1-2 itil v3 foundations bootcamp

7/23/2019 1-2 ITIL V3 Foundations Bootcamp

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IT SERVICE MANAGEMENT:

ITIL® V3 FOUNDATION

BlueprintAudits.com: Where the sky is the limit!Rev. 4.0

Contents:Introductions

Training Goals and Objectives

Introduction to Training Materials

Introduction to ITIL V3

ITIL Certification Training

Service Management as a Practice

Key Concepts

MODULE 1

ITIL V3 FOUNDATIONS TRAINING:

INTRODUCTION

SH p. 2

! Day One

! Introduction

! Service Strategy

! Service Design

! Day Two

! Review of Day 1

! Service Transition

! Service Operation

! Day Three

! Review of Days 1 and 2

! Continual Service Improvement

! Exam Preparation

Course AgendaSection: Introduction

SH p. 4



! V1 late 1980s

! Developed by the UK Government with consulting help

! Process-focused

! Very much a ‘library’ of 31 books

! V2 1999-2001

! Process-focused

! 8 books, only 2 were part of certification training

! 9th book provided guidance on implementation

! V3 May 2007

! Service Lifecycle model with focus on strategy and business outcomes

! Within the 5 lifecycle phases, processes, roles and functions are described

! 5 books, all part of the syllabus

ITIL HistorySection: Introduction

SH p. 10

Service Design

Service Transition

Service Operation

Continual Service Improvement

• Define the market and your Services• Determine how to create value for customers• Determine best use of resources and capabilities

Overall design of Services including:

• Service Management systems• Technical & management architectures• Processes, measurement and metrics

• Effectively move Services from development into production• Guidance on managing changes to Services• Guidance on transferring control of Services between

providers

• Delivery and support of Services• Mange incidents, problems and events

• Support all stages of the lifecycle in evaluating and improvingService quality, the Service Lifecycle and its underlying processes

ITIL V3

Books

Service Strategy

© Crown Copyright 2007. Reproduced under Licence from OGC. SH p. 11

ITIL V3 Core

CMMI

TOGAF™

Etom

Six Sigma

PMBOK

PRINCE2™

SOA

COBIT

M_o_R

ISO/IEC20000

SOX

CertifiedTraining

ISO/IEC17799

ISO/IEC

19770

© Crown Copyright 2007. Reproduced under Licence from OGC.

CORE

Section: Introduction

SH p. 12



ITIL V3 Qualification StructureSection: Introduction


! 40 multiple choice questions (closed book)

! Time limit: 1 hour

! Passing grade: 65% (26 questions out of40)

! Photo ID is required

!

Retain your certificate – it is required forentry to advanced classes

!

Foundation Certification is good for life

ITIL Foundations Certification ExamSection: Introduction

SH p. 14

SERVICE MANAGEMENT AS A

PRACTICE

V3 Key ConceptsSH p. 15



Definition of a Service:

Services are a means of delivering value tocustomers by facilitating the outcomescustomers want to achieve without theownership of specific costs and risks.

What is a Service?

“People want a quarter inch hole not a quarter

inch drill.”

-- Prof. Theodore Levitt, Harvard Business School


SH p. 18

The official definition:

Service Management is a set of specializedorganizational capabilities for providing valueto customers in the form of Services.

Also:

Service Management aims to achieve a commonunderstanding between the customer andService Provider through managing Servicelevel expectations and delivering andsupporting desired results.

What is Service Management?Section: Introduction

SH p. 19

Best Practice vs. Good Practice

! Best practice provides a setof generic guidelines

! Based on the successfulexperiences of a numberof organizations.

! Good practice is theapplication of best practice

! Common way bestpractices are put into use.

Best Practice Good Practice

BEST practices quickly become GOOD practices which become

commodity, generally accepted principles, received wisdom, or

regulatory requirements


SH p. 21



Governance

The most recent and highly

visible example of a

renewed emphasis on

corporate governance isthe Sarbanes-Oxley Act

(SOX) of 2002 in the

United States.

SOX demands corporate

fairness, mandates

complete transparency of

transactions and holds

executives accountable for

any material deficiencies.

Corporate Governance:

! The ethical behavior bydirectors or others in thecreation and preservation ofwealth for all stakeholders.

IT Governance:

! An integral part of corporateand enterprise governance,and ensures that IT sustainsand extends theorganizations strategiesand objectives.


SH p. 23

What is a Process?

!

A set of coordinatedactivities combiningand implementingresources andcapabilities in orderto produce anoutcome, which,directly orindirectly, createsvalue for anexternal customeror stakeholder.


SH p. 24

Process

Process

Activities

Process Work

Instructions

Process

Roles Process

Metrics Process

Improvement Process

Procedures

Process Enablers

Process

Resources

Process

Capabilities

Process Control

Process

Documentation

Process

Feedback

Process

Objectives

Process

Owner

Process Model

Process

Inputs

Process

Outputs

Including processreports & reviews

Triggers



SH p. 25



!

What is not defined cannot be controlled

! What is not controlled cannot be measured

!

What is not measured cannot be managed! What is not defined, controlled, measured and

managed cannot be improved

! Process Characteristics:

! They are measurable

!

They have specific results

!

They deliver to customers

! They respond to a specific event

Process CharacteristicsSection: Introduction

SH p. 26

Role vs. Function vs. Process

! Functions are units oforganizations specialized

! Perform certain types of work andresponsible for specific outcomes

! Roles are a set ofresponsibilities defined in aprocess and assigned to aperson or team.

! Processes are performed by oneor more functions

! May include any of the roles ,responsibilities, tools, andmanagement controls required toreliably deliver the defined outputs


SH p. 27

Process Owner vs. Service Owner

! Responsible for keepingeveryone involved in theexecution of the processinformed

! Responsible for ensuringthe continual improvementof the process

! Responsible for updatingthe process to accuratelyreflect changes

! Accountable for a specificService

! Ensures Service is

managed with a businessfocus

! Responsible for thecontinual improvement ofthe Service along withContinual ServiceImprovement Manager

Process Owner Service Owner


SH p. 29



RACI Matrix

Responsible: Executes process and activities

Accountable: Ownership of quality and end result of

process

Consulted: Involvement through input of knowledge

and information

Informed: Receiving information about process

execution and quality

RACI ModelSection: Introduction

SH p. 30

Calculating Value

! Attributes of a Service that have a

positive effect on the

performance of activities, objects

and tasks associated with desired

outcomes

! Removal or relaxation of

constraints on performance

! Fit for Purpose

!

Utility increases the performance

average.

! An assurance that someproducts or Services will beprovided or will meet certainspecifications.

! Available when needed, insufficient capacity anddependably in terms ofcontinuity and security

! Fit for Use

! Warranty reduces theperformance variation.

Utility of a Service Warranty of a Service

Service Elements of Value: Utility and Warranty

Value = Utility Warranty


SH p. 31

! Risk Management is the process responsible for identifying,assessing and controlling Risks

! Risk Management is important to all businesses.

! Risk Management is comprised of risk analysis and risk management.

! Effective management of risk helps to improve performance by

contributing to:

! Increased certainty and fewer surprises

! Reduced waste and fraud

! Management of risk should encompass:

! Health and safety

! Security

! Business Continuity

Risk ManagementSection: Introduction

SH p. 32



S e r v i c e P o r t f o l i o

S e r v i c e

C a t a l o g

SKMS

The Business/Customers Requirements

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperation

Strategies Policies

Resources &

Constraints

Objectives fromRequirements

SolutionDesigns

ArchitecturesStandards

SDPs

TransitionPlans

TestedSolutions

OperationalServices

ContinualService

Improvement Improvement Actions & Plans


An Expanded View of The Service LifecycleSection: Introduction

SH p. 34

V3 Structure

Service OperationService TransitionService Design ProcessesService Strategy Continual Service Improvement

Service Lifecycle Processes

Service Design

ITFinancialManagement

Service Portfolio Management

Strategy Generation Service Level Management

Capacity Management

Availability Management

Service Continuity Management

Information Security Management

Change Management

Transition Planning and Support

Knowledge Management

Release and DeploymentManagement

Evaluation

Access Management

EventManagement

IncidentManagement

RequestFulfillment

Service Lifecycle Governance Processes Operational Service Lifecycle Processes

Service Assetand Configuration Management

SupplierManagement

Demand Management Service Catalog ManagementSeven Step Improvement


ProblemManagement


Service Validation and Testing

SH p. 36

End of Module Review:Class Exercise

Sample Test Questions

Answers

End of Unit Review

Introduction

SH p. 38



ITIL V3 – Sample Question

What is the RACI model used for?

a)

Documenting the roles and relationships of

stakeholders in a process or activity

b) Defining requirements for a new Service orprocess

c) Analyzing the business impact of an Incident

d) Creating a balanced scorecard showing theoverall status of Service Management



Which of the following is a process owner

responsible for?

a)

Purchasing tools to support the process

b)

Ensuring that targets specified in a Service LevelAgreement (SLA) are met

c) Carrying out activities defined in the process

d) Ensuring that the process is performed asdocumented



Which of the following can be described as

Self-Contained units of organizations

?

a)

Roles

b) Processes

c)

Functions

d) Procedures




Contents:Goals & Objectives

Scope

Key Concepts

Key Processes

MODULE 2

SERVICE STRATEGY

SH p. 45

Service Strategy

! Describes how totransform ServiceManagement into astrategic asset

! Sees the relationshipsbetween variousServices, systems, orprocesses that aremanaged and thebusiness models,strategies, or objectivesthey support

Section: Service Strategy


Economic Value of a ServiceSection: Service Strategy

Negativedifference

Positivedifference

Netdifference

+

–

Gainsfrom

utilizing

the

service

Lossesfrom

utilizing

the

service

Based on DIY strategyor existing

arrangements

ReferenceValue

Economic valueof service




Types of Service Providers

Service ProviderBusiness Models

! Type I: InternalService Provider

! Type II: SharedServices Unit

!

Type III: ExternalService Provider


SH p. 50

Service Assets

Capabilities:• Management

• Organization

• Processes

•

People• Knowledge

Resources:• Infrastructure

• Applications

• Information

•

Financial Capital• People

+

= VALUE in terms of Goods and Services

Coordinate

Control

Deploy

Asset – Any Resource or Capability . Assets of a ServiceProvider include anything that contributes to the delivery of a

Service.


SH p. 51

SERVICE STRATEGY PROCESSES

! Service Generation

! Service Portfolio Management

! Financial Management

!

Demand Management

SH p. 52



Service Portfolio Management

! Service PortfolioManagement is a

dynamic method forgoverning investmentsin ServiceManagement acrossthe enterprise andmanaging them forvalue


SH p. 53

Service Portfolio

The Service Catalogcontains all current,operational Services.

Service Knowledge Management System

Service Portfolio

ServiceLifecycle

ServicePipeline

Service Status:

Requirements

Defined

Analysed

Approved

Chartered

Designed

Developed

Built

Test

Released

Operational

Retired

ServiceCatalog

Retired Services

Customer

section of

the Service

Portfolio

Planned Servicesare found in theService Pipeline



SH p. 55

Business Case

! A business case is adecision support andplanning tool

! Consequences and

benefits are bothqualitative andquantitative

! A financial analysis,for example, isfrequently central to agood business case

! Introduction

!

Methods and assumptions

!

Business impacts

! Risks and contingency

!

Recommendations


SH p. 57



Financial Management

! Provide financial visibilityand accountability

!

Provide compliance andcontrols

! Provide Service-basedaccounting

! Financial Managementhelps quantify the value ofIT in financial terms (Service Valuation)


SH p. 58

! Technique used to help the business andService Provider agree upon the value of anIT Service

! Based upon the combined value of utilityand warranty of the Service

! Determined by understanding theprovisioning value (actual cost) and theService value potential (value to thebusiness)

Service ValuationSection: Service Strategy

SH p. 59

! Return on Investment (ROI): Quantification of costs andbenefits

! ROI returns can be hard to define. It is important to know:

! Cost of downtime

! Cost of doing rework

!

Cost of redundant work

! Cost of non-value added projects

! Cost of late delivery

! Cost of escalating incidents beyond the Service desk

! Fully allocated hourly cost for different employee levels

! Value on Investment (VOI)

! Represents the soft, intangible returns on an investment, (e.g.,goodwill, market perception, brand recognition)

ROI and VOISection: Service Strategy

SH p. 60



Demand Management

! Understand and

influence customerdemand for Services and

the provision of capacity

to meet those demands

!

Understand customer

requirements and how

these vary

!

Provide an appropriate

level of Service

!

Influence customer

demand


SH p. 61

Pattern of Business Activity (PBA)

! A workload profile of one or more businessactivities. Patterns of business activity areused to help the IT Service Providerunderstand and plan for different levels ofbusiness activity.

User Profile (UP)

! A pattern of User demand for IT Services.Each User Profile includes one or more

patterns of business activity.

PBAs and UPsSection: Service Strategy

SH p. 62

Patterns of Business Activity

Business

Process

Service

Process

Demand

Management

Pattern of

business

activity

Delivery Schedule

Demand Pattern

Incentives and

penalties to influence

consumption

Capacity

Management

Plan

Service Belt



SH p. 63



End of Module Review:Class Exercise

Sample Test Questions

Answers

End of Unit Review

Service Strategy

SH p. 66


Which of the following is a MAJOR activity of

Demand Management?

a)

Increasing customer value

b) Understanding patterns of business activity

c) Increasing the value of IT

d) Aligning the business with IT cost



Which statement about Value Creation

through services is CORRECT?

a)

The customer’ s perception of the service is animportant factor in value creation

b)

The value of a service can only ever be measuredin financial terms

c) Delivering service provider outcomes isunimportant in the value of a service

d)

Service provider preferences drive the valueperception of a service





“Warranty of a Service” means?

a) The service is fit for purpose

b)

There will be no failures in applications andinfrastructure associated with the service

c)

All service-related problems are fixed free ofcharge for a certain period of time

d)

Customers are assured of certain levels ofavailability, capacity, continuity and security



Which of the following should IT services

deliver to customers?

a) Capabilities

b) Cost

c)

Risk

d)

Value


Contents:Goals & Objectives

Scope

Value to the Business

Key Concepts

Key Processes

MODULE 3

SERVICE DESIGN

SH p. 75

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