, controlling and managing day-to-day operation of processes

Systematically monitoring performance, assessing metrics and collecting data

Service Operation: Value to Business
Each stage in the ITIL Service Lifecycle provides value to business
Service value is modeled in Service Strategy
Cost of the service is designed, predicted and validated in Service Design

and Service Transition
Measures for optimization are identified in CSI
Service Operation is where these plans, designs and optimizations are

executed and measured
From a customer viewpoint, Service Operation is where

actual value is seen.

Service Operation: Scope
Day-to-day management of service management processes

Event management
Incident management
Service request fulfillment
Problem management
Access management
Day-to-day management of functions or people

Service desk
Technical management
Application management
IT operations management

Key Concepts

Impact & Urgency
Impact
• A measure of business criticality
• Can be measured in terms of no. of users or systems affected
Urgency
• Required speed of resolution

Priority
Helps in determining sequence for resolution
Is based on
Impact
Urgency
Additional consideration
Complexity and scope
Availability of resources
Priority = Impact + Urgency

IT Service Operations
Click to edit MasterManagement
title style

Key Focus Areas
Function, groups, teams, departments and divisions

Achieving balance in service operation
Providing service
Involvement of operations staff in service design and transition
Managing operational health
Communication

Function, Groups, Teams, Departments & Divisions
Function: A logical concept referring to people and automated measures that

executes combination of defined processes and/or an activities
Group: Number of people who perform similar activities
Team: A more formal type of group
Department: Formal organization structures which exist to perform a specific

set of defined activities on an ongoing basis
Division: A number of departments that have been grouped together, often by

geography or product line

Achieving Balance

Achieving Balance: Internal Vs External View
©Crown Copyright 2007

Achieving Balance: Stability Vs Responsiveness

Achieving Balance: Cost Vs Quality

Achieving Balance: Reactive Vs Proactive

Providing Service
Following is important for service operation staff:

Awareness that they are there to provide service to business
Timely, professionally and courteously providing services to business
Proper training for delivering and supporting IT services
Critical Element Of Being A Proficient Service Provider: While

recruiting & training the staff, equal emphasis should be given on
competency in dealing with and managing customer relationships &
interactions besides the technical competencies.

Involvement Of Operations Staff In SD & ST
Involve Service Operation (SO) staff in Service Design and Transition; and in
Service Strategy if and when appropriate
Involvement of SO staff will enable continuity between business
requirements, technology requirements and operation
Involvement of SO staff will enable consistency and that meeting of business
and operational requirements
Involvement of SO staff in SD should also be a performance measurement
criteria

Involvement Of Operations Staff In SD & ST (Cont.)
IMPORTANCE OF EFFECTIVE SERVICE DESIGN PROCESSES

Key to achieving balance in service operation
Effective service design processes provides:
Clearly defined IT service objectives
Clearly defined IT service and operational performance criteria
Associates specifications for IT service with performance of IT infrastructure
Provides clear mapping of services and technology
Capability for modelling impact of changes in technology and business
requirements
Provides suitable model for:
Evaluating RoI
Defining strategies for reducing cost

Managing Operational Health
Determined by:
Isolating vital signs on components critical for executing VBFs
Seeking attention if the signs are outside the normal range
Requirements defined during Availability management and SLM processes
Dependent on the capability to:

Prevent incidents & problems by investing in reliable and maintainable
infrastructure
Identify faults and localize them effectively to ensure minimal impact on
the service
Often leads to development of self healing systems

Communication
Extremely critical in service operation
All communication should have:

An intended purpose or a resultant action
A clear audience
All communication should have:

Routine communication: Day-to-day operational communications
Communication between shifts
Communication in projects and related to changes
Communications related to exceptions and emergencies
Communications of strategy and design to service operations team
Communications related to training
Reporting on performance
Event Management

Event & Event Management
Event
• A change of state that has significance for management of a CI or IT service
• Alert or notification generated by any IT Service, Configuration Item, or
monitoring tool
Event Management
• The Process responsible for managing Events throughout their lifecycles
• Provided by good monitoring and control systems

Purpose, Goal & Objective
Purpose
Determine status of the infrastructure
Detect deviations from normal or expected operation
Provide the entry point for the execution of many Service Operation
processes
Goal
Monitor all events that occur anywhere in the IT infrastructure
Detect and escalate exception conditions
Determine the appropriate control action
Objective
To manage events throughout its lifecycle

Types of Monitoring Tools
Active Monitoring Tools

Polls key CIs to determine their status and availability
Generated exceptions are communicated to appropriate tool or team for action
Passive Monitoring Tools

Detects and correlates operational alerts or communications generated by CIs

Event Management Process
1 Continued next slide

Event Management Process (Cont.)
1 Continued from previous slide
2 Continued next slide

Event Management Process (Cont.)
2 Continued from previous slide

Key Activities
Event Occurrence:
Events occur continuously
All events are not detected or registered
Proper understanding of events to be detected is required
Event Notification: Information about CIs are communicated by:-
Polling: Management tool collects required data by interrogating a CI
Notification is generated by a CI when pre-defined conditions are met. This
capability has to be designed and built into the CI.
Event Detection: Generated event notification is either:-Event Filtering
Event Filtering: Used to take either of the following decision
Communication to management tool
Ignoring the event: Event is recorded in a log file on the device, but no further action
is taken

Key Activities (Cont.)
Significance of Events: Events can be categorized as:

Informational:
No action needed
Stored is a log file for a pre-defined period
Warning:
Warns of a potential threshold breach
Intervention needed as event is imminent
Exception:
Normal operation of a service or device is affected
Resolution needed
Event Correlation:
Decision on significance of an event and corresponding action to be taken
Correlation Engine: Part of management tool used to correlate an event
Business Rules: Criteria and rules used for correlation
Helps in determining level and type of business impact
Key Activities (Cont.)
Trigger: Mechanism that initiates a response in case correlation activity detects an event
Response Selection: Selection of an appropriate response out of the available options
Review Action: Reviewing significant events/exceptions to ensure appropriate resolution
Close Event:
Some events remain open till related actions are implemented
Most events are not Opened or Closed

Incident Management

Purpose & Goal
Purpose
Reduction of downtime
Alignment of IT operational activities with business priorities
Identification of service improvement opportunities
Identification of training needs
Goal
Restoration of normal service operations as quickly as possible
Minimizing the adverse impact of incidents on business operations
Provisioning of highest possible level of service quality and availability

Incident
Unplanned interruption to an IT service

Reduction in quality of IT service
Failure of a CI that has yet not affected a service

Escalation
Means for assisting timely resolution of incident
Functional Escalation
Transferring of incident from one level to another higher level of support
group
Primarily happens because of lack of skills/expertise/knowledge
Can happen when agreed time of resolution has elapsed
Hierarchical Escalation
Transferring of incident from one level to another level in the hierarchy
Means of requesting intervention by a senior (management)
Can take place at any time mostly because of unsatisfactory resolution

Incident Management Process

Incident Management Process (Cont.)

Incident Management Process (Cont.)

Key Challenges
Early detection of incidents (before any user is impacted)

Dependent on monitoring tool
Train users to use self help first

Available information on problems & known errors
Integration with:
CMS
Service Level Management process

Role: Incident Manager
Responsibilities includes
Management of support staff
Managing major incidents
Reporting
Developing, managing/maintaining and undertaking steps to improve:
Incident management process & procedures and its efficiency & effectiveness
Incident management systems

Request Fulfillment

Service Request
Request from users for any of the following:

Information
Advice
Standard change
Access to an IT service
Examples:
Password reset
Request for a document
Shifting of a PC

Purpose & Goal
Purpose
Provisioning of:
Standard services
Requested information
Goal
To provide the means for requisition and provisioning of standard services
Source and deliver required components like license, media, etc.
To provide information related to:
Availability of services
Procedure for requesting for a service
To provide general information

Request Fulfillment
Process responsible for managing the lifecycle of service requests

Provides assistance to Service Desk for the calls that are NOT an incident
Provides access to standard services and the means of requesting the same
Provides required information to customers and users

Basic Concepts
Menu Selection
Self help, shopping basket portal
Financial Approval
Is it in the budget and in line with monetary expectations?
Other Approvals
Other organizations or management approval might be necessary
Fulfillment
Did you get what you ordered?
Closure

Problem Management

Purpose
Ensuring higher availability of IT services
Enabling higher productivity of business and IT staff
Getting better workaround/fixes
Effort and cost reduction for resolving repeat incidents
Goal
Minimise adverse impact of incidents and problems on business
Prevent recurrence of incidents
Determine root cause of incidents and provide resolution for the same
Objective
Prevent problems and resulting incidents from occurring
Eliminate recurring incidents
Minimise impact of incidents that can not be prevented
Problem, Error & Known Error
Problem
A cause of one or more incidents
for which the root cause is not
known
Error
Problem for which the root cause

is known
A design flaw or malfunction
Mistake made by a person
Faulty process
Known Error
Problem which has a documented

root cause and workaround

Known Error Database (KEDB)
Database that stores knowledge about incidents and problems

Contains
Exact details of fault and symptoms for quick diagnosis
Workaround/resolution
Incident count
Should allow
Fast and accurate data retrieval
Uniqueness of data (no duplicate record)
Only Problem Manager can enter data in KEDB.

Types of Problem Management
Re-active Problem Management

Finding root cause of problems that have resulted in incidents
Pro-active Problem Management

Preventing incidents from occurring
Identification of fragile components
Trend Analysis
Analyzing past incidents
Reviewing information from other processes
Identifying trends

Problem Management Process

Problem Management Process (Cont.)

Problem Management Process (Cont.)

Role: Problem Manager
Responsibilities includes:
Liaison with:
All problem resolution groups to ensure swift resolution of problems
Suppliers, contractors, etc., to ensure that third parties fulfill their
contractual obligations for resolving problems and providing problem-
related information and data
Owner and protector of the Known Error Database
Gatekeeper for the inclusion of all Known Errors and management of search
algorithms
Formally closing all Problem records
Arranging, running, documenting, and all follow-up activities relating to Major
Problem Reviews

Access Management

Purpose
Execute the policies and actions defined in:
Security Management
Availability Management
Goal
Provide right for users to enable them to use a service or group of services
Objective
Grant access and rights to users for using a service
Provide access only to allowed areas; access restriction
Manage CIA of organization’s data and IP

Access Management
Allows users to use IT services, data, or other assets
Helps protect the CIA
Also referred to as:

Rights Management
Identity Management

Key Facts
Access Management is responsible for giving rights to user to use a service

whereas it is the responsibility of Availability Management that this access is
available at all agreed time
Technical and Application Management functions are responsible for

executing Access Management process
IT Operations Management or the Service Desk is generally responsible for

providing a single control point of coordination
Access Management can be initiated by a Service Request through the

Service Desk

Key Terminologies
Identity
Unique information about a users status within an organization
Rights
The privileges and rights that a user has to access services and information
such as document read/write privileges
Services
Typically certain “role” within a company has access and rights to a certain
portfolio of services and tools
Directory Services
Specific tool that manages access and rights for users

Key Activities
Requesting Access
Typically initiated from HR (new employee) RFC or a Service Request
Verification
Verify the user identity and rights to use a particular service
Providing Rights
Grant user access to their assigned services, according to company policies
Monitoring Identity Status
Job changes, death, resignations, can change a users status
Logging and Tracking Access
Track and report any unauthorized attempts at accessing restricted services
or information
Removing or Restricting Rights
Revoke rights due to job change, deaths, terminations, etc.

Service Desk

Service Desk
Single Point Of Contact (SPOC) between service provider and users
Handles all communication with users
Manages incidents and service requests

Points of Contact
Service Level Customer

Management
Business Goals
IT SERVICE
IT
Infrastructure
Service Desk User

Why?
Without SPOC: Without Service Desk:

Users not sure whom to contact for support SPOC for all user calls for reporting
incidents or service request
Technical team is disturbed by user calls
IT priorities aligned with that of Business

Value
Value of an effective Service Desk should not be underrated

A good Service Desk can compensate for deficiencies elsewhere in the IT
organization
A poor Service Desk can give a poor impression of an otherwise very
effective IT organization
Aim of Service Desk is to restore normal operation to the

users as soon as possible

Value (Cont.)
Creates values by:

Improved customer perception and satisfaction
Increased accessibility of IT through a SPOC
Better communication
Lowering cost of ownership; reduced negative impact on business
Increased productivity of support teams and business personnel
Better quality and quicker turnaround of customer requests
Maintaining IT’s focus on supporting Business Goals
Supporting Change Management
Efficiently using resources and technology
Enabling long-term Customer retention and satisfaction
Identifying business opportunities
Better MIS for decision support

Responsibilities
First-line User liaison

Receive calls
Record and track incidents and complaints
Keep Users informed on request status and progress
Communicate planned and short-term changes of service levels to Customers
and Users
Close incidents and confirm with the User
Conducting customer/user satisfaction surveys
Categorizing and prioritizing incidents/problems
Providing first-line investigation and diagnosis for incident resolution
Resolving service requests
Identify problems

Responsibilities (Cont.)
Updating CMS under direction and approval of Configuration Management, if

so agreed
Escalation:
Create monitoring and escalation procedures relative to the appropriate
SLA
Escalating incidents/service requests if not resolved within specified
timelines
Coordinate second-line and third-party support groups
Provide management information and recommendations for service
improvement
Highlight User training and education needs

Types of User Contact Points
Call Centre
Professionally handles large call volumes
Telesales
Help Desk
Manages, coordinates, and resolves incidents as quickly as possible
Ensures that no request is lost, forgotten, or ignored
Service Desk
Extends the range of services available with a Help Desk
Allows business processes to be integrated into the Service Management
infrastructure
Provides an interface for other ITIL activities

Service Desk Structures
Centralized
Local Virtual
Follow the Sun

Local Service Desk
Co-located within or physically close to

the user community it serves
Advantages
Aids communication where ever
language, cultural, or political
differences exist
Visible presence
Serves several time zones
Provides support to specialized
groups of users
Disadvantages
Can be inefficient
Can be expensive to staff
Centralized Service Desk
Service Desk personnel are

co-located with each other
Advantages
Reduces number of Service Desks
Can be more efficient
Can be more cost effective
Can lead to higher skill levels
Disadvantages
More difficult to support different
time zones
No (or limited) local presence
Language, cultural, and political
issues are more likely

Virtual Service Desk
Service desk personnel

Are located in different geographical or
structural locations
Appear to the users as though they are
centralized
Advantages
Work-from-home option
Outsourcing
Off-shoring
Follow-the-sun coverage
Disadvantages
More difficult to ensure consistency and
uniformity
Language, cultural, and political issues
can be difficult to address

Follow The Sun
Two or more service desks combined to provide

follow the sun service
24 hr service
Service desk personnel
Are located in different geographical or
structural locations
Work during standard day
Work in single shift
Key Advantage
Relatively lower cost
Challenges:
Need to maintain common processes,
tools, shared database
Shift handover
Language, cultural, and political issues can
be difficult to address
Well controlled escalation process
Sources Of Tickets
Human Registered Machine

Registered
Recorded
Fugitive
Increasing Potential for Automated Response
Operational
Telephone Fax Voice Mail E-Mail Browser Events
SERVICE
DESK

Considerations: Out-sourcing A Service Desk
Responsibility for the activities and services provided by the Service

Desk is NOT outsourced
MUST work effectively and efficiently with the organization’s other IT teams
and departments
End-to-end Service Management control is maintained
Common tools and processes
SLA targets
Communication
Ownership of data

Roles
Service Desk Manager

Overall responsibility for handling incidents and service requests
Escalation point for the supervisors
Take on a wider customer-services role
Report to senior managers on issues that could significantly impact the
business
Attend CAB meetings
Service Desk Analyst

Provide first-level support
Take calls
Handle incidents or service requests

Roles (Cont.)
Super User
Liaison with IT in general and the Service Desk in particular
Can filter requests and issues raised by the user community
May be involved in:
Staff training for users in their area
Providing support for minor incidents or simple request fulfillment
New releases and roll-outs
Is not a replacement for the Service Desk

Technical
title style

Technical Management
Responsible for providing technical skills/expertise to:

Support IT services
Manage IT infrastructure
in the form of:
Groups
Department
Teams
involved is managing and supporting technical infrastructure
Defines:
Roles of support groups
Required tools
Required processes
Required procedures
Roles
Custodian of technical knowledge and expertise related to managing the IT

Infrastructure
Providing guidance to IT Operations on day-to-day operational management
of technology
Provides actual resources to support the ITSM Lifecycle
ABOVE ROLES ENSURES:

Access to right type of people for managing technology
Meeting business objective
Balance between skill level, utilization and cost of resources

Objectives
Assist in planning, implementation and maintenance of stable technical

infrastructure
Objective is achieved by virtue of:

Well designed, resilient and cost-effective technical topology
Technical skills to maintain the technical infrastructure in optimum condition
Swift use of technical skills to speedily diagnose and resolve technical failures

Key Activities
Identification of technical knowledge and expertise

Documentation of skill levels
Training to enhance technical skills of resources
Designing and conducting training for users and other functions or groups
Resource hiring or contracting; procuring skills
Definition of design/architecture standards
R&D
Contribute to design and development of new/modified services
Providing capabilities/resources for modelling and workload balancing to help
in capacity and availability management
Managing vendors w.r.t technical aspects
Performance of various SO & ST processes
Definition and management of tools

Teams
Mainframe team
Server team (Unix Server, Wintel Server)
Storage team
Network Support team
Desktop team
Database team
Middleware team or department
Directory Services team

Roles
Technical Managers/Team Leads

Technical Analysts/Architects
Technical Operator

Applications
title style

Application Management
Responsible for providing skills/expertise to:

Manages applications throughout its lifecycle
Design, test and improve applications
in the form of:
Groups
Department
Teams
involved is managing and supporting technical infrastructure
• Not same as application development team

Roles
Custodian of technical knowledge and expertise related to managing

applications
Provides actual resources to support the ITSM Lifecycle
Providing guidance to IT Operations on day-to-day operational management
of applications
ABOVE ROLES ENSURES:

Access to right type of people for managing applications
Meeting business objective

Objectives
Support business processes:

Requirement gathering for applications
Functional requirements
Manageability requirements
Identifying improvement opportunities
Provide support
Assist in design and development
Objectives are achieved by virtue of:

Well designed, resilient and cost-effective applications
Availability of functional and manageability requirements to meet business
objectives
Availability of adequate skills and resources
Swift use of technical skills to speedily diagnose and resolve failures

Key Activities
Identification of knowledge and expertise

Build vs buy decision
Training to enhance technical skills of resources
Designing and conducting training for users and other functions or groups
Resource hiring or contracting; procuring skills
Definition of design/architecture standards
R&D
Contribute to design and development of new/modified services
Providing capabilities/resources for modelling and workload balancing to help
in capacity and availability management
Managing vendors w.r.t aspects related to applications
Performance of various SO processes
Driving ST processes like release and deployment

Application Lifecycle
Requirements
Design
Build
Deploy
Operate
Optimize

Roles
Application Managers/Team Leads

Application Analysts/Architects

IT Operations
title style

IT Operations Management
Performs day-to-day operational activities needed to:

Manage IT service
Support IT infrastructure
Executes ongoing activities and procedures
Sub-Functions
IT Operations Control
Facilities Management

IT Operations Control
Responsible for overseeing the execution and monitoring of operational

activities and events in the IT Infrastructure
Console Management
Job Scheduling
Backup and Restore
Print and Output management
Performance of maintenance activities

Facilities Management
Responsible for management of the physical IT environment

Data Center
Recovery sites
Power
Cooling

Roles
IT Operations Manager
Shift Leads
IT Operations Architects
IT Operators

Q&A

Quiz
Q1. For which of the following activities is the Service Desk NOT responsible?
a) Impact analysis
b) Root cause identification
c) Categorization and prioritization
d) Escalation
Q2. Which of the following situations could be a valid reasons for the Service Desk to invoke escalation
procedures?
a) An incident exceeds the downtime stipulated within a SLA
b) The business impact of an incident changes due to unforeseen circumstances
c) The number of users impacted by an incident is greater than first thought
d) A senior manager in the Customer’s organization complains about the lack of progress being made
on a particular incident
Q3. Consider the following statements:

a. The Service Desk is the daily communication point for all users. The Service Desk is responsible
for handling users’ issues related to the use of IT Services. For specific questions about particular
issues, users are referred to the IT department responsible for these issues.
b. The Service Desk rectifies all errors and re-establishes normal service after a break.
Are these statements correct?

Quiz (Cont.)
Q4. The Service Desk has handled 2317 calls this month. What would these calls include?
a) Modifications to Service Level Agreements (SLAs)
b) Notices regarding modified Configuration Items (CIs)
c) Requests to the IT organization for user support
Q5. Which of the following is NOT a Problem Management responsibility?

a) Ownership of an incident throughout its lifecycle
b) Investigation and diagnosis
c) Raising Requests for Change
d) Maintenance of a known error database
Q6. Which task is a Problem Management responsibility?

a) To coordinate all modifications to the IT infrastructure
b) To record incidents for later study
c) To approve all modifications made to the known error database
d) To identify user needs and modify the IT infrastructure based on such needs

Quiz (Cont.)
Q7. A user complains to the Service Desk that an error continually occurs when using a specific
application. This causes the connection with the network to be broken. Which ITIL process is
responsible for tracing the cause?
a. Availability Management
b. Incident Management
c. Problem Management
d. Release Management
Q8. List three major categories of centralized user contact for Service Support.
Q9. List the three Service Desk structural types.
Q10. The priority of an Incident refers to?

a) The relative importance of the Incident based on impact and urgency
b) The speed with which the Incident needs to be resolved
c) The number of staff that will be assigned to work on the Incident so that it is resolved in time
d) The escalation path that will be followed to ensure resolution of the incident

Quiz (Cont.)
Q11. Technical Management is NOT responsible for?

a) Maintenance of the technical infrastructure
b) Documenting and maintaining the technical skills required to manage and support the IT
infrastructure
c) Defining the Operational Level Agreements for the technical teams
d) Diagnosis of, and recovery from, technical failures
Q12. Which of the following BEST describes the purpose of Event Management?
a) The ability to detect events, make sense of them and determine the appropriate control action
b) The ability to implement monitoring tools
c) The ability to monitor and control the activities of technical staff
d) The ability to report on the successful delivery of services by checking the uptime of infrastructure
devices
Q13. Which of the following BEST describes a Local Service Desk structure?
a) A Service Desk that also provides onsite technical support to its users
b) A Service Desk where analysts only speak one language
c) A Service Desk that is situated in the same location as the users it serves
d) A Service Desk that could be in any physical location but uses telecommunications and IT systems
to make it appear that they are in the same location

Quiz (Answers)
Q1. b
Q2. All four
Q3. None
Q4. c
Q5. a
Q6. c
Q7. c
Q8. Call Center, Help Desk, and Service Desk
Q9. Local, Centralized, and Virtual
Q10. a
Q11. c
Q12. a
Q13. c

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Service Operation

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

To coordinate and perform activities/processes required to deliver & manage

Sumit K. Jha www.process-consultant.blogspot.com

Conducting, controlling and managing day-to-day operation of processes

Sumit K. Jha www.process-consultant.blogspot.com

Each stage in the ITIL Service Lifecycle provides value to business

Service value is modeled in Service Strategy

Cost of the service is designed, predicted and validated in Service Design

Measures for optimization are identified in CSI

Service Operation is where these plans, designs and optimizations are

From a customer viewpoint, Service Operation is where

Sumit K. Jha www.process-consultant.blogspot.com

Day-to-day management of service management processes

Day-to-day management of functions or people

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

Helps in determining sequence for resolution

Priority = Impact + Urgency

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

Function, groups, teams, departments and divisions

Sumit K. Jha www.process-consultant.blogspot.com

Function: A logical concept referring to people and automated measures that

Group: Number of people who perform similar activities

Team: A more formal type of group

Department: Formal organization structures which exist to perform a specific

Division: A number of departments that have been grouped together, often by

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

©Crown Copyright 2007

Sumit K. Jha www.process-consultant.blogspot.com

©Crown Copyright 2007

Sumit K. Jha www.process-consultant.blogspot.com

©Crown Copyright 2007

Sumit K. Jha www.process-consultant.blogspot.com

©Crown Copyright 2007

Sumit K. Jha www.process-consultant.blogspot.com

Following is important for service operation staff:

Critical Element Of Being A Proficient Service Provider: While

Sumit K. Jha www.process-consultant.blogspot.com

Sumit K. Jha www.process-consultant.blogspot.com

IMPORTANCE OF EFFECTIVE SERVICE DESIGN PROCESSES

Sumit K. Jha www.process-consultant.blogspot.com

Requirements defined during Availability management and SLM processes

Dependent on the capability to:

Often leads to development of self healing systems

Sumit K. Jha www.process-consultant.blogspot.com

Extremely critical in service operation

All communication should have:

All communication should have:

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Sumit K. Jha www.process-consultant.blogspot.com

Active Monitoring Tools

Passive Monitoring Tools

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