Building an ITIL-based Service Management Department

 
 
The Stationery Office Ltd (Verlag)
  • 1. Auflage
  • |
  • erschienen am 19. Oktober 2015
  • |
  • 114 Seiten
 
E-Book | PDF mit Adobe DRM | Systemvoraussetzungen
978-0-11-331459-1 (ISBN)
 
This book provides step-wise practical guidance to set-up an ITIL-based service management department.
  • Englisch
  • London
  • |
  • Großbritannien
978-0-11-331459-1 (9780113314591)
0113314590 (0113314590)
weitere Ausgaben werden ermittelt
  • Building an ITIL® -based Service Management Department
  • Contents
  • List of figures and tables
  • Preface
  • Acknowledgements
  • 1 A classic departmental structure
  • 1.1 THE ETERNAL ITIL TRIANGLE
  • Figure 1.1 Blend of people, processes and technology
  • 1.2 SERVICE MANAGEMENT DEPARTMENT STRUCTURE
  • 1.2.1 An ancient approach
  • Figure 1.2 Ancient Egyptian social structure
  • 1.2.2 Applying the ancient to the modern
  • Figure 1.3 Comparing ancient to modern
  • 1.2.3 Applying the ancient and modern to IT service management
  • Figure 1.4 Modern organization versus IT service management department
  • Figure 1.5 Service management department structure
  • Figure 1.6 Multi-level service desk
  • 2 Overview of a step-by-step approach
  • 2.1 WHY A STEP-BY-STEP APPROACH?
  • 2.2 THE STEPS
  • Figure 2.1 The steps to success
  • 3 Step 1 - Preparing the basics
  • 3.1 A PROJECT APPROACH
  • Figure 3.1 Repetitive step group
  • 3.2 SELECTING A PROJECT TEAM
  • 3.3 COLLATING CURRENT MATERIALS
  • 3.4 OTHER ITIL PROJECTS
  • 4 Step 2 - Defining departmental parameters
  • 4.1 CREATING A MISSION STATEMENT
  • 4.2 INTRODUCTION TO DEPARTMENTAL PARAMETERS
  • 4.2.1 Fundamental tasks
  • 4.2.2 Associated fundamental task packs
  • 4.3 CREATING THE PARAMETERS
  • Figure 4.1 Example of an associated fundamentaltask pack
  • Figure 4.2 Logical grouping of fundamental tasks
  • Figure 4.3 Example of a mission statement chart
  • 5 Step 3 - Identifying primary ITIL fundamental tasks
  • 5.1 DEFINITION OF THE PRIMARY ITIL FUNDAMENTAL TASKS
  • 5.2 IDENTIFYING THE ITIL FUNDAMENTAL TASKS
  • Figure 5.1 ITIL fundamental tasks
  • 5.3 DOCUMENTING THE ITIL FUNDAMENTAL TASKS
  • Figure 5.2 Example of fundamental task documentation
  • 6 Step 4 - Identifying non-ITIL fundamental tasks
  • 6.1 DEFINITION OF A NON-ITIL FUNDAMENTAL TASK
  • 6.2 EXAMPLES OF NON-ITIL FUNDAMENTAL TASKS
  • Figure 6.1 Non-ITIL fundamental tasks
  • Figure 6.2 ITIL and non-ITIL fundamental tasks
  • 6.3 PREPARING TO LOCATE NON-ITIL FUNDAMENTAL TASKS
  • 6.3.1 Education
  • 6.3.2 Conferences and seminars
  • 6.3.3 Industry associations and local interest groups
  • 6.3.4 ITIL publications
  • 6.3.5 Experts
  • 6.3.6 Other frameworks
  • 6.4 IDENTIFYING THE NON-ITIL FUNDAMENTAL TASKS
  • 6.5 DOCUMENTING NON-ITIL TASKS
  • Table 6.1 ITIL and non-ITIL fundamental tasks - an example
  • 7 Step 5 - Rationalizing the fundamental tasks
  • 7.1 RATING THE TASKS
  • 7.1.1 Current fundamental tasks
  • 7.1.2 Planned fundamental tasks
  • 7.1.3 Rejected fundamental tasks
  • 7.2 REVIEWING AND GRADING TASKS
  • Figure 7.1 Rationalizing the fundamental tasks
  • 7.3 REMOVING THE REJECTED FUNDAMENTAL TASKS
  • Figure 7.2 Current and planned fundamental tasks
  • 7.4 MEETING THE DEPARTMENTAL PARAMETERS
  • Figure 7.3 Current and planned fundamental tasks grouped by ratings
  • 7.4.1 Creating a comparison spreadsheet
  • Figure 7.4 Fundamental tasks and departmental parameters comparison spreadsheet
  • 7.5 DOCUMENTING THE RATIONALIZED FUNDAMENTAL TASKS
  • 8 Step 6 - Creating associatedf undamental task packs
  • 8.1 DEFINITION OF AN ASSOCIATED FUNDAMENTAL TASK PACK
  • 8.2 BENEFITS OF ASSOCIATED FUNDAMENTAL TASK PACKS
  • Figure 8.1 Example of an associated fundamental task pack
  • Figure 8.2 Multiple examples of associated fundamental task packs
  • 8.3 ESTABLISHING ASSOCIATED FUNDAMENTAL TASK PACKS
  • Figure 8.3 Steering and guidance
  • Figure 8.4 Integrity of service management
  • Figure 8.5 Legal and contractual
  • Figure 8.6 Financial
  • Figure 8.7 Customer communications
  • Figure 8.8 Customer information
  • Figure 8.9 Introduction of new services
  • Figure 8.10 Technology and operational activities
  • Figure 8.11 Demand, capacity and availability
  • Figure 8.12 Managing events, incidents and problems
  • Figure 8.13 Managing change
  • Figure 8.14 Service improvement
  • Figure 8.15 Other fundamental tasks
  • 8.4 DECIDING ON YOUR FINAL ASSOCIATED FUNDAMENTAL TASK PACKS
  • 8.5 MEETING THE DEPARTMENTAL PARAMETERS
  • 8.5.1 Creating a comparison spreadsheet
  • Figure 8.16 AFTPs and departmental parameters comparison spreadsheet
  • 8.6 DOCUMENTING THE ASSOCIATED FUNDAMENTAL TASK PACKS
  • 9 Step 7 - Constructing your service management department
  • 9.1 INFLUENCING FACTORS
  • 9.1.1 Goals and parameters
  • 9.1.2 Classic departmental structure
  • 9.1.3 Documented materials
  • 9.1.4 Taking stock
  • 9.2 ARRANGING YOUR AFTPS INTO DEPARTMENTAL UNITS
  • Figure 9.1 Grouping AFTPs into departmental units
  • Figure 9.2 A complete departmental unit
  • 9.3 NAMING DEPARTMENTAL UNITS
  • 9.3.1 Integrity management
  • Figure 9.3 Naming the departmental units
  • 9.3.2 Customer management
  • 9.3.3 Operations management
  • 9.3.4 Service planning
  • 9.3.5 Customer support
  • 9.3.6 Continual improvement
  • 9.3.7 Process and HR management
  • 9.4 FINALIZING THE CONSTRUCTION
  • Figure 9.4 Final department structure - an example
  • Figure 9.5 Alternative departmental template
  • 9.5 DEPARTMENTAL CHARACTERISTICS
  • Figure 9.6 Departmental characteristics: the eight key questions
  • Figure 9.7 Departmental characteristics
  • Table 9.1 Departmental structural levels and their importance
  • 10 Step 8 - Organizational plans and charts
  • 10.1 ORGANIZATIONAL PLANS
  • 10.2 ORGANIZATIONAL CHARTS
  • Figure 10.1 Alternative departmental template plan with added AFTPs
  • Figure 10.2 Organizational plan at management level
  • Figure 10.3 Organizational plan for service integrity
  • Figure 10.4 Organizational plan for service planning
  • Figure 10.5 Organizational plan forservice operations
  • Figure 10.6 Organizational plan for service support
  • Figure 10.7 Migrating from an organizational plan to an organizational chart
  • 10.3 SUMMARY
  • 11 Step 9 - Resourcing your service management department
  • 11.1 JOB DESCRIPTIONS
  • 11.2 PROCESSES AND WORK INSTRUCTIONS
  • Figure 11.1 Process metrics
  • 11.3 SERVICE MANAGEMENT TECHNOLOGY
  • 11.3.1 ITIL compatibility
  • 11.3.2 Suite approach
  • 11.3.3 Good processes and work instructions
  • 11.3.4 Scalability
  • 11.3.5 Compatibility
  • 11.3.6 Usability
  • 11.3.7 Functionality (e.g. updating tables)
  • 11.3.8 Maintenance/upgrades
  • 11.3.9 Vendor partnerships
  • 11.3.10 Needs analysis
  • 11.3.11 Selecting the technology
  • 11.4 SUMMARY
  • 12 Building your service management department
  • 12.1 PREPARING A PHASED PLAN
  • Figure 12.1 Phased approach map
  • Table 12.1 Plan for building an ITIL-based service management department
  • 12.2 MAINTAINING YOUR DEPARTMENT
  • 12.2.1 Why do we need a maintenance programme?
  • 12.2.2 A maintenance plan
  • 12.2.3 Going forward
  • 12.3 SUMMARY
  • Index

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