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ITIL 5
ITIL module: 5
| Question | Answer |
|---|---|
| Provides the framework for the tactical and strategic activities of Service Management. | Service Strategy (SS) |
| Identifies opportunities to exploit to meet business needs of customers (e.g., potential service considered for delivery). | A Market Space |
| Provides essential financial information that is required to guarantee efficient an cost-effective service delivery. | Financial Management |
| Manages all service management investments keeping business value to the forefront (i.e., achieve maximum value creation while manageing (mitigating?) risks adn costs). | Service Portfolio Management |
| Balance the capacity-generating costs of a service with the value and demand for that service through prediction (trend analysis) so that resources are utilized as fully as possible. | Demand Management |
| Processes associated with Service Strategy and ensures that the organization is ready to manage cost and risk: | Financial Management, Service Portfolio Management, Demand Management |
| Key concepts within the Service Strategy volume include the following: | Value, Management of Risk, Business Case, Service Portfolio, Service Catalog |
| 'Fit for purpose' combined with 'fit for use' provides value to the customer. | Value = Utility + Warranty |
| Identify, control, and moderate risks. | Management of Risk |
| Method of identifying business objectives that depend on Service Management. | Business Case |
| Represents the opportunities and readiness of a service provider. | Service Portfolio |
| A section of the Service Portfolio that describes services that are available to customers as well as those approved to be offered. | Service Catalogue |
| The fundamental principle of Service Strategy is | Value Creation |
| Bundled assets meant to create value for customers in the form of goods and service. This relationship defines the value chain or value network between the customer and service provider. | Business Units and Service Units |
| A web of relationships that generates tangible and intangible value through complex dynamic exchanges through two or more organizations. | Value Network |
| The development and maintenance of a Service Catalogue which documents all operational and under development services. | Service Catalogue Management |
| Ensures that service delivery requirements are documented, agreed and achieved for existing and future services. | Service catalogue Management |
| Ensures that the capacity needs for both current and future requirements are met. | Capacity Management |
| Ensures the availability levle for new or changed services meet the agreed requirements. | Availability Management |
| Supports Business Continuity Management (BCM) by ensuring that required IT functionality is available within agreed timeframes. | Information Security Management |
| Manages the suppliers and contracts that support customer services. | Supplier Management |
| Achieving utility and warranty, reduced costs, consistency, service alignment. | Business Value |
| Defining the communication and decision-making strategy. | RACI Model |
| a document that describes all aspects of an IT Service and its requirements through each stage of its lifecycle. | Service Design Package |
| Ensures changes are implemented in a controlled fashion (assessed, prioritized, planned, tested, documented) | Change Management |
| Manages service assets and Configuration Items (CIs) that support service management process. | Service Asset & Configuration Management |
| Ensures reliable and safe information is available which improves decision quality. | Knowledge Management |
| Ensures planning and coordination of resources to meet a Service Design. | Transition Planning & Support |
| Builds, tests, and deploys services specified in a Service Design. | Release & Deployment Management |
| Tests new or changed service for utility ('fit for purpose') and warranty ('fit for use'). | Service Validation & Testing |
| Verifies performance to ensure it meets requirements | Evaluation |
| Set of Tools and databases that are used to manage knowledge and information. | Service Knowledge Management System |
| A set of questions that should be answered for all changes to understand the impact of a proposed change. | 7 Rules of Change |
| A model that builds in service validation and testing early in the Service Lifecycle. | Service V-Model |
| Service Provider Types: | Type 1-Internal Service Provider, Type 2-Shared Service Unit, Type 3-External Service Provider |
| How to design, develop, and implement service management not only as an organizational capability but as a 'strategic asset' | Goal of Service Strategy |
| Service Strategy defines the portfolio of services to be offered & the customers to be serviced for any given market space. This determines the content within the contract portfolio that then needs to be supported through design, transition & operational | top-down approach |
| Risks that can transform into challenges or opportunities therefore Service Strategy requires Continual Service Improvement to drive feedback through the Service Lifecycle phases to ensure that these challenges or opportunities are managed. | bottom-up approach |
| 4 P's of Service Design | People, Process, Product, Partners |
| 5 Aspects of Service Design | Designing Service Solutions, Design Supporting Systems, Design Technology Architectures, Designing Process, Design of Measurement methods and metrics. |
| The design of appropriate and innovative IT services, including their architectures, processes, policies, and documentation, to meet current and future agreed business requirments. | Goal of Service Design |
| There are several sourcing strategies that allow an organization to make the best decision in terms of efficiency's and cost to fulfill service requirments. They are | In-sourcing, out-sourcing,Co-Sourcing,Partnership or multi sourcing, Business process outsourcing, Application outsourcing, Knowledge Proccess outsourcing |
| Service Requirements, Service Design, Organizational Readiness Assessment, Service Lifecycle plan. | Elements of Service Design Package |
| Service design detail the portfolio of services to meet requirements of the customer and the business. The activities of Service Design should therefor be prioritized and driven by: | Business requirements adn business impacts, Risks to the service and processes. |
| To provide guidance on the development and improvement of capabilities for transitioning new and changed services into operations (cost, quality, time) | Goal of Service Transition |
| Service Transition Processes | Change Management, Service Asset & Configuration Mgt, Knowledge Management, Transition Planning & Support, Release & Deployment Mgt, Service Validation & Testing, Evaluation |
| Service Design Processes | Service Catalog Management, Service Level Management, Capacity Management, Availability Management, IT Service Continuity Management, Information Security Management, Supplier Management |
| Represents the specification of the service requirements down to the detailed Servic Design. Each step on the service specification side has a corresponding step within validation. | Left side of Service V-Model |
| Emphasizes the validation activities that are performed against the specification | Right side of Service V-Model |
| A defined level of utility and warranty for a service package provides key input to test planning and design. | Service Level Package |
| To coordinate and carry out the activities and processes required to deliver and manage service at agreed levels to business users and customers. | Goal of Service Operation |
| Service Operation Processes | Event Management, Incident Management, Request Fulfillment, Access Management, Problem Management |
| Reviews all events in orer to monitor performance and then through definition, automate corresponding activities | Event Management |
| Restores service as quickly as possible with minimal impact to the business | Incident Management |
| Deals with service requests | Request Fulfillment |
| Allows or denies user access to service | Access Management |
| Finds root cause of incidents and determines a corresponding resolution | Problem Management |
| A tema or group of people and the tools they use to carry out one or more processes or activities. | Function |
| A single point of contact (SPOC) for users; deals with all incidents, access requests and service requess. The primary purpose of this is to restore 'normal' service as soon as possible. | Service Desk |
| Those who provide technical expertise and knowledge to support and manage the infrastructure. | Technical Management |
| Manages applications throughout their lifecycle with main activities of design, testing an improvement | Application Management |
| Performs the daily operational activities needed to manage infrastructure. | IT Operations Management |
| IT operations is supported by two additional functions: | It Operations Control, Facilities Management |
| Ensures routine tasks are completed | IT Operations Control |
| Manages teh physical enviornment | Facilities Management |
| Four potential conflicts with Service Operation. | External vs internal focus, Proactive vs Reactive, Stability vs Responsiveness, Quality vs Cost |
| Is IT a set of IT services (external) or is IT a set of Technology composnents (internal). Too much of an external focus can cause an under-delivery of service and an exteme internal focus will not allow IT Services to meet business requirements. | External vs Internal |
| In a reactive focus, business strategy is not effectively supported and overly proactive organizations tend to increase costs, changing components that may not require it. | Proactive vs Reactive |
| An Extrem focus on stability creates an enviornment where business need may be ignored while an extreme focus on responsiveness creates potential overspend withoug defined business value | Stability vs Responsiveness |
| There is a cost associated with quality and is a direct linear relationship - higher quality, greater costs. Afocus on costs alone limits and potentially hinders service quality while waste via overspending is the result of an extreme focus on quality | Quality vs Cost |
| To ensure that Service Management Proceses Continue to provide value for customers through continual evaluation and improvement of the qulity of services. | Goal of Continual Service Improvement |
| Continual Service Improvement Processes | 7-Step Improvement Process, Service Reporting, Service Management |
| CSI Measures and Monitors the following processes | Process Compliance, Quality, Performance, Business value |
| Describes what should be measured and reported. | 7-step Improvement Process |
| reports results and service level developements | Service Reporting |
| A concept that is a common rule on measurement, where metrics are specific, measureable, Achievable/accurate/appropriate, Relevant/repeatable/realistc, and Timely. | Smart |
| Measures used to establish markers for future points of comparison. These data points can also determine if a process or service | Baseline |
| Why Measure Baseline? | To validate, direct, justify, intervene. |
| Reinforce previous decisions for Baseline. | To Validate |
| To set future directions to meet specific Targets. (# 1 reason to measure baseline) | To direct |
| As a measurement to baseline, to prove a course of action is required. | To Justify |
| As a measurement to baseline, to identify corrective actions and changes required. | To Intervene |
| Something that must happen if a process, project, plan, or IT services is to succeed. | Critical Success Factors |
| Measures whether or not a variable meets its defined target. | Metric |
| Three types of metrics: | Technology metrics, Process metrics, Service Metrics |
| Performance and availability based (i.e., component, application, etc) | Technology Metrics |
| Performance of service Management | Process Metrics |
| Performance of a service from an end-to-end perspective. | Service Metrics |
| Creates a balance between shared goals and delivering a product or service according to business requirements within time and budget. | Tension Metrics |
| The use of gathered data and metrics is the basis for this. | Data-to-information-to-knowledge-to wisdom |
| Illustrates the constant cycle for improvement. | Continual Service Improvement |
| Steps of CSI | What is vision, Where are we now, Where do we want to be, How do you get there, Did we get there, How do we keep the momentum going? |
| CSI What is the vision? | Understanding the high-level business objectives. |
| CSI Where are we now? | An assessment of the current situation to get a baseline of the organization. |
| CSI Where do we want to be? | Measurable targets that are prioritized and placed in a manageable time frame. |
| CSI How do you get there? | A specific CSI Plan to address the weaknesses identified and includes the agree targets. |
| CSI Did we get there? | Verifying progress with measures and metrics. |
| How do we keep the momentum going? | Quality improvement gains will only continue if the changes are embedded withing the whold organization. |
| Identify what should be measured based on appropriate goals & objectives, identify measurements that can be collected with existing tool-sets, cultural & process maturity | 7- step process part 1 |
| Review & analyze data, convert to the appropriate format for the audience and move knowledge to wisdom (DIKW)for continued organizational gain, Identify improvement activities to improve quality & the overall effectiveness & efficiencies of the SMP | 7- step process part 2 |
| The intent of this cycle is steady, ongoing improvement. This cycle is supported by a process-led approach and expected values and outputs are audited and measured to ensure achievements and improvements. | Plan-Do-Check-Act (PDCA) |
| PDCA Model - Scope, goals, objectives, Processes, roles, tools, Measurement techniques, Lifecycle interfaces. | Plan |
| PDCA Model - Assign roles, responsibilities, Implement monitoring, metrics, Communicate, train, Integrate with lifecycle stages. | Do |
| PDCA Model - Monitor, measure, review, Report, document, Assess, audit, Recommend improvements | Check |
| PDCA Model - Implement improvements, input decisions to PDCA, assign next set of resources | Act |
| SS monitors process of strategies, standards, policies; SD monitors & gathers data to support design efforts & Metric creation; ST develops monitoring procedures; SO monitors actual performance & provides input as to what can actually be measured | CSI Integration Monitory and Data Collection Lifecycle responsibilities |
| Two key roles associated within the CSI phase | Service Manager, CSI Manager |
| CSI role with the responsibility of managing the developement, implementation, evaluation and on-going management of new and existing products and services. | Service Manager |
| The critical to the success of a CSI program as they are ultimately responsible for the program and all of its improvement activities. | CSI Manager |
| The core concepts of CSI | Monitor, Measure, and improve |
| The four benifits to the business form service improvement efforts include | Improvements, Benefits, Return on Investment, value on investment |
| A subcomponent to VOI (Value on Investment) | ROI (Return on Investment) |
| CSI-Value to Business - A comaprative measurement form a 'before/after' view | Imporvements |
| CSI-Value to Business - gains achieved from the realization of improvements (not always monetary) | Benefits |
| CSI-Value to Business - Difference between the benefit achieved (savings) and the amount expeneded to achieve the benefit (typically a percentage) | Return on Investment (ROI) |
| CSI-Value to Business - Extra value created by establishing benefits that include non-monetary or long-term outcomes | Value on Investment (VOI) |
| Two perspectives to be considered when implementing CSI | Implementation of CSI activities around services, and implementation of CSI around service management processes |
| CSI implementation approaches: | Service: Identify pain points, analyze trends, define improvements; Lifecycle: review phase 'hands-offs' & identify efficiencies, improvement activities; Functional group: focus improvement activities on specific functional area, |
| When defining a communications and strategy plan, the following should be considered. | Who is the messenger, What is the message, who is the targeted audience, timing and frequency of communication, method of communication, provide a feedback mechanism |
| An organization's ability to coordinate, control and depory resources to produce value, formalized as processes and functions | Service Capabilities |
| Used to deliver It Service, Easier to a cquire than capabilities. | Resources |
| Service Capabilities: Service Portfolio, Management Services, Service Management, Service Catalog management, Financial Management, Supplier Management, Services Reporting | Service Offerings and Agreements |
| Service Capabilities: Availability Management, Capacity Management, IT Service Coninuity Management, Demand Management, 7-Step Improvement Process, Information Security Management | Planning, Protection Optimization |
| Service Capabilities: Change Management, Service Release & Deployment Management, Service Validation & Testing, Service Asset & configuration Management, Knowledge Management, Service Evaluation, Transition Planning & support. | Release, Control and Validation |
| Service Capabilities: Event Management, Incident Management, Request Fulfillment, Problem Management, Access Management, Service Desk, IT Operations Management, Technical Management, application Management. | Operational Support and Analysis |
| The complete set of service that are managed by a Service Provider. | Service Portfolio |
| Service Portfolio can answer the following questions. | Why should a customer by these services, why should they buy these service from us, what are the pricing or charge back models, What are our strengths & weaknesses, priorities & risks, How should our resources & capabilities be allocated? |
| Service Portfolio Management | Is a dynamic method for governing investments in service management across the enterprise and managing them for value. |
| Service Description, Value proposition & business cases, Priorities & Risk, Offerings & Packages, Cost & Pricing. | Elements of a Service Portfolio |
| Activities within Service Portfolio Management include: | Define, Analyze, Approve, Charter |
| Activity within Service Portfolio Management - create an inventory of services, ensure business cases and validate portfolio data | Define |
| Activity within Service Portfolio Management - Assess the perspective, position, plan, and patterns of Service Strategy (4ps of Strategy); Strategic goals are formalized. | Analyze |
| Activity within Service Portfolio Management - finalize proposed portfolio, authorize service and resources; approvals can fall into six possible categories (retain, replace, rationalize, re-factor, renew, retire) | Approve |
| Activity within Service Portfolio Management - communicate decisions, allocate resources (match budgets) and charter services. | Charter |
| Service Portfolio is divided into three phases: | Service Pipeline, Service Catalog, Retired Services |
| A listing of services currently under consideration or development but not yet available | Service Pipeline |
| Phased out or retired services | Retired Services |
| Roles in Service Portfolio Management | Chief Information Officer (CIO), Product Manager, Business Relationship Manager |
| Role in Service Portfolio Management - understands the business and defines, plans, purchases & manages all aspects of service delivery on behalf of business units | Chief Information Officer (CIO) |
| Role in Service Portfolio Management - manages services as a product over their entire lifecycle (concept to retirement); helps develop the Service Strategy and its execution through the lifecycle. | Product Manager |
| Role in Service Portfolio Management - represents customers and works closely with Product Managers to ensure the Service Catalog has the correct services and Service Level Packages fulfill customer needs. | Business Relationship Manager |
| Provides a single source of consistent information for all live and transitioning services. | Goal of Service Catalog Management |
| A database or structured document with information about all Live IT services, including those available for deployment | Service Catalog Management |
| Service Catalog Management provides specific value to the business as: | A central source of information on IT Services; An accurate, consistent picture of IT services; A customer-facing view of IT Services in use, their intended use, which business processes they support, and details on quality |
| Information contained with in the service catalog. | service description, the business processes the service enables, and the possible levels and quality of service the customers can expect. |
| Two aspects of Service Catalog: | Business Service Catalog, Technical Service Catalog |
| Details of all IT services delivered to customers with relationships to the business units and process(customer view) | Business Service Catalog |
| Details of all IT services and delivered to customers with relationships to the supporting or shared services and CIs; underpins the Business Service Catalog | Technical Service Catalog |
| Key activities within Service Catalog Management | Agreeing & documenting a service definition with all relevant parties; interfacing with Service Portfolio Management to agree contents of both; Produce and maintain a service catalog; |
| Key activities within Service Catalog Management pt. 2 | Interface with other Service Management process and support teams to ensure accuracy in the Business and Technical Service Catalogs |
| The roles of the Service Catalog are | Service Catalog Manager, Business Relationship Manager, Product Manger |
| Service Catalog role - Ensures all operational services & all services being prepared for operation are recorded withing the service Catalog;that information in the Service Catalog is accurate & up-to-date, consistent with information in service catalog | Service Catalog Manager |
| Service Catalog role - Maintains relationship with one or more customers | Business Relationship Manager |
| Service Catalog role - Manager services as a product over their lifecycle; works with Business Relationship Manager; serves as an expert on Services and Service Catalog | Product Manager |
| Ensures an agreed level of service is provided for all current and future services | Service Level Management |
| Several key requirements for Service Level Management | Fulfilling process activities, Relationship Management, Proactive Management, Financial efficiencies |
| Define, negotiate, document, agree, monitor, measure, report and review service levels (custoerm, IT, Suppliers) | Fulfilling process activities |
| Provides and improves the relationsip between the custorme and servic provider - based on clear roles and responsibilities | Relationship Management |
| Ensures the implementation of timely and justified measures to improve levels of service (via monitoring and work with availity and Capacity management) | Proactive Management |
| In negotiations with the customer, maintain a balance between customer requirements and the cost of services provision | Financial efficiencies |
| SLM is a bi-directional relationship process where | the Service Level Manager represents ther service provider when negotiating with the customer and then vice - versa - representing the customer when negotiating with the service provider. |
| Documents of Service Level Management | Service Level Requirement, Service Level Agreement, Operational Level Agreement, Underpinning Contract, Service Improvement Plan |
| One of the first documents produced and it is the custoemr requirements for and IT service; it is based on business objectives and it is used to netgotiate service levle target | Service Level Requirement |
| The formally negotiated document (agreement!)that describes the IT service and includes both quantitative and qualitative measurements for service leval targets; responsiblities for bothe the customer and service provider are defined | Service Level Agreement |
| An agreements between an IT Service provider and another part of the same organization (e.g. Service Desk and a technical support group to support break/fix activities); The OLA supports the IT Service Provider's Deliery of Services | Operational Level Agreement |
| A legal contract with an external supplier detailing the dilivery of goods and/ or services; terms and conditions of the UC should reflect adn be relfected in appropriate SLAs | Underpinning Contract |
| A formal plan to implement imporvements to a process or IT Service | Service Improvement Plan |
| Activities of Service Level Management part 1 | Design SLA Framework, Agree on SLRs; SLAs and Underpinning Contracts; Monitor, Measure & report on service performance; Review services & agreements; Measure & improve custoerm satisfaction; Log & manage complaints/ ompliments; |
| Activities of Service Level Management part 2 | Manage customer complaints; Develop contacts and relationships |
| Challenges of Service Level Management | identification of the correct custoemr representative who has the authority and knowledge of business processes in order to accurately provide requirements as well as be appropriately empowered to negotiate services |
| Roles of Service Level Management | Service Level Manager |
| Plans, manages, reviews, audits & improves process; Develops relationships & communication (stakeholders, customers, & key users); Negotiats, agrees & documens SLRs, SLAs, OLAs, and UCs; Reviews agreements and contracts | Service Level Manager |
| Succuss Factors of Service Level Management | Quality management of required IT services; deliver services at agreed costs; Manage the interface between teh business and user |
| The goal of Financial Management | It quantifies the value of services and their underlying assets and qualifies ooperational forcasting |
| Financial Management Enables | Enhanced decision making; Speed of Change; Servce Portfolio Management in managing investments; Finanacial complience & control; Operational Control; Value capture and creation |
| The theory that finacial inputs and models for service demand and supply represent accurate measures meaning accurate decidions can be made in terms ofcost, supply and demand | Confidence |
| Objective is to obtain a value indication for the total lifecycl of service delibery based in value received and costst incurred. When performing this type of analysis, the detailed assumptions will have an impact on teh analysis | Service Investment Analysis |
| Defines the complete picture of IT service cost. When compared to Service Level Management, it is a means to a mutual agreement with the business regarding what isa service is, what its componenets are, and its acutal cost or worth. | Service Valuation |
| The goal of service valuation | To produce a value for services that the business perceives as fair, & fulfils the needs of the provider in terms of supporting it as an ongoing concern. Second, improve the management of demand and consumption behavior |
| Cost of Service assets - hardware, software, etc. | Provisioning Value |
| Customers percieved value of what is delivered to what the customer could achieve with personal assets | Service Value Potential |
| To calculate service value | Provisioning value + Service Value Potential; direct vs indirect costs; labor costs;variable costs |
| Costs that are used in Service Provisioning Models | Managed Services; Shared Services; Utility-based Provisioning; On-shore, Off-shore or Near-shore?; Service Provisioning Cost Analysis |
| The business unity requiring the service funds the service; the most expensive service provisioning model as resources providing the service are dedicated. | Managed Services |
| Provision multiple services to one or more business units through a shared infrastructrue; represents significant cost saving | Shared Services |
| Maximizes the number of services provisioned over the same infrastructure-even greater than the shared services model; provide services on a utility basis(depends on use, how much, when, etc) | On-shore, Off-shore or Near-shore? |
| Statistically ranks the forms of provisioning and determines the best choice | Service Provisioning Cost Analysis |
| Once the provisioning models is chosen, how to fund the service must be decided. There are several funding alternatives and they are | Rolling Plan Funding, Trigger-based plans, Zero-based Funding |
| Continuous cycle of funding (as one cycle ends, another begins); doen't address change or fluctuations, only timing of funds. | Rolling Plan Funding |
| Funds are provided when specific triggers occur; good use with protfolio service management | Trigger-based plans |
| Only enough funding is provided to ensure a zero balance until the next funding cycle; traditional IT funding | Zero-based Funding |
| Identifies an organization's most critical business services via financial value of the service and operational risk (impact if service is lost | Busines Impact Analysis (BIA) |
| Identifies the total cost of utilization and predicts the cost of future service demand. Used by deman and capacity management in managing the production/consumption ratio (supply vs. demand). | Financial Demand Modeling |
| Used to heop make investment and service sourcing decision by assessing the full lifecycle cost to a Customer using an IT Service | Total Cost of Utilization |
| Used to make investment decision. It assesses the full lifecycle cost of owning a configuration item, not just the initial purchase price. | Total Cost of Ownership |
| Role of Financial Management | Financial Manager |
| Financial Manager responsibilities | Plans, manages, reviews, & improves the process; Manages the IT Services Provider's Budgeting , accounting and charging requirements |
| Manages suppliers and their services to provide seamless IT service quality and ensure value for their money | Goal of Supplier Management |
| Ensures suppliers and the services they provide are managed to support IT service targets and business exopectations | Supplier Management |
| Supplier policies and contracts are maintained in this, which dovetails into the configuration Management system and Servide Knowledge Management System | Supplier and Contract Database |
| Supplier managements value to the business | is ensuring the delivery of end-to-end services that aligns to the business expectations. |
| Activities with in Supplier Management | Identification of business need & preparation of the business case; Evalueation & procurment fo new contracts an suppliers, Establishment of new suppliers & contracts, Supplier & contract categorization; Management of supplier & contract performance. |
| Roles in Supplier Management | Supplier Manager |
| Critical Success Factors of Supplier Management | Business Protected from poor supplier management or disruption;Supporting Services & performance targets align with business need;Service availability is not compromised by supplier performance;Clear ownership & awareness of supplier & contractural issues |
| Goal of Service Reporting | Generates and delibvers reports achievements, trends adn developements in service levels |
| Activities within Service Reporting | Define Reporting Policies and rules, Produce Business views, collate, Translate & Apply, Publish |
| There can be many policies for reporting but each must be clear as to what is included and each form part of a single reporting framework | Define Reporting Policies and rules |
| Using guidence form policies and rules, target data to support business requirementsand delivery format. | Produce Business views |
| Collect and manipulate appropriate data into the appropriate business view. | collate |
| Translate flat historical data into the appropriate business view | Translate & Apply |
| Paper,web-enabled, dynamic HTML, real-time portals/dashboards | Publish |
| Roles of Service Reporting | Reporting Analyst |
| The reporting analyst's responsibilities are | Participating in all CSI and SLM meetings, ensuring validity of metrics and thresholds; Consolidate data from multiple sources; Analyze trends and provide feedback on analyzed data (e.g. impact, positive/negative trend. etc); |
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