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Chapter 7 ■ Service Operations Gather Requirements Build v Buy Design Application Implement Application in Production Environment Operate Continual Improve Decommission (when necessary) Figure 7-11. Stages of application management lifecycle The differences between applications development and applications maintenance can be summarized as shown in Figure 7-12. 203
Chapter 7 ■ Service Operations Application Application management development Nature of activities Perpetual. One-time Scope Primary focus Management mode Measurement Cost Lifecycles All Applications providing business outcome (Inhouse and bought-in) Utility and warranty Service Management - Repetitive Activities Measurement against SLAs Indirect Typical Operation and Improvement Generally in-house applications Utility Projects (Waterfall, SCRUM etc) Project delivery and timelines Direct Software development Figure 7-12. Application management versus application development 7.6.4 IT Operations Management The objective of IT operations is to ensure that the services that are in production remain in status quo, and if there are any anomalies, they are detected early and resolved before they cause a bigger impact to the customer. The IT operations management is a function that is involved at the ground level, keeping their ears close to the ground and carrying out repeatable tasks that are necessary to keep the service floating above the surface. This function is closely involved in monitoring the service, whether it is the hardware or the software. If anything were to go wrong, they would pick up the alert and act on it. If needed, they would functionally escalate to the technical and application management functions for support. Note that the activities performed by the IT operations management are basic and are repetitive in nature. However, to be able to perform this task, the resources involved must undergo stringent training to ensure that mishaps are avoided from human error and subtrained resources. However, today there is a conscious drive to automate repetitive activities, and most monitoring activities are taken care of by event management tools, which are capable of logging incidents and generating alerts as necessary. Yet, service provider and customer organizations rely on human resources to keep tabs on activities through command centers, which usually house large monitors with real-time activity and operations personnel sitting in front of them, feeding jobs, running scripts, and calling other command centers for action and counteraction. As mentioned earlier, IT operations management is divided into two subfunctions: a. IT operations control b. Facilities management 204
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Become ITIL Foundation Certified in
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Become ITIL Foundation Certified in
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Contents at a Glance About the Auth
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■ Contents 1.8 Internal and Exter
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■ Contents ■Chapter ■ 4: Serv
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■ Contents 6.4 Service Transition
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■ Contents ■Chapter ■ 9: ITIL
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About the Technical Reviewer Sumit
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Preface When my first book, Communi
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CHAPTER 1 Service Management as a P
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Chapter 1 ■ Service Management as
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1.9.1.2 Process Deliver Specific Re
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Chapter 2 ■ Generic Concepts Chap
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Chapter 2 ■ Generic Concepts Tabl
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Chapter 2 ■ Generic Concepts 2.1.
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Chapter 2 ■ Generic Concepts 2.2.
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Chapter 2 ■ Generic Concepts ENAB
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Chapter 2 ■ Generic Concepts Figu
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CHAPTER 3 ITIL Service Lifecycle Th
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Chapter 3 ■ ITIL Service Lifecycl
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3.2 ITIL Roles Chapter 3 ■ ITIL S
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3.2.6 Generic Role: Process Practit
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CHAPTER 4 Service Strategy A strate
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4.1.4 Patterns Chapter 4 ■ Servic
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Chapter 4 ■ Service Strategy Serv
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Chapter 4 ■ Service Strategy Figu
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4.6.1.2 Risk Analysis Chapter 4 ■
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Chapter 4 ■ Service Strategy know
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4.8.1.1.3 Retired Services Chapter
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Chapter 4 ■ Service Strategy that
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Chapter 4 ■ Service Strategy 2. V
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Chapter 5 ■ Service Design Some e
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Chapter 5 ■ Service Design 5.4 Fo
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Chapter 5 ■ Service Design 4. Pro
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Chapter 5 ■ Service Design • Se
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Chapter 5 ■ Service Design To sta
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Chapter 5 ■ Service Design 5.7.1.
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Chapter 5 ■ Service Design Think
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Chapter 5 ■ Service Design Polici
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Chapter 5 ■ Service Design Tradit
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Chapter 5 ■ Service Design Unlike
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Chapter 5 ■ Service Design Anyway
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Chapter 5 ■ Service Design busine
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Chapter 5 ■ Service Design 3. Agr
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Chapter 5 ■ Service Design When d
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Chapter 5 ■ Service Design 7. If
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CHAPTER 6 Service Transition Transi
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Chapter 6 ■ Service Transition
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Chapter 6 ■ Service Transition
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6.4.1.3 Types of Change Requests Ch
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Chapter 6 ■ Service Transition Cr
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Chapter 6 ■ Service Transition It
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6.4.1.7.1 Create a Request for Chan
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6.4.1.7.7 Review and Change Closure
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6.4.1.10 Change Management Interfac
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Chapter 6 ■ Service Transition 6.
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Page 255 and 256: Index A Access management and info
Page 257 and 258: ■ INDEX definition, 108 objective
Page 259 and 260: ■ INDEX J JAVA team, 190 K Key
Page 261 and 262: ■ INDEX Service catalog managemen
Page 263: ■ INDEX OR gate, 19 parts, 20 per
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