Skip to main content

The Best of Service Transition, Part 2

Transition Planning and Support
Originally Published on February 28, 2012

I am often asked on how to manage transition.  Most organizations find that there are a lot of moving parts.  What happens here effects all stake holders and if expectations aren’t set correctly the reputation of the IT organization can often be at risk and that it can be difficult to meet the changing needs of the business in a cost effective and timely manner.  In order for us to be able to effectively meet these challenges we should start with the big picture process of Transition Planning and Support:
  • The purpose and objective of the transition planning and support process is to provide overall planning for service transitions and to coordinate the resources that are required.  It does that with the following activities:
  • Plan and coordinate resources to deliver the requirements of service strategy that have been translated in service design and insure they are effectively delivered in service operation.
  • Coordinate actions across projects, suppliers, service teams and time constraints.
  • Establish services within predicted costs, quality and time estimates.
  • Ensure all teams adopt a common framework of standard, reusable, integrated planning and support practices.
  • Provide clear and comprehensive plans that align business change projects with IT service transition plans.
  • Manage and control risks.
  • Report on issues, risks and any deviations to stakeholders.
  • Carry out CSI on service transition activities.
The scope should include:
  • Maintaining standards, policies and models.
  • Provide guidance for each major change or new service.
  • Coordinate resources to enable multiple transition projects to bemanaged at the same time
  • Prioritize conflicting requirements for limited resources.
  • Plan and budget for future requirements.
  • Coordinate with program and project management.
  • Carry out CSI of planning and support activities
By having effective transition planning and support, we can greatly improve the service provider’s ability to handle the ever changing needs of the business.  We can increase the effectiveness of being able to deliver high volumes of changes and releases across all projects and programs.  There by increasing the value of the service that we are delivering to our customers.

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

Incidents when a Defect is Involved

Question: We currently track defects in a separate system than our ticket management system. With that said, my question is does anyone have suggestions and/or best practices on how to handle incidents when a defect is involved? Should the incident be closed since the defect is being worked on in another defect tracking system if it is noted in the incident ticket? I am considering creating an incident statuses of 'closed-unresolved' so the incident can still be reported on in our ticket management system but know it is being worked on/tracked in the defect system. With defects, it is possible that we may never work on them because they are very low priority and the impact is low to the user. However, in some cases a defect is being worked on. Should we create a problem ticket instead?
Thanks, René W.

Answer: RenĂ©. In ITIL, the activity you are describing is handled by the Problem Management process. ITIL does not use the term “defect” but it does use the term “known error” to…