T-Systems Service Delivery

Service Management SI
SM-Book.
Uwe Vollrath.
Service Management.
SM Book

 SM Book 2.0 is available via

Intranet
 SM Book 3.0 is available in
German

Additional:
Templates, Tools,
Descriptions, Guidelines
Process Profiles in Qbase
For Transition: AMbition®
Book is released and
published in QBase
2
Service Management.
Service Design
ITILv3 Prozesse • Service Catalogue Management
• Service Level Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management

Service Operation Service Transition

ITIL •Transition Planning & Support
•Event Management
•Change Management
•Incident Management •Service Asset & Config Mgmt
•Request Fulfilment •Release & Deployment Mgmt
•Service Validation & Testing
•Problem Management
•Change Evaluation
•Access Management •Knowledge Management
Service Strategy Continual Service Improvement

•7-Step Improvement Process

•Service Strategy (Strategy Generation)
•Service Portfolio Management •Service Measurement
•Financial Management •Service Reporting
•Demand Management

3
Service Management.
Aufbau SM-Book

Service Management (SM) Book

Service Management Prozesse der SI im Detail

Service Service Service Service
RUN SAP
Strategy Design Transition Operation
•Service Strategy •Service Catalogue •Transition Planning •Event Managment •Remote
Process Mgt and Support •Incident Supportability
•Service Portfolio •Service Portfolio •Change Management •Solution
Mgt Mgt Management •Request Fulfillment Documentation
•Risk Management •Capacity •Service Asset and •Problem •…
•Demand Management Configuration Mgt Management •Service Desk
Management •Availability Mgt •Release and •Access •…
•Financial Mgt •IT Service Deployment Mgt Management •System
Continuity •Service Validation •Function: Service Administration
Management and Testing Desk •System Monitoring
•Information •Evaluation
Security •Knowledge
Management Managment
•Supplier

Continual Service Improvement

Management

4
 Service
Design

Service Management ServiceITIL

Operation
Service
Service
Transiti
CSI
Strategy

Service Design
• Service Catalogue Management
• Service Level Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Supplier Management

The principles and processes applied in the Service Design phase of the service lifecycle
provide the link between the processes of Service Strategy and Service Operations (i.e. the
Service Strategy encoded in Service Design is effectively realized in Service Operations).
Design and development of SI Application Management Services (AMS) and SI Service
Management (SM) processes are governed by the principles and processes described in this
chapter.

Service Design not only focuses on the design and development of new services but also
comprises:
Implementation of changes and improvements in order to preserve or increase added value
created
by the services throughout their lifecycle; Assurance of service continuity; Attainment of
agreed service level targets; Fulfillment of regulatory requirements

Autor / Thema der Präsentation Datum 5

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Transiti
The purpose of SI Service Catalogue
Service CSI
Service Catalogue Management
Management (SCM) is to provide a Strategy
single,
consistent source of information on all SI Application
Management Services (AMS) agreed with customers. Information is provided in the form of a
catalogue that is available to all members of the SI community approved to access it. SI SCM
is responsible for producing and maintaining the service catalogue and must ensure that all
services (AMS) currently in operation or available for deployment are properly described in
the catalogue. However, no services are described that form part of planning or
modernization.
Input and Trigger What is to be done? Results
 Service portfolio (AMS  Agree and document  SI Service Catalogue
offering) the service element Management (SCM)
 New or changed service definition and the provides a complete
portfolio requirements costs documentation of all
standard service
 Business information  Coordination with elements comprised in
regarding Service Service Delivery, the service portfolio
Strategy design and Portfolio and FC (AMS offering) and
setup/alignment of the Management offers the possibility to
service organization calculate the costs
 Development and
 Financial budget as well rollout of the service incurred by these
as outcomes of risk and standard service
catalog
business impact elements. The Standard
analyzes  Regular coordination Service Catalogue AMS
 New or changed with service level SI (SSC AMS SI) lists
services management, support and describes all
teams and suppliers standard service
 Configuration
Management (i.e. elements of the service
Autor / Thema der Präsentation Datum
portfolio (AMS offering) 6
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Service Catalogue Management Strategy

Tools and
Roles What could fail?
Resources
Standard Service Responsable: The SCM process requires close,
Catalogue Service Manager coordinated work with Portfolio
Cost-benefit Management, FC Management
Service Level and Delivery. This helps with the
analysis Manager standardization of the service
SET catalog on the basis of the service
portfolio and enables a
cost/benefit ratio of economies of
scale.

Factors for success

The key factors for success in the
service catalog management
process are:
Accuracy of the service catalog
Users’ awareness of the services
provided
Employees’ awareness of the
technology that supports the
services
Autor / Thema der Präsentation Datum 7
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Service Catalogue Management Strategy

Customer Service
Catalogue
The graphic shows
the standard
service elements
available to choose
from when
producing a
custom-tailored
CSC.

Autor / Thema der Präsentation Datum 8

 Service
Design

Service Management - Service Design

The Capacity Management process is responsible for ensuring
ServiceITIL
Operation
Service
Service
Transiti
CSI
Capacity
that Management the capacity needed
Strategy

to satisfy customers’ current and future business demands is

provided in a cost effective and timely manner. Attention for Capacity Management is a
critical success factor in the design phase of a service as Capacity Management matches
capacity and resources to the customer requirements identified during the Service Strategy
phase. Due to the ongoing industrialization of service delivery in general and AMS delivery in
particular, toady’s service providers often shoulder the entire risk associated with the
demand-driven delivery of service and the optimum utilization of internal and external
resources.
Input and Trigger What is to do? Result
 new additional  Determine future  Plan showing the
services customer needs deployment of
 new software releases  Monitor, analyze and resources
(e.g. SAP) fine-tune service  Availability and
 Functional provision and prepare Capacity Plan
enhancement ( report  Capacity report
 Change of agreed
 Efficient deployment  Recommendation to
service level targets control for the Service Level
resources and skills Management
 Rise in incident rates used (internal and
 Customer makes external staff)
changes to the budget
 Personnel
restructuring on the
part of the service
providers
Autor / Thema der Präsentation Datum 11
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Capacity Management Strategy

Tools and
Tools und Hilfsmittel Roles What could fail?
Resources
Miles+ Responsable:  Important information
Kapazitätsplanung Capacity Planner, concerning the customer
Capacity business (e.g. organizational
Manager changes, etc.) has been
neglected.
 Changes and new releases are
Consulted and handed over uncoordinated and
informed: without transfer of the
Capacity Planner appropriate knowledge.
 Lack of knowledge concerning
current and future technologies
 Coordination problems in the
sourcing processes (no or only
incomplete OLAs)

Autor / Thema der Präsentation Datum 12

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Capacity Management Strategy

Customer
* Post Implementation Review Report
information flow from Capacity Management
information flow from other processes to Request
Capacity Management Fulfilment

Capacity
Report Service Level
Management
Availability
Availability Report
Management

Service Level Service Capacity

Level Speci- Info regard-
Management
fication Management ing potential Problem
problems Management
IT Service Con- Service
tinuity Mgmt. Continuity
Concept
Request for
Change Change
Management

PIRR*

13
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Capacity Management Strategy

Tuning

New requirements, Implementation Analysis

forecasts
Monitoring

Resource
SLM
utilisation
exception
exception
Resource reports
SLM reports
Utilisation
Thresholds
Thresholds Capacity
Management
Database

SLM Service Level Management

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 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Capacity Management Strategy

Resource Mgt.
process
The following inputs
are required for
efficient
management and
precise planning of
resources and skills:
 Employee availability
 Employee
qualifications

Autor / Thema der Präsentation Datum 15

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Capacity Management Strategy

Autor / Thema der Präsentation Datum 16

 Service
Design

Service Management - Service Design

The goal of Availability Management
ServiceITIL
Operation
Service
Service
Transiti
CSI
Availability
(AVM) Management
is to ensure that levels of availability needed
Strategy

to satisfy customers’ current and future business demands are

provided at a justifiable cost. In other words, Availability Management (AVM) must make sure
that procedures, roles and tools required to fulfill agreed service level targets are available
when needed. Main responsibility of AVM is to define, analyze, plan and measure the levels
of availability of a service and its constituent components. Furthermore, AVM is responsible
for providing and maintaining levels of service availability that fulfill agreed service level
targets and thus customer expectations.
Input and Trigger What is to be done? Result
 Business Strategy  Analyze availability  Availability Plan
 Business Impact requirements and  Design criteria
prepare plan including in respect of
 Risk Analysis
 Agree availability emergency operation
 Service informationen planning internally
from SLA
 Availability Report
and with the
 Customer spezifik customer
 Review updated Risk
Service Catalogue Analysis
 Ensure that future
 Unavailabilities and modifications are
 Availability test
downtimes taken into account schedule
 Report of actual through changes and
availability releases

Autor / Thema der Präsentation Datum 17

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Availability Management Strategy

Tools and
Tools und Hilfsmittel Roles What could fail?
Resources
Availability Plan Responsable: Ohne eine Ausprägung des
REM Availability Availability Managements und
Manager entsprechende vorbeugende
Risikoanalyse Maßnahmen kann es z. B.:
 zu Engpässen bei erforderlichen
Consulted and Ressourcen und Skills und in der
informed: Folge
Availability  zu Verzögerungen bei der
Designer Fehlerbeseitigung sowie bei der
Auslieferung dringender CR’s
kommen.
 Verfügbarkeits-Probleme können
auch dadurch entstehen, dass
die Business Anforderungen
beim Design des Services nicht
in vollem Umfang bekannt
waren bzw. berücksichtigt
wurden und unterschiedliche
Liefereinheiten keine
abgestimmte Vorgehensweise
Autor /vereinbart haben.
Thema der Präsentation Datum 18
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Availability Management Strategy

Customer
Availability
Implementa-
tion Plan Customer Valid Perfor-
Order mance Commercial Order
Sales Commercial Order
(Contract) Data Management
Management Management
Bid Order

Delivery Release & Deploy-

Order Service Level
ment Management
Management
Service Design* & Availability
Operations Report
Engineering Processes Management Perfor-
Operations Moni- mance
Start Info Data
information flow from Availability
ICT policies toring & Reporting
Management SLA from (Systems
information flow from other & standards Contract productive)
Request for
processes to Availabilty
Availability Problem
Management Change (incl.
AIP) Problems Management
Non- Request for
Standard Change Implemented Change
Service Level Speci- AIP/AVP * Change
Management
Management fication Management
Delivery
Data /
Events Change
Result
IT Service Continuity Availability
Mgmt.
Availability Management ICT policies
Accepted
Plan Service Design* Change
& standards

Plan Build Run

* Capacity, Information Security Risk Management
AIP Availability Implementation Plan
AVP Availability Plan

19
 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
IT Service Continuity Management Strategy

Autor / Thema der Präsentation Datum 22

 Service
Design

Service Management - Service Design

The aim of Supplier Management is to control all internal and
ServiceITIL
Operation
Service
Service
Transiti
CSI
Supplier
external Management suppliers
Strategy

contracted by T-Systems (i.e. in its role of service provider and

general contractor) to participate in the delivery of a service. Usually, there are several
internal and external suppliers contracted to participate in the delivery of a service. Internal
suppliers are e.g. organizations of T-Systems such as ICTO (hardware operations) or
nearshore and offshore PoPs (Points of Production). External suppliers are e.g. standard
software manufacturers such as SAP or Oracle, strategic partners such as Cognizant
(offshore partner) or external manpower suppliers (freelancer purchasing).
Input and Trigger What is to be done? Result
 Service Delivery  Clear definition of the  Supplier questionnaire
Model requirements  improvement
 Contracts  Supplier understands measures
 Ausphasen oder his commitment to  conclude OLAs with
austauschen von the service provider internal delivery units
Lieferanten  Supplier understands and UPCs with
 Freigabe von the processes external delivery units
Rechnungen  Ensuring that any
 Leistungsbedarf modifications are
monitored via the
 Reviews change management
 Supplier Assessment process
 Partner- and  Monitoring of
Framecontracts suppliers

Autor / Thema der Präsentation Datum 25

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Supplier Management Strategy

Tools and
Roles What could fail?
Resources
 Supplier Responsable:  The supplier cannot deliver to
Assessment Supplier Manager contract
 Portal Supplier  Longer order period
Management  customer involved too late in
Consulted and
informed: the case of offshore
SRM-Admin, Risk
 omissions in the contract
Manager  inadequate transition
Procurement,  omissions in data protection
Supplier, Group
Business
 changes not agreed with the
Security supplier
 lack of criteria for service
acceptance

al
ems.telekom.de/cms/tsi-d/de/unternehmen/prozesse/prozessmgmt/templateId=renderInternalPage/id=

Autor / Thema der Präsentation Datum 26

 Service
Design

Service Management - Service Design ServiceITIL

Operation
Service
Service
Transiti
CSI
Supplier Management Strategy

Supplier Management

Supplier Fin. Risk

Pre- Supplier Supplier Supplier Financial
Supplier Evaluation Man.
Qualification Qualification Development Risk Management
(Deconstruc-tion)

The goal is to The purpose of the The goal is to The goal is to Supplier financial Financial Risk
ensure basic qualification is to determine the enhance the risk management Management is
requirements for a update and review supplier's determined must minimise expected to
business the supplier performance. supplier’s potential financial minimise financial
relationship have information on a performance. damages from damages resulting
been met for a new regular basis ongoing obligations from pending
supplier before regarding expertise, (e.g., penalties, liabilities (e.g.,
entering a business portfolio, and warranties, SLA) punitive damages,
relationship. economic status. with third-party warranty, SLA) with
vendors for external suppliers
T-Systems. for T-Systems.

Autor / Thema der Präsentation Datum 27