1 Hour Online Training

IT Service Operation
Overview

Mansyur
[email protected]
http://mansyur.net
08118228991
Mansyur
• SMK Negeri 1 Rangkasbitung
• S1 Universitas Indraprasta PGRI, Jakarta
• S2 STMIK Eresha, Jakarta
• Chief Operational Officer
PT Brainmatics Cipta Informatika
• Project Manager dan Enterprise Architect
PT IlmuKomputerCom Braindevs Sistema
• Industrial IT Certifications: TOGAF 9 Certified ,
ITIL® 4 Foundation Certificate in IT Service Management, RapidMiner
Professional Certified, COBIT 2019 Foundation
• Project Manager: Pengembangan Aplikasi di BPPT, Portal and eLearning
Jasa Raharja, Knowledge Management System Minamas, Kiat Guru (TNP2K),
Trademarks Registration (PWP)
• Enterprise Architecture Consultant: KPK, RistekDikti, INSW, LIPI, DJPK,
Pertamina EP

2
Content

Key Concepts of Service

1 Management

The Four Dimensions of Service

2 Management

3 The ITIL Service Value System

3
1. Key Concepts of Service
Management
2.1 Concept of Service Management
2.2 Introduction to ITIL
2.3 Value and Value Co-Creation
2.4 Organizations, Service Providers, Service Consumers, and Other Stakeholders
2.5 Products and Services
2.6 Service Relationships
2.7 Value: Outcomes, Costs, and Risks

4
 IT Life Cycle

Enterprise
Architecture
Analysis Support
Business Need

IT Service
Planning Development Design Operate Operational Optimize

Implemen-
Change
tation
 Program/Proyek tidak
Tingginya biaya operasional
selaras dengan tujuan
layanan TI namun kepuasan
dan strategi organisasi
pelanggan rendah

Redundansi dan tidak

Kinerja Layanan TI tidak
standardnya produk
Diukur menyebabkan
atau layanan TI
kebijakan pengelolaan
menyebabkan tidak
layanan tidak optimal
efisiennya investasi IT

Pengelolaan
Tumbuhnya organisasi, infrastruktur IT
pengelolaan organisasi, tidak terkendali dan
produk dan layanan tidak sesuai kebutuhan
menjadi kompleks

6
Concept of Service Management

Service management is a set of

specialized organizational capabilities for
enabling value for customers in the form
of services

(AXELOS, 2019)

7
Concept of IT Service Management

IT service management (ITSM) is a

concept that enables an organization to
maximize business value from the use of
information technology

(AXELOS, 2019)

8
 Introduction to ITIL
• What is ITIL®?
• A set of publications for good practices in IT service Management
• ITIL is not a standard that has to be followed; it is guidance and
used to create value for the service provider and its customers
• Why ITIL®?
• Focuses on descriptive guidance on IT Service Management that’s
easily adapted
• ITIL is the most widely recognized framework for ITSM in the world
• ITIL® Goals
• Consistent, comprehensive, hygienic set of Best-Practice guidance
• Platform independent discussion of processes
• Common Language, Standardized vocabulary
• Flexible framework, adaptable to different IT environments

9
The Evolution of ITIL
• 42 core books • Lifecycle-based
• 1 book per process/ ITIL 2 approach
function • 5 books: Service
• First intro to process Strategy, Design, ITIL 4
based management Transition, Operation
• Independent process and CSI
focused • 26 processes
• Service lifecycle-focused
Mid 80’s 2007-2011

2000 2019
• Merged into 9 core • Service Value System
books approach
• Service Support and • 34 practices
Service Delivery • Leverages lean and Agile
ITIL 1 • Interdependent methods
process-focused • Guiding principles
ITIL 3 • Velue-chain delivery
focused
About ITIL 4
• ITIL has led the ITSM industry with guidance, training, and
certification programmes for more than 30 years
• ITIL 4 brings ITIL up to date by re-shaping much of the
established ITSM practices in the wider context of customer
experience, value streams, and digital transformation, as
well as embracing new ways of working, such as Lean, Agile,
and DevOps
• ITIL 4 provides the guidance organizations need to address
new service management challenges and utilize the
potential of modern technology
• It is designed to ensure a flexible, coordinated and
integrated system for the effective governance and
management of IT-enabled services

11
 Pizza as a Service
Traditional Infrastructure Platform Software
On-Premises as a Service as a Service as a Service
(On Prem) (IaaS) (PaaS) (SaaS)
Dining Table Dining Table Dining Table Dining Table

Soda Soda Soda Soda

Electric / Gas Electric / Gas Electric / Gas Electric / Gas

Oven Oven Oven Oven

Fire Fire Fire Fire

Pizza Dough Pizza Dough Pizza Dough Pizza Dough

Tomato Sauce Tomato Sauce Tomato Sauce Tomato Sauce

Toppings Toppings Toppings Toppings

Cheese Cheese Cheese Cheese

Made at home Take & Bake Pizza Delivered Dined Out

(Kerrison, 2019) You Manage Vendor Manages

 IaaS vs PaaS vs SaaS

On-Premises IaaS PaaS SaaS

Infrastructure as a Service Platform as a Service Softwere as a Service

Applications Applications Applications Applications

Data Data Data Data

Runtime Runtime Runtime Runtime

Middleware Middleware Middleware Middleware

O/S O/S O/S O/S

Virtualization Virtualization Virtualization Virtualization

Servers Servers Servers Servers

Storage Storage Storage Storage

Networking Networking Networking Networking

(Kerrison, 2019) You Manage Other Manages

Example of IaaS vs PaaS vs SaaS

IaaS PaaS SaaS

Infrastructure as a Service Platform as a Service Softwere as a Service

14
ITIL v3

15
 The Structure and Benefits of the ITIL 4 Framework

The key components of the ITIL 4 framework are the ITIL

Service Value System (SVS) and the Four Dimensions Model

Service Value System (SVS) Four Dimensions Model

16
 What’s New in ITIL 4?
ITIL 4 ITIL 3 Notes
1. General management practices
Architecture -/- • ITIL V3 includes an introduction to enterprise
architecture management ini the service
Management
strategy publication
Continual improvement The seven-step improvement • Continual improvement in ITIL4 is about
process ongoing improvement of the organization's
services, practices and all other elements
required for the provision of services.
• In ITIL V3, Continual service improvement (CSI)
is the fifth stage of the service lifecycle. The
ITIL V3 CSI publication describes CSI principles,
methods and techniques and specifies one CSI
process: The "seven-step improvement
process".
• ITIL4 advises that organizations use a continual
improvement register (CRI) to manage their
improvement ideas. This corresponds to the
CSI register used in ITIL V3, and also to the
service improvement plan (SIP).
Information security • Information security • One aspect of this ITIL4 practice is identity and
management access management, which corresponds to the
• Access management ITIL V3 process of access management.
Knowledge management Knowledge management • -/-
17
 ITIL 3 vs ITIL 4
ITIL 4 ITIL 3 Notes
Measurement and • -/- • ITIL V3 does not define a measurement
reporting and reporting process, but measurement
and reporting are key activities in several
ITIL V3 processes, such as service level
management and the seven-step
improvement process.
Organizational change • -/- • Organizational change management
management (OCM) is a set of management techniques
and capabilities rather than a process.
• OCM addresses the human side of
changes and is different from the ITIL V3
process of change management (which
aims to minimize risk from changes to the
operating environment).

Portfolio management • Service portfolio • The ITIL4 practice of portfolio

management management refers to various types of
• Business relationship portfolios, such as services, projects, and
management 18
customers.
Evaluate, Direct
and Monitor

ISO/IEC 38502(E)

ISO/IEC 31000(E)
Align, Plan and

SFIA6
Organize
Build, Acquire and
Implement

ISO/IEC 27001(E)
ISO/IEC 27002(E)

ISO/IEC 27004(E)
Other IT
Standards ISO/IEC 27005(E)
and
ISO/IEC 25010(E)
Deliver, Service

ISO/IEC 20000(E)
Guidance
and Support

Monitor, Evaluate
and Assess

19
Relationship of Process Control Frameworks

20
ITIL 4 Certification Schema

https://www.axelos.com/itil-update
21
What is Value?
• The perceived benefits, usefulness, and importance
of something
• Subject to the perception of the stakeholders,
whether they be the customers or consumers of a
service, or part of the service provider
organization(s)

22
Value Co-Creation
• The provider delivers the service and the consumer receives
value; the consumer plays no role in the creation of value
for themselves
• The organizations recognize that value is co-created through
an active collaboration between providers and consumers,
as well as other organizations that are part of the relevant
service relationships
• Providers should no longer attempt to work in isolation to
define what will be of value to their customers and users

23
 Stakeholders in Service Management
Stakeholder Definition Example
Organizations A person or a group of people that has its own A company, an institution or an
functions with responsibilities, authorities, individual
and relationships to achieve its objectives

Service Provider An organization that takes up the role of An airline that provides air
creating and delivering services transportation services
Service Consumers Service consumer is a generic role that is used A business that buys and uses
to simplify the definition and description of internet services from an ISP
the structure of service relationships:
• Customer A person who defines the
requirements for a service and takes
• responsibility for the outcomes of service
consumption
• User A person who uses services
• Sponsor A person who authorizes budget
for service consumption

Other Stakeholders A key focus of service management, and of organization, partners and
ITIL, is the way that organizations cocreate suppliers, investors and
value with their consumers through service shareholders, government
relationships organizations such as regulators,
and social groups
24
25
 Examples of Value for Different Types of
Stakeholder
Stakeholder Example of value for stakeholder

Service consumers Benefits achieved; costs and risks optimized

Funding from the consumer; business development;

Service provider image improvement

Financial and non-financial incentives; career and

Service provider employees professional development; sense of purpose

Employment; taxes; organizations’ contribution to

Society and community the development of the community

Financial and non-financial contributions from other

Charity organizations organizations

Financial benefits, such as dividends; sense of

Shareholders assurance and stability
26
Products and Services
• Services a means of enabling value co-creation by
facilitating outcomes that customers want to
achieve, without the customer having to manage
specific costs and risks
• Product a configuration of an organization’s
resources designed to offer value for a consumer

27
Service Offerings
• Service providers present their services to consumers in the
form of service offerings, which describe one or more
services based on one or more products.
• Service offering is a formal description of one or more
services, designed to address the needs of a target
consumer group. A service offering may include goods,
access to resources, and service actions.

28
Service Offerings
• Goods to be supplied to a consumer (for example, a
mobile phone). Goods are supposed to be transferred
from the provider to the consumer, with the consumer
taking the responsibility for their future use
• Access to resources granted or licensed to a consumer
under agreed terms and conditions (for example, to the
mobile network, or to the network storage). The
resources remain under the provider’s control and can
be accessed by the consumer only during the agreed
service consumption period
• Service actions performed to address a consumer’s
needs (for example, user support). These actions are
performed by the service provider according to the
agreement with the consumer.

29
Component Description Examples

Supplied to the consumer

Goods Ownership is transferred to the consumer

Consumer takes responsibility for future use

Ownership is not transferred to the

consumer
Access is granted or licensed to the
consumer under agreed terms and
Access to
conditions
resources
The consumer can only access the
resources during the agreed consumption
period and according to other agreed
service terms
Performed by the service provider to address a
consumer’s needs
Service
actions Performed according to an agreement with the
consumer
30
Service Relationships
• Service relationships are established between two or more
organizations to co-create value
• organizations will take on the roles of service providers or
service consumers
• The two roles are not mutually exclusive, and organizations
typically both provide and consume a number of services at
any given time

Organization A Organization B Organization C Organization D

31
Anatomy of a Service
Service Relationship
A direct first class flight from New York City to London

Service Offering
All flights and options from New York City to London

Goods Access to Resources Service Actions

Products
Passenger transportation, cargo transportation

Resources
Aircrafts, airport infrastructure, crew and ground personnel, IT systems, partners services

32
 Outcomes, Costs, and Risks
Term Definition

Output Output a tangible or intangible deliverable of an activity

Outcomes Outcome a result for a stakeholder enabled by one or more outputs

• The amount of money spent on a specific activity or resource

• Costs removed from the consumer by the service (a part of the value
Cost proposition)
• Costs imposed on the consumer by the service (the costs of service
consumption)
• A possible event that could cause harm or loss, or make it more difficult to
achieve objectives
• Risks removed from a consumer by the service (part of the value proposition)
• Risks imposed on a consumer by the service (risks of service consumption)
• Actively participating in the definition of the requirements of the service and
Risk
the clarification of its required outcomes
• Clearly communicating the critical success factors (CSFs) and constraints that
apply to the service
• Ensuring the provider has access to the necessary resources of the consumer
throughout the service relationship
33
What is Utility and Warranty?

Utility Warranty
• Utility The functionality • Warranty Assurance that a
offered by a product or product or service will meet
agreed requirements
service to meet a particular
need • Warranty can be summarized
as ‘how the service performs’
• Utility can be summarized and can be used to determine
as ‘what the service does’ whether a service is ‘fit for
use’
and can be used to
determine whether a • Warranty typically
service is ‘fit for purpose’ addresses such areas as
the availability of the
service, its capacity,
levels of security and
continuity

34
2. The Four Dimensions of
Service Management

35
 PESTLE Table Analysis

P E
Political Economic
S
Social
T
Technological
L
Legal
E
Environmental
- Government - Economic - Population - Technology - Discrimination - Weather
policy growth growth rate incentives laws - Climate
- Political - Exchange rates - Age - Level of - Antirust laws - Environmental
stability - Interest rates distribution innovation - Employment policies
- Coruption - Inflation rates - Career - Automation laws - Climate change
- Foreign trade - Disposable attitudes - R&D activity - Consumer - Pressures from
policy income - Safety - Technological protection laws NGO’s
- Tax policy - Unemployment emphasis change - Copyright and
- Labour law rates - Health - Technological patent laws
- Trade conscious-ness awareness - Health and
restriction - Lifestyle safety laws
attitudes
- Cultural
barriers
 Information &
Organization Technology
& People
Political Economical
factors factors

Environmental Social
factors
4 DIMENSION
PESTLE
PESTLE factors
Value

Value stream
Partner & Legal & processes
Technological
Suppliers factors factors
The Four Dimensions of Service Management

38
3. The ITIL Service Value
System
4.1 Service Value System Overview 4.5 Service Value Chain
4.2 Opportunity, Demand, and Value 4.6 Continual Improvement
4.3 The ITIL Guiding Principles 4.7 Practices
4.4 Governance

39
 The Service Value System
Governance The means by which Guiding principles Recommendations
an organization is directed and that can guide an organization in all
controlled circumstances, regardless of changes
in its goals, strategies, type of work,
or management structure

Service value chain a set of

Continual improvement a
interconnected activities that
recurring organizational activity
an organization performs to
performed at all levels to
deliver a valuable product or
Practices Sets of organizational ensure that an organization’s
service to its consumers and
resources designed for performing performance continually meets
to facilitate value realization
work or accomplishing an objective stakeholders’ expectations

40
Opportunity, Demand, and Value
• Opportunity and demand trigger activities
within the ITIL SVS, and these activities lead to
the creation of value
• Opportunity represents options or possibilities
to add value for stakeholders or otherwise
improve the organization
• There may not be demand for these
opportunities yet, but they can still trigger work
within the system
• Organizations should prioritize new or changed
services with opportunities for improvement to
ensure their resources are correctly allocated

41
 The ITIL Guiding Principles

Progress Iteratively Collaborate and

Focus on Value Start Where You Are
with Feedback Promote Visibility

Think and Work Keep it Simple Optimize

Holisticaly And Practical & Automate

42
Governance
• Very organization is directed by a governing
body, i.e. a person or group of people who
are accountable at the highest level for the
performance and compliance of the
organization
• The governing body may be a board of
directors or executive managers who take on
a separate governance role when they are
performing governance activities
• The governing body is accountable for the
organization’s compliance with policies and
any external regulations

43
Service Value Chain
• The central element of the SVS is the service value chain, an
operating model which outlines the key activities required
to respond to demand and facilitate value realization
through the creation and management of products and
services
• The six value chain activities are:
1. Plan
2. Improve
3. Engage
4. Design and transition
5. Obtain/build
6. Deliver and support
• Each activity transforms inputs into outputs
• These inputs can be demand from outside the value chain
or outputs of other activities
• value stream is a series of steps an organization undertakes
to create and deliver products and services to consumers

44
Service Value Chain

Service Value System Service Value Chain Value Stream

45
Service Value

3
5
1
6
4

46
Service Value Chain

4
1
3 5

47
Service Value Stream

48
Service Value Stream

49
Continual Improvement
• Continual improvement takes place in all
areas of the organization and at all levels,
from strategic to operational
• To maximize the effectiveness of services,
should keep continual improvement in mind,
and should always be looking for
opportunities to improve
• The continual improvement model applies to
the SVS in its entirety, as well as to all of the
organization’s products, services, service
components, and relationships
50
 Practices
General Management Service Management
Information Capacity and
Architecture Continual Availability Business
Security Performance
Management Improvement Management Analysis
Management Management

Organizational Monitoring
Measurement Portfolio Incident IT Asset
Change and Event
and Reporting Management Management Management
Management Management

Service Service Service

Relationship Risk Release
Financial Catalogue Configuration
Management Management Management
Management Management Management
v
Workforce and
Knowledge Supplier Service Level
Talent Service Design Service Desk
Management Management Management
Management

Service
Project Strategy Problem
Validation and Change Control
Management Management Management
Testing

Technical Management Service Service

Continuity Request
Infrastructure Software Management Management
Deployment
and Platform Development and
Management
Management Management
@brainmatics.id facebook.com/Brainmatics.id @brainmatics_id

PT Brainmatics Cipta Informatika

Menara Bidakara, Suite 0205 Jl. Gatot Subroto Kav. 71-73 Jakarta 12870
Phone: +62283793383, 83793384, 83793260, 83793261
https://brainmatics.com [email protected]