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The ITIL v3 Service Transition Toolkit Free Download

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The ITIL v3 Service Transition Toolkit Description

Implementing
Service Transition
Successful implementation of ITIL Service Transition best practices
enables IT departments to develop capabilities for transitioning new
and changed services into operations, ensuring that requirements are
effectively realized while controlling the risks of failure and
disruption.
Implementing
Service Transition in an organization when this has not existed before is only
likely if a new service provider is being established.
Therefore, the task for most service provider
organizations will be one of service improvement, a matter of assessing their
current approach to the Service Transition processes and establishing the most
effective and efficient improvements to make, prioritized according to the
business benefit that can be achieved.
Implementing new
or improved Service Transition processes will be a significant organizational
change and an introduction of improved services delivered by the service
provider.
From that context, much of the
guidance in this publication on delivering new or changed services is directly
applicable to introducing Service Transition itself.
In doing so, is in itself, a Service
Transition exercise, since it is changing the services delivered by the service
provider.
Stages of Introducing Service Transition
These stages
will match those of other services, requiring a (a)justification for the
introduction, (b)designing of the Service Transition components and then their introduction to the organization (transitioning) before they can run in normal
mode.
(a) Justifying Service Transition
Service
Transition is a key contributor to the service provider`s ability to deliver
quality services to the business.
It is
the delivery mechanism between the work of design, and the day-to-day care
delivered by operations.
However,
Service Transition processes are not always visible to customers, and this can
make financial justification difficult.
When setting up Service Transition, attention needs to be paid to ways
of quantifying and measuring the benefits, typically as a balance between
impact to the business (negative and positive) and cost (in terms of
money/staff resources) and in terms of what would be prevented by applying
resources to any specific transition, such as delivering staff resources or
delaying implementation.
Gathering of
evidence on the cost of current inadequate Service Transition is a valid and
useful exercise, addressing issues such as:
?
Cost
of failed changes
?
Extra
cost of actual transition compared with budgeted costs
?
Errors
found in live running that could have been detected during test transition.
(b) Designing Service Transition
Useful factors
to consider when designing Service Transition are:
Applicable standards and policies
Consider how
agreed policies, standards and legislation will constrain the design of Service
Transition.
Considerations might include
requirements for independence and visible accountability.
Relationships
Other internal
support services: there are many situations when Service Transition must work
together with other areas that are transitioning other elements of a business
change, such as HR, facilities management, production control, education and
training.
The processes will be designed
to facilitate these relationships.
The
aim should be to ensure that ownership for each component of the overall
service package is defined and subsequently management responsibility is clear.
Program and project management
Major transition
may be managed as programs or projects, and Service Transition will deliver
their role within the appropriate umbrella.
To ensure appropriate transition is delivered, staff will be involved in
agreeing key program and project milestones and timelines and Service
Transition should be set up to adopt this role.
To be effective,
Service Transition needs to take a broader view across projects, combining
transitions and releases to make the best use of available resources.
Internal development teams and external
suppliers
Communication
channels will need to deal with defects, risks and issues discovered during the
transition process.
Channels to both
internal teams and external suppliers will need to be identified and
maintained.
Customers/user
Communication
with customers and users is important to ensure that the transitioned service
will remain focused on current business requirements.
The requirements at actual transition may
evolve from the needs identified at design stage and communication channels
with the customer will be the source of identifying those changes.
Effective communication will benefit from an
agreed strategic stakeholder contact map.
In many circumstances this communication will be routed through service
or account management or Service Level Management, but these channels need to
be identified and designed into the Service Transition processes also.
Other stakeholders
Other
stakeholders will need to interface with Service Transition and these should be
identified for all foreseeable circumstances, including in disaster recovery
scenarios, and so liaison with ITSCM should be created for.
Other possible considerations might include:
?
IT
e.g. networks, IT security, data management
?
Outside
of IT but within the organization e.g. facilities management, HR physical
security
?
Outside
of the organization e.g. landlords, police and regulatory bodies.
Budget and resources
Funding approach
A mechanism for
controlling the funding of the transition infrastructure needs to be
established, this will need to include:
?
Testing
environments
?
SCM
and Service Knowledge Management Systems
The costing of
transition objectives needs to be an essential inclusion of design.
Often the transition options will be costed
and a business risk-based decision reached.
Resources
Similar to the
issues and options identified in the funding area, supply and control of other
resources will need to be addressed within the Service Transition such as:
? Staff
? Central
Infrastructure
Test environment
management is a major item of expenditure and a significant resource element in
many organizations.
Under
funding/resourcing can cause very expensive errors and problems in supporting
live services, and have severe detrimental effects on an organization`s overall
business capability.
Risk & Value
As with all
transitions, decisions around transitioning the transition s

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