itil® version 3 foundation

ITIL® VERSION 3 FOUNDATIONNew Horizons CLC of South FloridaGlen VictorITIL, MCITP (SA), MCTS, MCDBA, MCSE, MCSA, CCISP

Module 1:Review of ITSM & ITIL

• Course Agenda• Course Design• Introductions• Review of ITIL• ITIL Review• ITIL V2 Books Review• Why ITIL for Service Management• Complementary Guidance• Qualification Scheme• Exin Accredited• More Complementary Material

Course Agenda• Introductions• Review of IT Service Management (ITSM) and IT

Infrastructure Library (ITIL)• ITIL v3, a look at the Lifecycle

• Service Lifecycle Approach• Service Strategy• Service Design• Service Transition• Service Operations• Continual Service Improvement

Introductions• Where do you work?• What is your Title and Key Responsibilities?• What is your IT experience?• What is your Service Management experience?• What expectations do you have for this class?

Course Design• Coverage of Service Lifecycle strategy within ITIL v3

• Lecture• Simulation Case Study• Practice Exams• Foundations Certification Exam (Optional)

Review of ITIL• Conceived in Mid 1980’s

• Centralized distributed computing• Geographically distributed resources• Led to inconsistent process delivery & support

• OGC: UK Office of Government Commerce• CCTA (Central Computer and Telecommunications Agency)

• Evolution• V1: 30 Titles• V2: 7 9 Titles

• SM broke into Service Support & Service Delivery• V3: 5 titles

• Standard for Service Management• Best Practice across many industries• itSMF (IT Service Management Forum)

ITIL v2 Books Review

2001: v2 2007: v3

SAM & Security Mgt Added Later Mostly used for Service Desks

Why ITIL for Service Management?• Best Practices• Non-Proprietary/Non-Prescriptive• Guidance, not regulations• Innovative

Good Practices Lead to Best

PracticesBest Practices Lead to Good

Practices

Examples:Just In Time DeliveryAutomatic UpdatesBlogging/SEO/SEMSoftwareWeb DesignUN Best PracticesCan you name any?

Complementary Guidance

• COBIT• ISO/IEC 20000• ISO/IEC 15504• ISO/IEC 19770:2006• Management of Risk• MOF

• Project Management• CMMI• 6 Sigma• Other ITSM Publications• ITIL Live

Commonly known frameworks and standards that have synergy with ITIL:

This Course is EXIN accredited:• Independent exams in IT, based

on standards and best practices• Worldwide recognition, in over

125 countries• 40 years of experience, involving

experts• High quality, web-based

technology• Partner with The APM Group

Limited (APMG) who won the rights to administer the ITIL accreditation, certification and examination needs for the OGC

International certification for IT Standards

•ITIL®•ISO/IEC 20000:SQM•MOF•ASL•BiSL•Tmap®

More Complementary Material• Pocket Guides

• itSMF (updated May 2009)• Foundation Handbook

• Standards Alignment with ISO• Knowledge and Skills

• information on the experience and knowledge needed to exploit (and gained through) ITIL

• Case Studies• Scalability

• How to scale service management implementation for specific organizations, such as very small or very large businesses update service: a web-based service providing regular updates

• Quick Wins• Details of potential quick wins and

benefits that can be obtained from the adoption of ITIL practices

• Qualifications• A set of qualifications based around the

core publications and their use within the industry

• Templates• Study Aids

• Additional guides that can be used by students studying ITIL, particularly on accredited training courses

• Specialty Topics• Specific areas of interest, such as

outsourcing

Benefits of ITIL• Alignment with business needs. ITIL becomes an asset to the business when IT can proactively

recommend solutions as a response to one or more business needs. The IT Strategy Group recommended in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to understand the business’ current and future needs and develop service offerings that can address them.

• Negotiated achievable service levels. Business and IT become true partners when they can agree upon realistic service levels that deliver the necessary value at an acceptable cost.

• Predictable, consistent processes. Customer expectations can beset and are easier to meet with through the use of predictable processes that are consistently used. As well, good practice processes are foundational and can assist in laying the groundwork to meet regulatory compliance requirements.

• Efficiency in service delivery. Well-defined processes with clearly documented accountability for each activity as recommended through the use of a RACI matrix can significantly increase the efficiency of processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform each activity, service delivery tasks can be optimized.

• Measurable, improvable services and processes. The adage that you can’t manage what you cannot measure rings true here. Consistent, repeatable processes can be measured and therefore can be better tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor for incident management is to reduce the time to restore service. When predictable, consistent processes are used key performance indicators such as Mean Time To Restore Service can be captured to determine whether this KPI is trending in a positive or negative direction so that the appropriate adjustments can be made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics and monitoring in place, IT organizations can monitor SLAs and make improvements as necessary.

• A common language – terms are defined.

Module 2: Lifecycle• Overview of ITIL Key Concepts• Five Core Books• Lifecycle: Terms of Interest• Capabilities and Resources• Value Creation• Lifecycle: Five Phases• Benefits of ITIL to the IT Provider• Benefits of ITIL to the Customer• RACI and Organizational Structure• Governance• Continual Service Improvement• Process Model• The 4 P’s of Design• Review Questions

Overview of ITIL Key Concepts• ITIL (IT Infrastructure Library) provides a framework of

Best Practice guidance for IT Service Management and since its creation, ITIL has grown to become the most widely accepted approach to IT Service Management in the world.

• A Framework for IT governance

5 Core BooksService Management Lifecycle Phases• Service Strategy

• Understanding who the IT customers are• The service offerings that are required to meet

the customers’ needs• The IT capabilities and resource that are

required to develop these offerings• The requirements for executing successfully• Cost of delivery is consistent with the value

delivered.

• Service Design• Assures new and change services are designed

effectively• Technology and architecture• Processes required to manage services• Service management systems and tools

• Monitor and support• Measuring service levels

• Service Transition• The design is built, tested and moved into

production

• Manage changes• Control assets and configuration items• Service validation and testing• Transition planning (Release Production)

• Users• Support personnel • Production environment

• Service Operation• Delivers the service

• Overall day-to-day health• Manage disruptions

• Rapid restoration• Determine the root cause• Detect trends• Handle daily routine end user requests • Manage service access

• Continual Service Improvement• Measure and improve efficiency & effectiveness

• Service levels• Technology• Processes

LifecycleTerms of Interest

• Service Management• Service• Service Owner• Process• Process Owner• Function• Capability• Resource• Service Asset

Continual Service Improvement

Business Service Examples• Telecommunications

• Telephone• Pager• Voice mail• Intranet paging

• Resource Scheduling • Conference rooms• Equipment• Training rooms

• Finance/Accounting• General ledger• Accounting functions• Decision support• Reporting• Budgeting• Revenue

• Travel• Meeting Requests• Expense Reports

• Procurement/Supply Chain Management

• Requisitioning• Purchase orders• Warehouse• Inventory control• Reporting• Dispensing?

• Human Resources• Payroll• Job Postings• Benefits• Professional

Development/Education• Time & Attendance• Staff Scheduling• Performance Management

• System Access (Security)• Grant, Request, biometric• IT Training

• Desktop• System

• Service Desk

• Shrink wrapped• Incidents & Service Requests

• Remote Access• VPN• Remote Desktop• Tokens

• End User Tech• Install Hw/Sw• Move Hw• Change Sw• Network Access (Physical)• Mobile devices• Disposal• Lifecycle

Technology Service Examples• Network

• Data transport – Network equipment: switches/routers

• Data transport – Network equipment • Data transport – Network equipment • Network monitoring• Network management • Secure access to external and internal

resources • Secure access to and from Internet • Data transport - wired network

installation• Data transport - wired network

maintenance• Data transport - wired network

decommissioning• Data transport - wireless network

installation• Data transport - wireless network

maintenance• Data transport - wireless network

decommissioning• Cable Head In - Maintenance and

Repair• Cable Head In – Administration• Cable Relocates (Physical)• Cable TV Fiber Setup/Teardown

• Database• Database installation• Database tuning• Database backup/restore• Database account management• Database schema changes• Database consulting• Database management• Database monitoring• Research

• Server• Account management• Server management• Server monitoring• SAN Enterprise Storage Area

management• SAN Enterprise Storage Area

configuration• Internet Security and Connection

service• Active Directory management• Server provisioning• Infrastructure application maintenance

• Applications Development

• Application Development (Design, Development, Documentation)

• Incident management• Consulting (Internal Software

Evaluations)• Implementation coordination• Money Transfers• Report Development (Crystal Reports,

batch, etc.)• Web Development and Administration• GIS Development and Administration• Web Content Management• Research• Application Monitoring• Application Management (maintenance,

patch management)• Training (early life support)• Access Database Development• Testing• Requirements Gathering• Forms Development

Continual Service Improvement

Capabilities & ResourcesCapabilities Resources

Management Financial CapitalOrganization InfrastructureProcesses ApplicationsKnowledge InformationPeople People

Value Creation

Lifecycle:5 Phases• Strategy

• Working with the business to plan appropriately for both Long and Short term service needs

• Design• Planning and architecting services that fall within the business’s strategy

• Transition• Moving planned business initiatives to live status• Retiring old services no longer of value to the business• Improving services to keep the business at or above required competitive

levels• Operation

• Manage the services currently utilized by the business• Continual Service Improvement

• Implemented as part of every process

Benefits of ITIL to the IT Provider• Service Management Best Practices• Lifecycle Approach

• Better management of services• Better Integration among

• Business services• IT Services• IT Functions

• Focus on Value of Service

“Benefits of ITIL Whitepaper• From a business perspective, the adoption of ITIL practices by IT service providers – whether in-

house providers or external suppliers – ensures many benefits, including:• IT services which align better with business priorities and objectives, meaning that the business achieves more in terms of its

strategic objectives• Known and manageable IT costs, ensuring the business better plans its finances• Increased business productivity, efficiency and effectiveness, because IT services are more reliable and work better for the

business users• Financial savings from improved resource management and reduced rework• More effective change management, enabling the business to keep pace with change and drive business change to its advantage• Improved user and customer satisfaction with IT• Improved end-customer perception and brand image.

• Real organizations have benefited from ITIL practices in a number of ways – for example:• A nationwide retail organization made savings in excess of £600,000 per annum by adopting service strategy practices for its

financial management.• An organization identified that most of the cost of delivering IT support came from resolving customer issues. By adopting ITIL

approaches to knowledge-based information and self-help, it was able to reduce costs of support by over 75% while at the same time increasing user satisfaction with the service, and improving user productivity.

• A medium-sized IT service organization invested e2.6m in a two-year program to improve its IT service management. It recouped the investment within the first year, and achieved annual savings of e3.5m mainly through rationalizing unused and under-used resources (people, software licenses, IT hardware etc). It also reduced IT incident resolution times and improved customer satisfaction by over 11%.

• A large multinational company made annual savings of £5m by introducing ITIL service design practices to its IT supplier management

From whitepaper: “Executive Briefing: The Benefits of ITIL” by Maggie Kneller, Independent Consultant

Benefits of ITIL to the Customer• Focus on Business Needs• Services Aligned to Business Activity• Services Designed to Meet Business Requirements

RACI and Organizational Structure• RACI Model

• Responsible• What needs to be done and by whom

• Accountable• Who are the owners of the results

• Consult• Who has ability to assist, guide?

• Inform• Who needs/desires to know

Typical Steps in RACI Process• Identify all Processes• Identify all Roles• Fill in chart, identifying RACI for each Process

RACI Example

Governance

Enterprise Governance

Business GovernanceIe Performance

Value CreationResource Utilization

Corporate GovernanceIe. Conformance

AccountabilityAssurance

IT Governance

IT Governance is the responsibility of the

Board of Directors and Executive Management

IT Governance

IT Governance

Process Model• Measureable• Deliver specific Results• Customers/Stakeholders

expectations must be met• Respond to event or

trigger

Process Model

The 4 P’s of DesignPeople, Process, Products, Partners

People

Processes

Partners/ Suppliers

Products/ Tech

Process by Lifecycle

Process by Lifecycle (SS)

Process by Lifecycle (SD)

Process by Lifecycle (ST)

Process by Lifecycle (SO)

Process by Lifecycle (CSI)

Service Lifecycle Stages

Sample Questions

Module 3: Service Strategy• Service Strategy• Service Strategy Key Concepts• Strategy Key Activities• Strategy Terms of Interest• Utility and Warranty = Value• Service Provider Types• Service Strategy Processes• Financial Management• Service Value• Service Justification: Business Case• Service Portfolio Management• Demand Management• Demand and Capacity• Review Questions

Service Strategy• ITSM Starting Point• Explore Business Needs,

Plans• Align IT Strategies to

Business Strategies• Focus on Services

as “Value” to business• Source Appropriately

How do you become “not optional”? – William D Green, CEO Accenture

Service Strategy Key Concepts

• Business Service Management

• Who, What, When Where & How• Who are the

Stakeholders/Customers

• What are the Services, Infrastructure, ROI/VOI

• When will they be delivered

• Where will they be delivered (Marketspace)

• How to implement, operate, feedback to improve

Strategy Key Activities• Define the Market

• Competition and Marketspace• Develop the Offerings

• Service Value (Assets, Networks, Creation & Capture)• Develop Strategic Assets

• Technical, Business, Informal/Formal• ITIL

• Prepare for Execution• Securing Financial Management• Integrate into Service Portfolio Management

Strategy Terms of Interest• Warranty

• Usability of a service• Is it user-friendly?• “Fit for Use”

• Utility• Functionality of a service• It does what it was designed to do• “Fit for Purpose”

• Open-loop Systems• Perform activity regardless of environment conditions, ie Backup scheduled

• Closed-loop Systems• Monitor environment and respond to changes, ie load balancing

• Trigger• Event that launches a process, ie a call to the Service Desk begins Incident

Management Activities• Used for Closed-Loop Systems

Open-Looped vs. Closed-Looped

Difference:Capacity Management via over/under provisioning

vs. Load Balancer detecting congestion/failure and redirecting traffic

Warranty & Utility = Service Value

Service Models

Service Provider Types

• Type I• Internal

• Type II• Shared Services (Internal)

• Type III• External Provider

Service Provider Decision MatrixFrom/To Type I Type II Type III

Type I Functional Reorganization

Disaggregation Outsourcing

Type II Aggregation Corporate Reorganization

Outsourcing

Type III Insourcing Insourcing Value Net Reconfiguration

Choosing Provider Type• Does the activity require assets that are highly specialized?

• Will those assets be idle or obsolete if that activity is no longer performed? (If yes, then disaggregate.)

• How frequently is the activity performed within a period or business cycle?• Is it infrequent or sporadic? (If yes then disaggregate.)

• How complex is the activity?• Is it simple and routine? • Is it stable over time with few changes? (If yes, then disaggregate.)

• Is it hard to define good performance? (If yes, then aggregate.)• Is it hard to measure good performance? (If yes, then aggregate.)• Is it tightly coupled with other activities or assets in the business?

• Would separating it increase complexity and cause problems of coordination? (If yes, then aggregate.)

Service Strategy Processes• Financial Management• Service Portfolio Management• Demand Management

Financial Management• Service Valuation

• ROI (and VOI)• Funding (Budgeting)• Accounting• Chargeback

Elements of Financial Management• Service Valuation• Demand Modeling• Service Portfolio Management• Service Provisioning Optimization• Planning Confidence• Service Investment Analysis• Accounting• Compliance

Business case structure• Introduction

• Presents the business objectives addressed by the service• Methods and assumptions

• Defines the boundaries of the business case, such as time period, whose costs and whose benefits

• Business impacts• The financial and non-financial business case results

• Risks and contingencies• The probability that alternative results will emerge

• Recommendations• Specific actions recommended.

Service Portfolio Management• The Provider’s collection of Services available to the

Customer• Services defined in terms of business value• Repository detailing information about the services throughout the

lifecycle• Means for comparing service competitiveness

• Why should a customer buy from this provider?• What is a fair rate for the service?• What are the strengths, weaknesses, priorities, risks?

Service Portfolio Management Methods

Service Portfolio 1

Service Portfolio 2

Demand Management

Demand and CapacityUser ProfilesUser Profile Applicable Patterns of Business Activity (PBA) PBA Code

Seniorexecutive(UP1)

Moderate travel-domestic and overseas; highly sensitive information; zero latency on service requests; high need for technical assistance; need to be highly available to the business

45F45A35D

Highly mobileexecutive(UP2)

Extensive travel-domestic and overseas; sensitive information; low latency on service requests; moderate need for technical assistance; high customer contact; need to be highly available to customers

45A35D22A

Office-basedstaff(UP3)

Office-based administrative staff; low travel-domestic; medium latency on service requests; low need for technical assistance; full-featured desktop needs; moderate customer contact; high volume of paperwork; need to be highly productive during work hours

22A14B3A

Paymentprocessingsystem(UP4)

Business system; high volume; transaction-based; high security needs; low latency on service requests; low seasonal variation; mailing of documents by postal service; automatic customer notification; under regulatory compliance; need for low unit costs; need to be highly secure and transparent (audit control)

12F

Customerassistanceprocess(UP5)

Business process; moderate volume; transaction-based; moderate security needs; very low latency on service requests; medium seasonal variation; mailing of replacement parts by express; automatic customer notification; need to be highly responsive to customers

24G10G

Module 4: Service Design• Service Design• Service Design Key Concepts• Service Design Terms of Interest• Business Change Process• Design Management• 5 Aspects of Service Design• 4 P’s• Design Constraints• Service Design Processes• Service Catalog Management• Service level Management• Availability Management• Capacity Management• IT Service Continuity Management• Information Security Management• Supplier Management

Service Design• Design of Services to meet

Business Needs• Design of Processes to

maximize Service Management

• Design of Measurements and Metrics to assist in Service Management and Improvement

Service Design Quote• The common mistake that people make when trying to

design something completely foolproof is to underestimate the ingenuity of complete fools

--Douglas Adams

Service Design Key Concepts• The Main purpose of Service Design stage is the design

of new or changed services for introduction into the live environment.

Service Design Terms of Interest• Service Provider• Service Level Agreement• Operational Level Agreement• Contract• Service Design Package• Availability• Supplier

Operational Level Agreement• Support Service Description• Scope of Agreement• Service Hours• Service Targets• Contact Points & Escalation• Service Desk & Incident Response Times & Responsibilities• Problem response times and Responsibilities• Change Management• Release Management• Configuration Management• Information Security Management• Availability Management• Service Continuity Management• Capacity Management• Service Level Management• Supplier Management

Business Change Process

Role of Project Team

Design Management

5 Aspects of Service Design• Design of Service Solutions• Design of Service Management Systems & Tools

• Especially the Service Portfolio• Design of Technology Architectures and Management

Systems• Design of Processes• Design of Measurement methods and Metrics of the

Service

Design of Service Solution• Focus on Business Needs• Designed to meet Functional Requirements• Development of Resources and Capabilities

Design of Service Portfolio

Service Portfolio Content• Service Name• Service Description• Service Status• Classification & Criticality• Applications used• Data used• Business processes

supported• Business owners• Business Users• IT owners

• SLR references• Supporting Services• Supporting Resources• OLAs, Contract &

agreements• Costs• Metrics

Services• Email

• Calendaring• Conference Room

• Printing & Scanning• Security (via CCTV)

• Fire• Physical

• Access• Iprotect

• Logical• Encryption• Access

• Telecommunication• Phone

• Landlines• Mobile

• Fax• File Storage & Maintenance• Desktop Maintenance

• Supporting Apps• Data Protection

• BU• DR• Clustering

• Bus Continuity• Content Mgt/Collaboration• Db

• Tuning• Hosting• Admin

• App Support / Admin• Policy & Guidelines

• Risk Assessment• Governance• Compliance

• Records Management

Design of Technology Architectures and Management Systems

Architectural Relationships

Design of Process

Design of Measurement Methods and Metrics of Service

Design Constraints

Service Design Processes• Service Catalog Management• Availability Management• Capacity Management• IT Continuity Management• Service Level Management

Service Catalog Management• Dependent on Service Portfolio• Details of all LIVE and APPROVED-FOR-LIVE services• 2 versions

• Business Service Catalog• Technical Service Catalog

Service DesignThe Big Picture

Service Catalog

Service Level Management• Design SLA framework• Gather, Document SLR’s• Monitor Performance against SLA’s• Produce appropriate reports• Conduct Reviews (could lead to SIP)• Manage contacts and relationships

“Agree, Monitor, Report, Review”

Scope of SLM• Service Level Agreements• Service Level Requirements• Availability Targets• Operational Level Agreements• Contracts• Reporting and Reviewing• Service Improvement

SLA Structures• Service-based SLA

• Covers 1 service and all customers

• Common service levels for all customers

• Customer-based SLA• Covers 1 customer group and

all services• Customer prefers this

• Only 1 signature

• Multi-level SLA• Corporate

• All customers and all services

• Customer• All SLM issues to 1 customer

• Service• All SLM issues for 1 service to 1

customer

Availability Management• Produce Availability Plan• Provide Guidelines on Availability Issues• Ensure Availability Targets• Assist on Availability Incidents and Problems• Assess Change Plans• Proactive Improvements of Availability

Availability Management Responsibilities

Availability Management Key Components

• Service Availability• Component Availability• Reliability• Maintainability

Availability Management Process• Monitor using events, alarms, escalation and scripts for

recovery• Availability

• MTBF: Mean Time between Failure• Uptime

• Reliability • MTBSI: Mean Time between Service Incident• Average Reliability

• Maintainability• MTTR: Mean Time between Repair/Replace/Recovery/Resolve• MTRS: Mean Time between Restore Service• Downtime

Availability Management Calculations

Availability ManagementCalculation Example• A situation where a 24x7 service has been running for a

period of 5,020 hours with only 2 breaks• 1x 6 hours• 1x 14 hours

• Availability = (5,020-(6+14))/5,020 x 100 = 99.6%• Reliability (MTBSI)= 5,020/2 = 2,510 Hours• Reliability (MTBF) = 5,020 – (6+14) / 2 = 2,500 Hours

• Maintainability (MTRS) (6+14) /2 = 10 Hours

Vital Business Functions• High Availability

• Masks effects of failure• Fault Tolerance:

• Service, component or CI to operate correctly after failure of component part

• Continuous Operations• Eliminate planned downtime• CIs may be down, but not service

• Continuous availability• No planned downtime

Measurements• Impact by user minutes lost

• Duration of downtime x no. of users impacted• Impact by business transaction

• No. of transactions that could NOT be processed during downtime

Availability Activities & Methods• Identify Vital Business

Functions• Component Failure Impact

Analysis• Modeling• SPOF• Fault Tree Analysis• Management_of_Risk• Testing & Maintenance• Produce Projected Service

Outage Document

• Unavailability Analysis• Plan & Design for

new/changed services• Redundancy• High Availability

• Monitor, Measure, Analyze, Report, Review on Component Availability

• Expanded Incident Lifecycle• Service Failure Analysis

(SFA)

Capacity Management• Business Capacity Management• Service Capacity Management• Component Capacity Management• Capacity Management Information System• Capacity Plan

Capacity Management Responsibilities

• Capacity Plan• Guidance and Assistance on Capacity-related issues• Ensure Capacity Targets• Ensure Proactive Improvements

Capacity Management• Provides information on current and planned resource

utilization of individual components to enable organization to decide, with confidence:• Which components to upgrade

• More memory, faster storage/processors, more bandwidth• When to upgrade

• Not too early (over capacity)• Not too late (bottlenecks)

• How much upgrade will cost

Capacity Management IS

Continuity Management• Service Continuity Plans• Business Impact Analysis• Guidance on Continuity and Recovery• Ensure Continuity and Recovery Measures in Place• Assess Impact of Change on Continuity Plans• Ensure Proactive Measures• Negotiate with Suppliers for Continuity Needs

ITSCM Lifecycle

Initiation• Policy Setting• Terms of Reference and Scope• Allocate Resources• Define Project organization and control structure• Agree Project and quality plans

Risk Profile Example

Information Security Management• IT Information Security Policy (ISP)• Ensure Security Requirements• Document & Implement Security Controls• Manage Supplier Access to Systems• Manage Security Breaches and Security-related incidents• Proactive Improvements of Security• Integrate Security Aspects within other ITSM processes

5 Elements of Security Framework

Information Security Key Concepts• Passwords (Access Management)• Email• Virus Control• Encryption• Remote Access• Information Security Management System

Supplier Management• Supplier Policy• Obtain Value from Suppliers• Ensure Supplier Contracts are Business-aligned• Manage Supplier Relationships and Performance• Negotiate Supplier Contracts and Manage them through

their Lifecycle• Supplier and Contract Database

Supplier Management Components

Supplier Management Partner Relationships• Strategic alignment• Integration• Information Flow• Mutual Trust• Shared Risk/Reward• Openness• Collective Responsibility

Supplier ManagementPartner Relationship Example

Supplier Categorization• Strategic

• Partnering relationships• Senior Management

• Tactical• Commercial Activities• Middle Management

• Operational• ISP, CoLo• Junior Level

• Commodity• Paper, Printer consumables

The Supplier and Contract Db

Service Transition• Service Transition• Service Transition Key Concepts• Service Transition Terms of Interest• Service Transition Processes• Change Management• Assets & Configuration Management• Knowledge Management• Release & Deployment Management• Transition Planning & Support• Validation and Testing• Evaluation

Service Transition• Enable Effective Business

Change• Manage Change & Risk• Guide New IT Service into

Operation• Ensure Service Quality• Minimize adverse impact of

Change

Service Transition Purposes• Plan & Manage resources required to package, build, test and deploy a

release into production• Evaluate service capability and risk profile prior to new or changed service

is release or deployed• Provide good-quality knowledge and information so Release &

Deployment Management can expedite effective decisions through test environment and into production

• Provide efficient repeatable build and installation mechanisms to deploy releases to test and production environments and rebuild/restore if necessary

• Goals• Set Customer Expectations as to the use and performance• Reduce variations• Reduce Known Errors

• Objectives• Meet predicted cost, quality and time estimates

Service Transition Key Concepts

Service Transition Terms of Interest• Service Knowledge Management System• Configuration Item• Configuration management System• Definitive Media Library• Change

• Normal, Standard, Emergency• Seven R’s of Change Management• Release Unit• Release Policy

Service Transition Processes• Complete Lifecycle

• Change Management• Asset & Configuration management• Knowledge Management

• Within ST• Transition Planning and Support• Release and Deployment Management• Service Testing and Validation• Evaluation

Change Management• Focus on Changes to assets and Cis across whole

lifecycle• Change Activities

• Planning and Controlling Changes• Change & Release Scheduling• Communications• Change Decisions and Authorizations• Measurement & Reporting

Change Scope

Change ManagementRoles & Resources• Request for Change• Change Advisory Board (CAB)• Emergency Change Advisory Board (ECAB)• Schedule of Change (SC)• Projected Service Outage Document (PSO)• Post Implementation Review (PIR)

Example Types of RequestType of Change Doc work Proc SS S

DST SO CSI

RFC Service Portfolios-New item-Predicted Scope, Bus Case, Baselining-Service Pipeline

Service Change Management

X

RFC to Service or Service Definition-Existing or planned attributes-Impacts SD-Service Improvement

Service Change Management

X X X X X

Project Change Proposal-Business Change-No Impact on Service

Project Change Management Procedure

X X X

User Access Request User Access Procedure

X

Operational ActivityTuning

Local Procedure PreAuthorized

X

Normal Change

Standard Change

7 Rs of Change• Who RAISED the Change?• What is the Reason for the Change?• What is the Return required from the Change?• What are the Risks involved in the Change?• What Resources are required to deliver the change?• Who is Responsible for the Build, test and Implementation

of the Change?• What is the Relationship between this change and other

changes?

Change Impact & Risk Matrix

Asset & Configuration Management• Asset Management Focus:

• Service Assets during Service Lifecycle• Configuration Management Focus:

• Manage Logical Model of Infrastructure• Show how Assets and Components interrelate

Asset and Configuration Management Key Components• Configuration Items• Configuration Management Systems

• Configuration Management Databases• Definitive Media Library• Configuration Baseline• Configuration Model

Configuration Model

Asset Management• Manage / Details

• Inventory of Assets• Owner / Responsible party for Asset• Lifecycle steps form Acquisition to Disposal• Financial Information

Configuration Management Information Systems

• Logical Model of the IT Infrastructure• Data from multiple sources or federated CMDBs• References Definitive Media Libraries, Spares Store and

Asset Stores (staging area)

Knowledge Management• Service Knowledge Management System (SKMS)

Right Information to the right people at the right time

Knowledge Sharing

Release and Deployment Management

• Deliver Change faster, at lower cost, with reduced risk• Assure the changed or new service supports the business

and its customers• Ensure consistency in implementing changes• Ensure traceability

Release and Deployment Activities• Planning• Preparation• Build and test• Service and Pilots• Plan and Prepare for Deployment• Transfer. Deploy/ Retire• Verify• Early Life Support• Review and Close Deployment• Review and Close Transition

Transition Planning and Support• Determine Capacity and Resources• Support transition teams• Ensure integrity of Assets

Validation and Testing• Validation

• Is the change fit for purpose (Utility)?• Is the change fit for use (Warranty)?

• Testing• Is the change going to achieve its intended result (Utility)?• Is the change going to work without adverse effects (Warranty)

Evaluation• Determines a means of answering these two questions

• What was the expected result?• Did the change succeed?

Module 6: Service Operations• Service Operation• Service Operation Key Concepts• Service Operation Terms of Interest• Service Operations Processes• Incident Management• Problem Management• Event Management• Request Fulfillment• Access Management• Service Operations Function

Service Operations• Manage Day to Day

Activities• Operations

• Provide Value to Customer• Communication• Support

Service Operation Key Concepts• Services that are operational• Services that are utilized• Technology used to deliver services

• And processes• People

Service Operations• An interesting daily dichotomy

• Services vs. Components (External vs. Internal)• Manage the customer desires and needs (external) while

working with an ever changing IT architecture (internal).• Stability vs. Responsive

• Attempt to keep the environment stable while at the same time being responsive to user needs• Quality vs. Cost

• Managing expectations within a finite budget• Reactive vs. Proactive

• Balance hard to achieve if environment routinely undergoes massive change

Service Dichotomies

Service Operation Terms of Interest• Incident• Alert• Event• Service Request• Problem• Known Error• Workaround• Impact, Urgency, Priority

Service Operation Processes• Incident Management• Problem Management• Event Management• Access Management• Request Fulfillment

Incident Management• Restore Service as Soon as Possible• Standard Incident Model

• Assist in speedy Incident Management• Major Incident Management

• Problem Management may be asked to assist

Incident Management Workflow

Information Needed• Unique reference number• Incident categorization (often

broken down into between two and four levels of sub-categories)

• Incident urgency• Incident impact• Incident prioritization• Date/time recorded• Name/ID of the person and/or

group recording the incident• Method of notification (telephone,

automatic, e-mail, in person, etc.)• Name/department/phone/location

of user

• Call-back method (telephone, mail, etc.)

• Description of symptoms• Incident status (active, waiting,

closed, etc.)• Related CI• Support group/person to which

the incident is allocated• Related problem/Known Error• Activities undertaken to resolve

the incident• Resolution date and time• Closure category• Closure date and time.

Incident Level Matrices

ImpactHigh Medium Low

UrgencyHigh 1 2 3

Medium 2 3 4

Low 3 4 5

Priority Code Desc Target Resolution1 Critical 1 Hour

2 High 8 Hours

3 Medium 24 Hours

4 Low 48 Hours

5 Planning Planned

Incident Closure• Closure Categorization• User satisfaction survey• Incident documentation• Ongoing or recurring?• Formal closure

• Auto• Manual

Incident Management interfaces with• Problem Management

• Incidents are caused by problems• Report problems to Problem

Management• Configuration Management

• Assist in finding faulty equipment• Impact assessment• Hold information about which

categories should be assigned to which support group

• Audit infrastructure as comparison• SLM

• Helps define measurable response• Helps identify weak services

• Change Management• Workaround or resolution• Logged as RFC• PM detects and resolves incidents

arising from failed changes• Capacity Management

• IM provides trigger for performance monitoring

• Workarounds• Availability Management

• Relies on IM for availability of services and improvement paths

• Release & Deploy Management

Event Management• Scope focused on specific events vs. general monitoring

• Early detection – Preventative• Basis for key automated operations

• Detect• Make sense of• Act on

• Classifications• Informational• Warning• Exceptions

Request Fulfillment• Handles non-incident requests

• Service Requests• RFC’s (Standard Changes)

• Request Models• Self-Help Opportunities

Event Management Scope• CI

• Constant State• Switches/Routers

• Status changes• Updating file server

• Environmental conditions• Fire/smoke detection

• Sw licensing monitoring• Security Intrusion• Normal Activity

• Application usage• Server Performance

Access Management• Access Rights

• Verification of Legitimacy of requests• Monitoring Identity Status• Logging and Tracking access• Granting/Removing/Restricting

• Privileges predetermined (Availability & Security

• Physical Access control NOT within scope• Facilities

Value to Business• Maintain Confidentiality of Information• Reduces errors by unskilled users• Audit services to trace abuses• Revoke access when needed• Regulatory compliance (SOX, HIPAA)

Requesting Access• Standard Request• Request for Change• Service Request• Pre-Authorized Script

• Filling form to download application

Service Operation Functions• Service Desk• Technical Management• Application Management• IT Operations

Service Desk• Single Point of Contact for User Community• Manages Incidents and Service Requests

• First level support• Escalate as agreed• Keeps users informed• Closes

• Conducts Satisfaction Surveys• Communicates with Users• Update CMS

Service Desk Organizational Structures

• Local Service Desk• Centralized Service Desk• Virtual Service Desk

• May be structured as “Follow the Sun” Service Desk

Local Service Desk• Reasons for having Local desk when call volumes don’t justify it• Language, Cultural,

Political• Time zones• Specialized group• Specialized services• VIP/critical user status

Centralized Service Desk• Advantages

• Costs are reduced.• Resources are optimized.• Management is simplified.

• Disadvantages• Users are spread across

several geographical locations, with different languages, products and services.

• Maintenance services need to be delivered on site.

Virtual Service Desk• Knowledge is centralized.• Unnecessary duplication

is avoided, with the consequent cost savings.

• A "local service" can be offered without incurring extra costs.

• The quality of service is uniform and consistent.

Service Desk Metrics• First Line Resolution Rate• Average time to resolve an incident• Average time to escalate incident• Average cost of handling an incident

• Specific to Service Desk• Percentage of user updates as agreed by SLA• Average time to review and close a resolved call• Average number of calls per day and per week

Technical Management• Custodian of Technical Knowledge• Provides the Resources to support the ITSM Lifecycle

• Starts in SS• Expands in SD• Executed in SO• Ongoing in CSI

• Activities• Documentation of skills (current and future)• Design training

• Defined in SD, executed in SO• Recruiting/contracting people with skills• Define standards used in Design of new Architectures (SO/SD)• Design Performance Standards

Application Management• Assists in application sizing and workload forecasts• Assists in identifying ongoing operational costs of

applications• Assists in determining support skills required• Assists in determining costs of customization• Assists in determining to build or buy• Assists in data access requirements

Application Management Lifecycle

IT Operations Management• Operations Control

• Console Management• Job Scheduling• Back-up and Restore• Print & Output Management• Maintenance Activities

• Facilities Management• IT Environment

• Ie Data Center

Continual Service Improvement• Continual Service Improvement• Continual Service Improvement Key Concepts• Continual Service Improvement Key Terms• Continual Service Improvement Activities• Constant Improvement: Deming• Seven Steps of Improvement• CSI Model• Role of Measurements• Focus on Business Needs• Methods & Techniques of Continual Service Improvement

Continual Service Improvement• Continual Re-Alignment of IT to meet Business Requirements

• Improve Services• Assist/Guide growth & maturity of Service Management Processes• Manage, Analyze,

Review

Continual Service Improvement Key Concepts• Main Areas

• Overall Health of ITSM• Continual alignment of Service Portfolio to Business Needs• Maturity of IT Processes

• Guiding principles• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define

Continual Service Improvement Key Terms• Baseline• 7 Steps of Improvement• CSI Model• Metrics

• Technology• Process• Service

Continual Service Improvement ActivitiesKey Activities Key RolesCollect data and analyze trends compared to baselines, targets, SLAs and benchmarks. This would include output from services and service management processes

CSI Manager, Service Manager, Service Owner, IT Process Owner

Set targets for improvement in efficiency and cost effectiveness throughout the entire service lifecycle

CSI Manager, Service Manager

Set targets for improvements in service quality and resource Utilization

CSI Manager, Service Manager, Service Owner, Business Process

Consider new business and security requirements CSI Manager, Service Manager, Business Process Owner

Consider new external drivers such as regulatory requirements CSI Manager, Service Manager,Business Process Owner

Create a plan and implement improvements CSI Manager, Service Manager,Service Owner, Process Owner

Provide a means for staff members to recommend improvement opportunities

CSI Manager, Service Manager

Constant Improvement: Deming

7 Steps of Improvement

CSI Model

Role of Measurements

Focus on Business Needs

Methods & Techniques of CSI• Assessments• Gap Analysis• Balanced Scorecard• SWOT• Deming Cycle

• Plan• Do• Check• Act

Demand and CapacityPattern of Business Activity (PBA)