itil foundation 9712 - karokasb.org · itil® 2011 foundation courseobjectives 2 at the end of the...

©Karokasb www.karokasb.org

بسم الله الرحمن الرحیم

نحن نقص علیک أحسن القصص بما أوحینا إلیک هذا القرآن وإن کنت من قبله لمن الغافلین

رآن ما بهترین داستان سرایى را با وحى فرستادن همین ق دىخبران بو گمان پیش از آن از بى خوانیم و بى بر تو مى

3سوره یوسف آیه ترجمه بهاءالدین خرمشاهی


Presented By:

Babak HazavehPhD in Systems Management, University of Tehran

babakhazaveh

[email protected]

ir.linkedin.com/in/hazaveh


ITIL® 2011 Foundation Course Objectives2

At the end of the course, you should be able to

§ Discuss the ITIL 2011 qualification scheme§ Explain the practice of Service Management§ Describe Service Lifecycle§ Identify key principles and models of ITIL 2011§ Define generic concepts in ITIL 2011§ Discuss the processes, roles and functions in ITIL 2011§ Summarise the use of technology with ITIL 2011§ Successfully clear your ITIL 2011 foundation exam.


3ITIL® 2011 Foundation Course Agenda

Module 1: Introduction to Service Management LifecyclePrinciples of Service Management, Processes, The ITIL ServiceLifecycleModule 2: Service StrategyConcepts and Models,ProcessesModule 3: Service DesignConcepts and Models, Key Principles,ProcessesModule 4: Service TransitionConcepts and Models, Key Principles,ProcessesModule 5: Service OperationsConcepts and Models, Key Principles, Processes and FunctionsModule 6: Continual Service ImprovementConcepts and Models, Key Principles,ProcessesModule 7 : Summary and ExamPreparationReview of Key Concepts and Practice Exam


“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.

The second is that automation applied to an inefficient operation will magnify the inefficiency.”

Bill Gates


In other words…

InformationTechnology

ProcessChange

Yields

Yields

BusinessValue

Index Group (1982)

Enables


A reference model is used as a template to design the process architecture

Examples:Information Technology Infrastructure Library (ITIL)Supply Chain Operations Reference Model (SCOR)Control Objectives for Information Technology (COBIT)eTOM Business Process Framework

Designation via reference models


Industry-neutral enterprise modelOpen standard for benchmarkingFour levels

CategoriesProcessgroupProcessActivity

Example: APQC Process Classification Framework (PCF)


APQC PCF Overview

Category


APQC Classification Framework

Group

Process

Activity


APQC Classification Framework

Availableindustrysectors:• Aerospace&Defense• Automotive• Banking• Broadcasting• ConsumerElectronicsJustreleased• ConsumerProducts• Education• ElectricUtilities• PetroleumDownstream• PetroleumUpstream• Pharmaceutical• Retail• Telecommunications


Prioritization (aka Process Selection)

1. ImportanceWhichprocesseshavegreatestimpactontheorganization‘sstrategicobjectives?

2. Health (or Dysfunction)Whichprocessesareindeepesttrouble?

3. FeasibilityWhichprocessesaremostsusceptibletosuccessfulprocessmanagement?

Prioritizedprocessportfolio

Hammer, Champy (1993)©Karokasb www.karokasb.org

Lesson 1.0: What is ITIL ?5

What is ITIL® ?§ A set of publications for good practices in IT service Management.

§ Why ITIL ?• Focuses on descriptive guidance on IT Service Management that’s

easily adapted.• Emphasizes Quality Management approach, standards

§ ITIL® goals• Consistent, comprehensive, hygienic set of Best-Practice guidance• Platform independent discussion of processes• Common Language, Standardized vocabulary• Flexible framework, adaptable to different IT environments.


7

Lesson 1.2: ITIL Core Publications

Each lifecycle phase of ITIL 2011 Core is represented by a Volume in the Library

1. Service Strategy2. Service Design3. Service Transition4. Service Operation5. Continual Service Improvement


8

Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System

Lifecycle Modules

Service StrategyService DesignService TransitionService OperationContinual Service Improvement

Capability Modules

Operational Support and Analysis (OSA)Planning Protection & Optimization (PPO)Release Control and Validation (RCV)Service Offerings & Agreements (SOA)

http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp


KEY CAPABILITIES KEY BENEFITS

WH

AT YOU

CA

NLEA

RNW

HAT YO

U C

AN

ACHIEVE

SUPPORT BUSINESS OUTCOMES

ENABLE BUSINESS CHANGE

MANAGE RISK IN LINE WITH BUSINESS NEEDS

OPTIMIZE CUSTOMER EXPERIENCE

SHOW VALUE FOR MONEY

CONTINUALLY IMPROVE

NEXT

The world’s most widely used IT Service Management framework


Why attend ITIL trainings and take exams WH

AT YOU

CA

NLEA

RNW

HAT YO

U C

AN

ACHIEVE


8 Differentiate your value for employers with your experience, expertise and skills

9 Improve your position inthe job market and withcareer progression

1 Learn how to apply ITIL tools, techniques and concepts to improve yourefficiencyand effectiveness

2 Take new ideas back to your workplace and use best practice to help carry these out to facilitate customer desired outcomes

3 Reflect on and compare your own practices away from your everyday working environment, gather opinions, suggestions and feedback from other professionals

4 Learn how to communicate more effectively by using common terminology

5 Be a part of the international community and get advice when needed

6 Be recognized for your expertise by your peers both inside and outside theorganization

7 Gain confidence from best practices and help to make change happen


PREVIOUS NEXT


THE ITEMS BELOW ARE ALIGNED TO ALL 6 ITIL KEY CAPABILITIES




CONTINUALLY IMPROVE


WH

AT YOU

CA

NLEA

RN

How you can deliver value to your organization

WH

AT YOU

CA

NACH

IEVE


1 Identify and focus on the highest value activities

2 Service multiple customers with varying requirements using only limited resources

3 Define, measure and report relevant metrics to help with fact-based decision making

4 Improve efficiency by automating standard tasks and applying lean principles to your work

5 Unite teams and processes by understanding interdependencies and their impact

6 Influence the organizational culture to support continual improvement activities

7 Improve communication by encouraging the use of common terminology

8 Identify alignment opportunities with the business by identifying and understanding the value chain

9 Save costs by centralizing activities and teams using well-defined fit-for-purpose and fit-for-use processes

10 Be in control by clearly understanding your process responsibilities and expected outputs

11 Build trust within the organization by understanding and aligning stakeholder goals, objectives and incentives

12 Demonstrate business focus by taking a customer centric approach to services

ITIL, PRINCE2, MSP, M_o_R, P3M3, P3O, MoP and MoV are registered trade marks of AXELOS Limited. AXELOS, the AXELOS logo and the AXELOS swirl logo are trade marks of AXELOS Limited. NEXTPREVIOUS



THE ITEMS BELOW ARE ALIGNED TO ALL 6 ITIL KEY CAPABILITIES




CONTINUALLY IMPROVE


8

Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System


9Lesson 1.4: ITIL 2011 Foundation Exam Format

Type Online, Multiple choice, 40 questions. The questions are selected from the full ITIL Foundation in IT Service Management examination question bank.

Duration Maximum 60 minutes. Candidates sitting the examination in a language other than their native language have a maximum of 75 minutes

Supervised YesOpen Book NoPassScore 65% (26 out of 40)Where ? AEC Authorized Examination Centers


12

Lesson 2.2: Why Choose Good practices over Proprietary ones?

Good Practices, Public Standards and frameworks Proprietary knowledge

§Wide Community Distribution§Public Training and Certification

§Difficult to adopt§Difficult to replicate and transfer§Hard to document

§Valid in Different applications§Peer Reviewed§Used by differentparties

§Highly customized§Specific to business needs§Hard to adapt or reuse

§Free and publiclyavailable§Labor market skills easy to find §Owners expect compensation


13

Lesson 2.3: What is a Service?

A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.

CustomerTransfer costs andRisksRetains focus and accountability for outcomes

Service ProviderTakes on Costs and RisksResponsible for the means of achieving outcomes

§Costs and Risks are transferred to service provider.§Customers focus on outcomes versus means.


14

Lesson 2.4: What is a Service Management?

Capabilities Resources

BusinessOutcomesValue

CustomerAssets

Performance

Services

Service AssetsCapabilities Resources

A5 Management Financial CapitalA4 Organization InfrastructureA3 Processes ApplicationsA2 Knowledge InformationA1 People

Serv

iceM

anag

emen

t


Lesson 2.5: Process, Functions and Roles15

§ Process- A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs


16

Lesson 2.6: A Basic Process

Activity 1

Activity 2

Activity 3

Process

Customer

Suppliers

Service Control & QualityTrigger

Desired Outcome

Data, Information and Knowledge


17

Lesson 2.7: Process Characteristics

• It is measurable

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)


Lesson 2.8: Functions18

§ Function- A team or group of people and the tools they use to carry out one or more processes or activities


19

Lesson 2.9: Processes across the organization

CIO

Operations Development ProjectManagement Architecture

Service desk

Mainframe

Application

Website

HRApplications

Finance Applications

Project 1 Enterprise Architecture

Networks

Project 2

Project 3


Lesson 2.10: Service Management Roles : Service Owner20

Service Owner :

The person who is accountable for the delivery of a specific IT Service. They are responsible for continual improvement and management of change affecting Services under their care. Example: The owner of the Payroll Service

Responsibilities:§To act as prime Customer contact for all Service related enquiries and issues§To ensure that the ongoing Service delivery and support meet agreed Customerrequirements§To identify opportunities for Service Improvements, discuss with the customer and to initiate changes for improvements if appropriate.§To liaise with the appropriate Process Owners throughout the Service Management lifecycle§To solicit required data, statistics and reports for analysis and to facilitate effective Service monitoring and performance


21

Lesson 2.11: Service Management Roles : Process Owner

Process Owner :The person responsible for ensuring that the process is fit for the desired purpose and is accountable for the outputs of that process. Example:The owner for the Availability Management Process

Responsibilities:§ Assisting with process design

§ Documenting the process

§ Make sure the process is being performed as documented

§ Making sure process meetings it aims

§ Monitoring and improving the process over time©Karokasb www.karokasb.org

22

Lesson 2.12: Connecting with Processes and Functions: RACI

RACI is an acronym for the four main roles of:

§Responsible – the person or people responsible for getting the job done§Accountable – only one person can be accountable for each task§Consulted – the people who are consulted and whose opinions are sought§Informed – the people who are kept up-to-date on progress.

Example RACImatrix

Activities Service owner

Process Owner

Security Manager

ITHead

Chief Architect

Process Manager

Create a framework for defining ITservices C C C A/R C I

Build an IT service catalogue C A/R I C I I

Define SLA for critical ITservices A R C R C I

Monitor and report SLperformance I A/R I I I R

Review SLAs, OLAs and UCs A R C R I R

Review and Update IT servicecatalogue C A/R I C I C

Create service improvement Plan I A/R I C C R


23

Lesson 2.13: Key Terminology: Service Provider

Service Provider :

An Organization supplying Services to one or more Internal Customers orExternal Customers. Service provider is often used as an short form for ITService provider.

There are three types of business models service providers:

Type IInternal Service Provider

Type IIShared Services Provider

Type IIIExternal Service Provider


Lesson 2.14: Key Terminology: Supplier24

Supplier:

A Third party responsible for supplying goods or Services that arerequired to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing Organizations.

Business

Service Provider

Contract:A legally binding agreement between two or moreparties to supply goods or services

Supplier

Fig: A Basic value Chain


26

Lesson 3.2: The Lifecycle Interactions

The Business / CustomersRequirements

Service Strategy

SLP’sfromRequirements

Resources& ConstraintsPolicies

Strategy

ServiceDesignSDP’s

StandardsArchitectures

Solution Design

ServiceTransitionSKMS Updated

Tested SolutionsTransition plans

Service OperationOperational

ServicesOperations Plan

Continual Service Improvement Improvement

Plans &Actions

Serv

ice

Know

ledg

e M

anag

emen

tSys

tem

s(S

KMS)

Incl

udin

g th

e Se

rvic

e Po

rtfo

lio &

Se

rvic

eCa

talo

g


28

End of Module 1

Covered so far…¨ What it ITIL

¨ Process, Function,Technology

¨ Life Cycle of Service i.e. SS, SD, ST, SO and CSI

We are covering hereon…

¨ Lifecycle Phases

¨ Processes and Functions

¨Tools used for ITSM

But before that a quiz !©Karokasb www.karokasb.org

29Module 1: Quiz

Sample question1:

Which of the following is NOT one of the ITIL® 2011corepublications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy


30Module 1: Quiz

Sample question2:

What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a process oractivity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d)Creating a balanced scorecard showing the overall status of Service Management


32Module 1: Quiz

Sample question3:

Which of the following statements is CORRECT?1. Only one person can be responsible for an activity2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c)2 only

d) None of theabove


34Module 1: Quiz

Sample question4:Which of the following is a characteristic of every process?1. It is measurable2. It is timely3. It delivers a specific result4. It responds to a specific event5. It delivers its primary result to a customer or stakeholder

a) 1, 2, 3 and 4 only

b) 1, 2, 4 and 5 only

c)1, 3, 4 and 5 only

d) All of the above


End of Module135


36

Module 2

Service Strategy


Lesson objectivesAt the end of this lesson, you should be able to:• Understand the Goals and Objectives of Service

Strategy

Lesson 1: Service Strategy37


Lesson 1.1: Service Strategy Objectives38

§Shows organization how to transform Service Management into a strategic asset and then think and act in a strategic manner

§Helps clarify the relationship between various services, systems or processes and the business models, strategies or objectives they support

KEY ROLE: To stop and think about WHY something has to be done, before thinking HOW.


Lesson 1.2: Key Strategy Questions39

ü The objectives of service Strategy are to answer questions such as :

• What services should we offer and to whom?• How do we differentiate ourselves from competing alternatives?• How do we truly create value for our customers?• How do we capture value for our stakeholders?

ü Process in Service Strategy:

• Demand management• Service portfolio Management, and• Financial management


Lesson objectivesAt the end of this lesson, you should be able to:

• Describe basics of Value Creation through Services

• Explain BusinessCase

Lesson 2.0: Key concepts of servicestrategy40


41Lesson 2.1 Key Principles and Models

Service Value Creation : Utility & Warranty

Value

Fit for Purpose ?

Fit for Use ?

OR

AND

Performance Supported ?

Constraints removed ?

Available enough ?

Capacity enough ?

Continuous enough ?

Secure Enough ?

Utility

Warranty


42

Lesson 2.2: Service Value creation: Utility & Warranty

Utility WarrantyFunctionality offered by product /service as the customer viewsit

Promise that the product/service will meet agreed requirements

What the customer gets How it isdelivered

Fitness for purpose Fitness for use§Three Characteristics of warranty

>Provided in terms of availability/capacity of services>Ensures customer assets continue to receive utility, evenif

degraded, through major disruptions> Ensures Security for value-creating potential of customer

assetsIncreases performance average

Reduces performance variation


44

Lesson 2.4: Service Packages include 3 parts

Core Services Package (Basic outcomes desired

by the customer.)

Supporting Services Package

(Enables or Enhances the value proposition )

Service Level Packages(Defines level of utility and warranty provided by Service Package)

Availability Levels Capacity Levels Security Levels

Service FeaturesService Support

Continuity


Lesson 2.3: Basics of Value Creation: Service Assets

Resources Capabilities

Financial Capital ManagementInfrastructure OrganizationApplications ProcessesInformation Knowledge

People

43

Service Assets – Resources and capabilities available to an organization.

Resources – the IT infrastructure. People, money and others whichmight help to deliver an IT service; the assets of an organization.

Capabilities – ability to co-ordinate, control, deploy resources; the intangible assets of an organization.


Lesson objectivesAt the end of this lesson, you should be able Objectives and basic concepts of the four processes in Service Strategy:ü Demand Management,ü Service Portfolio Managementü Financial Management

Lesson 3.0: Service StrategyProcess51


Lesson 3.1: Demand Management: Objectives52

The primary objective of Demand Management is to assist the ITService Provider in understanding and influencing Customer demandfor services and the provision of Capacity to meet these demands.

Other objectives include:

•Identification and analysis of Patterns of Business Activity (PBA) anduser profiles (UP) that generate demand.

•Utilizing techniques to influence and manage demand in such a waythat excess capacity is reduced but the business and customerrequirements are still satisfied.


Lesson 3.3: PBA and UP54

¨ Pattern of Business Activity (PBA)

¤ Workload profile of one or more business activities

¤ Varies over time

¤ Represents changing business demands

¨ User Profile

¤ Pattern of user demand for IT services

¤ Each user profile includes one or more PBAs


Charts

1. ADSL2. LTE3. Cloud Computing4. Internet of Things (IoT)


Service Portfolio Management

Contains:Service Pipeline: in developmentService Catalogue: liveRetired Services: discontinued

In portfolio? -> Legal & Interesting


57

Lesson 3.6: Financial Management:Goals and Objectives

Business

IT

BusinessOpportunities

Technology Capabilities

Financial Management


58Lesson 3.7: Financial Management: Activities

ActivitiesBudgeting

Accounting

Chargeback

Predicting the expected future requirements for funds to deliver the agreed upon services and monitoring adherence to the defined budgets.

Enables the IT organization to account fully for the way its money is spent.

Charging customers for their use of IT Services.

Demand Modeling

Working with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand.


59Lesson 3.8: Financial Management: Benefits

Benefits• Enhanced decision making.

• Increased speed of change.

• Improved Service Portfolio Management.

• Financial compliance and control.

• Improved operational control.

• Greater insight and communication of the value created by IT services.

• Increased visibility of IT leading to increased perception of IT©Karokasb www.karokasb.org

End of Service StrategyModule63

• Objectives and Key concepts of Service Strategy• Service Strategy processes.


64Module 2: Quiz

Question 1:

Which ITIL® process is responsible for drawing up a charging system ?

a) Availability Management

b) Capacity Management

c) Financial Management for ITServices

d) Service Level Management


Module 2: Quiz65

Question 2:A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a Service Level Agreement

b) A defined level of utility and warranty associated with a coreservice package

c)A description of the value that the customer wants and for which they are willing to pay

d)A document showing the Service Levels achieved during an agreed reporting period


66Module 2: Quiz

Question 3:

The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use


Module 2: Quiz67

Question 4:The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service Level Package

b) Core Service Package, Supporting Process Package, Service Level Package

c) Core Service Package, Base Service Package, ServiceSupport Package

d) Core Service Package, Supporting Services Package, Service Level Packages


Module 2: Quiz68

Question 5:Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle?

a)Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d)Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement


Module 2: Quiz69

Question 6:Which of the following questions does guidance in Service Strategyhelp answer?

1: What services should we offer and to whom?2: How do we differentiate ourselves from competing alternatives? 3: How do we truly create value for our customers?

a) 1 only

b) 2 only

c) 3 only

d) All of the above


70Module 3

Service Design



• Understand the Goals and Objectives of Service Design

• Understand the Value Service Design provides to the Business.

Lesson 1.0 Service Design71


72Lesson 1.1: Service Design Objectives

§ To convert the strategic objectives defined during Service Strategy into Services and Service Portfolios.

§ To use a holistic approach for design to ensure integrated end-to-end business related functionality and quality.

§ To ensure consistent design standards and conventions are followed in all services and processes being designed.


Lesson objectivesAt the end of this lesson, you should be able to:• Understand the importance of People, Processes,

Products and Partners for ServiceManagement.• Understand the five major aspects of Service

Design.• Explain Service Design Package

Lesson 2.0: Service Design KeyConcepts74


75

Lesson 2.1: 4 P’s in ServiceManagement

People Products

Partners Processes

IT Service Management

• Skills• Organisation• Experience

• Suppliers• Manufacturers• Vendor

• Services• Technology• Tools

• Activities• RACI• Dependencies


Lesson objectivesAt the end of this lesson, you shouldbe able to:• State the Objectives and basic concepts of the following processes

•

•

•

•

•

•

•

•

Service Catalog Management Service Level Management Supplier Management Capacity Management Availability Management

IT Service Continuity ManagementInformation Security ManagementDesign Coordination

Lesson 3.0: Service DesignProcesses78


79

Lesson 3.1: Service Catalogue Management: Objectives

Objectives • To provide a single source of consistent information on all of the agreed services, and ensure that it is widely available to those who are approved to access it.

• To ensure that a Service Catalog is produced, maintained, and kept current, containing accurate information on all operational services and those being prepared to be run operationally.

Key terms • Business Service Catalog• Technical ServiceCatalog


80

Lesson 3.2: Service Catalogue Management: Key Terms

Business Service Catalog Details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue.

Technical Service Catalog Contains the details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business.


81

Lesson 3.3: Service Level Management: Objectives

Objectives • To ensure an agreed level of IT service is provided for all current IT services, and future services have an achievable target.

• To define , document, agree on, monitor measure, report and review the level of IT services provided.

• To provide and improve the relationship and communication with the business andcustomers.

• Proactive measures to improve the levels of service delivered are implemented in a cost-justified manner.

Key terms • Service Level requirements (SLR’s), Service Catalog, Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning contract (UPC)


82

Continual Service ImprovementServiceDesign

Lesson 3.4: Service Level Management: Process Activities

Design and Plan SLA’s

SLAImprovement

Determine and Document Requirements

Monitor Service

Performance

ProduceServiceReports

Conduct Service review and

Instigate Service Improvement

Negotiatie


83

Lesson 3.5: Service Level Management: Terminology

Service Level requirements (SLR)

Service Catalog

Service Level Agreement (SLA)

Operational Level Agreement (OLA)

Underpinning Contract (UPC)

SLAMChart

• Detailed recording of the Customer’s needs, forming the basis for design criteria for a new or modified service.

• A written statement of available IT services, default levels, options, prices and identification of which business processes or customers usethem.

• An Agreement between an IT Service Provider and aCustomer. The SLA describes the IT Service, documentsService Level targets, and specifies the responsibilitiesof the ITService Provider and the Customer.

• Internal agreement with another function of the sameorganization which supports the IT service provider intheir delivery of services.

• Contract with an external supplier that supports the IT organization in their delivery of services.

• A Service Level Agreement Monitoring(SLAM) Chart isused to help monitor and report achievements againstService Level Targets.©Karokasb www.karokasb.org

84

Storage Services

Email Services

Network Services

Storage Services

Hardware Software Applications StorageOLA

Service Desk

IT Infrastructure

Lesson 3.6: Service Level Management: Key Terms Illustrated

PayrollBusiness ProcessBusines

s Process

Business Process S

LA

External Supplier

U PC

UPC

UPC

OLA OLA OLA


86

Lesson 3.8: Service Level Management: SLA Content

Service Level Agreement for Service XYZ

• Introduction to the SLA.• Service description• Mutual Responsibilities• Scope of SLA• Applicable Service Hours• Service Availability• Reliability• Customer SupportAgreements• Relationship and Escalation contacts• Service Performance Metrics• Security• Costs and Charging Mechanisms.


87

Lesson 3.9: Supplier Management: Objectives

Objectives • To manage suppliers and the services they supply, to provide seamless quality of IT service to the business and ensure that value for money is obtained.

• Ensure that underpinning contracts and agreementswith suppliers are aligned to business needs.

• Manage relationships with suppliers.• Negotiate and agree contracts with suppliers.• Manage supplier performance.• Maintain a supplier policy and a supporting

Supplier and Contract Database (SCD).

Key terms • Supplier and Contract Database (SCD)


88

Lesson 3.10: Supplier Management: Supplier and Contract Database

Supplier &

Contract Database (SCD)

Supplierand Contracts

Evaluation

Establish new suppliers and

Contracts

Supplier & Contract Management & performance

Contract RenewalAnd/or

termination

Supplier categorization and Maintenance of the SCD

SupplierStrategy& Policy


89

Lesson 3.11: Supplier Management: Relationship with Service Level Management

Service Level Management

Service LevelAgreements (SLA)

Supplier Management

Underpinning Contracts (UC’s)

ExternalSuppliers

Supplier Management

To ensure the UC’s are aligned with SLR’s and SLA’s by managing relationships with Supplier.


90

Lesson 3.12: Capacity Management: Objectives

Objectives • To ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner.

• Produce and maintain an appropriate and up-to-date Capacity Plan.

• Provide advice and guidance to the business and IT on all capacity and performance-related issues

• Ensure that service performance achievements meet or exceed all of their agreed performance targets.

Key terms • Capacity plan/ CMIS• Business capacity management• Service capacity management• Resource/Component capacity management


94

Lesson 3.16: Availability Management Process: Objectives

Objectives • To ensure that the level of Service Availability delivered in all services is matched to or exceeds the current and future business requirements, in a cost-effective manner.

• To provide a point of focus and management for all availability-related issues.

• Produce and maintain an appropriate and up-to-date Availability Plan.

• Ensure that proactive measures to improve the availability of services are implemented wherever it is cost-justifiable to do so.

Key terms • Availability, Reliability, Maintainability,Serviceability

• Vital business Functions(VBF)• Expanded Incident Lifecycle & MTRS, MTBF,MTBSI


96

Lesson 3.18: Availability Management: Key Terms explained..contd.

Vital businessFunction

s (VBF’s)

• The business critical elements of thebusinessprocess supported by an IT Service.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.

ServiceAvailability

• All aspects of service availability and unavailability and the impact of component availability, or the potential impact of component unavailability on service availability.

Component Availability

• All aspects of component availability and unavailability.


97

Lesson 3.19: Availability Management: Expanded Incident Lifecycle

Time to detect

Time to Record

Time to Diagnose

Time to Repair

Time to Recover

Time to Restore

Upt

ime In

cide

nt1

Det

ect Re

cor

d Diag

nose

Repa

ired

Reco

vere

d Rest

ored

Upt

ime In

cide

nt2

Down

time

Mean Time to Restore Service(MTRS)

Mean Time to between system incidents (MTBSI)

Mean TimeBetweenFailures(MTBF)


98

Lesson 3.20: IT Service Continuity Management: Objectives

Objectives • To support the overall Business Continuity Management (BCM) process by ensuring that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and Service Desk) can be resumed within required, and agreed, businesstimescales.

• Maintain a set of IT Service Continuity Plans and IT recovery plans that support the overall Business Continuity Plans (BCPs) of the organization.

Key terms • Business Continuity Planning (BCP)• Business Impact Analysis (BIA)• Business Continuity Management (BCM)• Risk Analysis


99

Lesson 3.21: IT Service Continuity Management: Key Terms Explained

Business Continuity

Management(BCM)

• Strategies and actions to take place to continueBusiness Processes in the case of a disaster.

• It is essential that the ITSCM strategy is integrated into and a subset of the BCM strategy.

BusinessImpactAnalysis (BIA)

• Quantifies the impact loss of IT service would have on the business.

• Identifies the most important services to the organisation and is therefore critical input to Strategy

Vital Business Functions (VBF’s)

• The business critical elements of the businessprocess supported by an ITService.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.


102

Lesson 3.24: Information Security Management: Objectives

Objectives • To align IT security with business security and ensure that information security is effectively managed in all service and IT Service Management activities.

• To protect the interests of those relying on information, and the systems and communications that deliver the information, from harm resulting from failures of availability, confidentiality and integrity.

Key terms • Availability, Confidentiality, Integrity• Information Security policy• Information Security Management System(ISMS)


103

Lesson 3.25: Information Security Management: Key Terminology

Confidentiality• Protecting information against unauthorized

access and use.• Examples: Passwords, swipe cards, firewalls

Integrity• Accuracy, completeness and timeliness of services,

data information, systems and physical locations.• Examples: Rollback mechanisms, test procedures,

audits.

Availability

• The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems.

• Examples: UPS, resilient systems, Service desk hours


105

Lesson 3.27: Information Security Management: Security Policy

ü An overall Information Security Policyü Use and misuse of IT assetspolicyü Access control policyü Password controlpolicyü E-mail policyü internet policyü Anti-virus policyü Information classification policyü Document classificationpolicyü Remote accesspolicyü Policy for supplier access of IT service, information

and componentsü Asset disposalpolicy.

Audience for Security Policy

• These policies should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.

Security Policy Contains….


106

Lesson 3.28: Information Security Mgmt: Information Security Management System (ISMS)

Interested Parties

(Customers, Suppliers

etc.)

Interested Parties

(Customers, Suppliers

etc.)

• Internal audit• External audit• Self assessments• Security Incidents

• Learn• Improve• Plan• Implement

• Awareness, Classification

• Personnel Security• Physical Security• SystemsSecurity• Security Incident

Procedures

• Service level Agreements (SLA’s)

• Underpinning Contracts (UC’s)

• Operational level agreements (OLA’s)

• Policy StatementsPlan Implement

EvaluateMaintain

InformationSecurity

Requirements &Expectations

ManagedInformation

Security

Control• Organize• Establish framework• Allocate responsibilities


End of Module3110


Service Design :Quiz111


Module 3 : Quiz113

Question 1:Which of the following is MOST concerned with the design of new or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design


Module 3 : Quiz114

Question 2:Implementation of ITIL Service Management requires preparing and planning the effective and efficient useof:

A. People, Process, Partners, Suppliers

B.People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology,Partners


Module 3 : Quiz117

Question 3 :Which of the following are activities that would be carried out by Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs) 2: Evaluation and selection of suppliers3: Ongoing management of suppliers

A. 1 and 2 onlyB. 1 and 3 onlyC. 2 and 3 onlyD. All of the above


118Module 4

Service Transition



• Understand the Goals and Objectives of Service Transition

• Explain What value Service Transition provides to the Business

Lesson 1.0: Service Transition2


Lesson 1.1: Service Transition Goals120

§Assure proposed changes in the Service Design package are realized.§Plan for and Implement the Deployment of Releases for New or Changed Services.§Test Releases so as to minimize the possibility of undesirable impact to the Production environment.

§ Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impactingthe ongoing Services



• Understand Configuration Item• Understand Configuration Management System

Lesson 2.0: Service Transition: KeyPrinciples and Models5


124

Lesson 2.2: Configuration Item (CI)

üAnything that needs to be managed in order to deliver an IT Service.

üCI information is recorded in the Configuration Management System.

üCI information is maintained throughout its lifecycle by ConfigurationManagement.

üAll CIs are subject to Change Management control.

CIs typically includeIT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs


Lesson 2.3: Configuration Management System (CMS)

125• Information about all Configuration Items

CI may be entire service, or any componentStored in 1 or more databases (CMDBs)

• CMS stores attributesAny information about the CI that might be needed

• CMS stores relationshipsBetween CIsWith incident, problem, change records etc.

• CMS has multiple layersData sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation


Lesson objectivesAt the end of this lesson, you should be able to understand Objectives and basic concepts of the four processes in Service Transition:

• Transition, Planning and Support• Change Management• Service Asset and Configuration Management• Release and Deployment management,And• Knowledge Management

Lesson 3.0: Service TransitionProcesses126


Lesson objectivesAt the end of this lesson, you should be able to:• State the Goals, Objectives and basic

concepts of Transition, Planning and Support

Lesson 3.0.1: Transition, Planning andSupport127


Lesson 3.0.2:Transition, Planning and Support- Goals and Objectives

128

The Objectives of Transition, Planning and Support are

•Successful Planning and coordination of resources•Ensuring common framework•Proper planning for aligning customer and business change projects with Service Transition plans


Lesson 3.0.3:Transition, Planning and Support Activities- Purpose129

The purpose of the Transition, Planning and Support activities are:

• Planning appropriate capacity and resources• Provide support for the Service Transition teams and people• Integrity of changes with all other Service Transition processes• Coordination of activities across projects, suppliers and service teams


Lesson objectivesAt the end of this lesson, you should be able to:• State the Goals, Objectives and basic

concepts of ChangeManagement

Lesson 3.1: Change Management130


Lesson 3.2: Change Management : Goals and Objectives131

Goals and Objectives:

Respond to changing business requirements

•Respond to Business and IT requests to align Services with business needs.•Ensuring Changes are introduced in a controlled manner.•Optimize business risk•Implement changes successfully•Implement changes in times that meet business needs•Use standard processes•Record all changes


132

Lesson 3.3: Change Management : Scope

Scope

Addition, Modification or Removal of

Any Service or Configuration Item or associated documentation

IncludingStrategic, Tactical and Operational changes

ExcludingBusiness strategy and processAnything documented as out of scope


133

Lesson 3.4: Change Management : Change Types

Change Types¤ Normal

¤ Standard

¤ Minor

¤ Major

¤ Emergency


134

Lesson 3.5: Change Management : Change Flow


Lesson 3.7: Change Management : Roles in Change Management

135

¨ Change Manager¤Ensures that process isfollowed¤Usually authorizes minor changes¤Coordinates and runs CAB meetings¤Produces changeschedule¤Coordinates change/built/test/implementation¤Reviews/Closes Changes


Lesson 3.8: Change Management : Change Advisory Board (CAB)136

¨ Change Advisory Board (CAB)¤ Supports the change manager¤ Consulted on significant changes¤ Business, users, application/technical support, operations, service

desk, capacity, service continuity, third parties …

¤ people who have clear understanding of business needs¤ Technical specialists / consultants

¨ Emergency CAB (ECAB)¤ Subset of the standard CAB¤ Membership depends on the specific change


Lesson objectivesAt the end of this lesson, you should be able to:• State the goals, objectives and basic concepts of

Service Asset and Configuration Management

Lesson 3.11: Service Asset andConfiguration Management139


Lesson 3.12: Service Asset andConfiguration Management: Goals and Objectives140

The goal of SACM is to provide a logical model of the IT infrastructurecorrelating IT services and different IT components (physical, logical etc)needed to deliver these services

The objective of SACM is to define and control the components ofservices and infrastructure and maintain accurate configuration records.This enables an organization to comply with corporate governancerequirements, control its asset base, optimize its costs, manage changeand release effectively, and resolve incidents and problems faster.


Lesson 3.13: Service Asset andConfiguration Management: Basic Concepts: Contd..144

Basic ConceptsWhat is a Definitive Media Library (DML) ?

ü The only source for build and distributionü Master copies of all software

assets In house, external software

houses Scripts as well as code

Management tools as well as applications

Including licenses

üQuality checked

Complete, correct, virus scanned ..


146

Lesson 3.16: Service Asset and Configuration Mgmt.:Basic Concepts: Relationship between CMDB, CMS and SKMS

CMDB

CMS

SKMS Informed Decision

©Simplilearn Solutions Pvt. Ltd. 2011©Karokasb www.karokasb.org


Release and Deployment Management

Lesson 3.17: Release and DeploymentManagement147


148

Lesson 3.18: Release and Deployment Management: Goals

• Release management is responsible for planning, scheduling, and controlling the movement of new or changed services, in the form of a release package, to both the testing and the live production environments

• Deployment management is responsible for the movement of new or changed hardware, software, documentation, or other configuration items into the live production environment.


152

Release TypesMajor Release:

Containing large proportions of new functionalities. Also knownas a Major Upgrade, generally supersedes all preceding minorupgrades.

Minor Release:Contains small enhancements and fixes. A Minor Upgradeor release generally supersedes previous emergency fixes.

Emergency Release:

Normally linked to an Emergency change.

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types


153

Release and Deployment Approaches

§ Big bang versus phased approach

§ Phased approach can be users, locations, functionality ..

§ Push versus Pull deployment

§ Automated versus manual deployment

Lesson 3.22: Release and Deployment Mgmt.Basic Concepts: Release and Deployment Approaches



Knowledge Management

Lesson 3.23: Knowledge Management154


Lesson 3.24: Knowledge Management: Goals and Objectives

155

q The goal of Knowledge Management is to Improve quality ofmanagement decision making by ensuring that reliable and secureinformation and data is available throughout the service lifecycle

q The objective of Knowledge Management is to ensure that the rightinformation is delivered to the appropriate place or person at the righttime to enable informed decisions.


Lesson 3.25: Knowledge Management: Purpose156

Knowledge Management is The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.

The primary purpose of knowledge Management is to improveefficiency and effectiveness by reducing the need to rediscoverknowledge.


157

Lesson 3.26: Knowledge Management: Basic Concepts: DIKW


Lesson 3.28: Knowledge Management: SKMS159

ü A set of tools for managing knowledge and information.

ü SKMS includes CMS.

ü SKMS contains all the information needed to manage the lifecycle of IT Services.


Service Transition : Summary160

• Goals and Objectives• Service Transition processes:

ØTransition, Planning and SupportØChange ManagementØService Asset and Configuration ManagementØRelease and Deployment ManagementØKnowledge Management


Service Transition : Quiz161


162Module 4: Quiz

Question 1:

Which of the following statements about a standard change is INCORECT?

a) A Standard change is a low riskchange

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management


Module 4: Quiz163

Question 2:Which statement is the CORRECT statement about the relationship between CMS and SKMS?

a) The SKMS is a part of theCMS

b) The CMS is a part of theSKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same


164Module 4: Quiz

Question 3:

Whish of the following is an activity of SACM?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across theorganization

d) Design Service models to justify ITILimplementations


165Module 4: Quiz

Question 4:Which of the following does Service Transition provide guidance on:1. Moving New and Changed Services to production2. Testing andValidation3. Transfer of services to and from external service provider

a) All of the above

b) None of theabove

c) Only 1 and 2

d) Only 1©Karokasb www.karokasb.org

Module 4: Quiz166

Question 5:Which of the following is an INCORRECT Release and Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual


167Module 4: Quiz

Question 6:

Which of the following would be stored in the DML?1. Copies of Purchasedsoftware2. Copies of Internally developed software3. Relevant Licensedocumentation4. The Change schedule

a) All of the above

b) 1 and 2 only

c) 3 and 4 only

d) 1, 2 and 3 only©Karokasb www.karokasb.org

168Module 5

Service Operations



• Understand the Goals and Objectives of Service Operations

• Briefly Explain What Value Service Operationsprovideto business

• Understand Key Concepts & definitions• Understand the Role of Communication in Service

Operations

Lesson 1.0: Service Operations169


Lesson 1.1: Service Operations: Objectives170

§To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers.

§Responsible for the ongoing management of the technology that is used to deliver and support services.

§Carrying out activities and Processes required to deliver and manage Services at agreed levels.

KEY ROLE: How to achieve effectiveness & efficiency in Service Deliveryso as to ensure value to business and the service provider


173

Lesson 1.4: Events

Achange of state of a an IT component that could negatively impact delivery of ITservices.

Events are typically notifications created by an IT service, Configuration Item (CI) or a monitoring tool.Event Type Description

Informational An event that does not require any action, regular operation§ Example: Notification that a scheduled workload hascompleted

Warning An Event that is unusual but not an exception, requiresclosermonitoring.§ Example: A servers CPU utilization is approaching maximum

performance threshold.Exception An Event signifying a service or a device is operatingabnormally

§ Example: A PC scan reveals the installation of unauthorizedsoftware.


174

Lesson 1.5: Alerts & Incidents

Alert§ A warning that a threshold has been

reached, something has changed, ora Failure has occurred.

§ Alerts are often created and managed by System Management tools.

§ Alerts are managed by the Event Management Process.

§ Objective is to notify the concerned Stakeholders

Incident

§ An unplanned interruption to an ITservice.

§ A reduction in the quality of an IT service.

§ Failure of an IT component that has not yet affected service, but could likely disrupt service if left unchecked. This can be raised by IT support teams.§ Example: Failure of a server in a

clustered mode.

Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger AlertsAll Incidents are Events, but all Events are notIncidents


Lesson 1.6: Service Request175

Service Request

§ A generic description for many varying types of demands that are placed upon the IT Department by the users.

§ Many of these requests are actually small changes – low risk, frequently occurring, low cost, etc.

§ Their scale and frequency, low-risk nature means that they are better handled by a separate process, rather than being allowed to congest and obstruct the normal Incident and Change Management processes.

§ Examples:§ A request to change a password,§ A request to install an additional software application onto a particular PC,§ A request to relocate some items of desktop equipment


176Lesson 1.7: Problem & Workaround

Problem

§ The cause of one or more incidents.

§ The cause is not usually known at the time a Problem Record is created, and the Problem Management Process is responsible for further investigation.

§ Prioritized in the same way and for same reasons as Incidents.

Workaround

§ A temporary way to restore service failures to a usable level. For example; rebooting a server hang.

§ Used for reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yetavailable.

§ Workarounds for Incidents that do nothave associated Problem Records aredocumented in the Incident Record.

§ Workarounds for Problems are documented in Known ErrorRecords.


177

Lesson 1.8: Known Error (KE) and Known Error Database (KEDB)

Known Error (KE)

§ A Problem that has a documented Rootcause and a Workaround.• A known error might be raised for

a problem whose root cause is not yet known but a workaround has been identified.

§ Known Errors are created and managed throughout their Lifecycle by Problem Management.

§ Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility reports for Windows by Microsoft

.

Known Error Database (KEDB)

§ A storage of previous knowledge ofincidents and problems• exact details of the fault and the

symptoms thatoccurred• how they were overcome

§ Allows quicker diagnosis and resolution if Incidents/Problems recur.



• State the objectives and basic concepts for Event Management

Lesson 2.0: Service Operations Process179


180Lesson 2.1: Event Management: Objectives

DefinitionThe process responsible for monitoring Events throughout their Lifecycle.Objectives§ To detect events, make sense of them and determine the appropriate control

action.§ Can be used as a basis for automating many routine Operations

Management activities,For example- executing scripts on remote devices, or- submitting jobs for processing

§ It provides a way of comparing actual performance and behavior againstdesign standards and SLAs.

§ Provide the basis for Operational Monitoring and Control


181

Lesson 2.2: Event Management: Process Activities

Process ActivitiesEvent occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event) (Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure


182

Lesson 2.3: Event Management: Event Logging & Filtering


183

Lesson 2.4: Event Management: Managing Exceptional Events


185

Lesson 2.6: Incident Management: Objectives

DefinitionThe process for dealing with all incidents; this can include failures, questions or queries reported by the users (usually via a telephone call to the Service Desk), by technical staff, or automatically detected and reported by event monitoring tools.

Objectives§ To restore normal service operation as quickly as possible and minimize the

adverse impact on businessoperations§ To ensure that the best possible levels of service quality and availability are

maintained, i.e. restore service within SLA’s


Lesson 2.7: Incident Management: Scope and Value to Business

§ Managing any disruption or potential disruption to live ITservices

§ Incidents identified• Directly by users through the

service Desk• Through an interface from Event

Management to incident Management tools

§ Reported and/or logged bytechnical staff

186

Scope Value to Business

§ Lower downtime to the business, which in turn means higher availability of the service.

§ The capability to identify business priorities and dynamically allocate resources asnecessary.

§ The ability to identify potential improvements toservices.


187

Lesson 2.8: Incident Management: Basic Concepts

Time Scales • Timescales must be agreed for all incident handling stages.- Depending on Priority & SLA’s- Documented in OLA’s & UC’s

• All support groups should be made fully aware of thesetimescales.

Incident Models An Incident model is predefined steps to handle aparticularIncident.The incident model should include:• The steps that should be taken to handle theincident• The order in which these steps should be taken in.• Responsibilities; who should do what

Major Incident An Incident Model to handle Incidents of Major Impacts andgreatUrgency.


188

Lesson 2.9: Incident Management: Process Flow & Activities


190Lesson 2.11: Problem Management: Objectives

DefinitionThe process responsible for managing the lifecycle of all problems.Problem Management seeks to identify and remove the root-cause of Incidents in the ITInfrastructure.

Objectives§ To prevent problems and resulting incidents from happening and to

eliminate recurring incidents§ To minimize the impact of incidents that cannot be prevented.


Lesson 2.12: Problem Management: Scope and Value to Business

§ Activities required to diagnose the root cause of incidents and to determine the resolution to those problems.

§ Responsible for ensuring that the resolution is implemented through the appropriate control procedures, especially Change Management and Release Management.

§ Maintain information about problems and the appropriate workarounds and resolutions

191

Scope Value to Business

§ Together with Incident and Change Management increases IT service availability and quality.

§ Reduction in downtimes and disruptions of Business critical systems.

§ Reduced expenditure on workarounds or fixes that do not work

§ Reduction in cost of effort in fire-fighting or resolving repeat incidents.


192

Lesson 2.13: Problem Management: Basic Concepts

Reactive Problem Management

• Resolution of underlying cause(s)• The activities are similar to those of Incident

Management for the logging, categorization and classification for Problems. The subsequent activities are different as this is where the actual root-cause analysis is performed and the Known Errorcorrected.

• Covered in ServiceOperation

Proactive Problem Management

• Prevention of future problems by analyzing Incident Records, and using data collected by other IT Service Management processes and external sources to identify trends or significant problems.

• Generally undertaken as part of Continual Service Improvement (CSI)


193

Lesson 2.14: Problem Management:Process Flow: Reactive Problem Management

Problem detection &

Logging

Problem Categorization & Prioritization

Problem Investigation &

Diagnosis

Workarounds & raising Known Error Records

Problem Resolution &

Closure

Major ProblemReviews

Errors from Development /

Suppliers

Known Error

Database


195

Lesson 2.16: Request Fulfillment Process

DefinitionThe processes of dealing with Service Requests from theusers.

Objectives§ To provide pre-defined pre-approved standard services to users.§ To provide users with information on available services and procedures for

obtaining them.§ Deliver requested standard services.§ Assist IT users with general information, comments and complaints

Basic Concepts§ Request models – Specific procedures for handling certain types of requests

For example; IMACS, Password resets,etc.


196

Lesson 2.17: Access Management: Objectives

DefinitionThe process of granting authorized users the right to use a service, while preventing access to non-authorized users.• Also referred to as Rights Management or IdentityManagement.• In practice, Access Management is the operational enforcement of the

policies defined by Information Security Management.

Objectives§ To grant authorized users the right to use a Service and deny access to

unauthorized users§ To Execute policies and actions defined in Security and Availability

Management


Lesson 2.18: Access Management: Basic Concepts197

Basic Concepts

Access • Access refers to the level and extent of a service’s functionality or data that a user is entitled touse.

Identity • The information about the user that distinguishes them as an individual, and which verifies their status within the organization.

• By definition, the identity of a user is unique to thatuser.

Rights • Also called privileges, refer to the actual settings whereby a user is provided access to a service or group of services.

• Typical rights or levels of access include read, write, execute, change, delete.

Service/ Service Groups

• Granting users/User groups access to similar set of services



• Explain the role, objectives and organizational structures of Service desk

Lesson 3.0: Service Operations:Functions198


199

Lesson 3.1: Service Desk

DefinitionA Service Desk is a functional unit made up of a dedicated number of staff responsible for dealing with a variety of service events, often made via telephone calls, web interface, or automatically reported infrastructure events.Acts as daily Single point of contact for ITusers

Objectives§ To restore the ‘normal service’ to the users as quickly as possible.§ Operate as Level 1 for Incident Management and Request Fulfillment i.e.

Log calls, do initial diagnosis and investigation and if possible resolve and close.

§ Manage Incidents throughout its lifecycle, which also includes usercommunication and Technical & hierarchical escalations.

§ Conducting customer/user satisfaction survey.


200

Lesson 3.1: Purpose of Service Desk

Purpose of ServiceDesk§ Improved customer service, perception of IT and satisfaction with ITservices

§ Increase accessibility to IT services through a single point of contact, communication andinformation.

§ Better quality and faster turnaround of customer or user ITrequests

§ Enhanced focus and a proactive approach to IT serviceprovisioning.

§ More meaningful management information for decision support

§ Improved teamwork and communication amongst IT staff.

§ A reduced negative businessimpact.

§ Improved usage of IT Support resources and increased productivity of business personnel.


201Lesson 3.2: Organization Structures

Type Description1. Local Located physically close to the user community it serves.2. Centralized Service desk is deployed at one central physical location.3. Virtual Impression of single, centralized Service desk, through the

use of technology and tools to create a virtual Service desk.

4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7 service.

5. Specialized ‘specialist groups’ within the overall Service Desk structure, so that incidents relating to a particular IT service can be routed directly (normally via telephony selection or IVR or a web-based interface) to the specialist group.


202

Lesson 3.3: Service Desk Function: Organization Structures - Local

Service Desk(local)

Third Party Support

Application Support

Infrastructure Support

Local Users

Local§ Aids communication and gives a

clearly visible presence

§ Can often be inefficient and expensive to resource due to low call volumes

§ Reasons for a Local service desk…• Language and cultural or

political differences• Different time zones• Specialized groups of users• VIP/criticality status of users.


203

Lesson 3.4: Service Desk Function: Organization Structures- Centralized

CustomerSite 1

CustomerSite 2

CustomerSite 3

Service Desk (centralized)

Second-Line Support

Third party Support

Application Support

Infrastructure Support

Centralized

§ Local Service Desks merged into one or few locations.

§ more efficient and cost-effective, allowing fewer overall staff to deal with a higher volume of calls.

§ ‘local presence’ to handle physical support requirements, but controlled and deployed from the central desk.


204

Lesson 3.5: Service Desk Function: Organization Structures- Virtual

Virtual

§ Single Visible Service Desk which may actually be run by staff in multiple locations.

§ Allows for ‘homeworking’, secondary support group, off-shoring or outsourcing – or any combination necessary to meet user demand.

§ Safeguards are needed to ensure consistency and uniformity in service quality and cultural terms


205

Lesson 3.6: Service Desk: Service Desk Staffing

Service Desk Staffing§ Correct number and qualification at any given time, considering

• Customer expectations and businessrequirements§ e.g. call response time (SLA) , Budget

• Number of users to support, their language and skills• Coverage period, out-of-hours, time zones/locations, travel time• Processes and procedures in place, Infrastructure for short breaks

§ Minimum qualifications• Interpersonal skills, Business and underlying ITunderstanding• Skill sets

§ Customer and Technical emphasis, Expert§ Typing skills


206

Lesson 3.7: Service Desk: Service Desk Metrics

Service Desk Metrics§ Periodic evaluations of health, maturity, efficiency, effectiveness and any

opportunity to improve§ Realistic and carefully chosen – total number of call is not itself good or

bad

§ Some examples:• First-line resolution rate

• Average time to resolve and/or escalate an incident

• Total costs for the period divided by total call duration minutes

• The number of calls broken by time of day and day of week, combined with theaverage call-time

• Customer/User Satisfaction surveys


207

Lesson 3.8: Technical Management

Role of Technical ManagementFunction§ The groups, departments or teams that provide technical expertise and overall

management of the IT Infrastructure§ Custodian of technical knowledge and expertise related to managing the IT

Infrastructure.§ Provides the actual resources to support the ITSMLifecycle.

- Ensures that resources are effectively trained and deployed to design, build, transition, operate and improve the technology required to deliver and support IT services.

Objectives§ To help plan, implement and maintain a stable technical infrastructure to

support the organization’s business Processes-Well designed and highly resilient, cost-effective infrastructure configuration- Use of adequate technical skills to maintain the technical infrastructure and to

speedily diagnose and resolve any technical failures that do occur.


208

Lesson 3.9: Application Management

Role of Application Management Function§ Responsible for managing applications throughout their lifecycle.

• Custodian of technical Knowledge and expertise related to managing application, whether purchased or developed in-house.

• It provides the actual resources to support the ITSM Lifecycle• Providing guidance to IT Operations about how best to carry out the

ongoing operational management of applications.• The integration of the Application Management Lifecycle into the ITSM

Lifecycle

Objectives§ To helping to identify functional and manageability requirements for

application software so as to support the organization’s businessProcesses.§ Assist in design and deployment of applications.§ Assist in ongoing support/maintenance/improvement of applications.


209

Lesson 3.10: IT Operations Management Function

Role of IT Operations Management Function

§ The function responsible for the ongoing management and maintenance of an organization ’s IT Infrastructure to ensure delivery of the agreed level of IT services to the business.

§ Operations Control - oversees the execution and monitoring of the operational activities and events in the IT Infrastructure.§ Includes Console Management, Job Scheduling, Backup & restore,

Print & output Management and Maintenance activities on behalfof Technicalor Application Management teams.

§ Facilities Management - The management of the physical IT environment, typically a Data Centre or computer rooms and recovery sites together with all the power and cooling equipment.


210

Lesson 3.11: IT Operations Management Objectives

Objectives

§ Maintenance of the as- is infrastructure and procedures to achieve stability of the organization’s day-to-day processes and activities.

§ Regular scrutiny and improvements to achieve improved service at reduced costs, while maintainingstability.

§ Swift application of operational skills to diagnose and resolve any IT operations failures that occur.


Service Operations : Quiz211


212

Question 1:

Major Incidents require:

A. Separate procedures

B. Less urgency

C. Longer timescales

D. Lessdocumentation

Module 5


Module 5213

Question 2:Which of the following should be done when closing an Incident?

1: Check the Incident categorization and correct it if necessary2: Decide whether a Problem needs to be logged

A. 1 only

B. Both of theabove

C. 2 only

D. None of theabove©Karokasb www.karokasb.org

214Module 5

Question 3:Which of the following is NOT a valid objective of RequestFulfillment?

A. To provide information to users about what services are available and how to request them

B. To update the Service Catalogue with services that may be requested through the Service Desk

C. To provide a channel for users to request and receive standardservices

D. To source and deliver the components of standard services that have beenrequested


Module 5215

Question 4:Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Application Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Technical Management


Module 5216

Question 5:What is the BEST description of the purpose of Service Operation?

A. To decide how IT will engage with suppliers during the Service Management Lifecycle

B. To proactively prevent all outages to ITServices

C. To design and build processes that will meet business needs

D. To deliver and manage IT Services at agreed levels to business users andcustomers


Module 5217

Question 6:Which of these activities would you expect to be performed by aService Desk?1: Logging details of Incidents and service requests 2: Providing first-line investigation and diagnosis3: Restoring service4: Diagnosing the root-cause of problems

A. All of the aboveB. 1, 2 and 3 onlyC. 1, 2 and 4 onlyD. 2, 3 and 4 only


End of Module5218


219Module 6

Continual Service Improvement


At the end of this lesson, you should be able to:

• Understand the Goals and Objectives of Continual Service Improvement

Lesson 1.0: Continual Service Improvement2


221

Lesson 1.1: Continual Service Improvement: Goals

§To continually align IT Services to the changing Business needs by identifying and implementing improvements.

§ Continually be on the lookout for improvements related to processeffectiveness and efficiency.

§To implement improvement plans in a cost-effective manner.


222

Lesson 1.2: Continual Service Improvement: Objectives

•Review analyze and recommend improvement opportunities in all the lifecycle phases•To make CSI activities, fact based, CSI Reviews and analyze Service level achievement results

•Identify and implement activities for improve service efficiency andeffectiveness to improve service quality

•Improve cost effectiveness•Ensure appropriate quality management methods are used to support CSI activities


At the end of this lesson, you should be able to:

• Understand the Basic Concepts and Key Principles of Continual Service Improvement

• John Kotter’s eight steps for Organization Transformation

Lesson 2.0: CSI – Key Principles and Models

5


Lesson 2.1: CSI and Organizational Change225

ü Successful CSI requires organizational change

ü Organizational change presents challenges

ü Use formal approaches to address people-related issues:Ø John Kotter’s “Eight steps to transforming your organization”Ø Project Management


Lesson 2.4: Service Measurement228

The ability to predict and report service performance against targets of an end-to-end service is known as Service Measurement.

üWill require someone to take the individual measurements and combine them to provide a view of the customer experience.

üThis data can be analyzed over a period of time to produce a trend.üThis data can be collected at multiple levels, (for example, CIs, processes, services).


229

Lesson 2.5: Reasons to Monitor & Measure


Lesson 2.5: Types of Metrics230

ØTechnology metrics: typically components and applications For example

•Performance

•AvailabilityØProcess metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes

ØService metrics: end-to-end service metrics (often Service metrics are a sum of process and technology metrics)


231

Lesson 2.6: Key Definitions

ØImprovement – Favorable Outcome showing a measurable increase in adesirable metric or a decrease in undesirable metric.ØBenefit – Gain achieved from Improvement. This is generally associated with ROI or VOI.

ØReturn on Investment (ROI) – Quantifiable monetary benefit achieved byexpending a certain amount of money, usually expressed as a percentage.ØValue on Investment (VOI) – Non monetary benefit, such as branding, achieved by expending a certain amount of money.

ØBaseline – Benchmark used as a reference point for later comparison.


232Deming Cycle

¨ Plan:¤ Establish the objectives and

processes necessary to deliver results in accordance with customer requirements and the organization's policies.

¨ Do:¤ Implement theprocesses.

¨ Check:¤ Monitor and measure processes and

product against policies, objectives and requirements for the product and report the results.

¨ Act:¤ Take actions to continually improve

process performance.

P DA C


Lesson 2.7: Seven Step Improvement Process- PDCA Cycle223333

DEFINE WHAT YOU SHOULD MEASURE

DEFINE WHAT YOU CAN MEASURE

GATHER THEDATA – WHO,HOW, WHEN

PROCESS THE DATA

ANALYZE THE DATA

PRESENT AND USE THE DATA

IMPLEMENT CORRECTIVE

ACTION

PLAN

DO

7 – Step Improvement Process – PDCAcycleCHECK

ACT


234

Lesson 2.8: Continual Service Improvement Model


CSI :Quiz235


Module 6: Quiz236

Question 1:Which of the following does CSI provide guidance on?1. How to improve process efficiency andeffectiveness2. How to improve services3. Improvement of all phases of servicelifecycle4. Measurement of processes and services

a) 1 and 2 only

b) All of the above

c)2 only

d) 1, 3 and 4 only©Karokasb www.karokasb.org

Module 6: Quiz237

Question 2:Which is the first activity of the CSImodel?

a) Carry out a baseline assessment to understand the current situation

b) Understand the Business Vision and Objectives

c)Agree on priorities for Improvement

d) Create and verify a plan


238Module 6: Quiz

Question 3:

Which of the following is NOT a metric described in CSI?

a) Process Metric

b) Personnel Metric

c) Service Metrics

d) Technology Metrics


239Module 6: QuizQuestion 4:

Which of the following are objectives of CSI?1. To improve process efficiency and effectiveness2. To improve services3. To improve all phases of service lifecycle except Strategy4. To improve International standard such as ISO 20000

a) 1 and 2 only

b) 2 and 4 only

c) 1, 2 and 3 only

d) All of the above©Karokasb www.karokasb.org

Module 6: Quiz240

Question 5:Learning and Improvement is the PRIMARY concern of which of the following phases of service lifecycle?

a)Continual Service Improvement

b) Service Strategy and Service Design

c) Service Strategy, Service Transition and Service Operation

d)Service Strategy, Service Design, Service Transition and Service Operation


CSI : Summary241

ü Goals and Objectives of CSIü John Kotter’s 8 steps of Organizational Transformationü Service Measurement and Metricsü 7 Step Improvement processü CSI Improvement Model


ITIL 2011 Foundation Certification Exam Practical Tips

242•Read the question CAREFULLY

•At this level of exam the obvious answer is often the correct answer (if you have read the question carefully!)

•Beware of being misled by the preliminary text for the question

•If you think there should be another choice that would be the right answer, thenyou have to choose the “most right”

•Use strategies such as “What comes first?” or “What doesn’t belong?” to help with the more difficult questions

•Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then try to eliminate combinations that are immediately incorrect (based on something you can remember) so that the question is broken into smaller, and more manageable pieces.



243

Lets see with an example how to answer the questions.

Sample Question

Which of the following statements is CORRECT for ALL processes?

a) They define functions as part of their design

b) They should deliver value for stakeholders

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes



244

Let us look at another example.Sample QuestionWhich of the following statements about a Definitive Media Library (DML) are CORRECT?

1. The DML can include a physical store2. The DML holds definitive hardware spares3. The DML includes master copies of controlled documentation

a) All of the above

b) 1 and 2 only

c) 2 and 3 only

d) 1 and 3 only


سعدیا گرچه سخندان و مصالح گوییبه عمل کار برآید به سخندانی نیستتتا به خرمن برسد کشت امیدي که تراسچاره کار بجز دیده بارانی نیست

)سعدي(


غانگمان مبر که به پایان رسید کار مهزار باده ناخورده در رگ تاك است

)اقبال الهوري(


babakhazaveh

[email protected]

ir.linkedin.com/in/hazaveh


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