Unit 3 chap 4 itsm
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The document discusses challenges, critical success factors, and risks related to service transition. Some of the key challenges mentioned include increasing complexity across supply chains, IT now being integrated into business processes, and managing many stakeholders impacted by service transitions. Critical success factors include matching service provision to changing business demands, continually improving quality, and integrating service transition with other lifecycle stages. Risks of service transitions include potential disruptions to existing services, additional unexpected costs, and lack of system/tool integration. The document also discusses conducting service transitions under difficult conditions such as tight timelines, limited resources, or high-risk environments.
Unit 3 chap 4 itsm
- 1. 9 Challenges, critical success factors and risks ITSM MUSTUFA SIR UNIT 3
- 2. 9.1 CHALLENGES • The complexity of services across the supply chain is increasing and this leads to challenges for any service provider that implements new services or changes existing services. • IT within e-business not only supports the primary business processes, but is part of the primary business processes. ITSM MUSTUFA SIR UNIT 3
- 3. • Enabling almost every business process and service in IT, resulting in a large customer and stakeholder group that is involved and impacted by Service Transition • Managing many contacts, interfaces and relationships through Service Transition, including a variety of different customers, users, programmes, projects, suppliers and partners • There being little harmonization and integration of the processes and disciplines that impact Service Transition, e.g. finance, engineering, human resource management • There being inherent differences among the legacy systems, new technology and human elements that result in unknown dependencies and are risky to change • Achieving a balance between maintaining a stable production environment and being responsive to the business needs for changing the services ITSM MUSTUFA SIR UNIT 3
- 4. 9.2 CRITICAL SUCCESS FACTORS • Service provision, in all organizations, needs to be matched to current and rapidly changing business demands. • The objective is to improve continually the quality of service, aligned to the business requirements, cost-effectively. ITSM MUSTUFA SIR UNIT 3
- 5. • Understanding and managing the different stakeholder perspectives that underpin effective risk management within an organization. • Maintaining the contacts and managing all the relationships during Service Transition • Integrating with the other service lifecycle stages, processes and disciplines that impact Service Transition. • Automating processes to eliminate errors and reduce the cycle time • Creating and maintaining new and updated knowledge in a form that people can find and use ITSM MUSTUFA SIR UNIT 3
- 6. 9.3 RISKS • Implementing the Service Transition practice should not be made without recognizing the potential risk to services currently in transition and those releases that are planned. ITSM MUSTUFA SIR UNIT 3
- 7. • Change in accountabilities, responsibilities and practices of existing projects that de-motivate the workforce. • Additional unplanned costs to services in transition • Knowledge sharing (as the wrong people may have access to information) • Lack of maturity and integration of systems and tools resulting in people ‘blaming’ technology for other shortcomings • Poor integration between the processes – causing process isolation and a silo approach to delivering ITSM ITSM MUSTUFA SIR UNIT 3
- 8. 9.4 SERVICE TRANSITION UNDER DIFFICULT CONDITIONS • In some circumstances, Service Transitions will be required under atypical or difficult conditions, such as: • Short timescale • Restricted finances • Restricted resource availability – not enough people or lack of test environments, inadequate tools etc. • Absence of anticipated skills sets • Internal political difficulty, staff disincentives, such as: – Redundancy/outsourcing or similar threats – Difficult corporate culture of confrontational management style – Internal rivalries and competitiveness • External difficulties such as weather, political instability, post-disaster, legislation. ITSM MUSTUFA SIR UNIT 3
- 9. 9.4.1 When speed is more important than accuracy or smoothness • In time critical situations, implementation of a new or changed service may be more important than a degree of disruption. • A need to know the absolute cut off date/time that Service Transition must deliver by – too often either ‘safety margins’ are built in meaning a product is delivered early that could have been improved. • Deciding which components of the transitioned service must be available at the cut-off date, and which could be added later. • How separable are the components and what are the dependencies? What elements might be required although not initially on the ‘essentials’ list? ITSM MUSTUFA SIR UNIT 3
- 10. • What actually happens if you fail? Again, honesty is often the best policy here. Consider: – Business impact – Money – Lives – Political embarrassment – Reputation. ITSM MUSTUFA SIR UNIT 3
- 11. • Understanding crisis management can be very helpful in coping and especially understanding that the rules for crisis management are different from those for everyday management. – Rule 1: Don’t panic. – Rule 2: A good crisis manager makes decisions instantly and acts on them. If they later turn out to have been correct, so much the better, but speed is often more important than efficiency in a crisis situation. ITSM MUSTUFA SIR UNIT 3
- 12. 9.4.2 Restricted resources • When resources are in short supply, a key aspect here is deciding what to measure and sticking to that decision and the framework for delivery, e.g.: – What is the important parameter – speed, or low cost or whatever? And knowing that will be the measure of importance afterwards, e.g. no blame for it being expensive when the understanding was ‘get it in by 3 p.m. whatever the cost’. – Establish an applicable hierarchy of measures – speed – money – full functionality etc. with some subordinate ones having absolute limits, e.g. as quickly as possible, but not more that £12,500; or as cheaply as possible but must be in by 30 September. This requires involving budget holders, business decision makers etc. to ensure the correct parameters are built in. ITSM MUSTUFA SIR UNIT 3
- 13. 9.4.3 Safety critical services and high risk environments • Ever-increasingly, IT services directly support or actually deliver services on which lives depend, such as hospital services, emergency services call-taking, flood control and aircraft ‘fly-by-wire’. • Extra security and foolproof approaches are required, with features such as: • Appropriate documentation, which is essential and often includes counter-signatures and extra checks on stage approval; however, excessive documentation can be counter-productive; high risk can often be found in conjunction with time-restricted situations (e.g. emergency services coordination) meaning careful balancing of safety and speed is required. ITSM MUSTUFA SIR UNIT 3
- 14. 9.4.4 Working with difficult customers • Of course there is no such thing as a bad customer, really, but often there are customers who are unclear of their role as a customer and so act in a way that prevents rather than supports successful implementation. Examples include customers who: – Feel the need to get too involved in the detail of how things are done, instead of judging by the service delivered – Are not able to deliver the decisions and choose options to suit their business needs ITSM MUSTUFA SIR UNIT 3
- 15. Reference ITSM MUSTUFA SIR UNIT 3