UNIT 4

4.1 INTRODUCTION TO AGILE PROCESS DEVELOPMENT

Agile software development refers to methods and practices that provide value quickly,
efficiently, and consistently to customers as it relates to the software development lifecycle
(SDLC). The ability to build and react to change is called Agile. It is a method for coping
and, ultimately, succeeding in an uncertain and turbulent development environment. Within
the Agile software development model, self-organizing and cross-functional teams work
together to build and deploy solutions. Some of the popular Agile methodologies include
Scrum, Kanban, and Lean.
Agile splits enormous software development tasks into smaller, more manageable parts
called iterations. Agile differs from other software development methodologies in that it
focuses mainly on the people performing the job and the cooperation, collaboration, and
communication between them. Solutions emerge from collaboration amongst self-organizing
cross-functional teams that use the best techniques available.

Instead of writing one extensive and comprehensive application, the Agile method involves
breaking software applications into smaller, more manageable pieces. These pieces are built,
tested, and deployed in iterations. Iterations are short, time-boxed periods during which you
change your application’s features and functionality. Most importantly, you can implement
these changes quickly.

What is Agile Software Development?

The Agile software development paradigm is a software development methodology

comprising practices and approaches that thrive on iterative and incremental software
development. In this development methodology, the requirements – as well as the solutions –
evolve through collaboration amongst self-organizing, cross-functional programmer teams
that may not or may not be collocated or remote.

The Agile approach fosters adaptability, evolutionary development, and delivery, as well as a
time-bound, iterative approach and quick response to change. Agile promotes adaptive
planning, evolutionary growth, early delivery, and continual improvement.
Why Should I Use Agile?

Agile was established for the software industry to simplify and expedite the development
process to detect and correct errors and difficulties swiftly. It enables teams and developers to
produce a better product in less time by using short, iterative sprints or sessions. And, with
more businesses transitioning to the digital workplace, being Agile is a perfect match for
enterprises aiming to improve the way they generally manage projects and function.

The most significant benefit of the Agile development methodology is that it fosters shorter
development cycles. So, you can get your products or features to market faster and start
seeing returns on your investment sooner.

Agile also enables more collaboration between different team members, leading to a more
cohesive team and better products. And finally, Agile allows you to get better customer
feedback, which can help you make better decisions about what to build next.

Here are the benefits of the Agile methodology:

 Shorter development cycles

 Better flexibility
 Faster, incremental releases
 Adaptability
 Improved quality
 Better risk management
  Reduced costs

4.3 Agile Manifesto Principles

1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.

You may concentrate on the project's primary goal—delivering what the customer wants, not
what you planned—by cutting down on time it takes between the project documentation,
reporting to your client, and then obtaining feedback.

2. Welcome changing requirements, even late in development. Agile processes harness

change for the customer's competitive advantage.

It is time consuming to handle large and complicated work while managing project activities.
Therefore, a better strategy is to break the task into manageable, sizeable chunks. In addition,
it would be simpler for the team members to see possible bottlenecks and deal with delays if
the clients were always kept informed.

3. Deliver working software frequently, from a couple of weeks to a couple of months,

with a preference for a shorter timescale.

According to the Agile methodology, working software is frequently delivered in a shorter

amount of time. Team members must consistently raise their performance standards as a
result of this iterative process.

4. Business people and developers must work together daily throughout the project.

In order to ensure that the business and development sides of the project can communicate
effectively and, more importantly, collaborate, a bridge between them must be built. To
facilitate an intellectual exchange that both parties can agree on, make use of the same tools
you would have used in managing remote teams.

5. Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.

The project manager must establish a supportive and stimulating environment where team
members are free to express their ideas and make recommendations for enhancing the output
of the group. This results in a massive improvement in their general performance, eventually
aiding the project.

6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.

Efficient communication among the parties concerned is stressed strongly in the Agile
manifesto. Thanks to improvements in communication technologies, it's now simpler. Instead
of having a quick conference in the office, all participants can now meet via video
conferencing.

7. Working software is the primary measure of progress.

Delivering a functional product that pleases the consumer is the single determinant that can
guarantee success. Before Agile, numerous success metrics decreased the quality of the
finished product.

8. Agile processes promote sustainable development. The sponsors, developers, and

users should be able to maintain a constant pace indefinitely.

Burnout will occur if you work on a project for a long time. It's inevitable. Avoid placing too
much of a workload on your employees. The value of your project will be affected. So,
assemble the best team for the job that will work hard but refrain from overworking
themselves and endangering the project's quality.

9. Continuous attention to technical excellence and good design enhances agility.

Any Agile team's main goal should be to provide value to the client. Therefore, a multi-
skilled team that can manage all the project's technical components and offers the chance for
continual improvement is crucial.

10. Simplicity — the art of maximizing the amount of work not done — is essential.

You should avoid adding extraneous complexity to a project if you want to complete it
swiftly. You can accomplish this in various ways, including by using agile tools, which
eliminate busywork and offer you more significant influence over all project-related
decisions.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.

Simply said, a self-organized workforce with decision-making autonomy would function

better since each team member would be responsible for meeting client expectations rather
than a lone project manager.

12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.

Agile techniques are constructed on the notion of iteration, where teams consistently enhance
their game by learning from their previous wrongdoings. Project managers should inspire
team meetings where everyone evaluates their work and discusses how to develop their
management and technical skills.

4.4 Agile Approaches - Framework - Sprint Planning, Review

An Agile framework is a specific approach to planning, managing, and executing work. Agile
frameworks typically fall into two categories: Frameworks designed for teams, and
frameworks designed to help organizations practice Agile at scale, across many teams.

Team-Level Agile Approaches

Scrum

Scrum is one of the most well-known Agile frameworks for teams. The Scrum Guide defines
Scrum as, “…a framework within which people can address complex adaptive problems,
while productively and creatively delivering products of the highest possible value.”

By definition, Scrum is intended to be lightweight and easy to understand. Some would say,
however, that it is difficult to master. The most recognizable element of Scrum is the use of
time-boxed iterations: Scrum teams operate in set periods of time, called sprints, usually
lasting between two and four weeks.

Operating in sprints allows teams to deliver quickly and predictably, while maintaining the
agility to pivot as needed. You can learn more about Scrum here.
XP

Extreme Programming (or XP) is another team-level Agile framework with roots in software
development. As with most Agile approaches, XP allows for frequent releases in short
development sprints that encourage change when needed.

XP is less regimented than many Agile frameworks, and follows a set of values, rather than
steps. The core values of XP include:

 Simplicity

 Communication

 Consistent feedback

 Respect

Extreme Programing requires developers to first plan and understand the customer’s user
stories—their informal descriptions of features and feature requirements.

You can learn more about Extreme Programming here.

Kanban

Kanban originates from the Japanese word for “visual signal” or “card.” Although Kanban’s
roots are in manufacturing, this Agile framework has been applied broadly to software
development and other types of knowledge work.

The methodology uses physical or digital boards to represent a team or organization’s unique
process. The essential elements of Kanban are as follows:

 Work items are represented by cards on a Kanban board, like sticky notes on a
whiteboard.

 Each step in the process is represented by a vertical lane or column. The most basic
version of a process is “To Do,” “Doing,” and “Done.”

 The cards are then moved from left to right across the board to show where each work
item is in the process.

 Cards can contain a wealth of information about the task, including status, due dates,
who is assigned to the card, etc.

Through providing shared visibility, Kanban allows teams to collaborate more effectively and
operate with greater agility. Kanban is often used as a tool by Lean and Agile teams and can
be incorporated into other Agile frameworks.
Scrumban

Scrumban is an Agile framework that is a hybrid of Scrum and Kanban, that emerged to meet
the needs of teams who wanted to minimize the batching of work and adopt a pull-based
system. By combining elements of Scrum and Kanban, this Agile framework gives teams the
flexibility to adapt to stakeholder and production needs without feeling overburdened by their
project methodology.

Frameworks for Scaling Agile

There are many factors that influence a company’s ability to scale Agile across their
organization, including cultural, work management, and technology shifts needed to truly
adopt Agile at scale. As a result, enterprise Agile frameworks have risen in popularity for
organizations at this stage of their Agile journey.

Scaling Agile frameworks, like the ones listed below, offer structure and guidance to help
enterprises at all phases of a transformation scale Agile to meet their business needs.

DA (Disciplined Agile)

Disciplined Agile, or DA, is an Agile framework that supplies lightweight guidance to help
teams practice Agile at scale. DA emphasizes a “people-first” approach to Agile and is
typically thought of as a hybrid of XP, Scrum, Kanban, and other Agile frameworks.

Disciplined Agile is best for organizations who are already familiar with Agile principles,
because it does not offer much in the way of teaching basic Agile principles or practices. But
for mature Agile organizations looking for a lightweight, hybrid approach to scaling, DA can
be a winning approach.

LeSS (Large Scale Scrum)

Scrum is a true team-level Agile framework, in that it offers little guidance on how to scale to
more than one team. Many teams find success with Scrum, and want to scale it without
abandoning the elements of Scrum that have worked for them. For these teams, LeSS, or
Large Scale Scrum), can be a helpful Agile framework.

LeSS takes the basics of Scrum and so that they apply to multiple teams. LeSS works best
when all the involved teams are working on the same product or within the same value stream
but is not the right Agile framework for an organization looking to scale Agile across the
portfolio.
Nexus

Nexus is another one of the Agile frameworks that builds upon the basics of Scrum. It is
designed for developing and sustaining product delivery initiatives at scale and emphasizes
minimizing and managing dependencies between Scrum teams as a path toward agility.

In this scaled Agile framework, the term Nexus refers to approximately three to nine Scrum
teams that collaborate to deliver a single product. Each Nexus has a single Product Owner
who manages that Nexus’ Product Backlog.

The creators of Nexus insist on staying true to the core elements of Scrum, and only expand
the scope of Scrum in the areas where it enables multiple Scrum teams to work together on a
product.

Spotify Model

Spotify, the audio streaming platform, has introduced many to the world of Agile – so much
so that a specific configuration of Agile they once applied and popularized is referred to as
the Spotify Model.

The Spotify Model is a people-driven, autonomous approach to scaling Agile. Technically, it

is not a framework so much as it is a shining example of practicing Agile at scale. Spotify
engineers documented their approach to scaling Agile (in a now-famous document called
Scaling Agile @ Spotify, and shared it with the world – and many organizations have aimed
to emulate it ever since.

Many Agile thinkers, including the author of Scaling Agile @ Spotify, have concluded that
the Spotify Model is really an early version of Scrum@Scale.

4.5 IT SERVICE MANAGEMENT LIFE CYCLE

IT Service Management or ITSM is the set of activities that can help manage the services
delivered to end-users. Based on the ITIL framework of best practices, ITIL service
management provides a set of best practices and techniques for selecting, planning,
delivering, and maintaining IT services within a business that aligns the IT department's
actions and expenses with changing business demands. It was created by the United
Kingdom's Central Computer and Telecommunications Agency (CCTA) in 1989, AXELOS
developed and released the most recent version, ITIL 4, in 2019.

What is ITIL?
ITIL is a list of volumes that describe a framework for the best practices to deliver IT
services. These practices are drawn from the private and public sectors worldwide. ITIL has
the following benefits:

 Reduced IT costs

 Improved IT services

 Improved customer satisfaction

 Standards and guidance

 Improved productivity

 Improved skills and experience

 Improved delivery of 3rd party services

ITIL has gone through several revisions and comprises five books, focusing on the various
processes and stages of the IT service lifecycle. Their most recent update, ITIL 4 began to
start rolling out in Q1 of 2019, focusing on a more agile, flexible, and customizable version
of ITIL, modified for modern businesses.

What is ITSM?

IT Service Management focuses on implementing, managing, and delivering IT services to

ensure the organization's goals are met. ITSM uses the appropriate mix of people, processes,
and technology to ensure they can provide value to the organization.

ITSM Key Concepts

To properly understand ITIL and ITSM, it is important to understand some key terms and
concepts.
 1. Value: Value is the perceived benefits, usefulness, and importance of something. It
is subjective in nature with respect to stakeholders, organization, and customers

2. Co-creation of value: This refers to a strategy that encourages customer

involvement to provide them with a greater experience

3. Service: It refers to a means of giving value to customers, with favorable outcomes

without having to manage specific costs and risks

4. Service relationship: It refers to the co-operation between a service provider and a

service consumer

5. Service provider: It is the role performed by an organization that provides services

to customers

6. Service consumer: It represents the customer, user or sponsor of the service

7. Organization: It represents a group of people that have their own functions with
responsibilities, authorities, and relationships to achieve their objectives

8. Service relationship management: It refers to the joint activities performed by

service providers and service consumers to ensure co-creation of value

9. Output: It refers to the physical or non-physical deliverables created as a result of

an activity

10. Outcome: It refers to the result of a stakeholder, enabled by one or more outputs

11. Utility: It refers to the functionality offered by a product for service to meet a need
of the organization

12. Warranty: It refers to the assurance provided that a product or service will meet the
agreed requirements discussed

4.6 IT Service Lifecycle

It is an approach to IT Service Management that organizations of all sizes can be used to

manage the full lifecycle of IT and other services. It helps coordinate and control across
processes, systems, and functions.
The service lifecycle can be divided into 5 stages. Let's take a closer look at each of these
stages and the processes within them.

1. Service strategy

The service strategy stage describes the steps and objectives required to manage IT services.
The stage also makes sure that these services are aligned with the goals of the organization.
The processes within the stage are:

Strategy Management for IT Service

Strategy management for IT service is a process to define and maintain the 4Ps of Strategy
(i.e., perspective, position, plans, and patterns). It ensures the creation of a strategy for an IT
Service & its Management throughout the service lifecycle.

Financial Management

The financial management process helps understand and manage costs and opportunities
involved with the service. The different activities under it are:
  Accounting: Tracking how service providers spend money

 Budgeting: Planning how service providers would spend money

 Charging: Securing payment from customers for the services provided to them

Service Portfolio Management

The service portfolio management process represents the entire set of activities that are
managed by a service provider. This process organizes the process by which a process is
identified, described, evaluated, selected, and chartered.

Demand Management

The demand management process helps understand and influence customer demand. It uses:

 User profiles: Characterizes different groups of users for a given service

 Patterns of Business Activity: Represents the way users in different user profiles interact
with a service over a period of time

Business Relationship Management

Business relationship management seeks to establish a positive relationship with customers. It

identifies the requirements of potential and existing customers and ensures the development
of appropriate services to meet those needs.

2. Service Design

This stage focuses on the design of the services and all the other supporting elements that
enable the service to be introduced into a live environment. Four areas need to be taken into
consideration when designing a service:

 People: HR and organizational structure to support the service

 Processes: Service Management process required to support the service

 Products: Technology and infrastructure support

 Partners: Third parties that can provide additional support

Let's have a look at the processes within this stage:

Design Coordination

Design coordination is a process responsible for being the single point of contact for
coordination and control of all activities related to service design.

Service Level Management

The service level management process secures and manages agreements between customers
and service providers relating to utility and warranty of specific services. These lead to the
creation of Service Level Agreements (SLA) between customers and the provider.

Availability Management

The availability management process handles the management and achievement of the
agreed-upon availability requirements that were established in the Service Level Agreements
(SLA)

Capacity Management

The capacity management process ensures that the cost-effective capacity meets or exceeds
the needs of the business, as established in the SLAs. It is divided into three categories:

 Business Capacity Management

 Service Capacity Management

 Component Capacity Management

IT Service Continuity Management

The process of IT service continuity management ensures that the service provider can
provide the minimum agreed-upon levels of service. It uses techniques like Business Impact
Analysis and Management of Risk to produce an IT Service Continuity Plan.
Information Security Management

The process of IT security management aims to protect five basic qualities of information
assets:

 Confidentiality

 Integrity

 Availability

 Nonrepudiation

 Authenticity

Service Catalog Management

The service catalog management process contains all services available to customers and
users. It is usually the only portion of the service portfolio accessible to users.

Supplier Management

The process of supplier management deals with obtaining value for money from third party
suppliers. It works more with external suppliers than with internal suppliers and consumers.

What is IT Service Management

Lesson 2 of 5By Rahul Arun
Last updated on Mar 17, 2023119772
PreviousNext

Table of Contents
What is ITIL?
What is ITSM?
ITSM Key Concepts
IT Service Lifecycle
Conclusion

IT Service Management or ITSM is the set of activities that can help manage the services
delivered to end-users. Based on the ITIL framework of best practices, ITIL service
management provides a set of best practices and techniques for selecting, planning,
delivering, and maintaining IT services within a business that aligns the IT department's
actions and expenses with changing business demands. It was created by the United
Kingdom's Central Computer and Telecommunications Agency (CCTA) in 1989, AXELOS
developed and released the most recent version, ITIL 4, in 2019.

What is ITIL?

ITIL is a list of volumes that describe a framework for the best practices to deliver IT
services. These practices are drawn from the private and public sectors worldwide. ITIL has
the following benefits:

 Reduced IT costs

 Improved IT services

 Improved customer satisfaction

 Standards and guidance

 Improved productivity

 Improved skills and experience

 Improved delivery of 3rd party services

ITIL has gone through several revisions and comprises five books, focusing on the various
processes and stages of the IT service lifecycle. Their most recent update, ITIL 4 began to
start rolling out in Q1 of 2019, focusing on a more agile, flexible, and customizable version
of ITIL, modified for modern businesses.

Clear the ITIL 4 Exam in First Attempt

ITIL 4 FoundationEXPLORE PROGRAM

What is ITSM?

IT Service Management focuses on implementing, managing, and delivering IT services to

ensure the organization's goals are met. ITSM uses the appropriate mix of people, processes,
and technology to ensure they can provide value to the organization.

Let's try to understand ITSM better with some of its key concepts now.

ITSM Key Concepts

To properly understand ITIL and ITSM, it is important to understand some key terms and
concepts.

1. Value: Value is the perceived benefits, usefulness, and importance of something. It is

subjective in nature with respect to stakeholders, organization, and customers

2. Co-creation of value: This refers to a strategy that encourages customer involvement to

provide them with a greater experience

3. Service: It refers to a means of giving value to customers, with favorable outcomes

without having to manage specific costs and risks

4. Service relationship: It refers to the co-operation between a service provider and a service
consumer
 5. Service provider: It is the role performed by an organization that provides services to
customers

6. Service consumer: It represents the customer, user or sponsor of the service

7. Organization: It represents a group of people that have their own functions with
responsibilities, authorities, and relationships to achieve their objectives

8. Service relationship management: It refers to the joint activities performed by service

providers and service consumers to ensure co-creation of value

9. Output: It refers to the physical or non-physical deliverables created as a result of an

activity

10. Outcome: It refers to the result of a stakeholder, enabled by one or more outputs

11. Utility: It refers to the functionality offered by a product for service to meet a need of the
organization

12. Warranty: It refers to the assurance provided that a product or service will meet the agreed
requirements discussed

Now, let's have a look at the ITIL Service Lifecycle.

IT Service Lifecycle

It is an approach to IT Service Management that organizations of all sizes can be used to

manage the full lifecycle of IT and other services. It helps coordinate and control across
processes, systems, and functions.
The service lifecycle can be divided into 5 stages. Let's take a closer look at each of these
stages and the processes within them.

1. Service strategy

The service strategy stage describes the steps and objectives required to manage IT services.
The stage also makes sure that these services are aligned with the goals of the organization.
The processes within the stage are:

Strategy Management for IT Service

Strategy management for IT service is a process to define and maintain the 4Ps of Strategy
(i.e., perspective, position, plans, and patterns). It ensures the creation of a strategy for an IT
Service & its Management throughout the service lifecycle.

Financial Management

The financial management process helps understand and manage costs and opportunities
involved with the service. The different activities under it are:
  Accounting: Tracking how service providers spend money

 Budgeting: Planning how service providers would spend money

 Charging: Securing payment from customers for the services provided to them

Service Portfolio Management

The service portfolio management process represents the entire set of activities that are
managed by a service provider. This process organizes the process by which a process is
identified, described, evaluated, selected, and chartered.

Demand Management

The demand management process helps understand and influence customer demand. It uses:

 User profiles: Characterizes different groups of users for a given service

 Patterns of Business Activity: Represents the way users in different user profiles interact
with a service over a period of time

Business Relationship Management

Business relationship management seeks to establish a positive relationship with customers. It

identifies the requirements of potential and existing customers and ensures the development
of appropriate services to meet those needs.

Clear the ITIL 4 Exam in First Attempt

ITIL 4 FoundationEXPLORE PROGRAM

2. Service Design

This stage focuses on the design of the services and all the other supporting elements that
enable the service to be introduced into a live environment. Four areas need to be taken into
consideration when designing a service:

 People: HR and organizational structure to support the service

  Processes: Service Management process required to support the service

 Products: Technology and infrastructure support

 Partners: Third parties that can provide additional support

Let's have a look at the processes within this stage:

Design Coordination

Design coordination is a process responsible for being the single point of contact for
coordination and control of all activities related to service design.

Service Level Management

The service level management process secures and manages agreements between customers
and service providers relating to utility and warranty of specific services. These lead to the
creation of Service Level Agreements (SLA) between customers and the provider.

Availability Management

The availability management process handles the management and achievement of the
agreed-upon availability requirements that were established in the Service Level Agreements
(SLA)

Capacity Management

The capacity management process ensures that the cost-effective capacity meets or exceeds
the needs of the business, as established in the SLAs. It is divided into three categories:

 Business Capacity Management

 Service Capacity Management

 Component Capacity Management

IT Service Continuity Management

The process of IT service continuity management ensures that the service provider can
provide the minimum agreed-upon levels of service. It uses techniques like Business Impact
Analysis and Management of Risk to produce an IT Service Continuity Plan.

Information Security Management

The process of IT security management aims to protect five basic qualities of information
assets:

 Confidentiality

 Integrity

 Availability

 Nonrepudiation

 Authenticity

Service Catalog Management

The service catalog management process contains all services available to customers and
users. It is usually the only portion of the service portfolio accessible to users.

Supplier Management

The process of supplier management deals with obtaining value for money from third party
suppliers. It works more with external suppliers than with internal suppliers and consumers.

Clear the ITIL 4 Exam in First Attempt

ITIL 4 FoundationEXPLORE PROGRAM
3. Service Transition

The service transition stage of service transition enables the building and deploying of IT
services while ensuring the changes to the services and service management processes are
taking place in a coordinated manner. Let's have a look at the processes within this stage:

Transition Planning and Support

The transition planning and support process plans and coordinates the use of resources to
deploy a major release within the time, time and quality predicted

Service Asset and Configuration Management

The process of asset and configuration management maintains information about the
configuration items required to deliver an IT service, including their relationships.

Release and Deployment Management

The release and deployment management process plans, schedules, and controls the
movement of releases to testing and live environments while maintaining the integrity of the
live environment. It also makes sure the appropriate components are released.

Change Management

The process of change management controls the lifecycle of all changes with minimal
disruption to IT services.

Change Evaluation and Testing

The process of change evaluation assesses major changes before they can proceed to their
next phase in their lifecycle

Service Evaluation and Testing

The process of service validation and testing ensures the deployed releases and resulting
services meet the customer's needs and verifies the IT operations can support the new
services
Knowledge Management

The knowledge management process gathers, analyzes, stores, and shares knowledge and
information within an organization. This increases efficiency by reducing the need to
rediscover knowledge.

4. Service Operations

In the service operations stage, the aim is to meet the end user's expectations while balancing
costs and looking for potential problems. This stage has a combination of processes and
functions:

Incident Management

The incident management process manages the lifecycle of all incidents, ensuring IT service
returns to users as soon as possible.

Problem Management

The problem management process attempts to optimize the lifecycle of all problems, making
sure incidents are prevented, or have minimal impact in case they can't be prevented.

Access Management

The access management process grants authorized users the right to use a service while
ensuring unauthorized users don't access it.

Event Management

The event management process makes sure configuration items and services are continuously
monitored, and to filter out and categorize events to decide appropriate actions.

Request Management

The request management process fulfills service requests (which are usually minor in nature)
Service Desk

The service desk function is the point of contact between users and service providers. It also
handles communication with users and manages incidents and service requests.

Technical Management

The technical management function provides technical expertise and support for the
management of the IT infrastructure.

Application Management

The application management function manages applications throughout their lifecycle

IT Operations Management

The IT operations management function that monitors and controls IT services and their
underlying infrastructure. It involves activities like job scheduling, backing up and restoring,
print and output management, and regular maintenance.

5. Continual Service Improvement

The continual service improvement stage of the lifecycle uses methods from quality
management to learn from past successes and failures. It focuses on improving the
effectiveness and efficiency of IT processes and services, keeping in line with ISO 20000.
Let's take a look at the 7 step process for continual service improvement:

 Identifying improvement strategies

 Defining what will be measured

 Gathering data

 Processing data

 Analyzing data

 Presenting and using information obtained from the data

 Using the information for improvement