Join Mark Thomas for an in-depth discussion in this video Value to the business of Service Transition, part of Cert Prep: ITIL Foundations.
- Okay we've talked a lot about service transition. The processes in service transition. How we've gone strategy design and now we took a look at the key points of a transition phase. But why is this really valuable to the business? Hopefully this has become very clear. Without service transition, without formal transition processes, policies, and procedures it's the "Wild West". Changes get put into production without being reviewed. There are high risk changes that are overlooked.
There's major disruption to the business operations. There may be compliance issues involved with that by not controlling the service assets and the configuration items. We have new or changed services in production that we have no knowledge about. We have no understanding of the aspects because we haven't had a proper knowledge management system or SKMS to help us, to help us with a kind of central place to store that. We haven't tested well. You can see that a lot of the stuff can be avoided by having some of the key processses.
So therefore why is it valuable to the business? If I was a business perspective, "Hey why does this transition stuff really help me?" Number one, it helps us adapt quickly to new requirements in market developments. I now know there's a process and there are process models that'll help me come up with the strategy and the design of the change we need from a business perspective and we have a process of deploying that or changing that into the production environment or the service operation. Mergers, de-mergers, acquisitions a lot of folks don't realize it but these are big transition activities.
If we're outsourcing, if we're pulling something in, if we're just changing services or if we're adding a new organization we have to go through a lot of transition activities to manage those things. So therefore, the success rate of the change in the release activities: the approval, the scheduling, the build test deploying our success rate will go up. We now have a process or multiple processes that help us with that. So therefore the predictions of the service levels, the expectations, the agreements we have with the business can be, have less variance.
Big one here on the compliance thing. Not to go through all of the different legislation and all the different rules and regulations but in many cases you may be required, from a compliance standpoint, to have a formal process on approving changes which you should. On how you track manage assets and configuration items and how you do testing and deployment activities. May be real reasons why you have to have that. So with part of transition when we're looking at estimated budgets and plans, we had a predictable process or a more predictable process that reduces again the variance between the estimated and the actual.
So therefore, increased productivity of not only IT, the service provider but on the customer's side. Maintenance contracts, stop when components are decommissioned or disposed. We now have a way of saying, "Whoops, we had some folks we were paying, "we're not even supporting this thing anymore." It helps us be more efficient from a contract's management standpoint, as well on the maintenance side. And then obviously, understanding risk during and after a change. What those pieces are? Transition, if you don't get service transition activities and processes right now you have acute pain now.
I can't tell you how many times and you've probably been a part of this too. You have a major incident in the production environment the first thing somebody says is, "What change?" Well we're not sure, we don't have track, we don't have any asset in the axis to understanding what the changes were or we didn't test that change. We thought that was a change, it wasn't didn't really need to be tested. We didn't do the appropriate risk model against that change and those things and that can hurt us right now. So what we're doing is, we're hurting that service.
Later phase is called service operation by not treating it with the diligence that we have to in service transition. Very valuable to the business.
ITIL® is a registered trade mark of AXELOS Limited. This ITIL Foundations course is offered by Interface Technical Training, ATO of EXIN.
Skill Level Advanced
Qualification scheme3m 51s
1. Service Life Cycle
2. Service Management as a Practice
3. Key Principles, Models, and Concepts
4. Life-Cycle Phases
5. Life-Cycle Processes: Part One
6. Life-Cycle Processes: Part Two
7. Service-Management Functions
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