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AVM SBU – Induction Manual

AVM SBU - Induction Manual

Manual Use Policy
This Induction Manual is for Cognizant internal circulation only and not intended for full distribution to a prospect or client. All material in this
induction manual is, unless otherwise stated, owned by Cognizant AVM CoE. Changes, reproduction, or distribution of this induction manual,
must not be done without the prior written consent of AVM CoE. For requests to reproduce or distribute this induction manual, please contact
the AVM CoE at avmcoe@cognizant.com

AVM SBU – Induction Manual

Revision History
Document Name: AVM SBU – Induction Manual
Version No: 1.0
Owner: AVM Center of Excellence

Version
No.

1.0

Release
Date

8/18/2015

Authors

Abraham A Jothimani
ITIL V3 Expert

Reviewed by
Arumugam Natesan,
S, Mohan Kumar
Anand Iyer,
Giridhar Jagannathan,
K S, Raamsathishkumar,
Sriram Guruswamy

Updates

First Release

AVM SBU – Induction Manual

Table of Contents

Preface ................................................................................................................................................. 5
About This Manual ................................................................................................................................ 5
Abbreviations ....................................................................................................................................... 6
1. AVM Essentials .................................................................................................................................. 8
1.1 Organization Structure of AVM................................................................................................................. 9
1.2 AVM SBU Objectives ................................................................................................................................. 9
1.2.1 AVM SBU Operating Model (Before/After) ....................................................................................... 10
2. Different Tracks in AVM SBU ............................................................................................................ 12
2.1 Tools Development Track ....................................................................................................................... 12
2.2 Analytics Track ........................................................................................................................................ 13
2.3 Operations Track ..................................................................................................................................... 15
2.3.1 Associate Movement ........................................................................................................................ 15
2.3.2 Evangelize and Training .................................................................................................................... 15
2.3.3 Project ESA Tagging .......................................................................................................................... 15
2.3.4 Moving into Service based delivery .................................................................................................. 15
2.3.5 Baseline and Goal Setting ................................................................................................................. 15
2.3.6 As-is Assessment ............................................................................................................................... 15
2.3.7 CSI/Transformation Kick-Off ............................................................................................................. 16
2.3.8 Customer Messaging ........................................................................................................................ 16
2.4 AVM SBU Implementation Track ............................................................................................................ 17
3. Our focus areas in Application Management Services ....................................................................... 17
4. AVM Industrialization ...................................................................................................................... 19
5. Levels of Engagement ...................................................................................................................... 21
6. Different Levels of Support (L1/L2/L3/L4) in Application Management .............................................. 24
7. ITIL Demystified ............................................................................................................................... 25
8. Mandatory Boot Camp and Trainings ............................................................................................... 31
9. Key Portals in AVM and Referral ...................................................................................................... 32
9.1 Key Portals in AVM .................................................................................................................................. 32
9.2 Referral.................................................................................................................................................... 32
Appendix
ITIL Glossary – Commonly used terms .................................................................................................. 34

AVM SBU – Induction Manual

List of Figures

Fig 1:
Fig 2:
Fig 3:
Fig 4:
Fig 5:
Fig 6:
Fig 7:
Fig 8:
Fig 9:
Fig 10:
Fig 11:
Fig 12:
Fig 13:
Fig 14:
Fig 15:
Fig 16:
Fig 17:
Fig 18:

Hub and Spokes Model ..................................................................................................... 8
Organization Chart of AVM ............................................................................................... 9
Goals and Objectives of AVM SBU ................................................................................... 10
Operating Model: Before the Introduction of AVM SBU .................................................. 11
Operating Model: After the Introduction of AVM SBU .................................................... 11
Analytics in AVM ............................................................................................................ 14
Overall AVM SBU On-boarding plan ................................................................................ 16
Two major focus areas in AVM........................................................................................ 17
AVM Industrialization (Before and After) ........................................................................ 19
Industrialization of MPS (One MPS) ................................................................................ 20
Industrialization of MAS (One MAS) ................................................................................ 21
Levels of Engagement ..................................................................................................... 22
Key Tenets of Managed Services ..................................................................................... 23
Incident Management .................................................................................................... 28
Problem Management .................................................................................................... 28
Service Request .............................................................................................................. 29
Change Management ..................................................................................................... 29
Levels of Certification in ITIL ........................................................................................... 31

AVM SBU – Induction Manual

Preface
Providing assimilation mechanisms for new employees positively reflects on their productivity,
excellence and increases the level of job satisfaction. As a matter of fact, the Induction program and
Induction manual for new employees is deemed to be important since it constitutes the starting
point for an ideal work relationship between the employee and their employer, and it provides
positive work environment for creative delivery.
About this Manual
This manual is designed to support the new employees so that they adapt and get involved quickly
in the workplace by understanding their responsibilities, which helps to boost their passion for work
and loyalty to the institution. The manual serves as a reference document for induction program for
the new associated at AVM and documents all important information related to induction program.
This manual is developed based on several experiences and best practices, shared by the different
Leads and other members of AVM.

AVM SBU – Induction Manual

Abbreviations
ACV
AVM
AD
ADAPT
AM
ASL
ASP
BAFO
BU
BFS
CBC
CCA
CMDB
CM
CoE
CP
CTB
DevOps
DM
DD
EAS
EIM
EOI
FTE
HC
HybrAID
INS
IP
ISmO
ITIL
ITIS
KPI
KT
LS
MLEU
OLA
POC
Proj
PM
RCA
RCG

Annual Contract Value
Application Value Management
Application Development
Application Analysis, Due Diligence, Acclimatization, Process and
Infrastructure Convergence, Transition
Account Manager
Application Services Library
Advance Solutions Practice
Best and Final Offer
Business Unit
Banking and Financial Services
Cognizant Business Consulting
Cognizant Career Architecture
Configuration Management Database
Change Management
Center of Excellence
Client Partner
Change The Business
Development Operations
Delivery Manager
Delivery Director
Enterprise Application Services
Enterprise Information Management
Expression of Interest
Full Time Employee
Health Care
Hybrid Apps Infra Delivery
Insurance
Intervention Plan
Integrated Smart Operations
Information Technology Infrastructure Library
IT Infrastructure Services
Key Performance Indicator
Knowledge Transfer/Transition
Life Sciences
Manufacturing, Logistics, Energy and Utilities
Operational Level Agreement
Point of Contact
Project
Project Manager
Release Control Acceptance
Retail and Consumer Goods

AVM SBU – Induction Manual
RFP
RFI
RFQ
RM
RTB
SBU
SDLC
SMO
SPOC
SLA
TCV
TEMS
T&H
TM
TO
UAT
XBS

Request For Proposal
Request For Information
Request For Quote
Release Management
Run the Business
Strategic Business Unit
Software Development Life Cycle
Service Management Office
Single Point of Contact
Service Level Agreement
Total Contract Value
Test Environment Management
Travel and Hospitality
Transition Manager
Transformation Office
User Acceptance Training
Xerox Business Services

AVM SBU – Induction Manual
1. AVM Essentials
Application Management Services is referred to as AVM and Center of Excellence is referred to as
CoE. We differentiate ourselves from the traditional Application Management by addressing the
dual focus on Transformation and Service Management thereby adding value to the clients and
hence we call it as Application Value Management (AVM) Services. AVM CoE team in Cognizant
provides leadership, evangelization, best practices, research, support and training for Application
Value Management Services.
AVM is headed by Arun Baid and his counterparts at Onsite are Ilanko Kumaresan and Udayasuryan
Gummidipoondy. AVM in Cognizant operates in a Hub and Spokes Model where the Hub is the AVM
CoE and the Spokes are the AVM SBU’s from different verticals.

Fig 1: Hub and Spokes Model
Here, the AVM CoE is the Engineering Arm and the AVM SBU is the Execution Arm. The aim of this
model is to industrialize all the findings, constructs, best practices etc. evolved from AVM CoE into
the delivery of AVM engagements across Cognizant through different AVM SBUs. This is spearheaded
by Srinivasan Thiagarajan who is responsible for the Engineering arm (AVM CoE) and Selvakumaran
Mannappan who is responsible for the implementation arm (AVM SBU).

AVM SBU – Induction Manual
1.1 Organization Structure of AVM

Fig 2: Organization Chart of AVM
1.2 AVM SBU Objectives





Industrialization leading to reduced Cost of Delivery + enabling faster Transformation
o Create / enhance the required Frameworks, Process artifacts, Tools
o On board AVM engagements on to the AVM platform
o One Managed Production Services model including ISmO
o Centralized Transition Services for the Application tower
Help increase ‘Win-Ratio’ of AVM deals
Thought leadership and Mindshare gain with Analysts and Intermediaries
o Specialized Business Development support leveraging App-Infra synergies
 ISmO, DevOps, TEMS, Business SLAs
o Launching new consulting service offerings under the AVM-CBC umbrella

AVM SBU – Induction Manual

Fig 3: Goals and Objectives of AVM SBU

1.2.1 AVM SBU Operating Model (Before/After)

A BU in Cognizant typically comprises of AD and AVM projects. The AVM projects in a business
unit is identified and reorganized under AVM SBU. The AVM SBU Heads report to the
corresponding BU Heads, but the AVM SBU has its own governance in place. Projects activities
for L1 support level are assessed by the ITIS team for scoping to the ITIS practice. This is to
bring synergies between the App & Infra L1 Support layers, resulting into better end user
experience and cost efficiencies.
The representation below identifies the organization chart for AVM SBU, the key groups and
responsibilities.

AVM SBU – Induction Manual

Fig 4: Operating Model: Before the Introduction of AVM SBU

Fig 5: Operating Model: After the Introduction of AVM SBU

AVM SBU – Induction Manual
2. Different Tracks in AVM SBU
2.1 Tools Development Track
The primary activity of this track is to develop in-house tools depending on the requirements
needed across all tracks in the AVM Space. They also provide on-boarding support for these
tools.
The following are the most commonly used tools and platforms in AVM Landscape developed by
the Tools track:
Demo Link

AVM DART – A standalone Data Analytics and
Reporting Tool aligned to ITIL based Services. Ticket
Analysis Support for On-going/ESA and RFP/RFI
projects. Integrated with workflow based Effort
Tracking framework.

Eaglei – It is a web based SLA Monitoring tool to define
and track Acknowledgement, Response and Resolution
SLAs. It has a near Real time dashboard with a ticker
that flashes impending SLA breaches for all the
applications under a production support program. It
also provides Key Metrics such as SLA, Influx\backlog
and critical tickets. This is mainly applicable for
Production support projects with stringent SLA or
heavy influx of tickets with 100+ in a day.

AVM DART – Overview
AVM DART – Dashboard and Service
Operational Metrics
AVM DART - Effort Tracking
AVM DART – Portfolio
AVM DART – Ticket Analyzer
AVM DART – Self Start & Configuration
AVM DART

Eagle I – Demo

Eagle I – Overview

Knowledge Transition Portal – This portal is a unique
tool-based model for Knowledge Transition which
includes a scientific approach to identify the
complexity of applications for effective planning and
drive end-to-end transition execution.

Knowledge Transition Portal

Estimation Portal – This Portal is used to estimate the
FTE’s required for different services in AVM Service

Estimation Portal

AVM SBU – Induction Manual
line.

SoW Portal – This portal is used to generate standard
SoW/Contract template for AVM Service line projects.
Shift Roster – Shift Roster is a proactive web based
planning tool for creating and managing shifts which
helps in better, faster and easier planning of staffing
for shift based projects. It automates the Shift Roster
generation process using pre-defined shift pattern.

CSI and Transformation – This portal helps the BU to
track the progress of CSI and Transformation
initiatives. It helps the CSI team or project team with
creation/Tracking of CSI plans and the benefits of
these initiatives.

SOW Portal

Shift Roster Introduction

Shift Roster Demo
CSI & Transformation Portal – New user
onboarding
Creating CSI Plan
Approving CSI Plan
Tracking CSI Plan
Validating CSI Plan
Completing CSI Plan

AVM Genie Lamp – A home grown, wizard based data
analysis tool which is completely driven by user needs
to generate the required charts based on their wish
for any kind of column based data effectively and
efficiently. This can be used for application diagnostic
assessments, RFP analysis or for any general data
analysis process with least constraints.

2.2 Analytics Track
With the current explosion of data (2.5 quintillion bytes of data created everyday) the need for
Analytics to make real time decisions is on high demand. This track focuses on applying science
based techniques to extract meaningful insights which add business value for service lines across
AVM.
The key activities of the track involves
•

Converting raw data into knowledge “to support decision making” using statistical tool
like “R”, Minitab etc.

AVM SBU – Induction Manual
•

Identify “insights” that are both “Hindsight” and “Foresight” in nature. Where “Hindsight”
intelligence are extract via “Descriptive Analytics” & “Diagnostics Analytics” and
“Foresight” intelligence are extracted via “Predictive Analytics” and “Prescriptive
Analytics”.

Fig 6: Analytics in AVM
The track has also came up with Cognizant’s proprietary algorithms in the following areas
 Automation potential identification.
 Influx reduction opportunity.
 Cross skilling opportunity.

AVM SBU – Induction Manual
2.3 Operations Track
The operations track involves in tracking & monitoring existing AVM SBU projects; On-boarding
new AVM SBU Projects; track the associates and tag them to projects; analyzing their
effectiveness; creating strategies to improve productivity and efficiency; managing the CSI &
Transformation programs; Analyze the Win-Loss and send Scorecard reports to the management.

The following are the other key activities of this track.
2.3.1 Associate Movement

AVM SBU people track provides exciting AVM roles and career options for the associates. The
PM along with DD and TM would do a mapping exercise for each associate as per the role they
play in the AVM project. These roles are Core Service delivery, Service Management
(SMO/TO), SME and Transition roles
2.3.2 Evangelize and Training

All associates have to undergo trainings and Knowledge assessments (SA- population) on AVM
SBU constructs during the on boarding process. This helps them understand AVM Constructs
in detail.
2.3.3 Project ESA Tagging

This covers Project tagging and mapping of Service level (L1, L2, L3, and L4) in ESA. It also
helps to know the no. of project & FTE who have on-boarded on this initiative and also the
support level offered as part of an engagement.
2.3.4 Moving into Service based delivery

Discover & identify the services offered and configure the MS process package in C2.0 by
selecting appropriate metrics and base lining the same with the help of ticket dump.
2.3.5 Baseline and Goal Setting

Operational & Financial parameters will be base lined and target will be set with the help of
PM/DM of the project, to precisely track the bottom line improvement. Also the parameters
are monitored on a monthly basis until the set target is reached
2.3.6 As-is Assessment

Service & Maturity assessment is performed to create Intervention Plan (IP) document.
IP gets created to identify the gaps in the process/service offered and also continuous service
improvement (CSI) & transformation themes are created from this.

AVM SBU – Induction Manual
2.3.7 CSI/Transformation Kick-Off

CSI – Helps to improve the day to day service delivery operations. Here the focus is on
improving the service effectiveness, efficiency and optimizing cost.
Transformation is a process of thoughtful and radical change that orients an organization in a
new direction and takes it to an entirely different level of effectiveness (non-linear changes).
Whereas CSI is incremental improvement to business processes, transformations are of larger
magnitude. Transformations are carried out in a planned manner after getting buy in from
relevant stakeholders. Typically CSI and Transformations focus on Automation at work,
Outcome based service layers, Vendor agnostic service improvements, Self-optimizing process
models and Portfolio improvements.
2.3.8 Customer Messaging

It includes Value proposition articulation to Customer, as appropriate and demonstration of
our delivery model & value adds/cost benefit to the engagements.
The Overall On-Boarding Plan is depicted in the following diagram:

Fig 7: Overall AVM SBU On-Boarding Plan

AVM SBU – Induction Manual
2.4 AVM SBU Implementation Track
The main aim of AVM SBU Implementation track is to “Put in Action” all the findings, constructs,
best practices etc. evolved from AVM CoE into the delivery. It Comprises of AVM SBU Heads and
AVM SBU Champions.
The AVM SBU Heads act as a single point of contact for Account Managers, Sales Team, Client
Partners and Delivery Managers. The AVM SBU Champions act as a single point of contact for AVM
SBU Heads who will channelize requests to respective tracks within AVM CoE.
The primary focus of the AVM SBU Champions is to drive AVM Deals across the verticals as Solution
Architects. Typically, they work with the Vertical BD teams, and are responsible for translating the
requirements created by functional analysts into the architecture for AVM solutions and describing
it through the set of architecture and design artifacts. They are also responsible for SBU enablement
on the dimensions of On-boarding, Industrialization of AVM through OneMPS and OneMAS
constructs, Increase the Market share of AVM etc.
3. Our focus areas in Application Management Services
Our Application Value Management services are designed to provide day-to-day operations,
support, and maintenance of enterprise applications. Application Management Services include but
are not limited to end-user support, monitoring, proactive problem avoidance, issue resolution,
service restoration, and root cause analysis. Patching, application enhancements, and operational
responsibility for application performance and uptime are often core services.
The two major focus areas in AVM are



Managed Production Services (MPS) which consists of L1, L2 and most of L3 activities
Managed Application Services (MAS) which consists of L4 and some part of L3 activities

Fig 8: Two major focus areas in AVM

AVM SBU – Induction Manual


Managed Production Services  They are categorized into Operational (L1 support) services
and Specialist Services (L2 and L3 support). These services are designed to provide support and
maintenance to applications for the day-to-day operations. Some of the services here include
i) Application Monitoring
ii) Batch Monitoring
iii) Batch Scheduling / Execution
iv) Mailbox & Ticketing Tool Monitoring
v) End Of Term Services
vi) Application Continuity & Resiliency Support



Managed Application Services  It covers the core application/technology related services
comprising of enhancement services (minor & medium), assessment services and
transformation services. All of these services are L3, L4 support or transformational in nature.
Some of the services here include
i) Functional Enhancements
ii) Application Integration Services
iii) Regulatory & Compliance Services
iv) Application Strengthening
v) Application Tuning and Optimization
vi) Application Consolidation
vii) Application Decommission
viii) Application Reengineering and Modernization
Apart from MPS and MAS services, we also have the following services offered in the AVM
Space.



Governance Services  It focuses on service governance aspects. Some of the services here
include
i) Service Level Management
ii) Service Management Integration
iii) Change Advisory Board Governance
iv) Release Control Board Governance
v) Demand Management



Security Services  These services focus on reactive and proactive security management.
Some of the services here include
i) Application Access Management
ii) Application Security Assessment
iii) Application Security Hardening



Professional Services  Some of the services here include
i) Project Management
ii) Program Management
iii) Project Support
iv) Training Services

AVM SBU – Induction Manual



Product Value Management (PVM)  The service here covers the entire product lifecycle
(from maintaining a product, its upgrades, integration, migration, testing and consultation).

4. AVM Industrialization
Our vision is to industrialize AVM Services across Cognizant. Our Principle of Industrialization is
“Componentize + Standardize”.
This involves segregating different groups in a particular Layer and bringing in standardization in
each of these components.
The current industrialization of MPS and MAS is done by the adoption of One MPS and One MAS
models. The figure below shows the comparison between the traditional model and our Current
Industrialized model (Factory model).

Fig 9: AVM Industrialization (Before and After)

AVM SBU – Induction Manual
One MPS
One MPS brings about industrialization of Managed Production Services by means of
Componentizing MPS into ISmO and RTB and standardizing the services delivered.
ISmO (Integrated Smart Operations) / L1 Utility is an Integrated Service Desk and Operations center
for applications and infrastructure. This team will be responsible for providing an integrated view of
infrastructure and application mapping which in turn helps in avoiding longer outages. The unified
Application and Infrastructure Service Desk function will serve as
 “Single” user interface to handle both application and infrastructure issues
 Single point of ownership for all incidents and requests irrespective of the service chain it flows
through
 The focus will be to ensure systems and applications are monitored for availability and
performance through a common set of processes based on ITIL framework
 Provide reactive and proactive services (e.g. Incident and Event management) by establishing an
integrated collaborative platform for the Level 1 layer
In summary, some of the benefits of setting up an Integrated L1 Utility Layer on account of deriving
Application and infrastructure synergies are as follows:
• Demand Reduction and Improved Responsiveness
• Faster Issue identification and resolution of system related issues
• Proactive Prioritization of support responses, RCA and remediation activities

Fig 10: Industrialization of MPS (One MPS)
The ISmO will be delivered by the CIS team and the rest of the services in MPS which falls under RTB
will be delivered by AVM SBU.
One MAS
One MAS brings about industrialization of Managed Application Services by means of
Componentization and Standardization of Application Enhancement process through demarcation of
Requirements Elucidation, Build and Testing. This is achieved by means of three pillars namely
Integrated Smart Requirements, Build factory and Integrated Smart Testing that constitute ‘Change
the business’ (CTB).

AVM SBU – Induction Manual





Integrated Smart Requirement or ISmR Team will focus on requirement elicitation and will act
as a bridge between Customer and the Application Enhancement team. ISmR team specializes in
functional aspects of the delivery organization with focus on Delivery Excellence, Solution
Development and Knowledge Asset Management.
Build factory will take input from ISmR with the intent to bring domain focus required for
enhancements and at the same time operate efficiently through needed technology specific
specialization
Integrated Smart Testing or ISmT will bring a ‘Test factory’ approach through the involvement of
expert QA testers to ensure that required changes are verified and validated, before they are
pushed into production. The testing will be performed by the QE & A team.

Fig 11: Industrialization of MAS (One MAS)
5. Levels of Engagement
The Cognizant Engagement Maturity model helps to baseline existing and newer engagements of
Cognizant into 4 levels of maturity. Cognizant has home grown capabilities to evaluate the levels of
maturity of an engagement and enables them to progress from one level of maturity to another.
The Cognizant Engagement Maturity model is the primary basis for all of our frameworks, and the
frameworks in turn help in accelerating this journey to higher maturity levels.

Business
Models

Rate Card
Task Based

Service Levels
Service Based

Managed Services

Strategic
Business Outcomes

AVM SBU – Induction Manual

Fig 12: Levels of Engagement
Task based delivery model (also called staff augmentation model)  In this type of engagement,
there are no SLAs or process documentation involved. At this maturity level, MSP’s generally
provides resources, who carry out day-today activities defined by the customer.
Service based delivery model  In this type of engagement, set of activities are identified and
bundled as services, with SLAs in place that focuses primarily on vendor performance. The ownership
on service delivery is also introduced to a certain extent, with primary ITIL processes in place along
with a good level of project ownership (eg. resource revenue reporting).
Managed Services model  This is one of the most commonly used term in the industry with
without any clear definition. Within Cognizant, we have clear demarcation and protocols on what
defines this particular level.
“Managed Services is defining a set of cataloged services and managing them with clearly stated
outcomes”

AVM SBU – Induction Manual
The Key tenets of Managed Services are shown in the following diagram.

Fig 13: Key Tenets of Managed Services
In this type of engagement, the focus is on Service Tiers (L1/L2/L3/L4) or Service Horizontals. Here
the roles and responsibilities are clearly defined and the service provider is responsible for delivering
the IT Output based on SLA’s. The key aspect of this level focuses helps to integrate seamlessly with
multiple service lines and other suppliers/vendors.
The characteristics of measurement system at this level transcend from Vendor performance based
metrics to Service and IT Outcome based metrics. The governance functions in the form of SMO and
TO will be established to ensure Service Excellence and Continual Transformation within Service
Delivery.
Business Outcome based delivery model  The most important goal of any organization is to
ensure that it delivers outcomes that matter to business. In this type of engagement, IT Outcomes
to Business Benefits and Business Outcomes are orchestrated. The Operating model of this
engagement is given below:
Input: They refer to the effort / resources put in to give
the desired Outputs.
Output: They refer to the work undertaken to realize the
desired Outcomes.
Outcomes: They refer to the Business outcomes as a
result of Output.

AVM SBU – Induction Manual
6. Different Levels of Support (L1/L2/L3/L4) in Application Management
Support
Level

Description

Detailed Information

• Forms the initial support level
responsible for basic customer
issues.
• Will consist of Application &
Infrastructure Service Desk along
with the Monitoring function.
• L1 group typically handles
straightforward and simple issues
possibly using a knowledge
management tool.

• Detect, Record, Monitor, Escalate ticket and /or alerts
to L2 and L3 Levels
• Provide voice call support
• Monitor mailboxes and / or ticketing tool, create
tickets as necessary and assign them to relevant support
groups, categorize and prioritize tickets as per the defined
process guidelines
• Provide scripted solutions (solutions that are available
in knowledge management data base)
• Monitor batch execution and report status periodically;
create tickets when there are exceptions
• Handle routine documented health checks on
applications
• Handle end client communication
• Trigger problem management through periodic trend
analysis

• L2 is a more in-depth technical
support level than L1 and more
experienced and knowledgeable
on a particular product or
service.
• L2 are responsible for assisting
L1 personnel in solving basic
technical problems and for
investigating elevated issues by
confirming the validity of the
problem and seeking for known
solutions related to these more
complex issues.

• Troubleshoot tickets that have been escalated from
level 1 team
• Perform ticket related diagnostics and restore services
through fixes that do not involve code change i.e., provide
workarounds. If code change is required in exceptional
condition, level 2 must act as level 3.
• Escalate to Level 3 team for complex requests and
incidents
• Escalate to Level 3 team for incidents requiring a code
change
• Trigger problem management through periodic trend
analysis and for incidents where there is no workaround
possible
• Perform Root Cause Analysis for simple problems
• Enrich KEDB / KB to enable “Shift Left”
• Handling adhoc or non-standard service requests
• Support during change impact analysis
• Schedule and manage manual/ad-hoc batch jobs

AVM SBU – Induction Manual

• Highest level of support in a
three-tiered technical support
model responsible for handling
the most difficult or advanced
problems.
• Possess specialist technical
skills to support the application
environment, and are
responsible for not only assisting
both L1 and L2 personnel, but
with the research and
development of solutions to new
or unknown issues.

• Resolve incidents and requests that have been
escalated from Level 2
• Handle complex queries / incidents
• Provide solutions to incidents involving code change
cycle / complex configuration changes
• Handle business change request capped to certain
number of hours
• Scripting batch jobs and handling unknown exceptions
on batch jobs
• Provide UAT support for incidents fixed at Level 3 and
business change implemented
• Handle standard testing requests
• Perform RCA and provide permanent solutions for
problems
• Enrich KEDB / KB to enable “Shift Left"

• L4 support is more often
referred as application
development which follows any
of the standard SDLC models

• Handle small development, enhancement projects in
line with SDLC process defined
• Management of quarterly or yearly release cycles
• Provide UAT Support for development and
enhancement projects
• Provide warranty support
• Provide knowledge transition to L1/L2/L3 teams
• Provide remediation support for adaptive maintenance

7. ITIL Demystified
ITIL stands for the Information Technology Infrastructure Library. ITIL is a framework of best
practices to manage IT operations and services defined in the mid-1980s by the Government of
Commerce, UK. ITIL’s main objective is to align business and Information Technology, allowing
organizations to implement what is relevant to their business. ITIL is just a documented common
sense from years of learning from people around the world.
The set of topics and concepts, which are best practice for ITSM, are condensed into 5 books
1. Service Strategy – It focuses on understanding customer needs, directions, requirements,
helping improve IT over time
2. Service Design – It focuses on turning strategies for services into a detailed Service
description, not just the technology.
3. Service Transition – It focuses on building, validating, and delivering new and changed
services to customers

AVM SBU – Induction Manual
4. Service Operations – It focuses on the day-to-day care and feeding of services
5. Continual Service Improvement – It focuses on identifying and managing incremental
improvements to services
We are sometimes confused by the use of ITIL and IT Service Management (ITSM) interchangeably.
ITSM is a generic phrase describing the field of Service Management as applied to providing IT
Services. ITIL, on the other hand, is a specific framework of guidance that is owned and managed
by Axelos.
ITSM can be implemented in many ways, including the adoption of ITIL. Many organizations adopt
ITIL in addition to other complimentary frameworks like COBIT, USMBOK, Lean/Six Sigma, LeanIT,
DevOps and PRINCE2.
Here is what you really need to know

Quick Facts

ITIL is not a standard

Consider it a good advice from IT Managers who have been there. It
is up to you to take it or leave it. You can follow ITIL the way it works
best for you.

ITIL is for small, medium
and large companies

It’s true! Anyone can implement ITIL. However, it makes sense when
the size of your helpdesk team is more than 5.

ITIL is not from a single
company or a person

ITIL is not backed by a single company or a person. There is no profit
motive or personal promotion.

Service and Service Management:
A Service is a means of delivering value to customers, by facilitating outcomes that customers want
to achieve, without the ownership of specific costs and risks.
Services consist of the 4 P’s: People, Process, Product (Technology), and Partners (Vendors).
Service Management is a set of specialized organizational capabilities for providing value to
customers in the form of Services. Organizations must consider both their Resources and
Capabilities when managing their Services.
Resources are the things an organization has, such as money, infrastructure, people, information

AVM SBU – Induction Manual
and applications.
Capabilities are the things an organization can do, such as management, organization, process,
knowledge and people (people have certain capabilities).
Resources and Capabilities come together to create value for the customer, but only when balanced
in the right proportions.

For instance, if you are staffing a Service Desk, the determination can be made that 10 Service Desk
agents is an adequate number of resources based on the number of customers being supported.
However, if only 3 of the 10 agents have the capability to handle an Incident from initiation through
to closure, then we do not have enough capability as an organization. Therefore the organization is
not providing value to the customer. An ineffective and inefficient Service Desk will lead to
unsatisfied customers, and the organization will suffer because it will not win repeat business.
Quite often, an organization will take an overly reactive approach to remedy this situation. This can
lead to the mistake of “throwing more resources” at the problem. In our example, this would be the
hiring of 10 more Service Desk agents. This will not resolve the problem, and actually has the effect
of making things worse. The organization goes from 7 incapable Service Desk agents, to 17 incapable
Service Desk agents and we still only have 3 capable agents.

Events and Incidents:
ITIL defines an Event as any detectable or discernible occurrence that has significance for the
management of the IT infrastructure or the delivery of IT service. There are 3 types of Events:
•

Events that signify Normal Operation (Informational)

•

Events that signify Unusual Operation (Warnings)

•

Events that signify Exceptional Operations (Incidents)

An Incident is any event that causes (or may cause) a disruption to, or degradation of a service.
The common confusion is the belief that every Event is an Incident. Most Events are not Incidents,
they are informational. However, all Incidents are Events, but these Events actually disrupt service.
Incident Management:
The goal of Incident Management is to restore IT services to the normal state as soon as possible
with workarounds or solutions to make sure that it does not affect business.

AVM SBU – Induction Manual
An incident is an event that is not part of the standard operation; it is an event that you don’t want
to happen, however it eventually happens. In simple words, Incident Management is a process to
manage disruptions in critical IT services and restore them ASAP.

Fig 14: Incident Management
Problem Management:
ITIL defines a Problem as the unknown, underlying root cause of one or more Incidents. The goal of
Problem Management is to find the root cause of incidents and reduce the impact on business.
Problem Management is a proactive approach that prevents recurrence of incidents.
Problem management brings strategy to your helpdesk; it helps you move from your firefighting
mode to a proactive mode. In simple words, the disruptions faced by users are mostly different
instances of a problem. When you find and eliminate the root cause of all the Incidents, you also
prevent future incidents.

Fig 15: Problem Management

AVM SBU – Induction Manual
Service Request and Change Management:
ITIL defines a Service Request as a request for a change to be made to a service that is usually well
understood, common, has standard procedures, pre-approved, and low risk. A Standard Change is
also defined as a request for a change to be made to a service that is usually well understood,
common, has standard procedures, pre-approved, and low risk.

Fig 16: Service Request
The common confusion is in understanding the difference between a Service Request and a
Standard Change and which processes we use to manage them.

Fig 17: Change Management
Service Requests are usually initiated by the user and handled through the Request Fulfillment
Process. Standard Changes are usually operational in nature, and are managed through the Change
Management Process.
The change management process helps you co-ordinate changes with minimal disruptions and
accepted risk.

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Configuration Item (CI) and Configuration Management Database (CMDB):
ITIL defines a Configuration Item (CI) as any component that needs to be managed in order to
deliver an IT Service.
The Configuration Management Database (CMDB) holds records for CI’s that are important to the
business and impacts a business service. The remaining items should be managed in the Asset
Inventory.
The ones that are covered are the basics and a very high level view of some of the processes in ITIL.
To get a solid understanding of all the processes, ITIL Training and Certification is recommended.

How to get certified in ITIL?
If you're interested in pursuing the ITIL certification, there are a few things you should know.
The Basics ITIL v3 has five different certification levels:







ITIL Foundation
ITIL Intermediate Level
ITIL Managing Across the Lifecycle
ITIL Expert Level
ITIL Master Qualification

The most popular of these is the ITIL Foundation certification, which is the first step to all further
ITIL certifications. While a foundation-level certification is usually enough, those who are looking for
higher and managerial positions would do well to get both an intermediate-level and expert-level
certification.

AVM SBU – Induction Manual

Fig 18: Levels of Certification in ITIL
The ITIL Expert in IT Service Management certification is finally obtained by accumulating credits via
the earlier levels. The Master level may be achieved through five years of on-the-job experience in
leadership, managerial or higher management roles.
Clearly, studying for all levels at once is impossible. Keep it simple by preparing yourself for the
examination that you are taking. ITIL generally involves intensive study and tough exams as well as
work experience, so if you're looking to take the higher levels of ITIL, it's best to approach them one
by one.

8. Mandatory Boot Camp and Trainings
As a part of the AVM SBU Enablement initiative, all associates have to undergo trainings and
Knowledge assessments on AVM SBU constructs during the on boarding process. The Academy team
will conduct boot camp for Associates and the same will be communicated through the Learning
Calendar. The Calendar would include an eLearning Course on the Foundations of ITIL, Orientation
to Managed Services, C2.0, Service Management, CSI and AVM Tools.
The course completion status report will also be published on a weekly basis. Please reach-out to
AVMAcademy@Cognizant.com for any questions/clarifications.

AVM SBU – Induction Manual
9. Key Portals in AVM and Referral
9.1 Key Portals in AVM

Portal Name

Links

OneAVM
Estimation Portal
AVM DART
KT Portal
CSI Portal
On Boarding Portal
AVM SBU Dashboard
SoW Portal
BIC Portal

https://oneavm.cognizant.com
https://avmestimation.cognizant.com
https://avmdart.cognizant.com
https://knowledgetransition.cognizant.com
https://avmcsitransformation.cognizant.com
https://avmsbuonboarding.cognizant.com/
https://avmsbuonboarding.cognizant.com/
https://managedservicesow.cognizant.com
https://bic.cognizant.com/

9.2 Referral
Cognizant a great place to work! We welcome the referral of your friends and ex-colleagues to our
team and the best part of which is “it pays you to have them referred.”
For more details on referral schemes, visit
https://onecognizant.cognizant.com > Global Referral

AVM SBU – Induction Manual

Appendix

AVM SBU – Induction Manual
ITIL Glossary – Commonly used terms
Terms

Short Description

Acceptance

Formal agreement that an IT service, process, plan or other deliverable
is complete, accurate, reliable and meets its specified requirements.
Acceptance is usually preceded by change evaluation or testing and is
often required before proceeding to the next stage of a project or
process.

Access Management

The process responsible for allowing users to make use of IT services,
data or other assets. Access management helps to protect the
confidentiality, integrity and availability of assets by ensuring that only
authorized users are able to access or modify them. Access
management implements the policies of information security
management and is sometimes referred to as rights management or
identity management.

AM
(Account Manager)

A role that is very similar to that of the business relationship manager,
but includes more commercial aspects.

Accounting

The process responsible for identifying the actual costs of delivering IT
services, comparing these with budgeted costs, and managing variance
from the budget.

Accredited

Officially authorized to carry out a role. For example, an accredited body
may be authorized to provide training or to conduct audits.

AST
(Agreed Service Time)

A synonym for service hours, commonly used in formal calculations of
availability.

ASP
(Application Service Provider)

An external service provider that provides IT services using
applications running at the service provider’s premises.

Application Sizing

The activity responsible for understanding the resource requirements
needed to support a new application, or a major change to an existing
application. Application sizing helps to ensure that the IT service can
meet its agreed service level targets for capacity and performance.

Asset Management

A generic activity or process responsible for tracking and reporting the
value and ownership of assets throughout their lifecycle.

AVM SBU – Induction Manual

Terms

Short Description

Balanced Scorecard

A management tool developed by Robert Kaplan (Harvard Business
School) and David Norton. A balanced scorecard enables a strategy to
be broken down into key performance indicators. Performance against
the KPIs is used to demonstrate how well the strategy is being
achieved.

BCM
(Business Continuity Management)

The business process responsible for managing risks that could
seriously affect the business. Business continuity management
safeguards the interests of key stakeholders, reputation, brand and
value-creating activities. The process involves reducing risks to an
acceptable level and planning for the recovery of business processes
should a disruption to the business occur. Business continuity
management sets the objectives, scope and requirements for IT
service continuity management.

BCP
(Business Continuity Plan)

A plan defining the steps required to restore business processes
following a disruption. The plan also identifies the triggers for
invocation, people to be involved, communications etc. IT service
continuity plans form a significant part of business continuity plans.

Benchmark

The recorded state of something at a specific point in time. A
benchmark can be created for a configuration, a Process or any other
set of data. E.g. Can be used in Continual Service Improvement to
establish the current state for managing improvements.

BU
(Business Unit)

A segment of the business that has its own plans, metrics, income and
costs. Each business unit owns assets and uses these to create value
for customers in the form of goods and services.

Business Objective

The objective of a Business Process, or of the Business as a whole.
Business Objectives support the Business Vision, provide guidance for
the IT Strategy and are often supported by IT services.

Capacity Management

The process responsible for ensuring that the capacity of IT services
and the IT infrastructure is able to meet agreed capacity- and
performance-related requirements in a cost-effective and timely
manner. Capacity management considers all resources required to
deliver an IT service, and is concerned with meeting both the current
and future capacity and performance needs of the business.

CAB
(Change Advisory Board)

A group of people that support the assessment, prioritization,
authorization and scheduling of changes. A change advisory board is
usually made up of representatives from: all areas within the IT service

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Terms

Short Description
provider; the business; and third parties such as suppliers.

Change Management

The process responsible for controlling the lifecycle of all changes,
enabling beneficial changes to be made with minimum disruption to IT
services.

COTS
(Commercial Off The Shelf)

Pre-existing application software or middleware that can be purchased
from a third party.

CI
(Configuration Item)

Any component or other service asset that needs to be managed in
order to deliver an IT service. Information about each configuration
item is recorded in a configuration record within the configuration
management system and is maintained throughout its lifecycle by
service asset and configuration management.

CSF
(Critical Success Factor)

Something that must happen if an IT service, process, plan, project or
other activity is to succeed. Key performance indicators are used to
measure the achievement of each critical success factor. For example,
a critical success factor of ‘protect IT services when making changes’
could be measured by key performance indicators such as ‘percentage
reduction of unsuccessful changes’, ‘percentage reduction in changes
causing incidents’ etc.

Demand Management

The process responsible for understanding, anticipating and influencing
customer demand for services.

Deming Cycle

Downtime

Economies of Scale

Plan-Do-Check-Act.
The time when an IT service or other configuration item is not
available during its agreed service time. The availability of an IT
service is often calculated from agreed service time and downtime.
The reduction in average cost that is possible from increasing
the usage of an IT service or asset.

Efficiency

A measure of whether the right amount of resource has been used to
deliver a process, service or activity.

ECAB
(Emergency Change Advisory Board)

A subgroup of the change advisory board that makes decisions about
emergency changes. Membership may be decided at the time a
meeting is called, and depends on the nature of the emergency
change.

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Terms

Short Description

Estimation

The use of experience to provide an approximate value for a metric or
cost. Estimation is also used in capacity and availability management as
the cheapest and least accurate modelling method.

Event

A change of state that has significance for the management of an IT
service or other configuration item.

Follow the sun

A methodology for using service desks and support groups around the
world to provide seamless 24/7 service.

Gap analysis

An activity that compares two sets of data and identifies the
differences. Gap analysis is commonly used to compare a set of
requirements with actual delivery.

Incident

An unplanned interruption to an IT service or reduction in the quality
of an IT service. Failure of a configuration item that has not yet
affected service is also an incident.

Incident Management

The process responsible for managing the lifecycle of all incidents.
Incident management ensures that normal service operation is
restored as quickly as possible and the business impact is minimized.

ISM
(Information Security Management)

The process responsible for ensuring that the confidentiality, integrity
and availability of an organization’s assets, information, data and IT
services match the agreed needs of the business.

ISMS
(Information Security Management
System)

The framework of policy, processes, functions, standards, guidelines
and tools that ensures an organization can achieve its information
security management objectives.

Internal Customer

A customer who works for the same business as the IT service
provider.

ISP
(Internet Service Provider)

An external service provider that provides access to the internet. Most
ISPs also provide other IT services such as web hosting.

ITSCM
(IT Service Continuity Management)

The process responsible for managing risks that could seriously affect
IT services. IT service continuity management ensures that the IT
service provider can always provide minimum agreed service levels, by
reducing the risk to an acceptable level and planning for the recovery
of IT services. IT service continuity management supports business
continuity management.

AVM SBU – Induction Manual

Terms

Short Description

ITSM
(IT Service Management)

The implementation and management of quality IT services that meet
the needs of the business.

ITIL

A set of best-practice publications for IT service management. Owned
by the Cabinet Office (part of HM Government), ITIL gives guidance on
the provision of quality IT services and the processes, functions and
other capabilities needed to support them. The ITIL framework is based
on a service lifecycle and consists of five lifecycle stages (service
strategy, service design, service transition, service operation and
continual service improvement).

Job scheduling

Planning and managing the execution of software tasks that are
required as part of an IT service.

KPI
(Key Performance Indicator)

A metric that is used to help manage an IT service, process, plan,
project or other activity. Key performance indicators are used to
measure the achievement of critical success factors.

Known Error

KEDB
(Known Error DataBase)
LOS
(Line Of Service)
Major Incident

MIS
(Management Information System)

Maturity

MTBF
(Mean Time Between Failures)

A problem that has a documented root cause and a workaround.
A database containing all known error records. This database is
created by problem management and used by incident and problem
management.
A core service or service package that has multiple service options.
The highest category of impact for an incident. A major incident
results in significant disruption to the business.
A set of tools, data and information that is used to support a process or
function. Examples include the availability management information
system and the supplier and contract management information system.
A measure of the reliability, efficiency and effectiveness of a process,
function, organization etc. The most mature processes and functions
are formally aligned to business objectives and strategy, and are
supported by a framework for continual improvement.
A metric for measuring and reporting reliability. MTBF is the average
time that an IT service or other configuration item can perform its
agreed function without interruption.

AVM SBU – Induction Manual

Terms

Short Description

MTTR
(Mean Time To Repair)

The average time taken to repair an IT service or other configuration
item after a failure. MTTR is measured from when the configuration
item fails until it is repaired.

MTRS
(Mean Time to Restore Service)

The average time taken to restore an IT service or other configuration
item after a failure. MTRS is measured from when the configuration
item fails until it is fully restored and delivering its normal
functionality.

Offshore

Provision of services from a location outside the country where the
customer is based, often in a different continent. This can be the
provision of an IT service, or of supporting functions such as a service
desk.

Onshore

Provision of services from a location within the country where the
customer is based.

Operational cost

The cost resulting from running the IT services, which often involves
repeating payments – for example, staff costs, hardware maintenance
and electricity (also known as current expenditure or revenue
expenditure).

OLA
(Operational Level Agreement)

An agreement between an IT service provider and another part of the
same organization. It supports the IT service provider’s delivery of IT
services to customers and defines the goods or services to be provided
and the responsibilities of both parties.

Opportunity Cost

A cost that is used in deciding between investment choices.
Opportunity cost represents the revenue that would have been
generated by using the resources in a different way. For example, the
opportunity cost of purchasing a new server may include not carrying
out a service improvement activity that the money could have been
spent on.

Optimize

Review, plan and request changes, in order to obtain the maximum
efficiency and effectiveness from a process, configuration item,
application etc.

Outcome

The result of carrying out an activity, following a process, or delivering
an IT service etc.

Outsourcing

Using an external service provider to manage IT services.

AVM SBU – Induction Manual

Terms

Short Description

Pareto principle

A technique used to prioritize activities. The Pareto principle says that
80% of the value of any activity is created with 20% of the effort.
Pareto analysis is also used in problem management to prioritize
possible problem causes for investigation.

Performance

A measure of what is achieved or delivered by a system, person, team,
process or IT service.

PDCA
(Plan-Do-Check-Act)

A four- stage cycle for process management, attributed to Edward
Deming. Plan-Do- Check-Act is also called the Deming Cycle.
Plan – design or revise processes that support the IT services;
Do – implement the plan and manage the processes;
Check – measure the processes and IT services, compare with objectives
and produce reports;
Act – plan and implement changes to improve the processes.

Planned downtime

Agreed time when an IT service will not be available. Planned downtime
is often used for maintenance, upgrades and testing.

Policy

Formally documented management expectations and intentions.
Policies are used to direct decisions, and to ensure consistent and
appropriate development and implementation of processes, standards,
roles, activities, IT infrastructure etc.

Priority

A category used to identify the relative importance of an incident,
problem or change. Priority is based on impact and urgency, and is
used to identify required times for actions to be taken.

Proactive monitoring

Monitoring that looks for patterns of events to predict possible future
failures.

Proactive problem management

Part of the problem management process. The objective of proactive
problem management is to identify problems that might otherwise be
missed. Proactive problem management analyses incident records, and
uses data collected by other IT service management processes to
identify trends or significant problems.

Problem management

The process responsible for managing the lifecycle of all problems.
Problem management proactively prevents incidents from happening
and minimizes the impact of incidents that cannot be prevented.

Process

A structured set of activities designed to accomplish a specific
objective. A process takes one or more defined inputs and turns them
into defined outputs.

AVM SBU – Induction Manual

Terms

Short Description

Project

A temporary organization, with people and other assets, that is
required to achieve an objective or other outcome. Each project has a
lifecycle that typically includes initiation, planning, execution, and
closure. Projects are usually managed using a formal methodology
such as PRojects IN Controlled Environments (PRINCE2) or the Project
Management Body of Knowledge (PMBOK).

PMBOK
(Project Management Body Of
Knowledge)

A project management standard maintained and published by the
Project Management Institute.

PMO
(Project Management Office)

A function or group responsible for managing the lifecycle of projects.

PRINCE2
(PRojects IN Controlled
Environments)

The standard UK government methodology for project management.

QA
(Quality Assurance)

The process responsible for ensuring that the quality of a service,
process or other service asset will provide its intended value.

RACI

A model used to help define roles and responsibilities. RACI stands for
Responsible, Accountable, Consulted and Informed.

RPO
(Recovery Point Objective)

The maximum amount of data that may be lost when service is
restored after an interruption.

RTO
(Recovery Time Objective)

The maximum time allowed for the recovery of an IT service following
an interruption.

Redundancy

Use of one or more additional configuration items to provide fault
tolerance.

Release

One or more changes to an IT service that are built, tested and
deployed together. A single release may include changes to hardware,
software, documentation, processes and other components.

Release and Deployment
management

The process responsible for planning, scheduling and controlling the
build, test and deployment of releases, and for delivering new
functionality required by the business while protecting the integrity of
existing services.

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Terms

Short Description

Reliability

A measure of how long an IT service or other configuration item can
perform its agreed function without interruption.

RFC
(Request For Change)

A formal proposal for a change to be made. It includes details of the
proposed change, and may be recorded on paper or electronically. The
term is often misused to mean a change record, or the change itself.

Request fulfilment

The process responsible for managing the lifecycle of all service
requests.

Resolution

Action taken to repair the root cause of an incident or problem, or to
implement a workaround.

Response time

A measure of the time taken to complete an operation or transaction.
Used in capacity management as a measure of IT infrastructure
performance, and in incident management as a measure of the time
taken to answer the phone, or to start diagnosis.

Restore

Taking action to return an IT service to the users after repair and
recovery from an incident. This is the primary objective of incident
management.

Retire

Permanent removal of an IT service, or other configuration item, from
the live environment.

ROI
(Return On Investment)

A measurement of the expected benefit of an investment. In the
simplest sense, it is the net profit of an investment divided by the net
worth of the assets invested.

Rights

Risk

Risk assessment

Entitlements, or permissions, granted to a user or role.
A possible event that could cause harm or loss, or affect the ability to
achieve objectives. A risk is measured by the probability of a threat,
the vulnerability of the asset to that threat, and the impact it would
have if it occurred.
The initial steps of risk management:
Analyzing the value of assets to the business,
Identifying threats to those assets, and
Evaluating how vulnerable each asset is to those threats.

AVM SBU – Induction Manual

Terms

Short Description
Risk assessment can be quantitative (based on numerical data) or
qualitative.

Role

Root cause

A set of responsibilities, activities and authorities assigned to a person
or team. A role is defined in a process or function.
The underlying or original cause of an incident or problem.

RCA
(Root Cause Analysis)

An activity that identifies the root cause of an incident or problem. Root
cause analysis typically concentrates on IT infrastructure failures.

Scope

The boundary or extent to which a process, procedure, certification,
contract etc. applies.

Second-line support

The second level in a hierarchy of support groups involved in the
resolution of incidents and investigation of problems. Each level
contains more specialist skills, or has more time or other resources.

Service

A means of delivering value to customers by facilitating outcomes
customers want to achieve without the ownership of specific costs
and risks.

Service asset

Any resource or capability of a service provider.

SACM
(Service Asset and Configuration
Management)

The process responsible for ensuring that the assets required to
deliver services are properly controlled, and that accurate and reliable
information about those assets is available when and where it is
needed.

Service catalogue

A database or structured document with information about all live IT
services, including those available for deployment.

Service contract

A contract to deliver one or more IT services. The term is also used to
mean any agreement to deliver IT services, whether this is a legal
contract or a service level agreement.

SDP
(Service Design Package)

Document(s) defining all aspects of an IT service and its requirements
through each stage of its lifecycle. A service design package is
produced for each new IT service, major change or IT service
retirement.

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Terms

Short Description

Service desk

The single point of contact between the service provider and the users.
A typical service desk manages incidents and service requests, and also
handles communication with the users.

SIP
(Service Improvement Plan)

A formal plan to implement improvements to a process or IT service.

SKMS
(Service Knowledge Management
System)

A set of tools and databases that is used to manage knowledge,
information and data. The service knowledge management system
includes the configuration management system, as well as other
databases and information systems. The service knowledge
management system includes tools for collecting, storing, managing,
updating, analysing and presenting all the knowledge, information
and data that an IT service provider will need to manage the full
lifecycle of IT services.

Service level

Measured and reported achievement against one or more service
level targets.

SLA
(Service Level Agreement)

An agreement between an IT service provider and a customer. A
service level agreement describes the IT service, documents service
level targets, and specifies the responsibilities of the IT service
provider and the customer.

Service Management

A set of specialized organizational capabilities for providing value to
customers in the form of services.

Service reporting

Activities that produce and deliver reports of achievement and trends
against service levels. The format, content and frequency of reports
should be agreed with customers.

Service request

A formal request from a user for something to be provided – for
example, a request for information or advice; to reset a password; or
to install a workstation for a new user.

Service validation and testing

The process responsible for validation and testing of a new or changed
IT service. Service validation and testing ensures that the IT service
matches its design specification and will meet the needs of the
business.

SPOF
(Single Point Of Failure)

Any configuration item that can cause an incident when it fails, and for
which a countermeasure has not been implemented. A single point of
failure may be a person or a step in a process or activity, as well as a
component of the IT infrastructure.

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Terms

Short Description

SMART

An acronym for helping to remember that targets in service level
agreements and project plans should be Specific, Measurable,
Achievable, Relevant and Time-bound.

Stakeholder

A person who has an interest in an organization, project, IT service etc.
Stakeholders may be interested in the activities, targets, resources or
deliverables.

Super user

A user who helps other users, and assists in communication with the
service desk or other parts of the IT service provider. Super users are
often experts in the business processes supported by an IT service and
will provide support for minor incidents and training.

SWOT analysis
(Strengths, Weaknesses,
Opportunities and Threats.)

A technique that reviews and analyses the internal strengths and
weaknesses of an organization and the external opportunities and
threats that it faces.

Third party

A person, organization or other entity that is not part of the service
provider’s own organization and is not a customer.

Threshold

The value of a metric that should cause an alert to be generated or
management action to be taken.

Throughput

TCO
(Total Cost of Ownership)

A measure of the number of transactions or other operations
performed in a fixed time – for example, 5,000 e-mails sent per hour,
or 200 disk I/Os per second.
A methodology used to help make investment decisions. It assesses the
full lifecycle cost of owning a configuration item, not just the initial cost
or purchase price.

TQM
(Total Quality Management)

A methodology for managing continual improvement by using a
quality management system. Total quality management establishes a
culture involving all people in the organization in a process of
continual monitoring and improvement.

Transition

A change in state, corresponding to a movement of an IT service or
other configuration item from one lifecycle status to the next.

AVM SBU – Induction Manual

Terms

Short Description

Trend analysis

Analysis of data to identify time-related patterns. Trend analysis is
used in problem management to identify common failures or fragile
configuration items, and in capacity management as a modelling tool
to predict future behavior. It is also used as a management tool for
identifying deficiencies in IT service management processes.

Vulnerability

A weakness that could be exploited by a threat – for example, an open
firewall port, a password that is never changed, or a flammable carpet.
A missing control is also considered to be vulnerability.

WIP
(Work In Progress)

A status that means activities have started but are not yet complete. It
is commonly used as a status for incidents, problems, changes etc.

AVM SBU – Induction Manual

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