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26-May-19

Copyright © 2011- 2019 Global Success Systems FZ LLC. All rights reserved 1

1Copyright © 2011-2019 Global Success Systems FZ LLC 11

ITIL® 4 Foundation Crash Course

ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

26-May-2019


Logistics

The session will be recorded

All of you will be in mute

15 Min break at 4:30 PM UAE Time

Post your Questions in Questions window

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Objective

Understand the structure of ITIL4• ITIL 4 Service Value System and components • ITIL Guiding Principles • ITIL Management Practices

Understand Key Difference between ITIL V3 and V4 ITIL 4 Certification options


Agenda1. ITIL4 Overview

2. Structure of ITL4

3. ITIL Service Value System

4. ITIL® Guiding Principles

5. Four Dimensions of Service Management

6. ITIL® Practices

7. Summary and Exam preparation

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Global Success Systems FZ LLC

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Established in April-2011 to offer Process Improvement Consulting, Auditing and Training

• IT Service Management

• Project Management

• IT Service Management

• Project Management

• Information Security

• IT GRC• Business

Continuity

• Information Security

• IT GRC• Business

Continuity

• IT Risk Management

• Quality Management

• IT Risk Management

• Quality Management

• Lean Six Sigma• Agile, Scrum• CMMI• Enterprise

Architecture

• Lean Six Sigma• Agile, Scrum• CMMI• Enterprise

Architecture

• Cybersecurity• LEAN IT• IT4IT

• Cybersecurity• LEAN IT• IT4IT

• TRIM• SFIA• DevOps

• TRIM• SFIA• DevOps

• SIAM• Agile Service

Management

• SIAM• Agile Service

Management

• eLearning• Outsource

Management

• eLearning• Outsource

Management

100+ Training Courses25+ Consulting Services9 Accreditation partners

and growing..


Our Training PortfolioIT Service Management

• ITIL®• ISO/IEC 20000• TRIM• Outsource Management• SIAM• Agile Service Management

Project Management

• PMP ®• PRINCE2 ®• SCRUM, Agile• CMMI• ISO 21500• DevOps

Information Security

• ISO/IEC 27001• Cybersecurity • RESILIA™• NIST Cybersecurity• ISO/IEC 27032

Risk Management

• M_o_R®• CRISC• ISO 31000• ISO 27005• ISO 37001

IT Auditing & Assessment

• CISA• CISM• Internal Auditor • Lead Auditor• GDPR

Business Continuity Management

• CBCM• ISO 22301• Disaster recovery

Process and Quality Management

• Lean Six Sigma • LEAN IT• ISO 9001• ISO 14001• Six Sigma GB

IT Governance

• COBIT®• ISO 38500• CGEIT• GRC

All these training can be delivered in-house / private , live virtual training and public sessions by Certified Trainers

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About the Trainer

ITSM Consultant, ITGRC Consultant

Accredited Trainer from • APMG UK, • ISACA USA, • PeopleCert, • EXIN and PECB

20+ years of industry experience

Certified in • ITSM• Governance of IT• Project Management• Information Security• Lean IT, Six Sigma• Blockchain and AI


ITIL Overview

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2.1 - ITIL® History

Conceived in the late 1980s CCTA (Central Computer and Telecommunications Agency) OGC (Office of Government Commerce) Evolution 30 + titles in v1 - Early 1990s 7 (9) titles in v2 - 2001 5 titles in V3 - 2007 2011 Upgrade - 2011 ITIL 4 - 2018

Framework for Service Management Best practice across many industries


2.1 - ITIL® 4

Up-to-date version to manage the IT Service Management Practices

Improved and wider coverage including customer experience, value streams, and digital transformation, embracing new ways of working, such as Lean, Agile, and DevOps

Copyright © AXELOS Limited 2019. Reproduced under license from AXELOS Limited. All rights reserved.

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ITIL V3 Structure


Structure of ITIL 4 – Service Value Systems (SVS)

ITIL SVS represents how the various components and activities of the organization work together to facilitate value creation through IT-enabled services.

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Structure of ITIL 4 – Service Value Chain (SVC)


SVC s the central element of SVSAn operating model to facilitate value creation


Structure of ITIL 4


Four dimensions model

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Structure of ITIL 4


The key components of the ITIL 4 framework

ITIL service value system (SVS) Four dimensions model


Basic Definitions

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Service and Products

Service : “A means of enabling value co-creation by facilitating outcomes that customers want to achieve, without

the customer having to manage specific costs and risks.”

Quoted text Source is ITIL® 4 Foundation Publication. copyright © AXELOS Limited 2019 Material is reproduced under license from AXELOS Limited. All rights reserved.

Product “A configuration of an organization’s resources designed to offer value for a consumer.”


Sample Service Model for an IT Service


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Service Offering


A description of one or more services, designed to address the needs of a target consumer group.

Access to resourcesGoods Service actions

Service offering may include


Utility and Warranty


Utility The functionality offered by a product or

service to meet a particular need.

Can be summarized as ‘what the service does’

Can be used to determine whether a service is ‘fit for purpose’.

Service must either support the performance of the consumer or remove constraints from the consumer. Many services do both.

Warranty Assurance that a product or service will meet agreed

requirements.

Can be summarized as ‘how the service performs’

Can be used to determine whether a service is ‘fit for use’.

Often relates to service levels aligned with the needs of service consumers.

Addresses areas such as the availability of the service, its capacity, levels of security and continuity.

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Service Management

“A set of specialized organizational capabilities for enabling valuefor customers in the form of services.”


Developing the specialized organizational capabilities requires an understanding of: the nature of value the nature and scope of the stakeholders involved how value creation is enabled through services.


Service Relationships


To create value, an organization must do more than simply provide a service. It must also cooperate with the consumers in service relationships.

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Achieving value: outcomes, costs, and risks


Service relationships are perceived as valuable only when they have more positive effects than negative


Output vs Outcome


Output

A tangible or intangible deliverable of an activity.

Outcome

A result for a stakeholder enabled by one or more outputs.

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Definitions

Service vs ProductService ManagementValue and Value Co-CreationUtility vs WarrantyService Offering ( Goods, Access to Resources, Service Actions)Service Relationships ( Service Provider and Service Consumer) Output vs OutcomeCost – Cost imposed and Cost RemovedRisk – Risk imposed and Risk Removed


M3 – ITIL Guiding Principles

1. Describe the nature, use and interaction of the guiding principles

2. Explain the use of the guiding principles

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Structure of ITIL 4


ITIL service value system (SVS)


ITIL Guiding Principles

Guiding PrincipleA recommendation that guides an organization in all circumstances

• regardless of changes in its goals, strategies, type of work, or management structure.

Universal and are reflected in many other frameworks like Lean, Agile, COBIT etc..


ITIL Guiding Principles General and supporting successful actions and good decisions in SMCan be used to guide organizations in their work as they adopt SM approachInteract with and depend upon each otherUniversally applicable to any initiative and to relationship with stakeholders

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7 ITIL Guiding Principles


Focus on valueStart where you areProgress iterativelywith feedback

Collaborate andpromote visibilityThink and work

holisticallyKeep it simple and

practicalOptimize and

automate


7 ITIL Guiding Principles


Focus on value

Think and workholistically

Start where you are

Optimize andautomate

Progress iterativelywith feedback

Collaborate andpromote visibility

Keep it simple andpractical

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ITIL Guiding Principles Interaction


Every guiding principles Interact with and depend upon each otherOrganizations should consider the relevance of each principles and apply

them together

ImportantOrganizations should not use one or two of the principlesNOT all principles will be critical in every situation


M4 – Four Dimensions of Service Management

1. Describe the Four Dimensions of SM

a. Organizations and people

b. Information and technology

c. Partners and suppliers

d. Value streams and processes

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Four Dimensions of Service Management

Support a holistic approach to service management

Critical to the effective and efficient facilitation of value for customers and other stakeholders

Constrained or influenced by several external factors

All Four dimensions apply to all services being managed, as well as to the SVS in general



Organizations and people

People are the key element

Well defined• Organisation Structure• Roles and Responsibilities• System of authority and responsibility • Required staffing and competencies

To be supporting the organization’s overall strategy and operating model

Develop a culture to support the objective .Leaders need to motivate employees to work in desired way


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Information and Technology

Context of an IT Service this dimension includes• Information created, managed and used• Technologies that supports and enable the service


Questions to consider related to information component• What information is managed by the services?• What supporting information and knowledge are needed to deliver

and manage the services?• How will the information and knowledge assets be protected,

managed, archived, and disposed?


Partners and Suppliers

Every organization and every service depends to some extent on services provided by other organizations.

This dimension, encompasses an organization's relationships with other organizations that are involved in the design, development, deployment, delivery, support and/or continual improvement of services.

May involve various levels of integration and formality.

Incorporates contracts and other agreements between the organization and its partners or suppliers.


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Value streams and processes

Concerned with how the various parts of the organization work in an integrated and coordinated way to enable value creation through products and services

Focuses on what activities the organization undertakes and how they are organized

Ensures that organization is enabling value creation for all stakeholders efficiently and effectively.

SVS providers an operating model that covers all the key activities required to manage products and services effectively



M5 – ITIL Service Value Systems and Service Value Chain1. Describe the ITIL service value system

2. Service Value Chain and SVS

3. Describe Purpose of Each value Chain Activity1. Plan

2. Improve

3. Engage

4. Design & Transition

5. Obtain and Build

6. Deliver and Support

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5.1 Service Value System (SVS)



5.2 Service Value Chain


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Service Value Chain Activities - Plan


Purpose “is to ensure a shared understanding of the vision, current status, and improvement direction for all four dimensions and all products and services across the organization.”

Inputs• policies, requirements, and constraints provided by the organization’s governing body• consolidated demands and opportunities provided by engage• value chain performance information, improvement initiatives, and plans provided by improve• improvement status reports from improve• knowledge and information about new and changed products and services from design and transition, and obtain/build• knowledge and information about third-party service components from engage

Outputs• strategic, tactical, and operational plans• portfolio decisions for design and transition• architectures and policies for design and transition• improvement opportunities for improve• a product and service portfolio for engage• contract and agreement requirements for engage.


M6 – ITIL Practices

1. ITIL management practices overview

2. Purpose and key terms of 15 ITIL practices

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6.1 - Management Practice

Set of organizational resources designed for performing work or accomplishing an objective.

Resources are grouped into the four dimensions of service management



Service Management Practices

General Management Practices Service actions

Adopted and adapted for servicemanagement from general business management domains

developed in service management and ITSM industries.

• adapted from technology management domains

• expanding or shifting their focus from technology solutions to IT services.


ITIL Management Practices


Service Management PracticesGeneral Management Practices

Technical managementpractices

1. Architecture management2. Continual improvement3. Information security management4. Knowledge management5. Measurement and reporting6. Organizational change

management7. Portfolio management8. Project management9. Relationship management10. Risk management11. Service financial management12. Strategy management13. Supplier management14. Workforce and talent management

1. Availability management2. Business analysis3. Capacity and performance management4. Change control5. Incident management6. IT asset management7. Monitoring and event management8. Problem management9. Release management10. Service catalogue Management11. Service configuration management12. Service continuity management13. Service design14. Service desk15. Service level management16. Service request management17. Service validation and testing

1. Deployment management2. Infrastructure and platform

management3. Software development and

management

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Structure of ITIL Practices in Foundation Guide

Purpose (Defined as Key Message)

Description about the practice and key activities

Contribution of the practice to the service value chain activities (Heat Map

& Description)




Structure of Practice Example – Architecture management

Key MessageThe purpose of the architecture management practice is to provide an understanding of all the different elements that make up an organization and how those elements interrelate, enabling the organization to effectively achieve its current and future objectives. It provides the principles, standards, and tools that enable an organization to manage complex change in a structured and agile way.



Detailed Description / Activities

Architecture typesBusiness architecture Service architecture Information systems architecture, including data and applications architectures Technology architecture Environmental architecture

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Structure of Practice Example – Architecture Management



Heat map of the contribution of continual improvement to value chain activities


6.2 Purpose and Key Terms of 15 ITIL Practices

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Purpose of 15 Practices

1. Information security management2. Relationship management3. Supplier management4. IT asset management5. Monitoring and event

management6. Release management7. Service configuration

management8. Deployment management

9. Continual improvement10.Change control 11.Incident management12.Problem management13.Service request management 14. Service desk15. Service level management


M7 – ITIL Practices in Detail

1. Continual improvement

2. Change control

3. Incident management

4. Problem management

5. Service request management

6. Service desk

7. Service level management

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7.1 - Continual Improvement


Continual improvement takes place in all areas of the organization and at all levels, from strategic to operational.

To maximize the effectiveness of services, each person who contributes to the provision of a service should keep continual improvement in mind, and should always be looking for opportunities to improve.


Continual Improvement Model


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Continual Improvement – Key activities


encouraging continual improvement across the organization

securing time and budget for continual improvement

identifying and logging improvement opportunities

assessing and prioritizing improvement opportunities

making business cases for improvement action

planning and implementing improvements

measuring and evaluating improvement results

coordinating improvement activities across the organization


7.2 - Change control


Change control must balance the need to make beneficial changes that will deliver additional value with the need to protect customers and users from the adverse effect of changes.

Change : The addition, modification, or removal of anything that could have a direct or indirect effect on services.

All changes should be assessed to understand the risks and benefits.

Changes must be authorized before deployment by change authority.

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7.2 - Change control – Type of changes


Standard Changes

Normal changes

Emergency changes


7.2 - Change control – Key points


Change impact assessment should not introduce unnecessary delay.

Ensure change authority is assigned to each type of change for both efficient and effective ( de-centralized change approval)

Communicate the changes widely across organization by the change authority

The risk assessment activity, may require input from many people with specialist knowledge

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7.3 - Incident Management


Incident management - To minimize the negative impact of incidents by restoring normal service operation as quickly as possible.

Incident : An unplanned interruption to a service or reduction in the quality of a service.

Can have enormous impact on customer and user satisfaction, and on how customers and users perceive the service provider


7.3 - Incident Management - Key Points


Every incident should be logged and managed.

People working on an incident provide good-quality updates and collaborate effectively

Incidents to be prioritized based on the classification scheme

Information about incidents should be stored in incident records in a suitable tool

There should be a formal process for logging and managing incidents.

Separate processes for managing major incidents, and for managing information security incidents..

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7.4 - Problem Management


Problem Management - To reduce the likelihood and impact of incidents by identifying actual and potential causes of incidents, and managing workarounds and known errors.

Problem A cause, or potential cause, of one or more incidents..


7.4 - Problem Management


Incident vs Problem Incidents have an impact on users or business processes, and must be resolved so

that normal business activity can take place.

Problems are the causes of incidents. They require investigation and analysis to identify the causes, develop workarounds, and recommend longer-term resolution.

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7.4 - Problem Management – Three Phases


identify and log problems problem analysis, and documenting workarounds and known errors. manage known errors


7.4 - Problem Management – Key Points


Problem management activities are very closely related to incident management. The

practices need to be designed to work together within the value chain.

Many problem management activities rely on the knowledge and experience of staff, rather

than on following detailed procedures.

Developing this combination of analytical and creative

ability requires mentoring and time, as well as suitable

training

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7.5 - Service Desk


To capture demand for incident resolution and service requests.

Be the entry point and single point of contact for the service provider with all of its users.

Provide support ‘people and business’ rather simply technical issues

Deliver a ‘joined up” approach to users and customers


7.5 - Service Desk


Service desk plays a vital role in the delivery of services

Major influence on user experience and user perception

Practical understanding of the wider organization, the business processes, and the users are key for good service desk

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7.5 - Service Desk – Team Competencies


Broad Knowledge of Technical and Business areas

Excellent customer service skills like Empathy Incident analysis and prioritization Effective communication Emotional intelligence

Understand the business priority


7.6 - Service Level Management


Service Level Management : To set clear business-based targets for service performance, so that the delivery of a service can be properly assessed, monitored, and managed against these targets.

Definition, documentation and active management of service Levels

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Establishes a shared view of the services and targets Ensure organization meets the defined SLA Performs service reviews Capture and reports service issues

Provides end-to-end visibility of organization’s services

Skills Required Relationship management Business liaison Business analysis Commercial /supplier management


7.6 - Service Level Agreements


Used as a tool to measure the performance of services from customer point of view

Service level agreement : A documented agreement between a service provider and a customer that identifies both services required and the expected level of service.

Key Requirements for Successful SLA Must be related to a defined service in the Service Catalogue Related to the defined outcomes , NOT operational metrics Reflect an Agreement Must be simply written and easy to understand for all

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Requires focus and efforts to engage and listen to the requirements To understand and confirm the actual ongoing needs Relationship building and trust-building activity

Involves collating and analysing information from number of sources Customer engagement Customer feedback – surveys Operational metrics Business metrics


7.7 - Service Request Management


Service Request Management :To support the agreed quality of a service by handling all pre-defined, user-initiated service requests in an effective and user friendly manner.

Service request : A request from a user or a user’s authorized representative that initiates a service action which has been agreed as a normal part of service delivery.

Each service request may include:• For a service delivery action• For information• For provision of a resource or service• For access to resource or service• Feedback , compliments and complaints

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7.7 - Service Request - Guidelines


Service requests and fulfilment should be standardized and automated as possible

Policies should be established – What is covered as part of normal service or not

Clearly defined expectations for service request fulfilment

Identify opportunity for improvements through automation

Documented Policies and workflows for redirecting requests to Incidents or changes

Before creating new workflow model, leverage existing workflow models for maintainability and efficiency


Example of Value Chain with PracticesValue Chain Activity Practices Roles

Demand Student

Engage Service Desk , Incident Management Service Desk Agent , Student

Deliver and Support Service Desk, Incident Management Service Desk Agent, Network Support Engineer,

Deliver and Support Incident management, Change Control, Service Configuration, IT Asset Management

Network Support Engineer

Improve Continual Improvement Network Support, CI Team

Engage Service Desk, Incident Management Service Desk Agent, Student

Value Student

Engage , Improve Service Desk , Continual Improvement Service Desk Agent, Student, CI team

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Summary

• 7 Guiding Principles

• 34 Practices

• Framework for Service Management

• CI Model


M8 – Exam Preparation

1. Certification Exam Preparation

2. Sample Questions

3. ITIL Glossary

4. Certification Exam ( Optional)

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ITIL® training roadmap

Copyright © AXELOS Limited 2019. .


ITIL V3 to V4

ITIL Managing Professional Transition Module is designed for ITIL v3 candidates who are ITIL Experts or who have achieved 17 credits from across the v3 scheme.

Complete the ITIL Leader Digital & Strategy module to become eligible for ITIL Master.

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Course AgendaModule No of

QuestionsApprox. Weighting

Course Overview 0 0

Understand the key service concepts 5 12.5%

Understand how the ITIL guiding principles can help an organization adopt and adapt service management

5 12.5%

Understand the four dimensions of service management 2 5%

Understand the purpose and components of the ITIL service value system 1 2.5

Understand the activities of the service value chain, and how they interconnect

4 10%

Know the purpose and key terms of 15 ITIL practices 7 17.5

Understand 7 ITIL practices 16 40%


ITIL Foundation Exam Structure

Paper based or Online

40 Questions ( Multiple Choice, Fill in the blanks etc.)

60 Minutes

Closed book

No negative marking

65%(26/40) required to award ITIL foundation

certificate

Pre-Requisite : None Knowledge of IT Service is strongly recommended.

SAMPLE COPY

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Blooms Taxonomy

The ITIL Foundation certification tests candidates at Bloom Level 1 and Level 2according to Bloom’s Revised Taxonomy:

•Bloom Level 1: Remembering – relies on recall of information. Candidates will need toabsorb, remember, recognize and recall. This is the building block of learning beforecandidates can move on to higher levels.•Bloom Level 2: Understanding – a step beyond remembering. Understanding showsthat candidates comprehend what is presented and can evaluate how the learningmaterial may be applied in their own environment.

Out of 40 questions;•There are 9 questions at Bloom’s Level 1 = approx. 22.5%•There are 31 questions at Bloom’s Level 2 = approx. 77.5%


Booms Taxonomy

Out of 40 questions;There are 9 questions at Bloom’s Level 1 = approx. 22.5%There are 31 questions at Bloom’s Level 2 = approx. 77.5%

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SAMPLE Questions


Which term describes the functionality offered by a service?

A. CostB. UtilityC. WarrantyD. Risk

B

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Identify the missing words in the following sentence.The purpose of the [?] is to ensure that the organization continually co-creates value with all stakeholders in line with the organization's objectives.

A. ‘focus on value’ guiding principleB. four dimensions of service managementC. service value systemD. ‘service request management’ practice

C


Which practice provides support for managing feedback, compliments and complaints from users?

A. Change controlB. Service request managementC. Problem managementD. Incident management

B

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Which joint activity performed by a service provider and service consumer ensures continual value co-creation?

A. Service provisionB. Service consumptionC. Service offeringD. Service relationship management

D


Next Opportunity

ITIL Foundation Training with Exam - 28,28 & 30 – 8:30 AM to 12:30 PM at Dubai

ITIL Foundation Self-Study Pack

ITIL Foundation Exam Only

Corporate Training for your team

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Our NEXT Free Training

23 June : from 3 PM to 6 PM

Topic : Artificial Intelligence and Machine Learning Essentials


Thank You for your time

Global Success Systems FZ LLCPO Box 487177Dubai, [email protected] / 00971-4-2445914

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