ITIL & CMMI for Services

© 2013 National University of Singapore unless otherwise stated. All Rights Reserved.
ITIL & CMMI for Services
1
Singapore Computer Society
4 Sep 2013
Please see Acknowledgements & Notices in second last slide

My Organisation
• Institute of Systems Science www.iss.nus.edu.sg
• Part of National University of Singapore
• Support national IT competency development
needs
• Faculty of practitioners from industry with average
of more that 15 years experience each
• Caters to working IT professionals
– Post-Graduate Programmes
– Executive Programmes
– Industry Research
– Consulting (CMMI, Enterprise Architecture etc)
• Official Partner of
• ISS credentialed to conduct CMMI advisory and appraisal
services
2

About Myself
3
ITIL Expert, TOGAF 9 Enterprise Architect,
CITPM (Senior), COMIT, CGEIT,
Chartered IT Professional
 20 years of IT management experience
 Process Improvement
 Enterprise Architecture and Planning
 IT Operations
 Application Development
 Consultancy for private and public sector
 CMMI
 Enterprise Architecture
Goh Boon Nam
Chief, New Initiatives
Institute of Systems Science

ITIL
4

ITIL - Agenda
• Why ITIL?
• ITIL® 26 management processes
• Service Operations
• Service Transition
• Service Design
• Service Strategy
• Continual Service Improvement
• Summary
5

Why ITIL? (1)
• Imagine an IT project developed and put
into production
• Is the project a success if:
– Teething problems of the “live” project are
not resolved promptly as they occur?
– Cutover is at a critical period and causes
unforeseen incidents in your system and
other systems?
– Cutover was too big to manage and caused
too many incidents?
– System availability does not meet the SLA
requirements?
– Response time is below SLA requirements?
– Customer is not satisfied with the project?
– Project is not aligned to overall business
needs?
6

• IT Service Management (ITSM) can
complement Project Management to help
ensure success of a project
• ITIL is the international best practice for
ITSM
7
http://itsminfo.com/2012-itil-exam-statistics/2012itilfound4/
Why ITIL? (2)

ITIL – 26 Management Processes
8
Continual Service Improvement
“Enhancing the value”
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service Continuity
Management
Information Security
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Service Strategy Service Design Service Transition Service Operation
7 Step Improvement process
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Service Validation &
Testing
Change Evaluation
Reproduced from UXC Consulting
Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office

Service Operations
• How to know if any incident occurred or may
occur?
• How to resolve incident and quickly restore
normal service?
• How to prevent incidents from happening
again?
• How to handle requests (e.g. enquiries) so
as to keep users satisfied?
• How to ensure that the correct security
access given to users?
99
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Service OperationManage project / service when it goes “live”
Based on Cabinet Office ITIL® material.
Reproduced under license from the cabinet office

Event Management
• Best practice process to
know early
– When incident occurs
– Or before incident even
occurs
• Best practice concepts
– Different types of events
• Exception
• Warning
• Informational
– Event correlation &
filtering
– Relevant actions to take
• Automated
• Manual
10
© Crown Copyright 2011

Incident Management
• Best practice process to quickly
restore normal service
– Service desk as single point of
contact
– Emphasis on restoring normal
service as quickly as possible
– Use of Known Error Database
• Recorded resolutions
• Or else workarounds
– Prioritisation
– Escalation
• Functional
• Management
– Logging & Categorisation
– Normal & Major Incidents
11

Problem Management
prevent incident
happening again
– Type of problem mgt
• Reactive
• Proactive
– Problem analysis
techniques
– Prioritisation
– Root cause identification
& resolution
12
http://www.ite.edu.sg/wps/portal/FullTimeCBS/?WCM_GLOBAL_CONTEXT=/wps/wcm/conn
ect/itecontentlib/stecoursecatalog/staallcourses/stafulltime/a00d958044482219a755f702288
55d43

Request Fulfillment
satisfy user requests
– Small changes
– Enquiries
– Standard change
– Request models
(standard procedures for
common requests)
– Self-service
– Request status tracking
– Prioritisation
– Approvals
13
https://demochannel.service-now.com/navpage.do

Access Management
• Best practice process to control
user security access
– Identity
– Roles
– Service groups
– Avoidance of role conflicts
– Identity Status
• Job changes
• Promotion or demotions
• Transfers
• Resignation or death
• Retirement
• Disciplinary action
• Dismissals
14

Service Transition
15
Manage service
when it is “live”
Manage service
before it is “live”
to ensure it works
well when it is
“live”

Service Transition
• Service Transition
– Transition of service to
production
– Causes change to
production environment
– Gives rise to high risk
of incidents/ problems
– Need to manage
transition well to
minimise risks
16

Service Transition
• How to control changes across all
systems?
• How to document components so as
to assess change impact?
• How to evaluate impact of change?
• How to scope and phase the release
to a manageable scope?
• How to test that the system is ready
for deployment
• How to document relevant
knowledge for reuse?
• How to plan for the overall transition
to production?
Service Transition
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation
17

Change Management
• Best practice process to control
changes across all systems in
the enterprise
– Change advisory board (CAB)
– Change schedule
– Remediation planning
– Normal change
– Emergency change
– Emergency CAB
– Standard change
18

Service Asset and Configuration
Management
• Best practice process to keep
track of customers, services,
components and their
relationships
– Service assets
– Configuration items
– Relationships
– Configuration baseline
19

Change Evaluation
evaluate impact of change to
whole environment in terms of
– Intended and unintended
effects
– Whether performance meets
requirements
– Unintended effects
– Risk Profile
– Deviations
– Predicted Performance vs
Customer Requirements
– Actual Performance vs
Customer Requirements
20

Release & Deployment Management
• Best practice process to plan
and carry out the actual
release to production while
protecting the integrity of
existing systems
– Release windows
– Big Bang option
– Phased approach
– Early Life Support
21

Service Validation & Testing
• Best practice process to ensure project meets the
needs of the business (validation) and meets the
requirements/design (verification)
22

Service Knowledge Management
• Best practice process to ensure knowledge is
prepared to help in managing the service
23

Transition Planning and Support
• Best practice process to ensure that the various
processes for Service Transition are planned in an
integrated manner and work well together to
make the transition as smooth as possible
24

Service Design
25
Manage service
when it is “live”
Manage service
before it is “live”
to ensure it works
well when it is
“live”

Service Design
26
• Service Design
– Emphasis on areas that
• Will affect actual
performance in production
• But usually not sufficient
attention given in
conventional design
– Not just technical measures
but also management
measures
– Not just for design phase
but also for subsequent
operations phase

Service Design
• How to ensure project will be able to
meet the availability SLAs?
• How to ensure project will be able to
meet the capacity/response SLAs?
• How to ensure project is able to cater to
disasters?
• How to ensure that project is secure?
• How to “design” and manage the
supplier relationship to ensure good
service?
• How to arrive at a workable SLA to
design against and how to manage the
SLA?
• How to design and manage the
catalogue to inform customers/users of
the service being implemented?
• How to coordinate all the above
processes?
Service Design
Service Catalogue
Management
Service
Level Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Design
coordination
27

Availability Management
ensure availability meets
agreed targets in cost
effective manner
28

Capacity Management
• Best practice process to ensure capacity and
response-time performance meets agreed
targets in cost effective manner
29

• Best practice process to support business
continuity through continuity of required IT
services in the event of a disaster
30

IT Security Management
• Best practice process to ensure IT security
matches the agreed needs of the business
31

Supplier Management
• Best practice process to ensure suppliers
support the needs of the business and meet
their contractual commitments
32

Service Level Management
• Best practice process to ensure IT services are
delivered to agreed achievable targets.
33

Service Catalogue Management
• Best practice process to ensure single, accurate
and updated source of information on IT
services that are operational or going to be
34
Some rights reserved by Charles Haynes
http://www.flickr.com/photos/haynes/3944396470/
https://itservices.uchicago.edu/service-catalog

Design Coordination
• Best practice process to ensure that the various
processes for Service Design are planned in an
integrated manner and work well together
35

Service Strategy
36
Ensure services or
projects are done well
Plan right services or
projects to do and ensure
they get done

Service Strategy
• How to maintain good relationship
with customer to understand their
needs and ensure their satisfaction?
• How to understand and influence
customer demand for each service?
• How to analyse and manage the
finances of IT services?
• How to analyse, plan and oversee
the high level strategies for IT
services?
• How to select the right services to
implement and to oversee their
implementation?
Service Portfolio
Management
Demand
Management
Financial
Management
Service Strategy
Strategy
Management for
IT services
Business
Relationship
Management
37

Business Relationship Management
• Best practice process to maintain good
relationship with the customer to
– understand his needs
– so as to keep him satisfied
38

Demand Management
– Understand the customer’s changing
demand for each service
– Influence the demand
39

Financial Management
• Best practice process for financial
management – including budgeting, securing
funding, accounting and charging of services.

Strategy Management for IT Services
• Best practice process to strategize how a
service provider will enable an organization to
achieve its business outcomes.
41

Service Portfolio Management
• Best practice process to decide and oversee
the implementation and operation of the suite
of services to provide for the customer.
42

ITIL – 26 Management Processes
43
Service Portfolio
Management
Demand
Management
Financial
Management
Service Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
Management
Management
Supplier
Management
Event
Management
Incident
Management
Problem
Management
Request
Fulfilment
Access
Management
Strategy
Management for
IT services
Business
Relationship
Management
Design
coordination
Change
Management
Service Asset
& Configuration Mgt
Release &
Deployment Mgt
Service Knowledge
Management
Transition Planning
& Support
Testing
Change Evaluation

http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg
44

IT Service Management
• Imagine an IT project developed and
put into production
• With IT Service Management:
– Teething problems of the “live” project
resolved promptly
– Cutover is done at most optimal point
where less impact with other systems
and impact well managed
– Cutover scope at right size to manage
well
– System availability meets the SLA
requirements
– Response time meets SLA requirements
– Customer is satisfied with the project
as it meets his needs
– Project is well aligned to overall
business needs
45

ITIL Individual Certification
2
3 3 3 3 3 4 4 4 4
5
OSA – Operational Support and Analysis
PPO – Planning, Protection and Optimization
RCV – Release, Control and Validation
SOA – Service Offerings and Agreements
46

CMMI for Services
47

What do these organisations have in
common?
https://sas.cmmiinstitute.com/pars/pars.aspx
48

What do these organisations have in
common?
https://sas.cmmiinstitute.com/pars/pars.aspx
49

Isn’t CMMI only for Application
Development?
CMMI for
Development
since 1993
(as CMM)
CMMI for Services
since 2009
CMMI for
Acquisition
since 2002
(as CMM)
50

Agenda
 CMMI for Services – Key features
• Milestones for organisation IT Service
Management achievements
– CMMI Capability Level guidance/recognition for
• IT Service Management
• (Optional) Work/Project Management
– CMMI Maturity Level guidance/recognition for
• Implementation of pre-defined sets of Practices
• (Optional) Quantitative process control capabilities
(such as use of 6-sigma type of techniques)
• Mapping CMMI for Services to ITIL
• Quick Look at ISO20000
• Possible criteria for use of CMMI for Services
51

What is CMMI for Services?
Key Features
• For Organisations rather than for
Individuals
– Eg. Organisation maturity /
capability level appraisal vs
Individual certification
• States the “Whats” rather than the
detailed “Hows”
– Detailed “Hows” provided by ITIL
and other sources
• CMMI has 24 Process Areas
– (ITIL has 26 Processes)
• Caters to official appraisals &
published appraisal results
– https://sas.cmmiinstitute.com/pars/
pars.aspx
52

What is CMMI for Services?
Key Features
• Well-known for its 5 Levels of Maturity
• Complements ITIL as it includes
recognition not just for
– IT service management capabilities
but also recognition for
– institutionalisation and maturity of
capabilities
as well as optional extensions for
– project & work management capabilities
– quantitative process control capabilities
(such as use of 6-sigma type of
techniques)
• Explicitly designed to be usable for non-IT
services also, or for mixed IT cum non-IT
services
• Free (CMMI for Services – best practice
model document 508 pages) -
http://cmmiinstitute.com/resource/cmmi-
for-services-version-1-3/
http://cmmiinstitute.com/cmmi-solutions/cmmi-
appraisals/cmmi-levels/
53

Is CMMI the only way to recognise an
organisation for IT Service Mgt?
• There is also the ISO20000
certification
• Caters to official audits and
& listing of Certified
Organisations
– http://www.isoiec20000ce
rtification.com/home/ISO
CertifiedOrganizations/ISO
CountryListings.aspx
One of the many Registered
Certification Bodies who audits
and certifies
Listing of ISO20000 Certified
Organisations
54

Why the need to work at the
Organisational level?
Mature Service
Management
Organisation ?
Capable
Processes ?
Is having staff trained and certified sufficient?
55

Possible to immediately become a mature
service management organisation?
• Is it possible to straightaway become an
excellent service management
organisation?
• ITIL has 26 process areas – possible to
implement all of them at same time?
• ISO20000 is an all-or-nothing
certification
– All of ISO20000 must be complied with –
else no certificate
– See later slide of what are the ITIL
processes in ISO20000
• Is there some other way to set
milestones for progressive
implementation and get recognition
along the way?
56

Agenda
• CMMI for Services – Key features
 CMMI Capability Level guidance/recognition for
– CMMI Maturity Level guidance/recognition for
57

CMMI recognition of progress in service
management achievement (1a)
via: Capability Levels
[Continuous Representation]
Choose which CMMI Process Areas (PA)
you wish to start on and the Capability
Level (CL) you want each PA to achieve?
Eg. Process Area (PA)
#1 – Capacity & Availability Management
#2 – Incident Resolution & Prevention
#3 – Service Continuity Management
etc..
http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/
#1 #2 #3
etc..
58

Choice of Process Areas
Service
Delivery
(i.e. SLM)
Strategic
Service
Management
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
System
Transition
Service
Continuity
Service
System
Development
Risk
Management
Requirements
Management
Work
(Project)
Planning
Work
(Project)
Monitoring &
Control
Measurement
& Analysis
Process &
Product
Quality
Assurance
Configuration
Management
Process Areas related to IT Service Management
Process Areas related to Work (Project) Management
Supplier
Agreement
Management
59

Example of a CMMI Process Area
• SG 1 Prepare for Incident Resolution and Prevention
– SP 1.1 Establish an Approach to Incident Resolution and
Prevention
– SP 1.2 Establish an Incident Management System
• SG 2 Identify, Control, and Address Individual
Incidents
– SP 2.1 Identify and Record Incidents
– SP 2.2 Analyze Individual Incident Data
– SP 2.3 Resolve Incidents
– SP 2.4 Monitor the Status of Incidents to Closure
– SP 2.5 Communicate the Status of Incidents
• SG 3 Analyze and Address Causes and Impacts of
Selected Incidents
– SP 3.1 Analyze Selected Incidents
– SP 3.2 Establish Solutions to Respond to Future Incidents
– SP 3.3 Establish and Apply Solutions to Reduce Incident
Occurrence
Incident Resolution & Prevention:
Process Area
Specific Goal
Specific
Practices
*Example
work products
*Sub-Practices
( * - Not shown here )
60

management achievement (1b)
Capability Levels
[Continuous Representation]
#1 #2 #3
etc..
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
Continuity
Management
CL0 – Incomplete
Not comply fully with specific
goals of PA
CL1 – Performed
Process fully comply with CMMI specific
goals of PA but through individual expertise
(“all in his head”)
CL2 – Managed
Fully comply through sub-units having own
planned processes etc but no organisation
standards etc to tailor from (informal “copy &
paste” only)
CL3 – Defined
Fully comply and have organisation standards
/ best examples etc to plan/tailor sub-unit
processes (formal “inherit, modify, paste”)
61

CL2 Details
• CL2 means these are done
– Policy – “Thou must do process” (What to do)
– Plan the process (How to do)
– Provide resources
– Involve process stakeholders
– Define roles and responsibilities
– Training on the process
– (Do the process)
– Monitor and control the process
– Control (eg. version control) of process
deliverables
– Review with management on the process
– Quality audit the process
Achieve above for Incident Resolution & Prevention process
area and your organisation will be recognised as CL2 for IRP
62

CL3 Details
• CL3 means these are done
– All of CL2 +
– Have organisation-level
standard process for sub-
units to plan & tailor their
process from
• Rather than no guidance and
each sub-unit has to plan a
process on their own
– Collect lessons learnt, good
examples, measurements etc
at an organisation level to
help in process improvement
Organisational
Standard Process
+
Tailoring Guidelines
Eg. ABC Pte Ltd Global
Standard for Incident
Resolution & Prevention
Sub-unit 1
Tailored
Process
Sub-unit 2
Tailored
Process
Sub-unit 3
Tailored
Process
Eg. Singapore Eg. China Eg. Thailand
What if you don’t have global standard
but each sub-unit has its own standard?
63

Agenda
• CMMI Capability Level guidance/recognition for
 CMMI Maturity Level guidance/recognition for
64

management achievement (2a)
Second method of recognition
via: Maturity Levels
[Staged Representation]
CMMI will specify certain Process Areas
(PA) required for each Maturity Level
(ML)? There is no choice of PA here but
there are progressive milestones provided.
ML2 – 8 specified PAs required
ML3 – 12 more PAs required
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
*My personal recommendation –
Start with CL, then later change to ML, if desired
65

management achievement (2b)
Maturity Levels
[Staged Representation]
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
ML1 – Initial
Adhoc, Chaotic – any success due to individual
expertise (“all in his head”)
ML2 – Managed
Sub-units having own planned processes etc but
no organisation standards etc to tailor from
(informal “copy & paste” only). Basic processes
catered for.
ML3 – Defined
Organisation standards / best examples etc to
plan/tailor sub-unit processes (formal “inherit,
modify, paste”). Advanced processes catered.
ML4 – Quantitatively Managed
See next few slides
ML5 – Optimizing
See next few slides
66

management achievement (2c)
Measure
(eg. Performance,
Effort,
Duration
etc)
Eg. Duration to Provision (create) a New Virtual Server
(eg, Jan, Feb, Mar etc)
4 Hr
Natural (Statistical) Process Variation
Upper Control
Limit
Lower Control
Limit
CMMI
Maturity Level 4
Quantitatively
Managed
5 Hr
3 Hr
CMMI does NOT dictate the quantitative management method to
use. The above is just one of the possible methods.
Average
What is the meaning of
CMMI Maturity Level 4’s
“Quantitatively Managed”?
67

management achievement (2c)
Measure
(eg. Performance,
Effort,
Duration
etc)
Average
Eg. Duration to Provision (create) a New Virtual Server
4 Hr
Natural (Statistical) Process Variation
Upper Control
Limit
Lower Control
Limit
CMMI
Maturity Level 4
Quantitatively
Managed
5 Hr
3 Hr
(eg, Jan, Feb, Mar etc)
CMMI does NOT dictate the quantitative management method to
use. The above is just one of the possible methods.
68
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-
control-to-ensure-your-deliverables-are-of-acceptable-quality/157

management achievement (2d)
At ML4, organisations know quantitatively when their processes are
going out of control and will take appropriate corrective actions
What about ML5?
69
Adapted from: http://www.techrepublic.com/blog/project-management/use-statistical-process-
control-to-ensure-your-deliverables-are-of-acceptable-quality/157

management achievement (2e)
In Control
Adapted from: http://advmgmt.net/2011/06/02/control-charts/
ML4
Quantitatively
Managed
Maturity Level 5
Optimizing
Quantitative
Process Analysis
& Improvement
Improved
Process
70

CMMI for Services
24 Process Areas (1)
Not appraised
8 specified PAs
12 more PAs
2 more PAs
2 more
What are the
CMMI Process Areas
for each level?
71

CMMI for Services
24 Process Areas (2)
Adapted from http://www.lamri.com/resources/CMMI-SVC-ISO20000%20v1.pdf
Service
Delivery
Strategic
Service
Management
Capacity &
Availability
Management
Incident
Resolution &
Prevention
Service
System
Transition
Service
Continuity
Service
System
Development
Organisational
Process
Focus
Organisational
Process
Definition
Organisational
Training
Integrated
Work (Project)
Management
Decision
Analysis &
Resolution
Risk
Management
Requirements
Management
Work (Project)
Planning
Work (Project)
Monitoring &
Control
Measurement &
Analysis
Process &
Product Quality
Assurance
Configuration
Management
Organisational
Performance
Management
Causal Analysis
& Resolution
Organisational
Process
Performance
Organisational
Work (Project)
Performance
Note large overlap with CMMI for Devt
Core to all 3 CMMI
72

Agenda
• CMMI Maturity Level guidance/recognition for
 Mapping CMMI for Services to ITIL
73

CMMI Process Areas maps
to most of the ITIL Processes (1)
ITIL Process CMMI Process Area/s
“Strategy Management For
IT Services”
Strategic Service Management
“Service Portfolio Management” Strategic Service Management
“Financial Management For
IT Services”
minor coverage in - Work Planning,
Work Monitoring & Control
“Demand Management” Strategic Service Management,
Service System Development
“Business Relationship
Management”
Strategic Service Management,
Service System Development
Above table shows only key CMMI process area/s relevant to each ITIL process.
There may be other CMMI process areas not listed but are still related.
Pl. note that mapping is the author’s own and not part of the official CMMI documentation.
Service
Strategy
74

“Design Coordination” Service System Development
“Service Catalogue Management” Strategic Service Management
“Service Level Management” Service Delivery
“Availability Management” Capacity and Availability Management
“Capacity Management” Capacity and Availability Management
“IT Service Continuity Management” Service Continuity
“Information Security Management” [* catered by another SEI model called
CERT®-Resilience Management Model]
“Supplier Management” Supplier Agreement Management
Service
Design
75

“Transition Planning And Support” Service System Transition
“Change Management” Requirements Management,
Configuration Management
“Service Asset And Configuration
Management”
“Release And Deployment
Management”
Service System Transition
“Service Validation And Testing” Service System Development
“Change Evaluation” Requirements Management,
“Knowledge Management” Work Planning, Work Monitoring &
Control
Service
Transition
76

“Event Management” Incident Resolution and Prevention
“Incident Management” Incident Resolution and Prevention
“Request Fulfilment” Service Delivery
“Problem Management” Incident Resolution and Prevention,
Causal Analysis and Resolution
“Access Management” [* catered by another SEI model
called CERT®-Resilience Management
Model]
Service
Operation
77

“The Seven-step Improvement
Process”
Work Monitoring & Control,
Measurement & Analysis,
Organisation Process Focus,
Organisation Process Definition,
Organisation Training,
Organisation Process Performance,
Quantitative Work Management
Organisation Performance
Management,
Causal Analysis and Resolution
Continual
Service
Improvement
78

Agenda
 Quick Look at ISO20000
79

ISO 20000 Overview
http://itservicemngmt.blogspot.sg/2007/05/itil.html
80

Agenda
 Possible criteria for use of CMMI for Services
81

Summary
• Organisations may want to consider CMMI for Services
if they
– Wish to move IT service management beyond just
individual staff capability to organisational capability and
maturity
– Wish to have guidance and recognition while
progressively adopting IT service management
– Have non-IT services or mixed IT and non-IT services
– Find ISO20000 not fully applicable to them
– Want not just recognition for IT service management but
also for other areas e.g. work & project management
and perhaps, 6-sigma type of quantitative process
management
– Already have ISO20000 but would like the additional
visibility that CMMI recognition can bring it
– Already have CMMI for Devt and would like to extend to
Services
82

For Further Information
• For further details on ITIL Foundation course
– http://www.iss.nus.edu.sg/ProfessionalCourses/SearchC
ourse/CourseDetail/tabid/267/cid/33/cname/nicf-itil-v3-
foundation-for-it-service-management/Default.aspx
• For other related courses:
– http://www.iss.nus.edu.sg/ProfessionalCourses/CourseC
atalogue.aspx
• For other information:
– Please refer to:
• http://www.iss.nus.edu.sg/
– Or email Goh Boon Nam at:
• issgbn@nus.edu.sg
83

Acknowledgements & Notices
• CMMI is registered in the U.S. Patent and Trademark
Office by Carnegie Mellon University
• ITIL® and PRINCE2® are registered trade marks of
the Cabinet Office
• The Swirl logo™ is a trade mark of the Cabinet Office
• Quoted text is from ITIL® Service Strategy, ITIL® Service
Design, ITIL® Service Transition, ITIL® Service Operation
and ITIL® Continual Service Improvement all © Crown
Copyright 2011. Reproduced under licence from the Cabinet
Office.
• © 2013 NUS unless otherwise stated.

The End
85

ITIL & CMMI for Services

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