A good perspective by John Rowell, OpSource on steps required to build Software As A Service Offerings. The steps that he has recommended are :
- Discovery of business requirements, objectives and guidelines
- Designate the Operations Team
- Conceive and Design Scalable Infrastructure and Services
- Determining Bandwidth requirements and selecting hosting facility
- Procuring Infrastructure components
- Deploying SAAS delivery infrastructure
- Implementing DR and BCP
- Integrate monitoring solution
- Establish NOC, Client Call Center and Ticketing system
- Design and manage SLAs
- Document and manage the solution
Read the detailed white-paper here.
Click here for a detailed case study by Noel Scott, discussing co-existence of Prince2 and ITIL Frameworks to achieve business requirements
Glenn O’Donell writes in his blog on ComputerWorldUK. Please click here to read more…
Taken from Pink Elephant’s blog…
Service Strategy – 4 processes
1. Strategy Generation
2. Financial management
3. Demand management
4. Service Portfolio management
Service Design – 7 processes
1. Service Catalog Management
2. Service Level Management
3. Availability Management
4. Capacity Management
5. It service Continuity Management
6. Information Security Management
7. Supplier Management
Service Transition – 7 processes
1. Transition Planning and Support
2. Change Management
3. Service Asset and Configuration Management
4. Release and Deployment Management
5. Service Validation and Testing
7. Knowledge Management
Service Operation – 5 processes
1. Event Management
2. Incident Management
3. Request Fulfillment
4. Problem Management
5. Access Management
Continual service improvement – 3 processes
1. The 7 improvement process
2. Service Measurement
3. Service Reporting
According to Mark Schouls, the three processes that IT Service Management starts with are Change Management, Configuration Management and Release Management.
Release Management – Proper release management, which defines the process of building and releasing software, results in a greater success rate in the provisioning of software and hardware to the business, and perhaps more importantly, results in a perceived improvement in the quality of service. Bringing consistency and documented processes to software and hardware releases minimizes downtime, reduces support costs, improves resource utilization and increases confidence across all levels of management.
Configuration Management – Enacting configuration management processes gives organizations a single view of all corporate assets, including their dependencies and interrelationships. Having one federated repository as a point of reference ensures accuracy and eliminates time-consuming duplication of efforts.
Change Management – Codifying change management practices helps organizations better align IT services to business requirements. With rigid processes in place, they eliminate rogue changes, thereby reducing risk and improving user productivity. To undertake change management initiatives, businesses must first accurately assess risk, understand the impact due to any change, analyze resource requirements and make adjustments to align resources as required. At that point they can enact a formal method for approving changes.
Read more of this article on ITSMwatch here.
I would also put Incident Management in this list. IT has to exist in the organization in some form or the other right from the start. Incident Management is one of the key bridges between the IT and its users. It gives a first hand information about the issues which are being faced by the users and would be a key driver for a lot of changes that would be done to restore services.
Two beautifully written articles on Saas and ITSM
1. SaaS and ITSM – a Marriage Made in Acronym Heaven? by Stephen Mann
This article does not dive down into the complexity of SaaS-variants such as SaaS 1.0, 2.0, and 3.0, or the single-tenancy versus multi-tenancy debate, or terminology such as Hybrid SaaS. It does, however, assume a perspective that views enterprise interest in SaaS-delivered ITSM solutions in the context of replacing already deployed on-premise ITSM applications – a viewpoint that is also used by many vendors to calculate the Return On Investment. Moving from on-premise Product A to SaaS Product B rather than determining the underlying benefits an organisation would realise from utilising their technology to support ITSM processes and procedures.
2. SaaS 3.0 And ITSM, Match Made In Heaven!! by Chris Dancy
The second article is a wonderful overview of Saas, its evolution, maturity levels related to SaaS and its associated with ITSM.
Must read articles both of them!
Basic! yes! very! But don’t be surprised if there are people who have been managing these processes and still do not completely understand these relationships.
This diagram however cannot be termed complete and there is a lot that can be added to it. Will write about the process relationships in detail in the next few posts!