Блог Романа Лобуса

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Экзамен

The service owner is responsible to the customer for the initiation, transition and ongoing maintenance and support of a particular service and accountable to the IT director or service management director for the delivery of the service. The service owner’s accountability for a specific service within an organization is independent of where the underpinning technology components, processes or professional capabilities reside. Service ownership is as critical to service management as establishing ownership for processes which cross multiple vertical silos or departments. It is possible that a single person may fulfill the service owner role for more than one service.

Key activities for the Service Owner Role include:
• Working with business relationship management to understand and translate customer requirements into activities, measures or service components that will ensure that the service provider can meet those requirements
• Ensuring consistent and appropriate communication with customer( s) for service-related enquiries and issues
 • Assisting in defining service models and in assessing the impact of new services or changes to existing services through the service portfolio management process
 • Identifying opportunities for service improvements, discussing these with the customer and raising RFCs as appropriate
 • Liaising with the appropriate process owners throughout the service lifecycle
Soliciting required data, statistics and reports for analysis and to facilitate effective service monitoring and performance
 • Providing input in service attributes such as performance, availability etc.
 • Representing the service across the organization
 • Understanding the service (components etc.)
 • Serving as the point of escalation (notification) for major incidents relating to the service
 • Representing the service in change advisory board (CAB) meetings
 • Participating in internal service review meetings (within IT)
 • Participating in external service review meetings (with the business)
 • Ensuring that the service entry in the service catalogue is accurate and is maintained
 • Participating in negotiating service level agreements (SLAs) and operational level agreements (OLAs) relating to the service
 • Identifying improvement opportunities for inclusion in the continual service improvement (CSI) register
 • Working with the CSI manager to review and prioritize improvements in the CSI register
 • Making improvements to the service
 • Serving as the point of escalation (notification) for major incidents relating to the service • Representing the service in change advisory board (CAB) meetings
 • Participating in internal service review meetings (within IT)
 • Participating in external service review meetings (with the business)
 • Ensuring that the service entry in the service catalogue is accurate and is maintained
Participating in negotiating service level agreements (SLAs) and operational level agreements (OLAs) relating to the service
 • Identifying improvement opportunities for inclusion in the continual service improvement (CSI) register
 • Working with the CSI manager to review and prioritize improvements in the CSI register
 • Making improvements to the service.

• заказчик не знает как обосновать расходы на фазу анализа для бизнеса, мол нет овеществленного результата;
• хочется получить все в одном проекте;
• неизвестно будут ли деньги на другие фазы, и лучше сейчас их заложить сразу.

Организация должна установить, внедрить и поддерживать формализованный и документированный процесс оценки для определения приоритетов в непрерывности и восстановлении, целей и задач. Этот процесс должен включать оценку ущербов и разрушительных действий, которые сопровождают выпуск продукции и оказание услуг организации.

Анализ воздействия на бизнес должен включать следующее:

a) идентификацию действий, которые поддерживают выпуск продукции и оказание услуг;

b) оценку последствий при невыполнении в течение долгого времени данных действий;

c) установку приоритетных сроков для возобновления этих действий на определенном минимальном приемлемом уровне, принимая во внимание время время, в течение которого последствия их невыполнения станут неприемлемыми;

d) определение зависимостей и вспомогательных ресурсов для данных действий, включая поставщиков, аутсорсинговых партнеров и других соответствующих заинтересованных сторон.

Foreword................................................................................................................ 4
Introduction ........................................................................................................... 5
1 Scope................................................................................................................. 7
2 Normative references .......................................................................................... 7
3 Terms and definitions...........................................................................................7
4 Prerequisites .......................................................................................................7
4.1 General .............................................................................................................7
4.2 BCM Programme Context and Scope ..................................................................2
4.2.1 BCM Programme Context................................................................................2
4.2.2 Scope of the BCM Programme ........................................................................2
4.3 BCM Programme Roles .....................................................................................2
4.3.1 BCM Programme Roles and Responsibilities....................................................2
4.3.2 BIA-Specific Roles and Competencies..............................................................2
4.4 BCM Programme Commitment............................................................................4
4.5 BCM Programme Resources ...............................................................................5
5 Performing the Business Impact Analysis............................................................... 5
5.1 Introduction ..................................................................................................... 5
5.2 Project Planning and Management ...................................................................... 6
5.2.1 Introduction (overview) .................................................................................. 6
5.2.2 Initial versus Ongoing BIA Processes.............................................................. 7
5.3 Product and Service Prioritization ...................................................................... 8
5.3.1 Introduction (Overview).................................................................................. 8
5.3.2 Inputs.......................................................................................................... 10
5.3.3 Outcomes.................................................................................................... 11
5.4 Process Prioritization ..................................................................................... 11
5.4.1 Introduction (Overview)............................................................................... 11
5.4.2 Inputs.......................................................................................................... 11
5.4.3 Outcomes.................................................................................................... 11
5.5 Activity Prioritization ..................................................................................... 12
5.5.1 Introduction (Overview)................................................................................ 12
5.5.2 Inputs......................................................................................................... 13
5.5.3 Outcomes................................................................................................... 14
5.6 Analysis and Consolidation............................................................................. 14
5.6.1 Introduction (Overview)............................................................................... 14
5.6.2 Inputs......................................................................................................... 15
5.6.3 Methods .................................................................................................... 15
5.6.4 Outcomes.................................................................................................. 15
5.7 Obtain Top Management Endorsement of BIA Results .....................................15
5.7.1 Introduction (Overview).............................................................................. 15
5.7.2 Inputs......................................................................................................... 16
5.7.3 Methods ..................................................................................................... 16
5.7.4 Outcomes.................................................................................................... 16
5.8 Next Step – Business Continuity Strategy Selection.......................................... 17
6 BIA Process Monitoring and Review ................................................................. 17
Annex A (informative) Business Impact Analysis within an ISO 22301 Business  Continuity Management System ........................................ 18
Annex B (informative) Business Impact Analysis Terminology Mapping ...........19

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СТРУКТУРА

ITIL Practitioner will focus on:

• Giving practical guidance on how individuals can leverage Continual Service Improvement (CSI), a fundamental lifecycle stage in ITIL, to maximize the benefits of its adoption and adaption
• Aiming to improve the capability of individuals throughout the business, to adopt and adapt ITIL in their day to day roles for maximum business benefits
• Making use of further evolved technological capabilities - such as automation, real-time reporting and Cloud computing - to increase the quality of service design and the efficiency of service delivery
• Leveraging other philosophies, frameworks, good practices and methodologies - including e.g. Lean, DevOps, Agile and SIAM - to further enhance the value of ITSM.

• Тон задают стратегия, цели предприятия и ключевые целевые показатели результативности.
• Разрабатывайте метрики с учетом динамичности среды.
• Создавайте ключевые метрики, которые будут полезны в рамках разных инициатив
• Не забывайте про простоту внедрения
• Сохраняйте открытость к изменениям

• What is COBIT 5?
• What are the Benefits of COBIT?
• Dangers of Avoiding COBIT 5
• Comparing COBIT 4.1 to COBIT 5
• Creating value with COBIT 5
• COBIT 5 Principles
• COBIT 5 Goals Cascade
• COBIT 5 Enablers
• COBIT 5 Enabler Dimensions and Performance Management
• COBIT 5 Principle One
• COBIT 5 Principle Two