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Overview




Introduction

This publication provides best-practice advice and guidance on all aspects of managing the day-to-day operation of an organization’s information technology (IT) services. It covers issues relating to the people, process es, infrastructure technology and relationship s necessary to ensure the high-quality, cost-effective provision of IT Service necessary to meet business needs.

The advent of new technology and the now blurred lines between the traditional technology silos of hardware, networks, telephony and software application s management mean that an updated approach to managing service operation s is needed. Organization s are increasingly likely to consider different ways of providing their IT at optimum cost and flexibility, with the introduction of utility IT, pay-per-use IT Services, virtual IT provision, dynamic capacity and Adaptive Enterprise computing, as well as task-sourcing and outsourcing options.

These alternatives have led to a myriad of IT business relationships, both internally and externally, that have increased in complexity as much as the technologies being managed have. Business dependency on these complex relationships is increasingly critical to survival and prosperity.


Service Operation is the phase in the ITSM Lifecycle that is responsible for ‘business-as-usual’ activities.

Service Operation can be viewed as the ‘factory’ of IT. This implies a closer focus on the day-to-day activities and infrastructure that are used to deliver services. However, this publication is based on the understanding that the overriding purpose of Service Operation is to deliver and support services. Management of the infrastructure and the operational activities must always support this purpose.

Well planned and implemented processes will be to no avail if the day-to-day operation of those processes is not properly conducted, controlled and managed. Nor will service improvements be possible if day-to-day activities to monitor performance, assess metric s and gather data are not systematically conducted during Service Operation.

Service Operation staff should have in place processes and support tools to allow them to have an overall view of Service Operation and delivery (rather than just the separate component s, such as hardware, software applications and networks, that make up the end-to-end service from a business perspective) and to detect any threat s or failures to service quality.

As services may be provided, in whole or in part, by one or more partner/ supplier organization s, the Service Operation view of end-to-end service must be extended to encompass external aspects of service provision – and where necessary shared or interfacing process es and tools are needed to manage cross-organizational workflows.

Service Operation is neither an organizational unit nor a single process – but it does include several function s and many processes and activities, which are described in Chapters 4, 5 and 6





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