DESIGN

COORDINATION AND
SERVICE CATALOGUE
IN ITIL
LESSON 8
DESIGN COORDINATION
DESIGN COORDINATION

• The final process in the ITIL service design stage of the ITIL
Lifecycle for services is the design coordination process. It is a
useful part of service design that has been newly added in the
revised ITIL V3 edition.
• The main purpose of design coordination is to make sure that the
objectives of the design stage are fulfilled as per the requirement.
• It aims to coordinate all the service design activities, processes,
and resources.
OBJECTIVES OF DESIGN COORDINATION

• To make plans and organize all the design activities

• To produce Service Design Packages based on change requests and
service charters.
• To make sure that only the appropriate service designs are produced
and transferred to service transition as previously agreed upon.
• To manage the interfaces with service strategy and service transition
OBJECTIVES OF DESIGN COORDINATION

• To validate the uniformity in the establishment of IT services,

service management information systems, processes architectures,
metrics, and technology.
• To increase the efficiency and efficacy of the activities and
processes of service design.
• To effectively manage all the design activities across various
projects, changes, support teams, and suppliers in addition to
supervising resources and schedules.
OBJECTIVES OF DESIGN COORDINATION

• To ensure consistency in the design of the following in order to meet the

present and future needs and requirements of businesses that are always
evolving:
o Appropriate services
o Service management information systems
o Architectures o Technology
o Processes o Information
o Metrics
SCOPE OF DESIGN COORDINATION

• All design activity comes under the scope of design coordination.

• The scope of the design coordination varies from one organization
to another as each company will have different objectives, visions,
and strategies.
 Certain design efforts will be a part of a project and others will
be managed solely via the change process, without a formally
defined project.
SCOPE OF DESIGN COORDINATION

 Design coordination needs to pay maximum attention to major

changes.
 Every organization needs to properly define the level of attention
that needs to be applied to each design in design coordination.
 The interaction between the design and processes, review,
measurement, and improvement of service design also come
under the scope of the design coordination process.
VALUE OF DESIGN COORDINATION

 The design coordination process makes sure that the desired

business outcomes are provided by consistent quality solution
designs and service design protocols.
PROCESS ACTIVITIES OF DESIGN
COORDINATION

 The process activities under design coordination come under two

categories:
1. Activities that are related to the overall service design
lifecycle
stage.
2. Activities are related to each individual design.
THE STAGES OF THE
PROCESS ACTIVITIES ARE
SHOWN IN THE FLOWCHART
BELOW.
SUB-PROCESSES OF THE DESIGN
COORDINATION PROCESS
DESIGN COORDINATION SUPPORT

 The aim of this process is to manage and develop service design

resources and competencies in order to make sure that a reliable
and steady approach is implemented across all the service
transition projects.
SERVICE DESIGN PLANNING

• The aim of this process is to make detailed plans of all design

activities to ensure that all relevant topics are taken into account
during service design.
SERVICE DESIGN COORDINATION AND
MONITORING

• The aim of this process is to coordinate the design activities which

are performed by multiple service design processes and to find out
if the services which are newly implemented or changed can be
provided economically.
TECHNICAL AND ORGANIZATIONAL
SERVICE DESIGN

• The aim of this process is to find out the way in which a new
service will be provided from an IT perspective, by specifying the
technical infrastructure which needs to be created along with the
organizational changes which are required.
RISKS OF DESIGN COORDINATION

• A lack of available skill and knowledge

• An absence of involvement from the business in question
• Business priorities and requirements that are poorly defined or
not clearly mentioned.
SERVICE CATALOGUE MANAGEMENT
OVERVIEW

• Service Catalogue Management is a way of keeping the

operational service information consolidated in a catalogue.
• It helps in providing access to the authorized users for specific
services.
• In this lesson, we will learn about the various principles, values,
scope, and challenges along with the composition of service
catalogue management.
SERVICE CATALOGUE

• An ITIL Service Catalogue is a database or a structured document

with information about all live IT services including the ones which
are available for deployment.
SERVICE CATALOGUE

• The service catalogue is a part of the service portfolio and contains

information about the two types of IT services:
 Customer-facing services that are visible to the business
 Supporting services that are required by the service provider to
deliver customer-facing services.
COMPOSITION OF SERVICE CATALOGUE

• An identification label for the service

• A description of the services being provided
• The types of related service requests.
• Supporting services
• Categorization of services which allows them to
be grouped with similar services
COMPOSITION OF SERVICE CATALOGUE

• Ownership and accountability for the services

• The costs associated with the service
• The points for escalation and important
contracts
• Service Level Agreement (SLA) data
• The procedure explains everything from
requesting service to how the delivery is fulfilled
OBJECTIVE AND SCOPE OF SERVICE
CATALOGUE MANAGEMENT

• The objectives of service catalogue management are:

 To manage all the information which is present in the service
catalogue and make sure that it is precise and up to date.
 To provide consistent information on all the services which
are agreed upon.
OBJECTIVE AND SCOPE OF SERVICE
CATALOGUE MANAGEMENT

• The scope of service catalogue management is to offer and

maintain exact information on all the services which are being
transitioned or have been transitioned to the live environment.
VALUE OF SERVICE CATALOGUE
MANAGEMENT
• The following benefits are provided by service catalogue
management to the businesses implementing them:
 It provides the businesses with a precise and dependable
overall picture of the IT services which are in use, the way they
are intended to be used, the business processes which they
enable, and the service levels associated with them.
 The service catalogue acts as a centralized manager for the
requests which are made by the user.
VALUE OF SERVICE CATALOGUE
MANAGEMENT

• The following benefits are provided by service catalogue

management to the businesses implementing them:
 It facilitates self-service capabilities for the users and
improves the user experience
 It maximizes the business benefits by closely aligning the IT
services with the business strategy of the organization
PRINCIPLES AND BASIC CONCEPTS OF
SERVICE CATALOGUE MANAGEMENT
1. BUSINESS/CUSTOMER SERVICE
CATALOGUE

• It contains details of all the IT services which are being delivered

to the customers.
• It links the business units and the business processes supported
by them and provides the customer with a view of the service
catalogue.
2. TECHNICAL/SUPPORTING SERVICE
CATALOGUE

• It contains details regarding the supporting IT services delivered.

• It also has links to the customer-facing services and configuration
items along with other supporting services which require
delivery of the service.
PROCESS ACTIVITIES OF SERVICE
CATALOGUE MANAGEMENT
• The important process activities for service catalogue
management are:
 To agree and document the service definitions with all the
parties involved.
 Interface with the service portfolio management in order to
agree on the contents of the service portfolio and service
catalogue.
 To create a service catalogue and maintain it.
PROCESS ACTIVITIES OF SERVICE
CATALOGUE MANAGEMENT
• The important process activities for service catalogue
management are:
 Interface with the business and IT service continuity
management in order to understand the links which exist
between the business processes and IT services.
 To interface with service asset and configuration management
and the support teams in order to understand the
relationships among the supporting services, components and
configuration items.
PROCESS ACTIVITIES OF SERVICE
CATALOGUE MANAGEMENT

• The important process activities for service catalogue

management are:
 Interface with the business relationship management and the
service level management in order to ensure that the
information aligns properly with the business.
CHALLENGES AND RISKS OF SERVICE
CATALOGUE MANAGEMENT

• The following challenges are faced by service catalogue

management:
 Maintaining the service catalogue with the relevant business
and technical views
 Ensuring the service catalogue is up to date and consistent.
CHALLENGES AND RISKS OF SERVICE
CATALOGUE MANAGEMENT
• The following risks occur while implementing service catalogue
management:
 Inaccurate data is present in the catalogue.
 Low acceptance and usage of the service catalogue in all the
operational processes.
 Inadequate and insufficient tools and resources to maintain the
catalogue.
 Poor access to accurate data regarding change management
information and processes.