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Tuesday, March 6, 2012

Relationship with Other Service Management Processes


As with other processes, the Service Catalog Management is not a stand-alone process. It interacts with many other processes which are part of the ITIL Service Management framework. The processes with which it interacts are:

Service Portfolio Management

The Service Catalog is part of the Service Portfolio that contains information about services that are currently delivered by the IT service provider or are ready to move into transition to live operation. In other words, they are services at the stage in their Service Lifecycle where they will be of direct interest to customers.

Service Catalog Management and Service Portfolio Management must work together to agree when and how services in the Service Pipeline will transfer into the Service Catalog. This requires monitoring the status of the service through Service Design to be ready to update the Service Catalog when the service is ready for Transition to live operation. There will be similar considerations when the service is ready to be retired from live operation.

Configuration Management

In organizations with a comprehensive Configuration Management Database (CMDB), all parts of the Service Catalog should be an integrated part of the CMDB, which would otherwise hold duplicate information on CIs and relationships already in the Service Catalog. If services are each defined as a CI, as part of a hierarchy of services, it is possible to relate incidents and changes to services affected. It also provides information to Capacity and Availability Management and assists Service Continuity Management perform Business Impact Analysis. It also provides a basis for service monitoring and reporting.

In organizations without a complete CMDB, the production of the Service Catalog can be a good starting point for its development.

Financial Management

The Service Catalog provides Financial Management with the information required on service demand for modeling, decision-making and control. It not only enables improved budgeting and planning, but also supports comparative benchmarking against other providers.

It must be remembered that customers expect that all services in the Business Service Catalog are available for use and so, as soon as a service has moved into the Service Catalog, it must be made available to customers who demand it. Due diligence is necessary to ensure that the service is a complete product that can be fully supported. This includes technical feasibility, financial viability and operational capability. Financial Management has a clear role in this activity.

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Next: Introduction to Service Level Management

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