Ensure the end-to-end, multiyear operational costs are clear, and how these costs will be (re)covered is known.
02Verify that the service can deliver on the non-functional requirements through test, simulation and production verification.
03Design and implement an end-to-end support model — the functions, the SLOs, and the providers.
04Ensure documentation required by support teams is in place, accessible, and can be found. Training has taken place.
05Ensure that SLAs, OLAs, 3rd-party support contracts, SOWs and any other contracts needed to deliver the end-to-end service are in place.
06Design and implement relevant support tools and processes — sized to the service, agreed across the support model.
07Verify that required IT controls are in place and are working as expected. Design effectiveness tested before go-live.
08 · Go-LiveHow, after Go Live, support is transferred from the project organisation to the support organisation, and the criteria for operations to accept operational accountability.
Ensure the end-to-end, multi-year operational costs are clear, and that it is known how these costs will be (re)covered. Most investment decisions are driven by the expected benefit and return; the operating-cost half of the equation is the one that tends to be missed.
Verify that the service can deliver on the non-functional requirements through test, simulation and production verification. The non-functional behaviour is what the operations team lives with for years; getting it right at the design stage is significantly cheaper than fixing it in production.
Design and implement an end-to-end support model that describes the functions, the Service Level Objectives, and the providers involved in delivering the support for the service.
Ensure documentation required by the support teams is in place, is accessible, and can be found. Ensure training of users and support teams has taken place.
Ensure that SLAs, OLAs, 3rd-party support contracts, SOWs, and any other contracts needed to deliver the end-to-end operational service are in place.
Design and implement relevant support tools and processes. The value of the ITIL processes is in the shared language they impose — when "incident", "change" and "problem" mean the same thing across the team, the process can be small.
Verify that required IT controls are in place and are working as expected (design effectiveness tested). Trias politica — the separation of design, operate and audit — is the quietly elegant principle behind it.
A plan that describes how, after Go Live, support is transferred from the project organisation to the support organisation, and the criteria for operations to accept operational accountability.
A structured walk-through sized to the project’s risk. In waterfall, the eight appear as work-stream deliverables. In agile, as product-backlog items and definition-of-done criteria.