itil intermediate course: so student handbook (reference material_r3.2.0)

ITpreneurs™ Service Management

REFERENCE MATERIAL

Service Operation release 3.2.0 ITIL® Intermediate

Sample

Mate

rial –

Not

for R

eprin

t

www.ITpreneurs.com

Copyright © 2012 ITpreneurs. All rights reserved

Copyright Copyright and Trademark Information for Partners/Stakeholders. ITIL® is a registered trademark of the Cabinet Office. IT Infrastructure Library® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office. All contents in italics and quotes is from the ITIL® Service Lifecycle Suite © Crown copyright 2011 Reproduced under licence from the Cabinet Office. All other text is based on Cabinet Office ITIL® material. Reproduced under licence from the Cabinet Office.

Copyright © 2012 ITpreneurs. All rights reserved. Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V. The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.

ITIL Service Operation, Classroom course, release 3.2.0

More on: http://www.itil-officialsite.com/IntellectualPropertyRights/TrademarkLicensing.aspx

Sample

Mate

rial –

Not

for R

eprin

t

Contents

i

LIST OF ICONS V

LIST OF ACTIVITIES (REFER TO THE WORKBOOK) NA

GENERAL TRAINING TIPS NA

ACKNOWLEDGEMENTS VI

FOLLOW US VII

COURSE INTRODUCTION 1

Introductions 2

Course Introduction 2

Course Learning Objectives 3

Unique Nature of the Course 4

COURSE AGENDA

UNIT 1: INTRODUCTION TO SERVICE OPERATION 11

Summary of Unit 1 27

UNIT 2: SERVICE OPERATION PRINCIPLES 29


UNIT 3: SERVICE OPERATION PROCESSES – PART 1 73

Sample

Mate

rial –

Not

for R

eprin

t

ii


UNIT 4: SERVICE OPERATION PROCESSES – PART 2 171

Sample

Mate

rial –

Not

for R

eprin

t

iii


UNIT 5: COMMON SERVICE OPERATION ACTIVITIES 219


UNIT 6: ORGANIZING FOR SERVICE OPERATION 293


Sample

Mate

rial –

Not

for R

eprin

t

iv

UNIT 7: TECHNOLOGY CONSIDERATIONS 405


UNIT 8: IMPLEMENTATION OF SERVICE OPERATION 431


UNIT 9: CHALLENGES, CRITICAL SUCCESS FACTORS, AND RISKS 451


APPENDIX A: CASE STUDY (REFER TO WORKBOOK) NA

APPENDIX B: MIND MAP EXCERCISE 467

APPENDIX C: GLOSSARY 469

APPENDIX D: SYLLABUS 563

APPENDIX E: ANSWERS (REFER TO WORKBOOK) NA

APPENDIX F: DIAGRAMS (MACRO VIEW) 581

APPENDIX G: KEPNER-TREGOE® METHODOLOGY 603

APPENDIX H: RELEASE NOTES 605

STUDENT FEEDBACK FORM (REFER TO WORKBOOK) NA

Sample

Mate

rial –

Not

for R

eprin

t

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. v

LIST OF ICONS

confusing

Sample

Mate

rial –

Not

for R

eprin

t

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.vi

ITpreneurs’ Course Reviewers

ITpreneurs’ Course Exercise Writers

ACKNOWLEDGEMENTS

Sample

Mate

rial –

Not

for R

eprin

t

www.ITpreneurs.com

Copyright © 2012 ITpreneurs. All rights reserved

Before you start the course, please take a moment to:

“Like us” on Facebook

“Follow us” on Twitter

"Add us in your circle" on Google Plus

"Link with us" on Linkedin

"Watch us" on YouTube

Sample

Mate

rial –

Not

for R

eprin

t

This

page

has b

een l

eft bl

ank i

ntenti

onall

y

Sample

Mate

rial –

Not

for R

eprin

t

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. 1

Course Introduction

Sample

Mate

rial –

Not

for R

eprin

t

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.2

INTRODUCTIONS

2

Course IntroductionCourse IntroductionIntermediateService Operation

Course Introduction Course Learning Objectives Unique Nature of the CourseIntroductions

Welcome!Please share with the class:

®)

COURSE INTRODUCTION

3


OverviewService Operation is one of the five courses that are part of the ITIL Intermediate Lifecycle stream. The Service Operation course helps you understand and implement ITIL best practices related to:


Service Operation principles

Service Operation processes

Service Operation common operation activities

Organizing Service Operation

Technology considerations

Implementation considerations

Challenges, Critical Success Factors, and Risks Sample

Mate

rial –

Not

for R

eprin

t


My Notes

Overview

COURSE LEARNING OBJECTIVES

4


Course Learning ObjectivesAt the end of this training, you will have gained the knowledge and skills to:

Service Management as a practice. importance, principles, purpose, and objectives

processes in Service Operation interact with other Service

subprocesses, activities, methods, and functions used in each Service Operation

roles and responsibilities and functions necessary to ac

measure Service Operation.technology and implementation considerations surrounding

challenges, CSFs , and Risks associated with

Course IntroductionIntroductions

Sample

Mate

rial –

Not

for R

eprin

t


UNIQUE NATURE OF THE COURSE

5


Course Delivery Method


This course will not be delivered in the traditional mode of technical training.

Participate in your learning experience.

Internalize learning to take your final examination.

Apply new, practical experience.You will benefit

when you:

Course Delivery Methodnot be delivered

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

6



Samples from the Student Reference Material and Workbook

Student Materials

Student Reference Material:

Student Workbook:

Mock Exam

The Royal Chao Phraya Hotel Case Study

activities.Sample

Mate

rial –

Not

for R

eprin

t


relate to IT.

Intermediate Course MatrixImportant information on Intermediate-level syllabi:

Core Guidance

COURSE QUALIFICATION SCHEME

7


Course Agenda and Exam DetailsCourse Qualification Scheme

© Crown Copyright 2011 Reproduced under licence from the Cabinet Office

Legend

SS Service Strategy

SD Service Design

ST Service Transition

SO Service Operation

CSI Continual Service Improvement

OSA Operational Support and Analysis

PPO Planning, Protection, and Optimization

RCV Release, Control, and Validation

SOA Service Offerings and Agreements

ITIL Qualification Scheme and CreditAssignment

Sample

Mate

rial –

Not

for R

eprin

t


8


Course Agenda and Exam DetailsCourse Qualification Scheme

Continual Service Improvement

Improvement Process

CSI

OSA

SS SD ST SO

PPO RCV SOA

CSI

OSA

SS SD ST SO

PPO RCV SOA

CSI

OSA

SS SD ST SO

PPO RCV SOA

CSI Manager

Service Owner

Service Manager

CSI

Process Owner

Business and IT Analysts

Internal and external Service Providers

Processes FunctionsLegend:

Service Operation

Event Management

Incident Management

Problem Management

Request Fulfilment

Access Management

Service Desk

Technical Management

SO CSI

SO CSI

SO CSI

SO CSI

SO CSI

OSA

OSA

OSA

OSA

OSA

SO CSI

SO CSI

SO CSI

RCV

SO CSI

SO OSA RCV

OSA

OSA

OSA

OSA

*

*

*

*

*

*

*

*

*Adapted from ITIL Core © Crown Copyright 2011 Reproduced under licence from Cabinet Office

IT Operations Management

Reporting Management

Measurement Management

Application Management

Request Fulfilment Roles

Operational Support and Analysis (OSA):

Planning, Protection, and Optimization (PPO):

Release, Control, and Validation (RCV):

Service Offerings and Agreements (SOA):Sam

ple M

ateria

l – N

ot for

Rep

rint


Note:

COURSE AGENDA AND EXAM DETAILS

Course Prerequisites: Capability courses,

Lifecycle courses,

9


Course Qualification Scheme Course Agenda and Exam Details

Duration: 1.5 hoursQuestions: 8 Multiple-Choice Questions Each question has 4 Answer OptionsScoring Scheme: Most Correct Answer: Worth 5 marksSecond Best Answer: Worth 3 marksThird-Best Answer: Worth 1 markDistracter: No marksFormat: Closed-book, online, or paper-based examinationPass Score: 28/40 or 70% Distinction Score:Contact Hours: 21-hour formal training with Accredited Training Organization (ATO)Personal Study Hours by APMG: 21 hours

Provisions for additional time relating to language: Candidates completing an exam:

language, have a maximum of 120 minutes to complete the exam

Exam Details

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

Useful Tips for Writing the Exam:

questions.

Note:

Sample

Mate

rial –

Not

for R

eprin

t

This

page

has b

een l

eft bl

ank i

ntenti

onall

y

Sample

Mate

rial –

Not

for R

eprin

t


Unit1Introduction to Service Operation

Sample

Mate

rial –

Not

for R

eprin

t


2

Course IntroductionUnit 1 : Introduction to Service OperationIntermediateService Operation

The Big ‘‘Why’’What is Service Operation?What does Service Operation do for you?What does Service Operation do for your organization? Why Service Operation?

3


OverviewService Operation:

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

Overview

“A stage in the lifecycle of a service. Service operation coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation also manages the technology that is used to deliver and support services.”

Sample

Mate

rial –

Not

for R

eprin

t


4


Unit Learning ObjectivesAt the end of this unit, you will be able to:

purpose and objectives of Service Operation.scope of Service Operation.

understanding of Service Operation and how it fits into the Service Lifecycle.

Service Operation creates business value.s of Service Operation.

5


Topics Covered in This Unit1.1 Purpose and Objectives1.2 Scope of the Process1.3 Context of Service Operation and the Service Lifecycle1.4 Business Value of the Process1.5 Service Operation Fundamentals

Sample

Mate

rial –

Not

for R

eprin

t


1.1 PURPOSE AND OBJECTIVES

6


1.2 Scope of the Process 1.3 Context of Service Operation and the Service Lifecycle 1.4 Business Value of the Process1.1 Purpose and Objectives

(Source: Service Operation book)

The objectives of Service Operation are to:

(Source: Service Operation book)

Purpose and Objectives of Service OperationCore Guidance Reference — SO 1.1.1

Just Concluded T R A N S I T I O N

1.2Scope of the Process

1.1Purpose and Objectives

Coming UpSample

Mate

rial –

Not

for R

eprin

t


1.2 SCOPE OF THE PROCESS

7


The services themselves

People

Technology

Service Management

processes Scope


Scope of the ProcessCore Guidance Reference — SO 1.1.2

ITIL Service Operation describes the processes, functions, organization and tools used to underpin the ongoing activities required to deliver and support services. The guidance provided in this publication includes:

The services themselves: Activities that form part of a service are included in service operation, whether it is performed by the service provider, an external supplier or the user or customer of that service.

Service management processes: The ongoing management and execution of the many service management processes that are performed in service operation. Even though a number of ITIL processes (such as change and capacity management) originate at the service design or service transition stage of the service lifecycle, they are

strategy management for IT services and the actual design process itself. These processes focus more on longer-term planning and improvement activities, which are outside the direct scope of service operation; however, service

Technology: All services require some form of technology to deliver them. Managing this technology is not a separate issue, but an integral part of the management of the services themselves. Therefore a large part of ITIL Service Operation is concerned with the management of the infrastructure used to deliver services.

People: Regardless of what services, processes and technology are managed, they are all about people. It is people who drive the demand for the organization’s services and products and it is people who decide how this will be done. Ultimately, it is people who manage the technology, processes and services. Failure to recognize this will result (and has resulted) in the failure of service management activities.”

Sample

Mate

rial –

Not

for R

eprin

t


My Notes


1.3Context of Service Operation and the Service Lifecycle

1.2Scope of the Process

Coming Up

1.3 CONTEXT OF SERVICE OPERATION AND THE SERVICE LIFECYCLE

8


The Service Lifecycle

Adapted from ITIL service lifecycle © Crown Copyright 2011 Reproduced under licence from Cabinet Office


Context of Service Operation and the Service LifecycleCore Guidance Reference — SO 1.2

Sample

Mate

rial –

Not

for R

eprin

t


Service strategy

At the centre of the service lifecycle is service strategy. Value creation begins here with understanding organizational objectives and customer needs. Every organizational asset including people, processes and products should support the strategy.

ITIL Service Strategy provides guidance on how to view service management not only as an organizational capability but as a strategic asset. It describes the principles underpinning the practice of service management which are useful for developing service management policies, guidelines and processes across the ITIL service lifecycle.

Topics covered in ITIL Service Strategy include the development of market spaces, characteristics of internal and external provider types, service assets, the service portfolio and implementation of strategy through the service lifecycle. Business

among the other major topics.

Organizations should use ITIL Service Strategy to set objectives and expectations of performance towards serving customers and market spaces, and to identify, select and prioritize opportunities. Service strategy is about ensuring that organizations are in a position to handle the costs and risks associated with their service portfolios, and are set up not just for operational effectiveness but for distinctive performance.

Organizations already practising ITIL can use ITIL Service Strategy to guide a strategic review of their ITIL-based service management capabilities and to improve the alignment between those capabilities and their business strategies. ITIL Service Strategy will encourage readers to stop and think about why something is to be done before thinking of how.

Service design

For services to provide true value to the business, they must be designed with the business objectives in mind. Design encompasses the whole IT organization, for it is the organization as a whole that delivers and supports the services. Service design is the stage in the lifecycle that turns a service strategy into a plan for delivering the business objectives.

ITIL Service Design provides guidance for the design and development of services and service management practices. It covers design principles and methods for converting strategic objectives into portfolios of services and service assets. The scope of ITIL Service Design is not limited to new services. It includes the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, the continuity of services, achievement of service levels, and conformance to standards and regulations. It guides organizations on how to develop design capabilities for service management.

Other topics in ITIL Service Design include design coordination, service catalogue management, service level management, availability management, capacity management, IT service continuity management, information security management and supplier management.

Service transition

ITIL Service Transition provides guidance for the development and improvement of capabilities for introducing new and changed services into supported environments. It describes how to transition an organization from one state to another while

service strategy, and encoded in service design, are effectively transitioned so that they can be realized in service operation.

ITIL Service Transition describes best practice in transition planning and support, change management, service asset and

knowledge management. It provides guidance on managing the complexity related to changes to services and service management processes, preventing undesired consequences while allowing for innovation.

ITIL Service Transition also introduces the service knowledge management system, which can support organizational learning

services.Sample

Mate

rial –

Not

for R

eprin

t


Service operation

ITIL Service Operation (this publication) describes best practice for managing services in supported environments. It includes

the users and the service provider.

Strategic objectives are ultimately realized through service operation, therefore making it a critical capability. ITIL Service Operation provides guidance on how to maintain stability in service operation, allowing for changes in design, scale, scope and service levels. Organizations are provided with detailed process guidelines, methods and tools for use in two major control perspectives: reactive and proactive. Managers and practitioners are provided with knowledge allowing them to make better decisions in areas such as managing the availability of services, controlling demand, optimizing capacity utilization, scheduling of operations, and avoiding or resolving service incidents and managing problems. New models and architectures such as shared services, utility computing, web services and mobile commerce to support service operation are described.

management and access management processes; as well as the service desk, technical management, IT operations management and application management functions.

Continual service improvement

ITIL Continual Service Improvement provides guidance on creating and maintaining value for customers through better strategy, design, transition and operation of services. It combines principles, practices and methods from quality management, change management and capability improvement.

ITIL Continual Service Improvement describes best practice for achieving incremental and large-scale improvements in service

business needs. Guidance is provided for linking improvement efforts and outcomes with service strategy, design, transition and operation. A closed loop feedback system, based on the Plan-Do-Check-Act (PDCA) cycle, is established. Feedback from any stage of the service lifecycle can be used to identify improvement opportunities for any other stage of the lifecycle.

Other topics in ITIL Continual Service Improvement include service measurement, demonstrating value with metrics, developing baselines and maturity assessments.”


1.4Business Value of the Process

1.3Context of Service Operation and the Service Lifecycle

Coming Up

Sample

Mate

rial –

Not

for R

eprin

t


1.4 BUSINESS VALUE OF THE PROCESS

A C T I V I T Y I N W O R K B O O K

10


Business Value

1.2 Scope of Service Operation 1.3 Service Operation in the Service Lifecycle 1.4 Value to the BusinessPurpose of Service Operation1.1

Reduced cost

Less Service outages

Improved operational results and data compilation

Better adherence to security policies

Ready access to standard Services

Automated operations

Business Value of Service OperationCore Guidance Reference — SO 1.1.4, SO 3.1.1

causes.

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

Challenges in Identifying the Value of Services

fact.


1.5Service Operation Fundamentals

1.4Business Value of the Process

Coming Up

Sample

Mate

rial –

Not

for R

eprin

t


1.5 SERVICE OPERATION FUNDAMENTALS

A C T I V I T Y I N W O R K B O O K

12


Estimates and calculates the performance and productivity of all Service Operations

Includes processes, technologies, functions, and outputs

Generates reports over a period of time

Is applied to working practices within the processes, functions, and technologies

Usually includes small improvements

Does not impact the basics of the process or technology

Optimizing Service Operation Performance

Service Operation Fundamentals1.5

Long-term incremental

improvement

Short-term ongoing

improvement

Optimizing Service Operation PerformanceCore Guidance Reference — SO 3.1.2

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

13


Processes Within Service Operation

Event Management

Incident Management

Problem Management

Request Fulfilment

Access Management

Service Operation Processes

Service Operation Fundamentals1.5

Processes Within Service OperationCore Guidance Reference — SO 3.1.3

Event Management

Sample

Mate

rial –

Not

for R

eprin

t


Incident Management

Problem Management

Access Management

14


Functions of Service Operation

1.5 Service Operation Fundamentals

Service Operation Functions

Service Desk




Sample

Mate

rial –

Not

for R

eprin

t


My Notes

Service Operation FunctionsCore Guidance Reference — SO 3.1.4

Let us discuss these functions in brief.

Service Desk




Sample

Mate

rial –

Not

for R

eprin

t

This

page

has b

een l

eft bl

ank i

ntenti

onall

y

Sample

Mate

rial –

Not

for R

eprin

t


Summary of Unit 1Introduction to Service OperationUnit Roadmap SummaryOverview Unit Learning Objectives

Learning Objectives of the Unit

1.1 Purpose and Objectives

Purpose“The purpose of the service operation stage of the service lifecycle is to coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation is also responsible for the ongoing management of the technology that is used to deliver and support services.”

Objectives

and support of agreed IT services

Minimize the impact of service outages on day-to-day business activities Ensure that access to agreed IT services is only provided to those authorized to receive

those services.”

1.2 Scope of the Process

Scope of Service Operation:

1.3 Context of Service Operation and the Service Lifecycle

The core publications are:

1.4 Business Value of the Process

Business Value of Service Operation

Sample

Mate

rial –

Not

for R

eprin

t


1.5 Service Operation Fundamentals

Service Operation Performance:

o

o o

o o o

Process in Service Operation:

Functions of Service Operation:

Sample

Mate

rial –

Not

for R

eprin

t


Unit2Service Operation Principles

Sample

Mate

rial –

Not

for R

eprin

t


2

Course IntroductionUnit 2 : Service Operation PrinciplesIntermediateService Operation

The Big ‘‘Why’’Why do we need Service Operation principles?How do Service Operation principles help you and your organizations?

3


Organization

Service Operation

Sample

Mate

rial –

Not

for R

eprin

t


resources.

Case Study Connect

4


IT ConnectionTo stay up-to-date in a rapidly changing environment, an organization should:

defined in the strategy and design phase

IT Context

Sample

Mate

rial –

Not

for R

eprin

t


5


Overview

Service Operation focuses on the execution of processes and activitiesto deliver quality to customers and users and optimize costs.

During Service Operation, organizations use relevant processes and tools to manage and deliver Services and detect threats to or failures in Service quality.

Maintain customer satisfaction through the delivery of efficient Services at an acceptable cost and at prescribed Service levels.

6


Unit Learning ObjectivesAt the end of this unit, you will be able to:

achieving balance in Service Operation.Service.

ional Staff in the other phases of the Service Lifecycle.

aspects of operational health to create a plan

importance of communication in Service Operation.importance of documentation in Service Operation.

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

7


Topics Covered in This Unit2.1 Achieving Balance in Service Operation2.2 Providing Good Service2.3 Operational Staff Involvement in the Service Lifecycle2.4 Operational Health2.5 Communication2.6 Documentation2.7 Inputs and outputs2.8 Sample Test Question

Sample

Mate

rial –

Not

for R

eprin

t


2.1 ACHIEVING BALANCE IN SERVICE OPERATION

8


2.2 Providing Good Service 2.3 Operational Staff Involvement in the Service Lifecycle 2.4 Operational HealthAchieving Balance in Service

Operation2.1

The Big ‘‘Why’’What is “balance?”When does the need to achieve “balance” arise?How does “balanced” Service Operation benefit an organization?What are the risks in the absence of “balance” in an organization?

9



Operation2.1

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

10


Overview

Service Operation helps deliver specified and agreed levels of Services.

To deliver Services in a constantly changing environment where conflict may arise, Service Operation helps deal with conflicts, achieve balance, and set priorities.


Operation2.1

OverviewCore Guidance Reference — SO 3.2

Sample

Mate

rial –

Not

for R

eprin

t


11


Areas of Conflict

Internal IT view versus external business view

Stability versus responsiveness

Reactive versus proactive

Quality of service versus cost of Service


Operation2.1

Core Guidance Reference — SO 3.2

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

12



Operation2.1

Extreme Internal IT View Versus Extreme external Business View

Extreme internal IT View Extreme external Business View

This is the way in which IT components and systems are managed to deliver the Services. This often means that the technology is managed by several different teams or departments – each of which is focused on achieving good performance and availability of “its” systems.

This is the way in which Services are experienced by the users and customers. The details of what technology is used to manage those services are NOT relevant.The concern is that the Services are delivered as required and agreed.

Internal IT View

External IT View

Extreme Internal IT View Versus Extreme External Business ViewCore Guidance Reference — SO 3.2.1

Sample

Mate

rial –

Not

for R

eprin

t


13


Achieving Balance Between the Internal and External Views


Operation2.1

© Crown Copyright 2011 Reproduced under licence from Cabinet OfficeAdapted from Achieving a balance between external and internal focus © Crown Copyright 2011 Reproduced under licence from Cabinet Office

An organization here is out of balance and is in

danger of not meeting business requirements

An organization here is out of balance and is in

danger of under-delivering on promises to the

business

Extreme focus on external

Extreme focus on internal

Achieving Balance Between the Internal and External Views

Sample

Mate

rial –

Not

for R

eprin

t


My Notes

14


Achieving BalanceTo achieve balance, the organization must:

ss is using and the purpose of using those Services.

Impact of Services on the business.ed to provide IT Services.

Service Improvement (CSI) projects.he role of IT operations in both the

2.2 Providing Good Service 2.3 Operational Staff Involvement 2.4 Operational HealthAchieving Balance in Service Operation2.1

Sam

ple M

ateria

l – N

ot for

Rep

rint


Examples of the Internal IT View Versus the External Business View

“Extreme Internal Focus Extreme External Focus

Primary Focus

Performance and management of IT Infrastructure devices, systems and staff, with little regard to the end result on the IT service

Achieving high levels of IT service performance with little regard to how it is achieved

Metrics

Focus on technical performance without showing what this means for services

Internal metrics (e.g. network uptime) reported to the business instead of service performance metrics

Focus on External Metrics without showing internal staff how these are derived or how they can be improved

Internal staff are expected to devise their own metrics to measure internal performance

Customer/User experience

High consistency of delivery, but only delivers a percentage of what the business needs

Uses a ‘push’ approach to delivery, i.e. prefers to have a standard set of services for all business units

Poor consistency of delivery ‘IT consists of good people

with good intentions, but cannot always execute’

Reactive mode of operation Uses a ‘pull’ approach to

delivery, i.e. prefers to deliver customized services upon request

Operations Strategy

Standard operations across the board

the current architecture and procedures

Multiple delivery teams and multiple technologies

New technologies require new operations approaches and often new IT Operations teams

Procedures and Manual

Focus purely on how to manage the technology, not on how its performance relates to IT services

Focuses primarily on what needs to be done and when and less on how this should be achieved

Cost Strategy

Cost reduction achieved purely through technology consolidation

Optimization of operational procedures and resources

Business impact of cost cutting often only understood later

Return on Investment calculations are focused purely on cost savings or ‘payback periods’

Budget allocated on the basis of which business unit is perceived to have the most need

Less articulate or vocal business units often have inferior services because enough funding is not allocated to their services

TrainingTraining is conducted as an apprenticeship, where new Operations staff have to learn the way things have to be done, not why

Training is conducted on a project-by-project basis

There are no standard training courses since operational procedures and technology are constantly changing

Sample

Mate

rial –

Not

for R

eprin

t


Operations staff

Specialized staff, organized according to technical specialty

Staff work on the false assumption that good technical achievement is the same as good customer service

Generalist staff, organized partly according to technical capability and partly according to their relationship with a business unit

Reliance on ‘heroics’, where staff go out of their way to resolve problems that could have been prevented by better internal processes”

15


Stability Versus Responsiveness

To maintain a balance between stability and responsiveness

Conflict between stability and responsiveness arises when IT organizations:

Stability Responsiveness


Operation2.1

responsiveness. ility of the IT infrastructure

or the ability to respond to Changes quickly.

the design.

and that some Changes are an evolution of the Service.

Stability Versus ResponsivenessCore Guidance Reference — SO 3.2.2

Sample

Mate

rial –

Not

for R

eprin

t


business.

Examples of an Extreme Focus on Stability and Responsiveness

“Extreme Focus on Stability Extreme Focus on Responsiveness

Primary focus Technology

standard IT management techniques and processes

Output to the business Agrees to required changes

before determining what it will take to deliver them

Typical problems experienced

IT can demonstrate that it is complying with SOPs and Operational Level Agreements (OLAs), even when there is clear misalignment to business requirements

execute routine tasks because they are busy on projects for new services

Technology growth strategy

Growth strategy based on analyzing existing demand on existing systems

New services are resisted and Business Units sometimes take ownership of ‘their own’ systems to get access to new services

Technology purchased for each new business requirement

Using multiple technologies and solutions for similar solutions, to meet slightly different business needs

Technology used to deliver IT services

Existing or standard technology to be used; services must be adjusted to work within existing parameters

Over-provisioning. No attempt is made to model the new service on the existing infrastructure. New, dedicated technology is purchased for each project

Capacity Management

Forecasts based on projections of current workloads

System performance is maintained at consistent levels through tuning and demand management, not by workload forecasting and management

Forecasts based on future business activity for each service individually and do not take into account IT activity or other IT services

Existing workloads not relevant”

Sample

Mate

rial –

Not

for R

eprin

t

itil intermediate course: so student handbook (reference material_r3.2.0)

Documents

cabinet office itil

itil service operation

service operation processes

service operation principles

classroom course

xvlqhvv 3rolflhv3ulqflsohvdqg

course learning objectives

trademark information