See things clearly

Appendix D of The OBASHI Methodology, “How OBASHI fits with ITIL”, explains how OBASHI can help you with Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement. Below are some excerpts from these sections.

The ITIL Service Lifecycle is shown in Figure D.1 of the OBASHI Methodology manual.

OBASHI can support the implementation of ITIL processes across the service lifecycle.



Service Strategy is concerned with transforming IT Service Management into a strategic asset, maximizing the value derived from the Portfolio of Services delivered while minimizing risk. (ITIL Service Strategy 1.3)

D.1.1 How OBASHI can help A fundamental requirement for a successful Service Strategy is a detailed understanding of the relationships between the various services, systems and processes that IT manages, and the business processes, strategies and objectives they support. OBASHI provides a powerful methodology for mapping the relationships and dependencies between the IT infrastructure and the business processes and organization...



The primary purpose of Service Design is the design of new or changed services. The objectives could be summarized as developing a service design that will meet the requirements of the business without negatively impacting on any other existing service, in the most cost effective manner, where appropriate reusing existing components and services.

D.2.1 How OBASHI can help As for Service Strategy, in order to produce a successful Service Design, a detailed understanding of the relationships between the existing services, systems and processes that IT manages and the business processes, strategies and objectives they support is essential.

D.2.2 Process: Service Level Management The goal of Service Level Management is:

“... to ensure that an agreed level of IT Service is provided for all current IT Services and that future services are delivered to agreed achievable targets” (Service Design 4.2.1)

D.2.3 How OBASHI can help

· Knowledge of existing services and providers documented within B&IT diagrams will identify opportunities for reuse in the new service design while also highlighting risks to be avoided (such as over dependence on a specific third-party service provider, setting targets which conflict with existing services, etc)

· A B&IT diagram would be a key part of the Service Design Package providing the stages downstream (Service Transition & Service Operation) with a fully defined model of the required infrastructure...



... Transition Management is concerned with moving the Infrastructure from one known state to another, ensuring, amongst other things, that changes are documented, tested and validated before reaching the live environment. The knowledge and understanding of the ‘as is’ and ‘to be’ states that OBASHI can provide are essential to this stage in the lifecycle.

D.3.1 Process: Knowledge Management & Configuration Management

These two processes deliver the key knowledge systems in ITIL – the Service Knowledge Management System and its cornerstone, the Configuration Management System (CMS). The quality and accuracy of these systems will be a key determinant of the effectiveness of all of the ITIL processes and lifecycle stages.

D.3.2 How OBASHI can help

OBASHI is a methodology, effectively, in ITIL terms, for creating Configuration Models. Where the ITIL guidance describes, at a high level, what should be contained within a CMS and how it should be structured, OBASHI details an approach for gathering, documenting and organizing information describing the services, infrastructure components and their relationships which constitute the CMS...



D.4.1 Process: Event, Incident and Problem Management

These processes address the monitoring of the system for unusual or ‘interesting’ events, responding to service impacting failures and, where justified, root cause analysis and correction to prevent further reoccurrence.


D.4.2 How OBASHI can help

· B&IT and DAV diagrams identify component/service/dataflow dependencies to enable accurate impact assessment in the event of component failure; for example, if this component has failed, which dataflows are disrupted, which services are impacted and how great is the impact

· DAV diagrams will help identify the potential ‘downstream’ impact of any failures, which might not otherwise be immediately apparent

· The Ownership layer of the B&IT diagrams would identify stakeholders in the event of a service-impacting incident or problem.

Technical specifications / event threshold data can be held at component level to help with the classification of events and identification of suitable response (e.g. the circumstances which would determine whether an event should be treated as a warning or an exception)...



“The primary purpose of CSI is to continually align and realign IT services to the changing business needs by identifying and implementing improvements to the IT Services that support business processes.” (Continual Service Improvement 2.4.)

Continual Service Improvement (CSI) is not a lifecycle stage in the way that the other stages are. Rather, it is an approach that must be adopted throughout the lifecycle, to ensure that IT continues to create and maintain value for its customers by continually improving its capabilities in Service Strategy, Design, Transition and Operation.

The CSI approach revolves around establishing a baseline, putting improvements into effect and measuring the impact against the baseline. Ultimately, all improvements are measured by their business impact – in terms of improved support of business objectives or reduced costs.

The clarity that OBASHI diagrams provide in mapping business processes to the IT infrastructure that supports them, will help all lifecycle stage managers, service owners and process owners identify opportunities to enhance service quality or reduce costs or risks."


Please contact us if you have any questions about OBASHI and ITIL.

The OBASHI Methodology manual is now available for purchase.



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