The document discusses how various services can be managed using ITIL principles of service management. It analyzes whether facilities management, restaurant management, crime investigation, and medical care can be considered services. It then examines how the full ITIL service lifecycle of service strategy, design, transition, operation, and continuous improvement can be applied to managing crime investigation as a sample service. Finally, it discusses how other services like hotels, transportation, education etc. could also apply ITIL principles since many operate like businesses. However, some cautions are noted for scenarios involving trusts, life/death situations, or emotional attachments.

1. 1© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124

2. Outside the box of
Saurabh Dubey
KPMG LLP

3. ONCE UPON A TIME…

4. 4© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
One fine morning…
“This is how we
ensure service
continuity in life.”

5. “CERN uses ITIL to rethink
facilities management….”

6. 6© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Let's look at the concept of Service
 A means of delivering value to
customers
 By facilitating outcomes customers
want to achieve
 Without the ownership of specific costs
and risks.
What is this applicable to?
OR
What is a service?
A “service” is
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care

7. 7© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Facilities Management
 “CERN did it, and they manage
the HIGGS BOSON… they are
smart people”
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
Questions:
1. Do the customers receive value?
2. Do they achieve their outcomes?
3. Do they have the ownership of
risk and cost?
 Value = Some else deals with the trash!!
 The customer get the outcome of working
in a clean space.
 Customers don’t have to buy supplies, or
resources to manage cleaning their own
trash.

8. 8© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Restaurant Management
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
Questions:
1. Do the customers receive value?
2. Do they achieve their outcomes?
3. Do they have the ownership of
risk and cost?
 Customers walk in, order food, and
get food.
 Customers achieve the outcome of sitting
and eating while someone else cooks.
 If the chef burns the food, they don’t have
to eat burnt food nor do they have to pay
for the wasted raw materials.

9. 9© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Crime Investigation
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
 Customers get the value of crime
prevention.
 Customers get to see the satisfaction of
seeing the culprit/offender being identified.
 They don’t have to go and find the guy or
prove that he/she is guilty = Definitely
no risk!!
 They don’t have to train to identify criminals,
no forensic studies needed = No cost.
Questions:
1. Do the customers receive value?
2. Do they achieve their outcomes?
3. Do they have the ownership of
risk and cost?

10. 10© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Medical Care
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
 Customers get medical care.
 Customers achieve the outcome of
feeling better.
 Customers do not have to spend 6–8 years
learning the details of medicine.
 Customers do not have to manage the risk
of bad self-medication.
Questions:
1. Do the customers receive value?
2. Do they achieve their outcomes?
3. Do they have the ownership of
risk and cost?

11. 11© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
The ITILv3 Service Life Cycle
Service Strategy
SS provides sales,
marketing, & the
general business
sense for IT
 Why does the
customer need this
service?
 Why should the
customer purchase
these services
from us?
 Why should we
provide x levels of
availability,
capacity, and
continuity
 Answering these
questions guides
the overall strategy
for the services
needed and
provided
Service Design
SD provides design
and creation of the
Service Offering
 What capabilities
are needed to
support the
service?
 Do we need
services from other
parties?
 Do we already
provide this?
 What do we expect
the service to do
and look like?
 How will we
support the
service?
 How will we
guarantee the
service levels?
Service Transition
ST: provides Risk
Management & Risk
Mitigation in
transitioning the
service to prod
 Minimize risk of not
knowing what it is
under control
 Operations needs
to continue BAU
 Must control all
changes and
moves
 Make sure only
authorized and
tested products
and services go
into production
 Must control all
services going into
production
 Build Knowledge
base for the future
Service Operation
SO: provides for
maintaining the status
quo while improving
the service delivery
and service
perceptions
 Ideas in design
stage are now in
production
 Start the
measuring and
reporting of service
achievements
 Covers both
activities and
processes of this
phase and the
other phases
Continual
Service Improve
CSI: covers part of
the SLM process,
specifically the
measurement and
reporting & service
improvement plan
 Guidance on
measurement
 Guidance on
measuring
achievements
 Guidance on
measurement
reporting
 Note all processes
have a quality
feedback loop and
use the PDCA
model to some
extent
 This phase focuses
the use of the
above tools

12. 12© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Applicability
Does the applicability remain when you consider the end to end service lifecycle?
Is it applicable to:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
 Do we have to think about Service
Strategy?
 Do we have to think about Service Design?
 Do we have to think about Service
Transition?
 Do we have to think about Service
Operations?
 Do we have to think about Continual
Service Improvement?

13. 13© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Managing Across Life Cycle
Crime Investigation/Prevention
 We saw that this can be defined as a Service.
 Let’s identify the players in this service.
– Service Provider – FBI/Scotland Yard/CBI
– Customer – Citizens (Pay through taxes)
– End Users – Citizens (Use through direct contact)

14. 14© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Service Strategy for Crime Investigation/Prevention
Strategy
Management
 Defining the vision
 Creating a plan
 Positioning
 Pattern of Action
 Identify the services that are offered
 Pipeline/Offered/Retired
Service
Portfolio
Management
 Budgeting for staff/training/equipment
Financial
Management
Demand
Management
 Patterns of criminal activity
 Supply & Demand
 Activity based Demand Management
 Customer Satisfaction
 Service requirement identification
Business
Relationship
Management

15. 15© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Service Design for Crime Investigation/Prevention
Service
Catalog
Management
 What services are offered?
– Crime Prevention
– White Collar Crime
– Murder Investigation
– Cyber Crime, etc.
 SLAs don’t have to be on time.
 They can be of quality as well.
Service Level
Management
 Ensuring beat cops are available when needed.
 Supporting large scale events, etc.
Availability
Mgmt
Capacity
Management
 Making sure that there are enough resources available to ensure that capacity
meets the performance.
 Ensuring that CIs remain confidential.
 Ensuring that identity of UC personnel
Information
Security Mgmt
 What is our backup?
 E.g. When Mumbai Police failed, Black Cat commandos took over
IT Service
Continuity Mgmt
 Managing equipment suppliers
 Managing third party service providers like emergency services, paramedics, etc.
Supplier
Management

16. 16© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Service Transition for Crime Investigation/Prevention
Change
Management
 Allocation of resources
 Change window management
 Change conflicts
 Dead bodies are CIs?
 Forensic equipment.
 Are firearms CIs or Assets?
Service
Asset &
Config Mgmt
 E.g.
– College festivals in Delhi University.
– Untested identification methods.
– Releasing new firearms
Release &
Deployment
Mgmt
Knowledge
Mgmt
 One place where Law enforcement is very good.
 Criminal databases
 Documented and undocumentable knowledge

17. 17© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Service Operation for Crime Investigation/Prevention
Event
Management
 Variations in the way this is applied
 Some agencies have methodical approach, some take it ad-hoc.
 Most agencies do a great job at Incident logging, not so much for the
rest of the process.
 Incident is not the same for IT and Law enforcement.
Incident
Management
 Reactive Problem management – fixing repeated incidents
 Proactive Problem Management – checking for problems before they
turn into incidents
Problem
Management
Request
Fulfillment
 Permits
 Enquiries
 Police Auctions

18. 18© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Managing Across Life Cycle
Managing Lifecycle of the following services:
 Facilities Mgmt
 Restaurant Mgmt
 Crime Investigation
 Medical Care
 Hotel Management
 Forensic Services
 Transportation Management
 Construction Management
 Education/Learning/Universities
 Many of these are run as a business.
 So, why not run a business using the
principles of ITIL/ITSM?

19. 19© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
Can everything be managed using Service Management?
Cautions around using ITIL for Everyday service
management
Trust based
scenarios
Life and death
situations
Emotional
attachments
more….

20. © 2013 KPMG LLP, a Delaware limited liability partnership and
the U.S. member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative
(“KPMG International”), a Swiss entity. All rights reserved.
NDPPS 192124
The KPMG name, logo and “cutting through complexity” are
registered trademarks or trademarks of KPMG International.
Saurabh Dubey, KPMG LLP
For more information on KPMG’s
Services please visit
www.kpmg.com/us/it
Thank you.
Your feedback is welcome.
Let the conversation
continue…
“The views expressed are my own and not
that of my employer or other party.”

21. 21© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member
firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124