theartofservice

A customer goes into their favorite store looking for a particular product that their friends have been recommending. She looks at the items on hand and can’t find the item. Eventually, a salesperson approaches her and asks to assist. Not finding it on the shelf together, the salesperson goes to their computer and searches for the item. He finds that they are indeed out of stack presently and a new shipment will be in on Thursday. She asks if there is another place to get it. He finds that the store in the next town has the item in stock and calls to arrange to have it delivered to the customer’s house the next day. The customer leaves delighted.

Behind this interaction was a well-integrated IT solution for supporting the customer. Using the computer, the salesperson accessed several distinct services unknown to him: customer relations management, inventory management, procurement, shipping and receiving, and vendor relations. The scope of these services included not only the salesperson’s store, nut corporate operations, and several other stores. All to ensure that the customer received the product she wanted. If the IT solution could not support the effort, the customer would have left dissatisfied.

The purpose of IT in a business is to support the business. In this respect, the focus is of the IT solution is to ensure customer satisfaction. To accomplish this, the solution often has to enable different services within the business to interact with each other in ways that have not been conceived before.

One popular method to ensure that the IT solution is aligned to meet business requirements is Service Oriented Architecture (SOA). This method focuses on linking services together to create a entire IT solution for the business’ primary activities.

If your company is looking for a method to link its business services together which rely on a IT solution, Service Oriented Architecture may the way to go.

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ITIL Alignment Begins With Service Catalog Management

Service Catalog Management is a key component of the ITIL Framework. Carefully planned and documented IT Service Management (ITSM) processes are becoming an increasingly important component in the delivery of higher customer satisfaction. The Service Catalog Process Kit provides a wide variety of resources to boost your understanding and ability to implement Service Catalog Management in your organization.

This Kit covers Service Catalog fundamentals the use of Service Catalogs as a core IT tool covering the services themselves, default capabilities, measures and primary means of access and provision. It then shows how this tool is pivotal in demonstrating the value IT provides to facilitate business operations. Put together by The Art of Service’s industry experts and using real case studies, this valuable kit takes the reader beyond the theoretical to focus on the real business benefits of Service Catalogs and how to implement them successfully within an organization.

This innovative set of documents and ready-to-use templates will provide you with a head start for both learning and implementation of an IT service organization that meets today’s standards. It is tailor-fit for IT managers who need to move towards a services-oriented organization, but they don’t have the time or resources at hand to develop the required templates and structure for implementation.

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All contents of this collection are 100% guaranteed. See below for details.

26 Actionable Documents That Will Make Your Job Easier!

The Service Catalog Process Kit will take you and your team through each step of the implementation process. Below is a description of each document:

Included are THREE full blown Service Catalogs, ready for you to adopt to your own environment

1. Business and IT Service Mapping The first key task during a SLM implementation is to map the current Business Process to the provision of IT Services. This document guides you through this. Plus you will get a template to capture the information.

2. Business Justification Document This template is a business case document that will help you structure a successful document that can be presented to senior management and board members justifying the need for Service Level Management in your organization.

3. Communication Plan To be successful with a process implementation it is important to have a communication plan in place. This document provides an approach and a list of documents that need to be created for your communication campaign.

4. Corporate Based SLA This document is a template for Service Level Agreements at a Corporate Level.

5. Customer Based SLA This document is a template for Service Level Agreements at a Customer Level.

6. E-Mail Text During your communication campaign it is important to let the IT staff know about the Service Level Management process and the benefits it will provide to them. This document provides a useful template for this communication.

7. Functional Specifications Template for the functional specification of the services being provided by the IT department. This would be written in Business English.

8. Technical Specifications Template for the technical specifications of the services provided by the IT department. This would be written in Technical English.

9. Operational Level Agreements This template provides a structure for agreeing and creating agreements on services provided by internal departments within the Organisation.

10. SLM Powerpoint Presentation During the implementation it is considered best practice to involve all necessary parties. To get significant buy-in across the organization a number of road shows may need to be conducted. This powerpoint presentation provides you with 1 hour of slides defininge Service Level management.

11. Service Based SLA This document is a template for Service Level Agreements.

12. Service Catalog Medium The Service Catalogis a list of Services that the IT Department can or does deliver to its Customers.

13. Price List Template or Appendix that can be used to show a break down of the price for each service.

14. Service Level Project Plan This documents provides a skeleton outline for planing and project managing your process implementation.

15. Service Level Management Policies and Guidelines It is important to set Policies and Guidelines for your Service Level Management process. This document provides a structure and written words.

16. Service Level Management Process Template This document includes a series of objectives and goals for the SLM process along with a skeleton map of the process itself. It also includes a process for instigating and running a Service Improvement Programe.

17. Service Level Management Review Document This document provides a guideline for reviewing your organizations current Service Level Management process. It will provide you with a maturity level for the process and highlight those areas that are open for improvement.

18. Service Level Management Scope Document All processes need to have a Scope. This document will provide a template for creating your Scope for the Service Level Management process.

19. Service Level Requirements A template and list of questions for gathering the Customers requirements regarding desired services.

20. Service Options Template for breaking the services into options, i.e. Gold, Silver, Bronze level of Service.

21. SLM Flyer - Business and IT Flyers During your communication campaign it is important to let the organisation now what IT is doing. These flyers present an easy way of doing this.

22. Reports and KPI targets and additional metrics A list of key reports and Key Performance Indicators for the Service Level Management process, plus additional metrics that may need to be considered.

23. SLM Process Manager Document This document outlines the role, responsibility and tasks of the SLM Process Manager. It also includes a brief outline of the necessary skills needed by a SLM Process Manager.

24. Underpinning Contracts This template provides a structure for agreeing and creating Underpinning Contracts with External Service Providers.

25. Full Service Catalog Large Full Service Catalog template

26. Full Service Catalog Extended Extended Service Catalog template

The documents listed above correspond directly with IT Infrastructure Library (ITIL) processes. Clear instructions explaining the application of each template are provided within the corresponding documents.

The Service Catalog Process Kit is Yours Risk Free Today!

The instant you purchase the collection, the fact sheets, presentations and tools listed above will be available to you through a simple download. You may use the documents for up to 30 days. If anytime during that period you decide it does not meet the needs of your company, just let us know and we will refund the purchase.

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The ability to reuse assets owned by the business provides considerable advantages to cost, time, and risk prevention. It doesn’t matter if the asset is physical or intellectual, the fact remains the more uses that can be obtained from the asset, the more value the asset becomes for the business. So the best move for a business is to design and build their assets in such a way that they can be reused over and over.

For effective reuse, the key factor is size. This applies to any asset: the larger the component is the harder it is to reuse it because it carries more context with it to be used elsewhere. Manufacturers already understand this concept, for many parts in manufactured products can be interchangeable. It’s especially effective when one product does not perform as expected, remaining stock of parts can be reused in other products.

The same concept is available in IT Service Management, keep the services and the process components small and accessible. By doing so, the business may find greater flexibility and scalability available to them. So how does one keep the components small. Several areas of focus can be taken on: the applications, the processes, the organization, or the service itself.

On the application side, look for similar components in all the systems used for ITSM and identify any way to leverage those components. The systems used for Change Management and Problem Management utilize a routing table for ticket queuing and notification purposes. In many environments, these tables and the mechanisms that use them are different for each system. As changes to the environment occur, each routing table has to be updated individually. If one routing table was used by all the systems, than the changes only need to be made in one location and disseminated outwardly.

Several service design processes have planning steps associated to them. Often, different systems are created to support each service or process in its entirety. Smaller systems designed to support similar functions, such as planning, can yield greater quality with less confusion. Because the smaller system focuses on a piece of the process, storing the components of the plan can assist in creating historical knowledge from past plans, allowing the identification of workable solutions, lessons learned, and handled risks. The effect in this case is the ability to create better plans for implementation in the service areas.

The same concept for small components extends to organizations. Katzenbach and Smith recommended that high performance teams be restricted in number to no more than twelve members in their book, The Wisdom of Teams. The reasoning behind the restriction is the ability to build robust relationships with the team members. In large organizations, the ability to build such relationships is difficult. Small teams allow more collaborative efforts, greater chances to innovation, and usually faster response times. As the team progresses and matures, the group can be reused by giving them greater responsibility or bigger projects.

So the next time you are discussing reusability, the answer isn’t in the entire solution but in the components contained within.

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In this competitive age and heightened awareness within the consumer market, increased attention has been placed on protecting and managing a company’s data. Regulations such as Sarbanes-Oxley and standards like ISO 20000 have provided additional incentive to the effort. The prospect of adverse and potentially harmful actions against a company are an unwelcome certainty in today’s market. These actions can range from outright litigation against the company or internal investigations for the company to due diligence efforts for mergers and acquisitions or meeting compliance to governance controls internally or externally.

Companies cannot prevent the threat of litigation or queries into company activities: in many cases, the company wants these inquiries and even asks for their presence especially through compliance assessments. However, precautions against the risk of these actions can be implemented. In many cases, the status quo of handling these situations involves a number of people running around getting everything in order. The more severe the situation, the more managers are involved trying to make sure that everyone is focused on whatever is required to avoid negative impacts.

The truth is that the work required should never resort to last minute scrambling to handle the situation. When it comes to data, the proper IT and utilities need to be implemented. Three categories for data are of particular note: structured data, semi-structured data, and unstructured data. Structured data can be found on any formally recognized database or repository in the environment. Data found in these tools are typically classified for easy navigation and protected against security threats and loss. Semi-structured data is normally found in systems like email. They typically have the security measures in place, but no official classification applied. This data is not shared with most people like structured data. Unstructured data cannot be found on databases or in email systems, but found hard drives, flash drives, or in paper copy. These formats have no classification system or security outside of the owner’s actions.

For implementing precautions against the risk of litigation or investigations, structured data provides the most reliable source and greatest ability to mitigate the impact. On the opposite end, unstructured data holds the greatest risk to the company. For companies looking to improve their position for responding to these potentially dangerous events, encouraging having critical information in structured formats is the most advantageous effort.

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The refresh of ITIL® into V3 brought impressive positive changes. The evolution of the core principles and practices provided by the framework provides the more holistic guidance needed for an industry that continues to mature and develop at a rapid pace.

Many organizations and individuals who had previously struggled with their adoption of the ITIL framework will continue to find challenges in ‘implementing’ ITIL® as part of their approach for governance of IT Service Management practices. In light of this, the primary goal of this book is to provide the support materials needed to enable the understanding and application of the ITIL® framework in a wide-range of contexts.

The “How to Develop, Implement and Enforce ITIL V3’s best practices” book is authored and published by The Art of Service. You can get this time saving guide only and exclusively from The Art of Service.

This comprehensive book is designed as an easy reference that will walk you through the 5 Lifecycle critical steps you need to take to create a successful portfolio of IT Services. In addition you will learn how to manage and refine your service portfolio as your company’s business evolves.

The one overriding benefit that the “How to Develop, Implement and Enforce ITIL V3’s best practices” book brings you is speed: save time, don’t reinvent the wheel, have instant access to the PDF and reap the benefits.

Measurable returns by using the book can be found in time savings, cost savings and increased revenues for your ITIL and It Service Management initiatives.

And personally, in your day-to-day role you will benefit from top notch ITIL best practices experience, right at your fingertips.

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This Service Strategy Toolkit (60 Documents) is created to give you a head start and strong foundation in mapping and developing your IT Service Strategy.

There is a lot more to implementing ITIL Service Management than meets the eye. The ITIL Framework is quite large and at first may be daunting if you are investigating the implementation of the framework in the IT organization.

The first step is to understand the current situation. Where are we now? What is our current state of affairs? What can stay, and what has to change?

This is also the time when your team will create the vision for the future: where do we want to be? What type of IT organization do we want to be, and what level of maturity is required? The planning stage of an ITIL Implementation project can last anywhere between a month and a year. However, without this solid planning phase the outcome of the project will most likely be at risk.

Based on the outcome of this assessment a long term plan can be painted as well as a selection of the first few processes that will be improved and implemented.

IMPLEMENTATION OF SERVICE STRATEGY

Strategic positions are converted into plans with goals and objectives for execution through the Service Lifecycle. Service Strategy discusses the reason WHY the IT service is needed, and to what extent the service would be needed by the customers. The processes are driven by the need to service specific customers and market spaces and are influenced by strategic perspectives as a service provider.

Plans are the means of achieving those positions. They include the Service Catalogue, Service Pipeline, Contract Portfolio, financial budgets, delivery schedules, and improvement programs. Plans will ensure that each phase in the Service Lifecycle has the capabilities and resources necessary to reach strategic positions. Clarity and context for the development of these is provided by the Service Lifecycle.

The intent of strategy into action through Service Design, Service Transition, Service Operation and Service Improvement is translated through plans. Service Strategy provides input to each phase of the Service Lifecycle.


All the 60 Service Strategy Files you will get with this Toolkit:


│   │   │   └───Service Strategy
│   │   │       ├───Demand Management
│   │   │       │       Business and IT Service Mapping.doc
│   │   │       │       Business Justification Document.doc
│   │   │       │       Capacity Management Process Manager.doc
│   │   │       │       Capacity Management- Roles & Responsibilities.doc
│   │   │       │       Communication Plan.doc
│   │   │       │       Demand Management Review Doc.xls
│   │   │       │       Demand Modeling.doc
│   │   │       │       Implementation Plan - Project Plan.doc
│   │   │       │       ITIL V3 Demand Management Presentation.ppt
│   │   │       │       Objectives and Goals.doc
│   │   │       │       Policies Objectives Scope.doc
│   │   │       │       Reports KPI’s and Other Metrics.doc
│   │   │       │       Toolkit Introduction Presentation - Demand Management.ppt
│   │   │       │       Toolkit Roadmap - Demand Management.doc
│   │   │       │
│   │   │       ├───Financial Management
│   │   │       │       Accounting Policies.doc
│   │   │       │       Accounting Template.xls
│   │   │       │       BONUS File Standardized Financial Statements Template.xls
│   │   │       │       Budget Template.xls
│   │   │       │       Budgeting Guidelines.doc
│   │   │       │       Business Justification Document.doc
│   │   │       │       Charging Policies.doc
│   │   │       │       Charging Template.xls
│   │   │       │       Common Business Objectives.doc
│   │   │       │       Communication Plan.doc
│   │   │       │       Cost Model Template.xls
│   │   │       │       Example -Multiple business impact can affect single business objectives.doc
│   │   │       │       Example -Single business impact can affect multiple business objectives.doc
│   │   │       │       Example Model Calculation of a Service Management ROI.doc
│   │   │       │       Example NPV Decisions.doc
│   │   │       │       Example Trend Line Analysis.doc
│   │   │       │       Financial Management Powerpoint.ppt
│   │   │       │       Financial Management Process Manager.doc
│   │   │       │       Financial Review Doc.xls
│   │   │       │       Implementation Plan - Project Plan.doc
│   │   │       │       Objectives and Goals.doc
│   │   │       │       Policies Objectives and Scope.doc
│   │   │       │       Reports KPI’s other metrics.doc
│   │   │       │       Sample Business Case Structure.doc
│   │   │       │       Toolkit Introduction Presentation - Financial Management.ppt
│   │   │       │       Toolkit Roadmap - Financial Management.doc
│   │   │       │
│   │   │       ├───Service Portfolio Management
│   │   │       │       Business Justification Document.doc
│   │   │       │       Communication Plan.doc
│   │   │       │       Example Service Catalogue.doc
│   │   │       │       Implementation Plan_Project Plan.doc
│   │   │       │       Objectives and Goals.doc
│   │   │       │       Reports KPI’s Other Metrics.doc
│   │   │       │       Roles and Responsibilities of Product Manager.doc
│   │   │       │       Service Catalogue 1.doc
│   │   │       │       Service Catalogue 2.doc
│   │   │       │       Service Catalogue.doc
│   │   │       │       Service Design - The Big Picture.doc
│   │   │       │       Service Portfolio Management Presentation.ppt
│   │   │       │       Service Portfolio Review Doc.xls
│   │   │       │       The Key Links, Inputs and Outputs of Service Design.doc
│   │   │       │       Toolkit Introduction Presentation - Service Portfolio Management.ppt
│   │   │       │       Toolkit Roadmap - Service Portfolio Management.doc
│   │   │       │       Use of the Service Portfolio.doc
│   │   │       │
│   │   │       └───Service Strategy START
│   │   │               Challenges, CSFs and Risks.doc
│   │   │               Description of Asset Types.doc
│   │   │               Service Strategy Introduction Presentation.ppt

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Here are some recent examples of positive customer experiences in dealing with The Art of Service.

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Dear Ivanka, Here’s a revised version of the recommendation I wrote for you.

Details of the Recommendation: “Ivanka Menken offers outstanding customer service and I would highly recommend her and her company “The Art of Service”. I first got acquinted with Ivanka when I was preparing for my ITIL v3 Certification while viewing her video discussing ITIL v3. Ever since making contact, IIvanka has been so responsive to all my questions and requests. I credit Ivanka and all here colleagues who have developed “The Art of Service” materials in helping me achieve my ITIL certification! I highly recommend Ivanka as a top notch ITIL / ITSM expert who delivers high value customer service over and over again!”

—————————————————————

I was going through the community and found your profile. Just wanted to thank you that I have recently gone through the v3 Foundation CBTs. Found it very exhaustive and helpful. I scored 90%.

Thanks once again.

Abhisek

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In regards to the ITIL V3 Foundation Certification Kit:

This course was well worth the money. I have over 25 years in IT, hold an MS in Information Systems, and I hold the designations of PMP, CNE and MCSE. Believe me, I have paid a lot of money to achieve these designations. I got to take the online training at my own pace and then reinforce it by reading the material in the book. This set me up well to take the exam and I easily passed. I did have some problems initially with my setup, so I sent an email to the company and the customer service was great. I will most definitely take more training through this company.

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A natural tendency after a huge project to implement processes is to relax.  Everything is finally aligned.  The business is being supported.  The process is under control.  The time has come to breathe.  Go ahead and breathe deeply, but don’t relax just yet.  The real work is just beginning, improving the process.  At every turn is an opportunity to fine tune that process: to make the workflow faster, deliver more quality, or do it cheaper than before.  No, it’s not time to relax; however, proper planning will make the job much easier.

Process improvement program require momentum.  Planning can kill this momentum or encourage it.  A balance must be reached between getting through the planning stages quickly and making meaningful, effective improvements to the environment.  So many elements exist that impact the process that some organizations stall trying to resolve all the possible issues surrounding improvements.  Achieve some quick wins with improvements that have an immediate impact on the organization.  However, don’t constrict the process such that it is not flexible enough to adjust to the changing needs of the organization.

Here are some suggestions for supporting the planning of process improvements:

• Map process components to specific business objectives that they support.  As business objectives change, this mapping can identify the areas of the process that need to be changed to realign with the new objectives.
• Maintain the work in risk management from process implementation.  Many of the risks still exist with the new process.  Knowing that those risks were overcome provides encouragement at the next implementation.
• Lessons learned assists in ensuring that mistakes are not repeated.
• Maintain a schedule of process areas to focus on.

With these in place, improvements can move through the planning stages quickly and with fewer concerns.

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Complete Handbook of IT service Management and ITIL V3 Roles and Responsibilities. How does your organization match IT roles to ITIL roles?

Many of our clients asked us for help in ITIL v3 role and responsibility descriptions, here is the utterly excellent guide to roles and responsibilities in ITIL v3.

If you have ever worked in, been a partner or managed an IT organization, this book will not only answer a lot of your troubling questions, it will also explain matters that you did not know the questions to - just the obnoxious frustration of something that was not working.

It is with incredible ease, yet depth and understanding that this book ploughs through the important issues that concerns not only HR managers and CIOs, but anyone who wants to climb up the ladder.

It explains how you got to balance your IT staff (process managers and specialists) and why it is so vitally important to mix people on the right combination of processes and projects (brains, grey hair and procedure projects) as this builds up the organization’s human capital, and provides the means and profitability to continue to align with business objectives and grow.

This book is not filled with theoritical babble but practical and useful information, knowledge and experience!

The book is divided into six parts : CSI, Service Design, Service Operation, Service Strategy, Service Transition and ISO/IEC 20000. All in all it comprises of 52 documents.

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ITIL® v3 Release, Control and Validation (RCV) Full Certification Online Learning incl. Study Book Course - The ITIL® V3 Intermediate Capability Complete Certification Kit

Who Knew ITIL Certification E-Learning This Quick and Easy Could Make You Look This Good.

“The Art of Service has dramatically changed the way we deliver employee training. We can now deliver more training at less cost to a wider audience in a shorter period of time.”

On-demand eLearning: Don’t pay over $ 3,000.00 for a 5 day class room based course - you’re out of touch with your work for 5 days and including the course fee: the costs are insurmountable - take the online learning option instead and study at your own pace.

Course Description:

This intensive interactive course immerses learners in the practical aspects of the ITIL® v3 Service Lifecycle and processes associated with the Release, Control and Validation of services and service delivery.

The program is part of the Intermediate Capability Stream and focuses on the processes across the Service Lifecycle pertaining to the capability of Release, Control and Validation management.  The principles and activities relevant to the processes, technology and implementation considerations, and management and control of the activities are covered within this program.

The main focus of this course is on the RCV process activities and supporting methods and approaches to executing these processes in a practical, hands-on learning environment.

This training is intended to enable the holders of the certificate to apply the practices in Release, Control and Validation of the Service Management Lifecycle.

This course is designed using an engaging, interactive and flexible online approach to learning the core disciplines of the ITIL best practice and positions the student to successfully complete the associated exam: the APMG/EXIN Intermediate Level CertificateRelease, Control and Validation.

Learning Objectives: At the end of this course, the learner will gain competencies in:

• Understanding Service Management as a Practice, Service Operation principles, purpose and objective
• Knowing the important role of Release, Control and Validation in service provision and understanding of how the in-scope processes interact with other Service Lifecycle processes
• The activities, methods and functions used in each of the Release, Control and Validation processes
• The application of Release, Control and Validation processes, activities and functions to achieve operational excellence
• How to measure Release, Control and Validation performance
• The challenges, critical success factors and risks related with Operational Support and Analysis
• An in-depth understanding of Change Management, Service Validation and testing, Service Asset and Configuration Management, Knowledge Management, Evaluation, Release and Deployment, Request Fulfilment processes
• The roles and responsibilities within these processes and the activities for supporting the Service Management Lifecycle
• Technology and implementation considerations surrounding Release, Control and Validation
• Challenges, critical success factors and risks associated with this module

As well as preparing participants for the exam.

Audience: The Operational Support and Analysis Capability course will be of interest to:

• Individuals who have their ITIL v3 Foundation Certificate (or the ITIL v2 Foundation + v3 Foundation Bridge certificate) who want to purse the intermediate and advanced level ITIL certifications.
• Individuals and / or operational staff who require a comprehensive practical understanding of the Release, Control and Validation processes and how these may be used to enhance the quality of IT service support within an organization, for example: operational staff involved in Change Management, Service Validation and testing, Service Asset and Configuration Management, Knowledge Management, Evaluation, Release and Deployment, Request Fulfilment processes, Technical Management, IT Operations Management and Application Management
• IT professionals involved in IT Service Management implementation and improvement programs. A typical role includes (but is not restricted to): IT professionals, IT / business managers and IT / business process owners, IT practitioners.

Benefits:

By developing participants’ knowledge regarding the ITIL framework it will enable:

• The establishment of a common language between the business and IT.
• Readiness for Release, Control and Validation implementation and maintenance
• Consistency in support of IT Services.
• Staff better understand their role within the entire Service Lifecycle

Pre-requisites:

ITIL v3 Foundation Certificate in IT Service Management or ITIL v2 Foundation Certificate plus Bridge Certificate. It is highly recommended that you read the Release, Control and Validation book prior to commencement of this program.

Delivery:

The program combines short presentations supported by accredited trainer audio.  There are also quizzes and exercises (marking scheme provided) to ensure learners are testing their knowledge and competency  to enhance understanding of key concepts. Revision questions and a mock examination help to prepare for the multiple-choice APMG/EXIN examination.

This program is an eLearning Program.

Program Materials

• Access to presentation with trainer audio
• The Art of Service Release, Control and Validation Book
• Exercises + Answers (where applicable)
• Mock Exam questions

About the Examination and Certification:

• Completion of the Release, Control and Validation Capability course from an Accredited Training Provider (The Art of Service) is required to sit the exam.
• It is recommended that students should complete at least 12 hours of personal study by reviewing the syllabus and the Release, Control and Validation book in preparation for the examination.
• The exam is a closed book exam with eight (8) multiple choice, scenario-based, gradient scored questions.
• Exam duration is a maximum 90 minutes (candidates sitting the examination in a language other than their first language have a maximum of 120 minutes and are allowed to use a dictionary)
• Each question will have 4 possible answer options, one of which is worth 5 marks, one which is worth 3 marks, one which is worth 1 mark, and one which is a distracter and achieves no marks.
• Pass score is 28/40 or 70%

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