itil v3 foundation inhouse study material v0 3
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ITIL V3 Foundation InHouse Study Material v0 3TRANSCRIPT
ITIL v3 FoundationStudy Notes
ITIL V3 Foundation
Contents
Contents1. IT Infrastructure Library (ITIL) Overview...........................................................................6
Review 1.............................................................................................................................132. Service Strategy (SS)..........................................................................................................15
2.1. Service Strategy – Demand Management...................................................................18Objectives...........................................................................................................................18Basic Concepts....................................................................................................................18Roles...................................................................................................................................19
2.2. Service Strategy – Financial Management.................................................................20Objectives...........................................................................................................................20Basic Concepts....................................................................................................................20Roles...................................................................................................................................21
2.3. Service Strategy – Service Portfolio Management.....................................................22Objectives...........................................................................................................................22Basic Concepts....................................................................................................................22Roles...................................................................................................................................23Review 2.............................................................................................................................24
3. Service Design (SD)...........................................................................................................25Basic Concepts....................................................................................................................25
3.1. Service Design – Service Catalog Management.........................................................27Objectives...........................................................................................................................27Basic Concepts....................................................................................................................27Roles...................................................................................................................................28
3.2. Service Design – Service Level Management............................................................29Objectives...........................................................................................................................29Basic Concepts....................................................................................................................29Roles...................................................................................................................................30
3.3. Service Design – Capacity Management....................................................................31Objectives...........................................................................................................................31Basic Concepts....................................................................................................................31Roles...................................................................................................................................32
3.4. Service Design – Availability Management...............................................................33Objectives...........................................................................................................................33Basic Concepts....................................................................................................................33Continuous Operation.........................................................................................................35Continuous Availability......................................................................................................35Availability Management includes.....................................................................................35Roles...................................................................................................................................35
3.5. Service Design – Supplier Management.....................................................................36Objectives...........................................................................................................................36Basic Concepts....................................................................................................................36Roles...................................................................................................................................37
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3.6. Service Design – Information Security Management (ISM)......................................38Objectives...........................................................................................................................38Basic Concepts....................................................................................................................38Roles...................................................................................................................................39
3.7. SD – IT Service Continuity Management (ITSCM)...................................................40Objectives...........................................................................................................................40Basic Concepts....................................................................................................................40Roles...................................................................................................................................42Review 3.............................................................................................................................43
4. Service Transition (ST).......................................................................................................474.1. Service Transition - Service Asset &Configuration Management (SACM)..............52
Objectives...........................................................................................................................52Basic Concepts....................................................................................................................52Configuration Management Activities...............................................................................54Roles...................................................................................................................................55
4.2. Service Transition – Change Management.................................................................56Objectives...........................................................................................................................56Basic Concepts....................................................................................................................56Change – Value to the business..........................................................................................60Roles...................................................................................................................................60Change Inputs, Outputs, Interfaces.....................................................................................61Change – Key Performance Indicators...............................................................................62
4.3. Service Transition – Release and Deployment Management.....................................63Objectives...........................................................................................................................63Basic Concepts....................................................................................................................63Release Activities...............................................................................................................65Release and Deployment Roles..........................................................................................65Review 4.............................................................................................................................66
5. Service Operations..............................................................................................................685.1. Service Operations – Incident Management...............................................................71
Objectives...........................................................................................................................71Basic Concepts....................................................................................................................71Incident Management Process Overview...........................................................................73Roles...................................................................................................................................76
5.2. Service Operations – Event Management...................................................................77Objectives...........................................................................................................................77Basic Concepts....................................................................................................................77Event Activities..................................................................................................................79Roles...................................................................................................................................79
5.3. Service Operations – Request Fulfillment Process.....................................................80Objectives...........................................................................................................................80Concepts.............................................................................................................................80Roles...................................................................................................................................80
5.4. Service Operations – Access Management.................................................................81Objectives...........................................................................................................................81Concepts.............................................................................................................................81
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Process Activities................................................................................................................81Roles...................................................................................................................................83
5.5. Service Operations – Problem Management..............................................................85Objectives...........................................................................................................................85Basic Concepts....................................................................................................................85Problem Management – Activities.....................................................................................86Roles...................................................................................................................................86
5.6. Service Operation - Function - Service Desk............................................................87Objectives...........................................................................................................................87Service Desk Structures......................................................................................................87Common Tools of a Service Desk......................................................................................92Service Desk – Staffing......................................................................................................92Service Desk – Activities....................................................................................................93Service Desk – Skill Required............................................................................................93Service Desk - Roles...........................................................................................................93
5.7. SO – Function - Technical Management....................................................................95Objectives...........................................................................................................................95Technical Management Organization.................................................................................95Technical Management Activities......................................................................................95Roles and Responsibilities..................................................................................................97
5.8. SO – Function - IT Operations Management.............................................................98Objectives...........................................................................................................................98IT Operations Management - Roles....................................................................................98
5.9. SO – Function – Application Management..............................................................100Objectives.........................................................................................................................100Roles.................................................................................................................................100Review 5...........................................................................................................................101
6. Continual Service Improvement – CSI.............................................................................104Objectives.........................................................................................................................104CSI Value..........................................................................................................................104CSI Model.........................................................................................................................105CSI - 7 Step Improvement Process...................................................................................106Types of metrics...............................................................................................................107Roles.................................................................................................................................108Review 6...........................................................................................................................109
7. Appendix A - Glossary.....................................................................................................1118. Appendix B – Acronyms (ITIL® V3 Acronyms v1.0, 30 May 2007).............................1599. Appendix C - Sample Papers............................................................................................163
9.1. ITIL Practice Paper 1................................................................................................1639.2. ITIL Practice Paper 2................................................................................................1729.3. ITIL Practice Paper 3................................................................................................181
10. Appendix D – Answers to Practice Papers...................................................................19111. Appendix E - Answers to Review Questions...............................................................192
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1. IT Infrastructure Library (ITIL) Overview
ITIL – Brief History
The Information Technology Infrastructure Library (ITIL) is a documented set of bestpractices for managing critical infrastructure processes and functions in a service oriented, high-quality manner.
The United Kingdom’s Central Computer and Telecommunications Agency (CCTA) developed the first version of ITIL in 1989.
A few years later, the CCTA became part of the Office of Government Commerce(OGC), which announced version 2 of ITIL in 2000.
On May 30, 2007 the OGC released its long-awaited version 3 of ITIL.o This includes the Lifecycle model approacho More focus on strategy and business outcomes.
In 1991 the Information Technology Service Management Forum (itSMF) was established by the UK Government to administer the ITIL. Today there are national chapters in an ever-increasing number of countries
The IT Service Management Forum (itSMF) is the only internationally recognised and independent not-for-profit organisation dedicated to IT Service Management.
The itSMF is a major influence on, and contributor to, industry "best practice" and Standards worldwide, working in partnership with a wide range of governmental and standards bodies worldwide.
What is ITIL?
Best practice for IT Service Management
The ITIL is increasingly accepted world wide as the most important force in unifying IT practice and creating common standards and a common framework of best practice.
The ITIL has been adopted as a worldwide de facto standard approach to align IT Strategy around the actual needs of the business or organization.
By focusing on the critical business processes and disciplines needed to deliver services around IT, the ITIL provides a maturity path for IT that is not based on technology
Best practice and good practice
Best practice provides a set of generic guidelines on the successful experiences of a number of organizations.
They do not answer questions about how they should be applied in specific types of organization or industry sectors
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Good practice could be either an application of best practice, or an input into best practice
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Service Lifecycle
ITIL is used by organizations world-wide to establish and improve capabilities in service management
ISO/ IEC 20000 provides a formal and universal standard for organizations seeking to have their service management capabilities audited and certified.
While ISO/IEC 20000 is a standard to be achieved and maintained, ITIL offers a body of knowledge useful for achieving the standard.
The ITIL Library has the following components
The ITIL Core: best practice guidance applicable to all types of organizations who provide services to a business
The ITIL Complementary Guidance : A complementary set of publications with guidance specific to industry sectors, organization types, operating models, and technology architectures
The ITIL Web : A unified package of web-based support offerings for ITIL users. Examples of web-base material include value added products, process maps, templates and case studies
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Differences between ITIL V2 and V3
Core ITIL v2 – All processes except Service Desk
Core ITIL v3 – Lifecycle approach Comments
Service Desk Service Desk The focus remains the same
Incident ManagementIncident Management Request Fulfillment
The addition of an optional request fulfillment process
Problem Management Problem ManagementRemains the same but is only covered as an overview
Change Management Change ManagementSlight changes in terminology i.e. CAB/EC – ECAB
Release ManagementRelease and Deployment Management
Release and deployment covered as an overview only but an introduction of the V model is best introduced here
Configuration ManagementService Asset and Configuration Management
Service Assets are included with Configuration. Covered as an overview
Service Level ManagementService Portfolio ManagementService Level ManagementSupplier Management
Focus is on the Lifecycle approach and not the process of SLM. Included is Supplier Management and Service Portfolio Management
Financial Management for IT Services
Financial Management for ITServices
Main concepts are unchanged but the focus is more on economics and VOI
Capacity Management Capacity Management
Capacity as an overview only there is the introduction of Demand Management at the Strategic level in terms of Value to the Customer.
Availability ManagementAvailability ManagementAccess Management
Availability as an overview and the introduction of Access Management
IT Service Continuity Management
IT Service ContinuityManagement
ITSCM as an overview supporting the Business Continuity
IT Security Management (EXINonly courses)
IT Security ManagementThe introduction of IT Security Management, (Only EXIN included this as a V2 process)
Basic Concepts
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What is a Service? A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
Example - Take, for example, the generalized pattern of a storage system. Storage is useful for holding, organizing or securing assets within the context of some activity, task or performance. Storage also creates useful conditions such as ease of access, efficient organization or security from threats. This simple pattern is inherent in many types of storage services; each specialized to support a particular type of outcome for customers.
Service Owner is accountable for: Initiation and transition (after the service has been chartered) Ongoing maintenance and support Monitoring and reporting Identifying improvement opportunities
Service Provider – An organization supplying services to one or more internal customers or external customers
What is Service Management? Service management is a set of specialized organizational capabilities for providing value to customers in the form of services.
Example - Organizational capabilities are shaped by the challenges they are expected to overcome. An example of this is how in the 1950s Toyota developed unique capabilities to overcome the challenge of smaller scale and financial capital compared to its American rivals. Toyota developed new capabilities in production engineering, operations management and supply-chain management to compensate for limits on the size of inventories it could afford, the number of components it could make on its own, or being able to own the companies that produced them. The need for financial austerity, tight coordination, and greater dependency on suppliers led to the development of the most copied production system in the world.
Function - A team or group of people and the tools they use to carry out one or more processes or activities.
Functions are units of organizations specialized to perform certain types of work and responsible for specific outcomes.
They are self-contained with capabilities and resources necessary for their performance and outcomes.
Capabilities include work methods internal to the functions. Functions have their own body of knowledge, which accumulates from experience. They provide structure and stability to organizations.
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Role - A set of responsibilities, activities and authorities granted to a person or team. A role refers to a set of connected behavior or actions that are performed by a person,
team or group in a specific context.
Example - A technical management department can perform the role of Problem Management when diagnosing the root cause of incidents. This same department could also be expected to play several other roles at different times, for example, they may assess the impact of changes (Change Management role), manager performance of devices under their control (Capacity Management role), etc.
RACI is an acronym for the four main roles of: R = Responsible – The person or people responsible for getting jobs done A = Accountable – Only one person can be accountable for each task C = Consulted – The people who are consulted and whose opinions are sought I = Informed – The people who are kept up-to-date on progress
A RACI model can be used for identifying roles and responsibilities and the activities that must be performed by the roles identified
A resulting RACI chart is a simple and powerful vehicle for communication.
Process is a set of activities which are carried out in a given manner to achieve the desired objective. A process is
Measurable Yields desired result Delivers result to customers or stakeholders Responds to specific events or requirements
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
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Process Owner is responsible for: Help Design & documentation of process Documenting the Process Making sure the process is being performed as documented Making sure the process meets its aims Monitoring and improving the process over time Defining & reviewing KPIs
Supplier is a third party responsible for supplying goods or services These are required by the service provider to enable them to deliver services
Contract - A legally binding agreement between two or more parties to supply goods or serivce
PDCA (Plan-Do-Check-Act)The PDCA Cycle was originally conceived by Walter Shewhart in 1930's, and later adopted by W. Edwards Deming. The model provides a framework for the improvement of a process or system. It can be used to guide the entire improvement project, or to develop specific projects once target improvement areas have been identified.
Plan - Establish the objectives and processes necessary to deliver results in accordance with the expected output.
Do - Implement the new processes. Often on a small scale if possible. Check - Measure the new processes and compare the results against the expected results to
ascertain any differences. Act - Analyze the differences to determine their cause. Each will be part of either one or more of
the P-D-C-A steps. Determine where to apply changes that will include improvement
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Risk Management and Analysis
Risk is defined as uncertainty of outcome, whether positive or negative threat
Any organization needs to manage risks in ways that are visible, repeatable and consistently applied to support decision making
There are two distinct phases
1. Risk Analysis – This involves gathering information about exposure to risk so that the organization can make appropriate decisions and mange risk appropriately
2. Risk Management - Involves having processes in place to monitor risks, access to reliable and up to date information about risks, the right balance of control in place to deal with those risks, and decision-making processes supported by a framework of risk analysis and evolution.
Governance
IT has been involved in Governance activities for many years which with the advent of distributed processing in the early nineties , then n-tier processing, internet and increasing virtualization went out of fashion.
It is back with IT now forced to comply with sweeping legislation and an ever increasing number of external regulations.
Corporate Governance – “It is about promoting corporate fairness, transparency and accountability” -J. Wolfensohn, President, work Bank, financial Times, June 21, 1999)
Recent example of a renewed emphasis on corporate governance is the Sarbanes-Oxley Act (SOX) of 2002 in the U.S.
IT Governance – “IT governance is the responsibility of the borad and executive management. It is an integral part of the enterprise governance and consists of the leadership, organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives”. – Board Briefing on IT Governance, 2nd Edition, 2003, IT Governance Institute, ITGI).
ComplianceCompliance ensures that a standard or set of guidelines is followed, or that proper, consistent accounting or other practices are being employed.
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Review 1
1) Match the following activities with the Deming stages1) Monitor, measure and review2) Continual improvement 3) Implement initiatives4) Plan for improvement
a. 1 plan, 2 do, 3 check, 4 actb. 3 plan, 2 do, 4 check, 1 actc. 4 plan, 3 do, 1 check, 2 actd. 2 plan, 3 do, 4 check, 1 act
2) Which of the following is not a characteristic of a process?a. It is a measurable b. Delivers specific resultsc. Responds to specific eventsd. A method of structuring an organization
3) Which of the following is concerned with fairness and transparency?a. Capacity management b. Governancec. Service strategyd. Service Level Management
4) A process owner is responsible for which of the following?1) Documenting the process2) Defining the process key performance indicators (KPIs)3) Improving the process4) Ensuring process staff undertake the required training
a. 1, 3 and 4 onlyb. All of the abovec. 1, 2 and 3 onlyd. 1,2 and 4 only
5) Who owns the specific costs and risks associated with providing a service?a. The service provider b. The service level managerc. The customerd. Resources
6) What are the publications that provide guidance specific to industry sectors and the organization types known as?a. The service strategy and service transition booksb. The ITIL complementary guidancec. The service support and service delivery goodsd. Pocket guides.
7) Governance is concerned with
a. Measuring and improving the efficiency and effectiveness of processesb. Ensuring that processes and procedures are correctly followedc. Reducing the total cost of providing servicesd. Ensuring that agreed Service Level Requirements are met.
8) A risk is:a. Something that won’t happenb. Something that will happenc. Something that has happenedd. Something that might happen
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9) Which of the following is the BEST definition of the term Service Management?
a. A set of specialized organizational capabilities for providing value to customers in the form of servicesb. A group of interacting, interrelated, or independent components that form a unified whole, operating together
for a common purposec. The management of functions within an organization to perform certain activitiesd. Units of organizations with roles to perform certain activities
10) How many people should be accountable for a process as defined in the RACI model?
a. As many as necessary to complete the activityb. Only one – The process ownerc. Two – The process owner and the process enactord. Only one – The process architect.
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2. Service Strategy (SS)
Service strategy is the first of the five phases of a service lifecycle. The overall goal of service strategy is to encourage organizations to think and act in a strategic
manner. Shows organizations how to transform Service Management into a strategic asset This means helping to align the long-term benefits of IT services with the strategic business
goals of the enterprise. Helps clarify the relationships between various services, systems or processes and the
business models, strategies or objectives they support.
Activities Identify market & define your target area - Decide what services you want to offer & who can be
the potential customers Develop your service offerings - Build on/improve your services Develop strategic assets - Develop new services Help clarify the relationships between different services, processes, strategies etc.
Basic Concepts
The four Ps of Service Strategy Perspective : the distinctive vision and direction Position : the basis on which the provider will compete Plan : how the provider will achieve their vision Pattern : the fundamental way of doing things – distinctive patterns in decisions and actions
over time.
Service Management as a Strategic AssetThe use of ITIL to transform service management capabilities into strategic assets, by using Service Management to provide the basis for core competency, distinctive performance and durable advantage, and increase the service provider’s potential from their:
Capabilities: the provider’s ability (in terms of management, organization, processes, knowledge and people) to coordinate, control and deploy resources
Resources: the direct inputs for the production of services, e.g. financial, capital, infrastructure, applications, information and people.
Competition and Market Space Every service provider is subject to competitive forces All service providers and customers operate in one or more internal or external market spaces.
The service provider must strive to achieve a better understanding than its competitors of the dynamics of the market space, its customers within it, and the combination of critical success factors that are unique to that market space.
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Service Provider Types Type I – Internal Service Provider: Exists within an organization solely to deliver service to
one specific business unit. The business units themselves may be part of a larger enterprise or parent organization.
Type II – Shared Services Provider: services multiple business units in the same organization. Functions such as Finance, HR and logistics
Type III – External Service Provider: operates as an external service provider serving multiple external customers. The business strategies of customers require capabilities readily available from Type III provider.
Utility and WarrantyService value is defined in terms of the customer’s perceived business outcomes, and described in terms of the combination of two components:
Service Utility : what the customer gets in terms of outcomes supported and/or constraints removed– What does a service do?– Functional requirements– “fit for purpose”
Service Warranty: how the service is delivered when needed in terms of availability, capacity, continuity and security.– How well does the service do it?– Non Functional Requirements– “fit for use”
Critical Success Factors (CSFs) The identification, measurement and periodic review of CSFs to determine the service assets
required to successfully implement the desired service strategy
Service Provisioning ModelsThe categorization and analysis of the various models that may be selected by customers and used by service providers to source and deliver services, and the financial management impacts of on-shore, off-shore or near-shore variants:
Managed Service: where a business unit requiring a service fully funds the provision of that service for itself
Shared Service: the provisioning of multiple services to one or more business units through shared infrastructure and resources
Utility: services are provided on the basis of how much is required by each customer, how often, and at what times the customer needs them.
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Organization Design and Development: It involves achieving an ongoing shape and structure to the service provider’s organization that enables the service strategy. Considerations include:
Organizational Development Stages: delivering services through network, direction, delegation, coordination or collaboration depending on the evolutionary state of the organization
Sourcing Strategy: making informed decisions on service sourcing in termsof internal services, shared services, full service outsourcing, prime consortium or selective outsourcing
Service Analytics: using technology to help achieve an understanding of the performance of a service through analysis
Service Interfaces: the mechanisms by which users and other processes interact with each service
Risk Management: mapping and managing the portfolio of risks underlying a service portfolio.
Processes Demand Management Financial Management Service Portfolio Management
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1.1. Service Strategy – Demand Management
Objectives Understand customer requirements for service and how these vary over the business cycle Ensure the provision of appropriate levels of service Ensure that the warranty and Utility matches the customer needs
Basic ConceptsCore service vs. Supporting Service
Core Services - An IT Service that delivers outcomes desired by one or more customers. They represent the value that the customer wants for which they are willing to pay.
Supporting Service – A service that enables or enhances a core service. These either enable or enhance the value proposition
Example - The core service of a bank is providing financial capital. The supporting service could include the aid offered by loan officers in assessing working capital needs and collateral and application processing service.
Pattern of Business Activity (PBA), User profile
Pattern of Business Activity (PBA)– Workload profile of one or more business activities– Varies over time– Represents changing business needs– Customer assets such as People, Processes and Applications generates PBAs– PBA define dynamics of a business and include interactions with customers, suppliers,
partners, and other stake holders
User Profile (UP)– Pattern of user demand for IT services– Each user profile includes one of more PBAs– UP are based on roles and responsibilities within organization for People, and functions
and operations for Processes and Applications. – Processes and applications can have user profiles.
Pattern matching using PBA and UP ensure systematic approach to understanding and managing demand from customers
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Service Package (SP) vs. Service Level Package (SLP)
Service Package (SP)– Detailed description of a service– Includes a service level package and one or more core services and supporting services
Service Level Package (SP)– Defined level of utility and warranty for a particular service package– Designed to meet the needs of a PBA. For e.g., Gold, Silver or Bronze service– SLPs are associated with a set of service levels, pricing policies and a core service
package
Roles Business Relationship Manager
– Documents PBAs and user profiles– Identity correct service level package for their customers– Identify unmet customer need– Negotiate with Product Managers for creation of new services
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1.2. Service Strategy – Financial Management
Objectives Financial visibility and accountability Financial compliance and control Enhanced decision making across the complete service lifecycle Operational control Value capture and creation Understand the value of IT service
Basic Concepts
Business Case A decision support and planning tool that predicts outcomes of a proposed action The outcome can take on a qualitative and quantitative dimensions
Business Impact Analysis Understanding the financial cost of service outages A BIA seeks to identify a company’s mist critical business services through analysis of outage
severity translated into financial value, coupled with operational risk.
Service Valuation (Previously known as Charging) It is the cost of providing the service Value to the customers receiving the service The primary goal of Service Valuation is to produce a value for services that the business
perceives as fair, and fulfils the needs of the provider in terms of supporting it as an ongoing concern.
Secondary objective is the improved management Types
– Cost Recovery (Actual)– Cost Plus Fixed Fee– Cost Plus % of Costs– Cost Plus Incentives– Notional Charging– Fixed Price– Time & Material
Service investment analysis (Previously known as Budgeting) Understand the total lifecycle value and costs of proposed new services or projects The objective of service investment analysis is to derive a value indication for the total lifecycle
of a service based on the value received and cost incurred during the lifecycle of the service.
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Accounting Keeping Track of what has been spent, assigned to appropriate categories The result of a service oriented accounting function is that far greater detail and understanding
is achieved regarding service provisioning and consumption, and generation of data that feeds directly into the planning process.
The functions and accounting characteristics that come into play are :
– Service Recording – Assignment of a cost entry to appropriate service
– Cost Types – Hardware, Software, Labor, Administration etc.
– Cost Classifications Capital / Operational – This classification addresses different accounting
methodologies which are required by the business and regulatory agencies Direct / Indirect – This determines if a cost would be assigned directly or
indirectly to a service Direct Costs are charged directly to a service since it is the only
consumer of the expense Indirect or “shared” costs are allocated across multiple services since
each service may consume a portion of the expense. Fixed / Variable – This segregation is based on the contractual commitments of
time or price. Cost Units – This is the identified unit of consumption that is accounted for a
particular service or service asset
Roles All managers have some financial responsibility Senior IT Management owns budgets and are ultimately responsible for decisions Organization may appoint financial controller to oversee day-to-day finances Accounting department provide governance frame work and support
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1.3. Service Strategy – Service Portfolio Management
Objectives Plan for services you can offer Record of all the services including current, expired & in Pipeline Provide information/guidance to Service Design
Basic Concepts
Business Service, Business Service Management, IT Service
Business Service - An IT Service that directly supports a Business Process, as opposed to an Infrastructure Service which is used internally by the IT Service Provider and is not usually visible to the Business.
Business Service Management - Considering service management in terms of business processes and business value
IT Service - A service that business does not think of in business context or semantics
Service Portfolio, its components & structure
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Existing Services
Services inpipeline
New Services
Stopped services
Service Catalog
Requirements Gathering, Analysis, Approval, Charter,
Developed, Release, Operational
Retired Services
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DAAC (Based on DMAIC cycle of Six Sigma)
Define (D) - Take Service Strategy as input, Define Inventories, Business Case, Validation of Data
Analyze (A) - Decide Value Proposition, Prioritization, Balance of Demand & Supply
Approve (A) - Authorize / Finalize the Portfolio, Services, Resources
Charter (C) - Communicate information / decisions, Resource allocation, Chartering of services
Continually update / improve the portfolio – begins next DAAC
Roles
Product Manager Own and manage a set of relates services Evaluate market opportunities and customer needs Create business cases Plan ne service development programs
Business Relationship Manager Identify and document customer needs
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Review 2
1) Which of the following are the two primary elements that create value for customer?
a. Value on investment (VOI), return on investment (ROI)b. Customer and user satisfactionc. Understanding and user satisfactiond. Utility and warranty
2) Which of the following statements about the service portfolio and service catalogue is most correct?a) The service catalogue only has information about services that are live or being prepared for deployment; the
service portfolio only has information about services which are being considered for future developmentb) The service catalogue has information about all services; the service portfolio only has information about services
which are being considered for future developmentc) The service portfolio has information about all services; the service catalogue only has information about services
which are live, or being prepared for deployment d) The service catalogue and service portfolio are different names for the thing
3) As a strategic tool for assessing the value of IT services, Financial Management applies to which of the following service provider types?
1. An internal service provider embedded within a business unit2. An internal service provider that provides shared IT services3. An external service provider
a. All of the aboveb. 1 and 2 onlyc. 1 and 3 onlyd. 2 and 3 only
4) Understanding customer usage of services and how this varies over time is part of which process?a. Service Portfolio Managementb. Service Level managementc. Component Capacity managementd. Demand Management
5) Which process is primarily supported by the analysis of business activity (PBA)?a. Availability managementb. Demand managementc. Financial managementd. Service level management
6) What are the types of activities within demand management?a. Activity based, access managementb. Activity based, business activity patterns and user profilesc. Analytical based business activity partners and user profilesd. Analytical based, shaping user behavior.
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3. Service Design (SD)
The main goal of service design is to develop and design new or changed IT services. The intended result is to convert strategic objectives into portfolios of services and service
assets.
Scope of SD – Involved in the design of New and changed service Service management systems and tools Technology architecture and management systems Processes required Measurement methods and metrics
Activities Design services to meet Business Objectives Design Secure & Resilient IT Infrastructure Identify, remove the risks from the services before they go live Create & maintain IT plans, policies, technical & process framework (Design tool ensures
standards are adhered to) Design measurement methods & metrics for assessing effectiveness of processes Design Effective & efficient processes for design, transition & operation phases Scope includes new services & improvements as may be needed over a service lifecycle
Basic Concepts
The four Ps of Service Design People : Processes Products (services, technology and tools) Partners (suppliers, manufacturers and vendors)
Service Design Package (SDP)- Should be produced during the design stage for each new service, major change to a service or
removal of a service or changes to the SDP itself- Contains details of all aspects of a service and provides requirements through all subsequent
stages of its lifecycle- Created in the Service Design and passed to Service Transition for implementation- It contains Requirements, Service Design details, Organization Readiness, Service Lifecycle
Plan
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Aspects of Service Design Services (including requirements) Service management system and tools (especially the Service Desk) Technical and management architectures (and supporting tools) ITSM processes Measurement systems and metrics
Delivery Model Options
Delivery model is graphical representations of components that help organizations deliver services to customers
Insourcing: Utilizing internal organizational resources for all stages in the lifecycle Outsourcing: Utilizing the resources of an external organization (s) Cosourcing: Combination of insourcing & outsourcing to co-source key elements within the
lifecycle Multisourcing / Partnership: Formal arrangements between two or more organizations to
work together. Focus here is on strategic partnerships to leverage expertise or market opportunities
Business process outsourcing (BPO): Formal arrangement between two organizations to relocate or manage an entire Business Function from a low cost location
Application Service Provider (ASP): Formal agreement with an Application Service Providers to provide shared computer based services over a network.
Knowledge process outsourcing (KPO): Provision of domain based processes/expertise requiring advanced analytical and specialized skills from the outsourcer.
Value to Business of SD
Improved service alignment Improved IT Governance More effective service improvement Reduced total cost of ownership (TCO) Improved quality of service Improved consistency of service Easier implementation of new / changed service More effective ITSM Improved information and decision making
Processes Service Catalog Management Service Level Management Capacity Management Availability Management Supplier Management Information Security management IT Service Continuity Management
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2.1. Service Design – Service Catalog Management
Objectives Create & Manage Service Catalog Keep Service Catalog Up to Date with latest information Continual Improvement in Management of Service Catalog
Basic Concepts
What is Service Catalog? A single source of information for all the service offerings including Operational & in-Transition
Services
The Service Catalog is the only part of the Service Portfolio published to Customers, and is used to support the sale and delivery of IT Services.
The Service Catalog includes information about deliverables, prices, contact points, ordering and request processes.
– E.g. Menu Card in a Hotel
Service Catalog vs. Service Portfolio Service catalog is a part of Service Portfolio Service Portfolio depicts the services in their Business Value Terms i.e. Why customer would
buy it from us Service Catalog depicts what service would you like to offer to customer (which will be based
on customer needs) Service Portfolio is not usually available to be viewed by Customer or public whereas Service
Catalog may be
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Types of Service Catalog
Business Service CatalogThe Business Service Catalog describes the relationship between the services the business processes that they support.
A business process may be supported by more than one service; and, a service may support multiple business processes.
For example, an ERP service may support the business processes of planning and logistics, procurement, accounting, budgeting, etc.
Used by Relationship Manager to win a business.
Visible to customer (or even to common public)
Example - Hotel Menu card. Product brochures
Technical Service CatalogThe Technical Service Catalog contains the relationships between the services and the supporting services, components and configuration items.
Used by Relationship Manager to know the capabilities & limits of Business Service Catalog
Contains all the Backup/Supporting services for services shown in BSC
Usually not visible to Customer
Example - Internal Data sheet for Customer relationship manager / Product technical Manuals.
Roles
Service Catalog ManagerThe Service Catalog Manager is responsible for maintaining the Service Catalog, ensuring that all information within the Service Catalog is accurate and up-to-date.
Establish & maintain Service Catalog Ensure all the information is accurate & up-to-date Oversee all the other aspects of service catalog. E.g. Information contains all applicable
operational & in Transit services etc. Work on Continual Improvement of Service Catalog
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2.2. Service Design – Service Level Management
Objectives To Negotiate, agree & document the service levels To balance the customer expectations & organization’s capabilities To measure, report & continually maintain/improve service level To manage the performance as per agreed service levels To manage the customer relationship
Basic Concepts
Service Level Requirements (SLR)A document containing the business requirement for an IT service. The SLR belongs to the senior business representative who owns the service. The Service Management Team have a responsibility to support the business representative in drawing up the SLR to ensure that the information contained in the SLR is both comprehensible and comprehensive. The SLR will provide a basis for negotiations linked to the formulation of Service Level Objectives (SLOs) or Service Level Agreements (SLAs).
Service Level Agreement (SLA)A formal negotiated document that defines (or attempts to define) in quantitative (and perhaps qualitative) terms the service being offered to a Customer. Confusion must be avoided over whether the quantitative definitions constitute thresholds for an acceptable service, targets to which the supplier should aspire or expectations that the supplier would strive to exceed. Any metrics included in a SLA should be capable of being measured on a regular basis and the SLA should record by whom. Typically it will cover: service hours, service availability, Customer support levels, throughputs and responsiveness, restrictions, functionality and the service levels to be provided in a contingency. It may also include information on security, charges and terminology.
The SLA itself must be of sufficient detail and scope for the service covered. Typical SLA sections include: Introduction, Scope of Work, Performance, Tracking and Reporting, Problem Management, Compensation, Customer Duties and Responsibilities, Warranties and Remedies, Security, Intellectual Property Rights and Confidential Information, Legal Compliance and Resolution of Disputes, Termination and Signatures. Other sections of course may be applicable.
Each of these sections must be carefully crafted to ensure that the agreement properly defines the service to be delivered. This is certainly not a trivial task.
Service Scope and description Service hours Measures of availability and reliability Support details – who to contact, when and how Respond and fix times Deliverables and time scales Change approval and implementation Reference to IT Service Continuity Plan Signatories Responsibilities of both parties Review process Glossary of terms
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Operational Level Agreements (OLA)An internal document, owned by the Service Management Team, that defines the working relationship between different functional areas within an organization. The OLA sets out the responsibilities for the support and delivery of IT services to Customers. Between a Service Desk and 2nd level support/software maintenance/network management it may be mainly concerned with the activities that must take place should a service fail. In other circumstances, for example in support of Change Management, it is likely to describe various executive responsibilities and activities of the parties involved. The terms of any OLA must support the qualitative and quantitative statements contained in the Service Charter, SLOs and SLAs. There is a strong relationship between OLAs and procedures.
An operational level agreement (OLA) defines the interdependent relationships among the internal support groups of an organization working to support a service level agreement. The agreement describes the responsibilities of each internal support group toward other support groups, including the process and timeframe for delivery of their services. The objective of the OLA is to present a clear, concise and measurable description of the service provider's internal support relationships.
Underpinning Contracts (UC)
A contract with an external supplier covering the delivery of goods and/or services that contribute to the delivery of IT services to Customers. The terms and conditions of underpinning contracts should reflect and be reflected in the appropriate SLA.
Underpinning Contracts (UCs), often called Schedules, are contractual agreements between any third party suppliers of IT Support to your IT Organisation. It is vital to keep these up to date and ensure that the third party will provide required levels of support as necessary. This is different to an OLA and SLA because it is contractual so these targets MUST be met once agreed and failure for meeting these targets may well result in legal action.
SLM - Activities Design SLA frameworks Identify Service Level Requirements (SLRs) Monitor service performance against SLA Measure and improve Customer Satisfaction Produce service Reports Conduct service reviews and instigate improvements Review and revise SLAs, OLAs and UCs Develop contact and relationships
RolesService Level Manager
Process owner Review & reporting Maintaining an effective Service Level Management process by defining SLAs, OLAs and UCs Reviewing and improving the performance of the IT organization to meet agreed service levels
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2.3. Service Design – Capacity Management
Objectives Provide the required IT Infrastructure in a cost effective manner while also meeting it’s
requirements Ensure optimum utilization of IT infrastructure Work on current & future needs Produce & regularly upgrade Capacity Plan
Basic Concepts
Business, Service & Component Capacity Management
Business Capacity ManagementBusiness Capacity Management takes the need and plans of the business, both current and future, and translates the information into requirements that can be used to extend or transform the service delivery and infrastructure.
This is achieved by using current resource utilization data for the IT services to trend, forecast or model the future requirements. These future requirements come from business plans outlining new services, improvements and growth in existing services, development plans etc.
Service Capacity ManagementService Capacity Management is focused on the delivery of the existing services that support the business. It includes management of the performance of the live, operational IT Services used by the Customers.
It is responsible for ensuring that the performance of all services, as detailed in the targets in the SLAs and SLRs, is monitored and measured, and that the collected data is recorded, analyzed and reported. As necessary, action is taken to ensure that the performance of the services meets the business requirements.
Component Capacity ManagementThis final sub-process is concerned with the performance and capacity of the underlying components that support the IT services. It is focused on issues such as the bandwidth, storage and throughput of systems. It will be looking at the processors, memory, disks etc and trying to determine whether they are running at optimal capacity and whether based on the current and projected needs of the business, they will support the required service levels.
Capacity PlanTime (or trigger) phased plan to maintain/increase the utilization of IT Infrastructure by maintaining or adding IT infrastructure components
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Capacity Management Information System (CMIS)A system which holds the data needed & maintained by all the capacity sub processes/activities
The Capacity Management Information System (CMIS) is the cornerstone of a successful Capacity Management process. Information contained within the CMIS is stored and analyzed by all the sub-processes of Capacity Management for the provision of technical and management reports, includingthe Capacity Plan.
Performance Management Monitoring Tuning
Modeling Mathematical models for determining the benefits and costs of varying capacity Simulation and Analytical techniques
Application Sizing For determining the hardware capacity required to support new/modified applications
Roles
Capacity Manager– Monitors the Process– Capacity Plan Creation– Update the Capacity Management Database
Supported by
Technical & Application Management– To provide capacity requirements via capacity incidents & problems– Other day to day capacity management activities.
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MTRS- Mean Time to Restore Service (Down Time)Relates to Maintainability (Also has an element of Serviceability)
Detection
Diagnosis
Repair
Recover
RestorationIncidentOccurred
MTBF- Mean Time Between Failures (Uptime) = Availability
MTBSI – Mean Time Between system Incidents = RELIABILITY
Time
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2.4. Service Design – Availability Management
Objectives To ensure agreed Availability Level is met or exceeded The Availability Management process plays an important role in ensuring that a defined level of
IT services is continuously accessible to customers, in a cost-effective manner Continually Optimize & Improve the availability by preparing Availability Plan
Basic Concepts
Availability
The ability of a service, component or configuration item to perform it’s agreed & expected function when required
Usually expressed as Percentage
(AST-DT) Availability = --------------- X 100
AST
AST = Agreed Service TimeDT = Downtime
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Reliability Implies how long the specified service is available for the required period without any
interruptions or failures Reliability is often measured and reported as Meant time Between Service Incidents
(MTBSI) or Mean Time Between Failures (MTBF)
Available time in hoursReliability (MTBSI in hours) = -------------------------------------
Number of breaks
MTBSI => Mean Time between Service Incidents
Available time in hours – Total downtime in hoursReliability (MTBF in hours) = ----------------------------------------------------------------------------
Number of breaksMTBF => Meant Time between Failures
Serviceability Ability of the 3rd party supplier to provide the expected service to service provider
Maintainability (or Recoverability) How easy it is to maintain or recover a service, component or configuration item can be
restored to normal working after a failure.
Total Downtime in hours
Maintainability (MTRS in hours) = -------------------------------------Number of Service breaks
MTRS => Mean Time To Restore Service
Vital Business Function (VBF) A Function of a Business Process which is critical to the success off the Business process
Example: For an Automated teller machine (ATM) the VBF would be dispensing the cash.
High Availability Minimizing the impact of component failure It is a characteristic of the IT service that minimizes or masks the effects of IT component
failure to the users of a service
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Fault Tolerance Ability of an IT service, component, or CI to operate correctly after component failure
Continuous Operation Approach or design to eliminate planned downtime of a service
Continuous Availability Approach or design to achieve 100% availability An IT service that has no planned or unplanned downtime
Availability Management includes Proactive activities like
- design and planning activities- Planning, design and improvement of availability
Reactive Activities- Operational Activities- Monitoring, measuring, analysis and management of all events, incidents and problems
involving unavailability
RolesAvailability Manager
Process Owner Ensure the agreed levels of service availability Create & manage Availability Plan Continual improvement in process/results Monitoring and reporting availability Assessing changes
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Supplier – Contracts Database (SCD)
Supplier ContractsDatabase
Contracts categorizationAccording to Types of services,Owner, expiry date, value etc.
Fresh/Renewed Contracts
Existing ContractsRecords of Past/Expired Contracts
Contracts Modification/Termination
Supplier’s performanceAgainst contract terms
ITIL V3 Foundation
2.5. Service Design – Supplier Management
Objectives Manage supplier relationship & performance Ensure the Right & Relevant contracts with supplier Manage the contracts throughout their lifecycle Create & maintain Supplier Policy, List & Contracts Database
Basic Concepts
Supplier and Contracts Database (SCD)
All Supplier Management process activity should be driven by a supplier strategy and policy from Service Strategy. In order to achieve consistency and effectiveness in the implementation of the policy a supplier and contract database (SCD) should be established
The SCD consists of Fresh, Existing and Old contracts, Categorization of Contracts, History and Performance of suppliers, Records of communication on contract and agreements reached and Supplier policy and Strategy. The supplier relationship and management is handled by the Supplier Manager.
The supplier Manager usually follows the following procedure for selecting, managing and updating a the SCD based on the policy of the company Request Supplier Responses --> Select Suppliers --> Analyze Supplier Capabilities --> Contract with Supplier (UC) --> Supplier provides Services
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Sub-Processes
Providing the Supplier Management Framework Process Objective: To provide guidance and standards for the procurement of services and products. This includes the provision of the Supplier Strategy and the preparation of Standard Terms and Conditions.
Evaluation of New Suppliers and Contracts Process Objective: To evaluate prospective suppliers in accordance with the Supplier Strategy, and to select the most suitable supplier.
Establishing New Suppliers and Contracts Process Objective: To negotiate and sign a binding contract with a supplier. This process is mainly applied for significant investments, either in externally provided services or in technology.
Processing of Standard Orders Process Objective: To process orders for commodity products and services, and to order pre-defined items within the boundaries of existing contract frameworks.
Supplier and Contract Review Process Objective: To verify if the contractually agreed performance is actually delivered, and to define improvement measures if required (see "Supplier and Contract Review")
Contract Renewal or Termination Process Objective: To carry out regular renewals of contracts, to assess if those contracts are still relevant, and to terminate contracts which are no longer needed.
Example: The Supplier Management can be explained using the example of ‘Tendering’ or any type of procuring done on a regular basis from a supplier. This procedure usually starts with an RFP (Request for Proposal) or an EOI( Expression of Interest) and on a certain criteria suppliers are selected. An IT Services company may have multiple suppliers, ranging from suppliers of desktops to laptops, from bulbs to wires in electrical fittings, hardware, software, transport etc.. These need to be managed efficiently.
Roles
Supplier Manager Process Owner Maintain and Review the SCD and the processes for contract disputes, expected end, early end
or transfer of a service Assist in development and review of SLAs, contracts, agreements etc Perform supplier, contract and SLA reviews Assess changes for impact on suppliers, supporting services and contracts
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2.6. Service Design – Information Security Management (ISM)
Objectives To protect the interests of those relying on information To protect the systems and communications that deliver the information Specifically related to harm resulting from failures of
- Availability- Confidentiality- Integrity
The ability to do business with other organizations safely
Basic Concepts
Confidentiality, Integrity, Availability, Non-Repudiation
Confidentiality - Information is accessible to only those who are authorized to view it
Integrity - Information, especially while being communicated, is protected against unauthorized modification
Availability - Information is invulnerable to attacks or is recoverable in secured way i.e. it is available (only to authorized) when it should be
Non- Repudiation - Sender of information cannot deny that information has NOT been sent by him
Information Security Policy (ISP)A policy of an organization which ensures the compliance to Information Security Objectives & Guidelines. It includes amongst other policies
An access control policy A password control policy An internet policy An anti-virus policy
Information Security Management System (ISMS)An information Security Management system (ISMS), containing the standards, management procedures and guidelines supporting the information security policies
ISMS provide a basis of the development of a cost effective information security program that support the business objectives.
IS0 27001 is a formal standard against which organizations may seek independent certification of their ISMS.
Risk analysis and risk management
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Performing security risk analysis and risk management in conjunction with Availability and IT Service Continuity Management
Security Analysis & Controls To analyze the threats to organization’s data/Information & to eliminate/minimize the same To provide security controls (checkpoints) at various levels so that reduce the impact of security
breaches
Roles
Security Manager Process Owner Develop and maintain Information Security Policy (ISP) Create security awareness and policy Perform security risk analysis and risk management Monitor and manage security breaches and incidents
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2.7. SD – IT Service Continuity Management (ITSCM)
Objectives To maintain Service Continuity and IT Recovery plans that support the Business Continuity
plans To conduct regular risk assessment and management activities To provide advice and guidance on issue related to Service Continuity To complete regular Business Impact Analysis exercises to ensure tht plans are current and
relevant. To implement measures t met or exceed Business Continuity targets To check the impact of changes on exiting plans To negotiate necessary contracts with suppliers
Basic Concepts
Business Continuity StrategyAims at reducing risks by developing recovery plan(s) to restore business activities if they are interrupted by a disaster
Assessment of Changes for impact on ITSCMTo study & mitigate the impact of any changes in IT Infrastructure on ITSCM
Dormant ContractsContracts with 3rd parties which become active only when triggered by a disaster
Negotiated/Compromised SLAs To negotiate appropriate SLAs with customer which will be applicable only during disaster
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Lifecycle approach to ITSCM
A lifecycle approach should be adapted to the setting up and operation of an ITSCM process.ITSCM is a cyclic process through the lifecycle to ensure that once service continuity and recovery plans have been developed they are kept aligned with Business Continuity Plans
The following figure shows that lifecycle of ITSCM from initiation through to continual assurance that the protection provided by the plan is current and reflects all changes to services and service levels
Initiate ITSCM and requirements stages are principally Business Continuity Management (BCM) activities. ITSCM should be involved in these stages to support the BCM activities and to understands the relationship between the business processes and the impacts caused upon them by loss of IT service
As a result of the initial BIA and risk assessment activities BCM should produce a Business Continuity Strategy. This is followed by implementation involving ORR (Operation Readiness Review), Mock Testing and Go Live /Sign Off for ITSCM StructureOngoing regular testing & updates to ITSCM structure are mandated.
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Possible Recovery Options
Do nothing – few businesses can function effectively with this approach. However, this option should be investigated for each service to see if it might be acceptable as a short term solution
Manual Workarounds – For certain types of services manual workarounds can be effective interim measure for a limited frame around 2-3 days until the service is resumed.
Reciprocal arrangements (Less frequently used) – Typical contingency measures where agreements were put in place with another organization using similar technology.
Immediate recovery – Hot standby (24 hours) - Mirrored business systems on an alternate site - provide fast recovery and restoration of services and is sometimes provided as an extension to the intermediate recovery provided by a third party recovery provider.
Intermediate recovery – warm standby (24-72 hrs) - Similar to immediate but critical systems need to be recovered and run – This option is selected by organizations that need to recover IT facilities within a predetermined time to prevent impacts to the business process
Gradual recovery – cold standby (72 hrs) - Empty facility with utilities – It includes provision of empty accommodation fully equipped with power, environmental controls and local network cabling Infrastructure, telecommunications connections, and available in a disaster situation for an organization to install its own computer equipment.
Fortress / Stronghold Approach – It is the most extensive form of prevention. It eliminates most vulnerability. It is for e.g., building bunker with its own power and water supply
Dormant contracts - A contract in which a supplier agrees, perhaps for a premium, to supply a product or service on demand, usually in response to an unplanned event.
RolesService Continuity Manger
Process Owner for ITSCM Responsible for producing, testing and maintaining service continuity plans Part of overall Business Continuity Team
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Review 3
1) Which of the following activities are responsibilities of a Supplier Manager?
1. Negotiating and agreeing Contracts2. Updating the Supplier and Contract database.3. Planning for possible closure, renewal or extension of contracts.4. Managing relationships with internal suppliers.
a. 1, 2 and 3 onlyb. 1, 3 and 4 onlyc. 2, 3 and 4 onlyd. None of the above
2) IT Service Continuity strategy should be based on:
1. Design of the service technology.2. Business continuity strategy.3. Business Impact Analysis.4. Risk assessment
a. 1, 2 and 4 onlyb. 1, 2 and 3 onlyc. 2, 3 and 4 onlyd. 1, 3 and 4 only
3) Which of the following does the availability management process include?1. Ensuring services are able to meet availability targets 2. Monitoring and reporting actual availability3. Improvement activities, to ensure that services continue to meet or exceed their availability goals
a. 1 onlyb. All of the abovec. 1 and 2 onlyd. 1 and 3 only
4) Reliability is a measure of:
a. The availability of a service or a component.b. The level of risk that could impact a service or a processc. How long a service or component can perform its function without failing.d. A measure of how quickly a service or component can be restored to normal working.
5) The goal of which process is “To improve the quality of management decision making by ensuring that reliable and secure information and data is available throughout the lifecycle”?
a. Knowledge Managementb. Availability managementc. Service Asset and Configuration managementd. Change management
6) Availability Management is responsible for availability of the :
a. Services and Componentsb. Services and Business Processes.c. Components and Business Processes.d. Service Components and Business Processes.
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7) The group that authorizes changes that must be installed faster than the normal process is called?a. CAB emergency committeeb. Emergency CABc. Urgent change boardd. Urgent change authority
8) Which of the following sentences best describe a standard change?a. A change to the service provider established policies and guidelinesb. A change that correctly follows the required change processc. A pre authorized change that has an accepted and established procedured. A change that is made as the result of an audit
9) Which of the following is the correct description of the seven R’s of change management?a. A set of questions that should be asked to help understand the impact of changesb. A seven step process for releasing change into productionc. A set of questions that should be asked when reviewing the success of a recent changed. A definition of the roles and responsibilities required for change management
10) Which body exists to support the authorization of changes and to assist Change management in the assessment and prioritization of changes?a. The change Authorization boardb. The Change Advisory Boardc. The Change Implementerd. The Change manager
11) Which stage of the Change Management process deals with what should be done if the change is unsuccessful?
a. Remediation Planningb. Categorizationc. Prioritizationd. Review and Close
12) Which of the following are benefits that implement service transition could provide to the business?1. Ability to adapt quickly to new requirements2. Reduce cost to design new services3. Improved success in implementing changes
a. 1 and 2 only b. 2 and 3 onlyc. 1 and 3 only d. All of the above
13) “Planning and managing the resources required to deploy a release into production” is a purpose of which part of Service Lifecycle?
a. Service Operationb. Service Strategyc. Service Transitiond. Continual Service Improvement
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14) In the phrase “people, process, products and partners”. Products refers toa. IT infrastructure and applicationsb. Services, technology and toolsc. Goods provided by third parties to support the IT services d. All assets belonging to the service provider
15) Which of the following are aspects of service design?1. Architectures 2. Technology3. Service management processes4. Metrics
a. 1 onlyb. 2 and 3 onlyc. 1, 2 and 4 onlyd. All of the above
16) In which core publication can you find detailed descriptions of Service Catalogue management, Information Security Management & Supplier Management?a. Service Strategyb. Service Designc. Service Transitiond. Service Operation
17) Service design emphasizes the importance of the ‘four ps’. Which of the following is correct list of these Ps?a. People, products, partners, profitb. People, process, products, partnersc. Potential. Preparation, performance, profitd. People, potential, products, performance
18) Within Service Design, what is the key output handed over to Service Transition?
a. Measurement, methods and metricsb. Service Design Packagec. Service Portfolio Designd. Process definitions
19) The main objective of service level management is:a. To carry out the service operations activities needed to support current IT servicesb. To ensure that sufficient capacity is provided to deliver the agreed performance of servicesc. To create and populate a service catalogue d. To ensure that an agreed level of IT service is provided for all current IT services
20) Which process is responsible for monitoring and IT service and detecting when the performance drops below acceptable limits?a. Service asset and configuration managementb. Event managementc. Service level managementd. Performance management
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21) What is the BEST description of an Operational Level Agreement (OLA)?
a. An agreement between the service provider and another part of the same organization.b. An agreement between the service provider and an external organization.c. A document that describes to a customer how services will be operated on a day-to-day basis.d. A document that describes business services to operational staff.
22) Which of the following are activities to be carried out by supplier management?1. Management and review of organizational level agreement (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
23) Which of the following is a responsibility of Supplier Management?
a. Development, negotiation and agreement of Service level Agreements(SLAs)b. Development, negotiation and agreement of contractsc. Development, negotiation and agreement of the Service Portfoliod. Development, negotiation and agreement of Organizational Level Agreements(OLAs)
24) Which of the following defines the level of protection in Information Security management?a. The ISO 20000 Standardb. The ISO 27001 Standardc. The Businessd. The Service Level manager
25) Which process contains the business, service and component sub-process?a. Capacity managementb. Incident managementc. Service level managementd. Financial management
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4. Service Transition (ST)
The principal goal of service transition is to ensure that the requirements identified during the service strategy phase, and incorporated into the service during service design, will be realized effectively in service operation.
Service transition is also responsible for successfully managing the complexity and large number of changes and deployments associated with new or modified services.
Activities Plan & Implementation of all the releases / Services (Applies to new & existing services) Ensure that the changes as proposed in Service Design are realized Authorize, Package, Build, Test & Deploy the releases into production Transition of services to & from other Organizations Decommission or Termination of services
Scope of ST Management and coordination of processes, systems and functions to:
- Package, build, test, release and deploy a release into production- Establish the service specified in the customer and stakeholder requirements
Processes Service Asset and Configuration Management Change Management Release and Deployment Management
Value to business of ST Ability to react quickly to give ‘competitive edge Higher success rate of changes and releases Better prediction of service levels and warranties More confidence in governance and compliances Better estimating of resource plans and budgets Improved productivity of business and IT Timely savings following disposal / decommissioning Reduced level of risk Management of mergers, demergers, acquisitions, transfer of services
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Service Transition V- Model
Define CustomerBusiness Requirements
Define ServiceRequirements
Design ServiceSolution
Design ServiceRelease
Develop ServiceSolution
Service ComponentBuild & Test
(Internal & ExternalSuppliers)
Validate ServicePackages, Offerings
& Contracts
Service Acceptance Test
Service OperationalReadiness Test
Service ReleasePackage Test
Component & Assembly
Test
Release Test Criteria/Plan
Service Operation Criteria/Plan
Service Acceptance Criteria/Plan
Service Review Criteria/Plan
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Basic Concepts
Service Transition V- Model
V-
V Model: For any business requirement there must be equivalent validation and testing
The V Model represents how a service can be built and tested through different configuration levels until it meets the requirements that were agreed to with the business
The left hand side of the V-model shows how high level business requirements are defined, then broken down to specific service requirements, and then design specifications.
The right hand side of the V Model defines how the actions on the left hand side are validated at each step, until a fully functional service has been operational.
Thus the services are defined and built by moving from top to bottom on the left of the V Model. Services are tested and deployed by moving from bottom to top of the right side, resulting in a quality service that is able to support the business outcomes defined by the business.
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Knowledge Management
Process ObjectiveTo gather, analyze store and share knowledge and information within an organization.
The primary purpose of Knowledge Managements is to improve efficiency by reducing the need to rediscover knowledge and to ensure that the right information is delivered to the appropriate person or place at the right time to enable informed decisions.
Basic Concepts
Data, Information, Knowledge and Wisdom (D-I-K-W)
Data - Data is raw. It simply exists and has no significance beyond its existence (in and of itself). It is a set of discrete facts about events.
Information - Data that are processed to be useful; provides answers to "who", "what", "where", and "when" questions.
Information comes from providing context to data. Information is data that has been given meaning by way of relational connection. This "meaning" can be useful, but does not have to be.
Knowledge - application of data and information; answers "how" questionsKnowledge is the appropriate collection of information, such that it's intent is to be useful. Knowledge is a deterministic process. It is composed of tacit experiences, ideas, insights, values and judgments of individuals.
Wisdom - appreciation of "why". With wisdom, people can create the future rather than just grasp the present and past. But achieving wisdom isn't easy; people must move successively through the other categories.
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CMDB
Information about the CIs
Physical CIs
DML
Release Record
Electronic CIs
Build new Release
Test new Release
Implement new Release
Distribute new Release to live locations
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Definitive Media Library (DML)One or more locations in which the definitive and approved versions of all software Configuration Items are securely stored.
The DML is a single logical storage area even if there are multiple locations
DML is controlled by Service Asset and Configuration Management.
Serves as the only source for build & distribution for Release & Deployment process
Example: Store master copies of all the S/W assets like– In house, external, Trail, Commercial Of The Shelf (CoTS)– Licenses, Scripts & codes
DML & CMDB (Configuration Management Database)The Definitive Media Library (DML) is a secure library, in which the definitive authorized versions of all media CIs are stored and protected.
The CMDB is a database used to store configuration records throughout their lifecycle. It contains information of all the CIs, both the Software and Hardware. The CMDB resides within the Configuration Management System (CMS).
The Configuration Management System (CMS) maintains one or more CMDBs, and each CMDB stores Attributes of CIs, and Relationships with other CIs.
Both are controlled by Software Asset and Configuration Management Process (SACM) and both form a part of SKMS (Service Knowledge Management System)
sDML and CMDB Relationship.
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Service Knowledge Management System (SKMS)
The SKMS is the set of tools, processes, and databases used to manage knowledge and information. This includes trusted sources, CMDB’s, Configuration Management activities, the CMS, the SACM process and anything else required to turn data into wisdom – the goal of knowledge management and the SKMS.
SKMS is a broader concept that covers a much wider base of knowledge. For e.g.,
Experience of staff Records of peripheral matters, for e.g., weather, use numbers and behaviour,
organization’s performance figures Supplier and partners requirements, abilities and expectations Typical and anticipated user skill levels.
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2.8. Service Transition - Service Asset &Configuration Management (SACM)
Objectives Identify, control, record, report, audit and verify service assets and configuration items,
including versions, baselines, configuration item attributes and relationships Protect the integrity of service assets and configuration items by ensuring only authorized
components are used and only authorized changes are made Establish and maintain a Configuration management System (CMS) as part of overall SKMS. Provide the Logical Model for IT infrastructure correlating the IT services & their components
Basic Concepts
Configuration Items, Baseline, Variant
Configuration Item (CI) -. Any Component that needs to be managed in order to deliver an IT Service. A uniquely identifiable entity/item which needs to be controlled
Baseline - Snapshot of a CI or a group of CIs at a given time or stage
Variant - A baseline with minor differences
Types of CIs Service Lifecycle CIs
These provide a picture of the service provider’s services, how these services will be delivered, what benefits are expected, at what cost, and when they will be realizedExamples are Business Case, Service Management Plans, Service Lifecycle Plans, Service Design Package, Release and change plans, test plans
Service CIs– Service Capability Assets - management, organization, process, knowledge – Service Resource Assets – financial capital, systems, applications, information, data,
infrastructure and facilities, people– Service Model– Service Package– Release Package– Service Acceptance Criteria
Organization CIsOrganization policies, documentations, regulatory or statutory requirements, products shared between more than one groups.
Internal CIsInternal to individual projects which are required to maintain IT. These includes tangible (data centers) and intangible assets such as software, that are requires to deliver and maintain the service and infrastructure.
External CIsCustomer Agreements & Requirements, releases from suppliers or sub contractors and external services.
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CMDB1Services
CMDB2H/W
CMDB3Policies
Information integration layer
Knowledge & logic processing layer
Presentation layer / User interface
NOTE – CMDB can be any Database, (Even an Excel File)
Data and information sources and tools
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Configuration Management System (CMS)
A Configuration Management System is a set of tools and databases (CMDBs) that are used to manage an IT Service Provider’s Configuration data.
The CMS also includes information about Incidents, Problems, Known Errors, Changes and Releases, and may contain data about employees, Suppliers, locations, Business Units, Customers and Users.
The CMS includes tools for collecting, storing, managing, updating, and presenting data about all Configuration Items and their Relationships. The CMS is maintained by Configuration Management and is used by all IT Service Management Processes.
It has multiple layers like the presentation, integration knowledge etc.
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Data CenterNetwork
SAPServices
IT InfraServices
SAP Service 1
SAP Service 2
ApplicationInfrastructure
InfraService 1
InfraService 2
ApplicationInfrastructure
Remote Connectivity
Messaging
Web Services
Customers – RBS, Bank of America, CITIBANK
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Logical Model
Configuration Management Activities
Planning – Defining the strategy, policy and objectives for the process– Analyzing the information, identifying the tools and resources available for the process– Creating interfaces with other ITIL processes, projects and third party suppliers– Configuration management plan including policy and strategy could be one output.
Identification
– To identify the associated IT services and components, which need to be controlled by the Configuration Management process.
– Define the Scope of the processo IT Services, Hardware, Software and Documentation, Specific Areas
– Specify the Level of Detail for information recordingo Identify the Relationships of the CIso Determine the depth of information to be recordedo Naming Conventions, Attributes covered
Control– Ensures that there are adequate control mechanism over CIs while maintaining a
record of changes to CIs, versions, locations and custodianship / ownership.– No CI should be added, modified, replaced or removed without appropriate controlling
documentation or procedure being followed.– Who can Access, who can modify
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Status accounting and reporting– Each CI will have one or more states through which it can progress– Typical Statuses
o New CIs In Order, Tested, Accepted
o Existing CIs Received, RFC open for the CI new version requested,
Down, Phased Out, Undergoing maintenanceo All CIs
In Stock, Order received, Under test, Released for Installation, Live, Spare
Verification and ReportingThe activities include a series of reviews or audits to:
- Ensure there is conformity between the documented baselines and the actual business environment to which they refer
- Verify the physical existence of CIs in the organization or in the DML and spares stores and to check that the records in the CMS match the physical infrastructure.
- Check that release and configuration documentation is present before making a release
Roles Service Asset Manager Configuration Manager Each of these is the process owner for their area whose responsibilities include
o Implement policy and standardso Procure and manage financeso Agree scope, processes and procedureso Define and procure toolso Recruit and train staffo Oversee collection and management of datao Manage auditso Provide management reports
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2.9. Service Transition – Change Management
Objectives Respond to changing business requirements
o Response to Business and IT requests to align Services with business needs Minimize impact of implementing changes
o Reduce incidents, disruption and rework Optimize business risk Implement changes successfully Implement changes in times that met business needs Use standard processes Record all changes
Basic Concepts
Scope of Change Management
Scope of Change Management process is restricted to IMAC (Installs, Moves, Adds and Changes)of IT Infrastructure Components including
documentation Strategic, Tactical & Operational changes
Out of Scope Business Strategy & Processes Implementation of changes Any other task documented as out of scope
Change Types, RFC, Change Classification & Prioritization, Change Models
Change Types– Standard Changes
A standard change is a change to a service or infrastructure for which the approach is pre-authorized by change management that has accepted and established procedure to provide a specific change requirement.
Pre-authorizes with an established procedure Do not disrupt the services
E.g. updating the Anti-Virus software, upgrade of a PC
– Emergency Changes Crucial to an organization and have to be implemented immediately. Emergency change may document some details retrospectively. Number of changes proposed should be kept to an absolute minimum,
because they are generally more disruptive and prone to failure. Emergency Changes are disruptive and prone to failure
E.g. the some ports in critical switch has gone down. Therefore, a new switch needs to be installed
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– Normal Changes Types are specific to the organization Types determines what assessment is required
Request for Change (RFC)– Incidents, upgrades to the infrastructure, or changes in the business requirements
generate the need for a Request for Change (RFC)
Change Classification & Prioritization– To classify & plan changes in the order of their impact & urgency
Change Models– Predefined way or procedure for handling known type or complexity– Automated as far as possible– Allow for scalability to create a new model
CAB, ECAB, FSC, PSA, Back out Plans
Change Advisory Board (CAB)– CAB approves Changes after assessing and prioritizing the RFCs. – CAB members should have sound technical knowledge and good business perspective. – Change Manager is the only permanent member on the CAB & ECAB
CAB/Emergency Committee– To review urgent changes– Few members required (typically Senior Managers from concerned dept) – Availability after shift hours
Forward Schedule of Changes (FSC)– Contains details of all approved changes and their implementation dates for an agreed
period– Detailed short term schedules and less detailed for longer term planning
Projected Service Availability (PSA)– To determine the best time for a change implementation– Both the FSC and PSA are agreed with the customers
Back Out / Remediation Plan– Every Changes should have a back out plan– It is executed if the Change cannot happen as per plan– Usually, but not necessarily, the typical back out plan is to bring the systems back to
original state it was in before the change started
Change, Configuration, Release and Deployment Should be planned together Should have coordinated implementation
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Change Management Activities
1. Raising and Recording changes– Change is raised by an individual or organizational group that requires the change– It could be raise by Problem Management who are instigating an error resolution– Change record holds full history of the change incorporating information from the RFC.
2. Review RFC– Change Logging
The procedures for documenting RFCs should be decided. All RFCs received should be logged and allocated an identification number.
– Change Filtering The procedure should require that as changes are logged, Change Management should briefly consider each request and filter out those that seem impractical / incomplete submissions
3. Assesses and evaluate the change (7 Rs of Change management)– Risk categorization : The issue of risk to the business of any Change must be considered
prior to the authorization of any Change. The relevant risk is the risk to the business service and changes require thorough assessment and appropriate authorization by the person or persons accountable for that business
– Evaluation of the Change: Changes must be evaluation based on impact, urgency, risk, benefits and costs The seven Rs are important questions to be asked when evaluating the change, during the “Assess and Evaluate Change” activity. These are
Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the Change? What is the RELATIONSHIP between this change and other changes?
- Allocation of priorities: Prioritization is used to establish the order in which Changes put forward should be considered. The priority of a change is derived from the agreed impact and urgency.
- Change planning and scheduling – Many changes may be grouped into one release and may be designed, tested and released together if the number of changes involved can be handled by the business, the service provider and its customers. However, if many independent changes are grouped into a release then this may create unnecessary dependencies that are difficult to manage. On the other hand if not enough changes are grouped into a release then the overhead of managing more releases can be time consuming and waste resources.
- Assessing remediation – It is extremely important to develop a remediation plan to address a failing Change or release before implementation
4. Authorize the Change Formal authorization is obtained for each change from a change authority that may be a role, person or a group of people. The level of authorization for a particular type of change should be judged by the type, size or the risk of the Change.
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Request ForChange (RFC)
ChangeManager
Line Manager Approval
CABMeeting
Post ChangeReviewFSC/PSA
Implement Change
Update CMDB &Change Records
FailureBack out Plan
Success
Problem Management Customeror other teams
SCM, Capacity, BRM,ISM, SLM, R&D, Customer etc.
Consult
Invitations as applicable
CustomerSign Off
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5. Co-ordinate Change implementationAuthorized RFCs should be passed to the relevant technical groups for building of the changes. Change Mgmt has responsibility for ensuring that changes are implemented as scheduled. This is largely a coordination role as the actual responsibility will be the responsibility of others. Remediation procedures should be prepared and documented in advance. All changes to be thoroughly tested. The implementation of such changes should be scheduled when the least impact on live services is likely.
6. Review and close Change recordOn completion of the changes, the results should be reported for evaluation to those responsible for managing changes, and then presented as a completed change for stakeholder agreement (including the closing of related incidents, problems or know errors)A change review (for example, post implementation Review) should be carried out to confirm that the change has met its objectives, that the initiator and stakeholders are happy with the results; and that there have been no unexpected side-effects.
Change Management Process Flow
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Change – Value to the business Prioritizing and responding to requests Implementing changes in required times Meet agreed service requirements while optimizing costs Reducing failed changes and rework Correctly estimating quality, time and cost Assessing and managing risks Managing staff time
Roles
Change Manager Process Owner Ensures that process is followed Usually authorizes minor changes Coordinates and runs CAB meetings Produces change schedule Coordinates change/built/test/implementation Reviews/Closes Changes
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…
Note: CAB is a body that exists to support the authorization of changes and to assist Change Management in the assessment and prioritization of changes.The CAB may be asked to consider and recommend the adoption or rejection of changes appropriate for higher level authorization and then recommendations will be submitted to the appropriate change authority. - CABs will be composed according to the changes being considered- May vary considerably in make up even across the range of a single meeting- Should involve suppliers as necessary- Should reflect both the user and Customer view- Is likely to include the problem Manager and Service Level manger and Customer
Relations staff for at least part of the time.
Emergency CAB (ECAB) Subset of the standard CAB Membership depends on the specific change
Note: In case of an emergency there may not be time to convene the full CAB. It will then be necessary to identify a smaller organization with authority to make emergency changes. This body is the Emergency Change Advisory Board. (ECAB)
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Change Inputs, Outputs, Interfaces
Change InputsChange Policy and StrategyRFCsChange ProposalsService Management PlansAssets and configuration itemsExisting change management documents like change schedule or Projected Service
Outage (PSO)
Change OutputsRejected and approved RFCsChange to service and CIsChange Plans, decisions, actionsChange documents and recordsManagement Reports
Change InterfacesService Assed and Configuration Management – As changes are implemented; the
configuration management information is updated. The CMS may also identify related CI/ assets that will be affected by the change, but not included in the original request, or in fact similar CI/Assets that would benefit from similar change.
IT Service Continuity Management – ITSCM has many procedures, and plans and these should be updated via change management to ensure that they are accurate, up-to-date and that stakeholders are aware of the changes
Capacity and Demand Management – Poorly managed demand is a source of costs and risks for service providers because there is always a level of uncertainty associated with the demand for services. Capacity Management has an important role in assessing proposed changes, not only the individual changes but the total impact of changes on service capacity
Release and Deployment – Change Management and Release and Deployment Management interface during may shared activities. It is essential that releases to the production environment have been authorized by the Change Management process
Security management - Security management interfaces with change management since changes required by security will be subject to the Change Management process, and security will be a key aspect of the CAB discussion for many service.
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Change – Key Performance Indicators
Compliance– Reduction in unauthorized changes– Reduction in emergency changes
Effectiveness– % of changes which met the requirements– Number of incidents attributed to change– Reduction in changes failed / backed out– Reduction in disruptions defects and rework.
Efficiency– % of accuracy in change estimates– Benefits (value compared to cost)– Average time to implement by urgency / priority / type.
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2.10. Service Transition – Release and Deployment Management
Objectives Clear, comprehensive release and deployment plans
- Supporting customer and business change projects
Release packages can be built, installed, tested and deployed- Efficiently, successfully and on schedule- With minimal impact on production services, operations and support teams- Enabling new or changed services to deliver agreed service requirements
Skills and knowledge transfer to enable- Customer and users to optimize use of the service- Operations and support staff to run and support the service
Basic Concepts
Release Unit
The portion of a service or IT infrastructure that is normally released together Typically includes sufficient components to perform a useful function
- E.g., Fully configures desktop PC, payroll application Considerations include
- Ease and amount of change needed to deploy- Resources needed to build, test, deploy- Complexity of interfaces
Release Identification
The status of a Release alters according to its current environment. Release identification means determining the status of a Release in different environments. The environments in which a Release can be categorized are:
Development Test Live Archive
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Types of release
Depending on the number of changes that should be included in one Release, a Release can be of the following type:
- Delta Release Just a few changes normally a quick fix
- Full Release When a program is released in its entirety, including the parts that were not
changed. A number of similar Changes can be implemented together in this Release More preparation and resources are required for a Full Release
- Package Release You use a Package Release when you Release a group of software. Each
of the software in the package depends on the other software in the group for its performance.
For example, scheduled upgrades to third-party software, such as Systems software and Office applications are appropriate for Package Releases.
Release Methods
Big bang versus Phased- Big Bang approach - The new or changed service is deployed to all user areas in
one operation. Most often used when introducing an application change and consistency of service across the organization is considered important
- Phased approach – The new or changed service is deployed to a part of the user base initially and then this operation is repeated for subsequent parts of the user base via a schedules roll out plan. E.g., Retail
Push and Pull- Push – A push approach is used where the service component is deployed from
the centre and pushed out to target locations. In terms of service deployment, delivering updated service components to all users – either in big-bang or phased form – constitutes ‘push’, since the new or changed service is delivered into the users environment at a time not of their choosing
- Pull – A pull approach is used for software releases where the software is mad available in a central location but users are free to pull the software down to their own location at a time of their choosing or when a use workstation restarts.e.g., virus signature updates
Automation versus Manual
- Whether by automation or other means, the mechanism to release and deploy the service components should be established in the release design phase and tested in the build and test stages of the new or changed service.
- Automation will help to ensure repeatability and consistency. The time required to provide a well designed and efficient automated mechanism may not always be available or viable. If a manual mechanism is used it is important to monitor and measure the impact of may repeated manual activities as they are likely to be inefficient and error prone. Too many manual activities will slow down the release team and create resource / capacity issues that affect the service levels.
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Release Planning
Release DesignBuilding & Configuring
ReleaseTesting &
Acceptance
Roll OutPlanning
Communication,Preparation &
Training
Release Distribution,
Implementation
Definitive Software LibraryDefinitive Hardware Store
Configuration Management Database
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- Release Package
A release package may be a single release or a structures set of release units. Often there will be different ways of designing a Release Package and consideration needs to be given to establishing the most appropriate method for the identifiable circumstances, stakeholders and possibilities. Whereever possible, release packages should be designed so that some release units can be removed if they cause issue in testing.
Release Activities
Release Management Activities
Release and Deployment Roles
Release package and build manager– Establishes final release configuration– Builds final release– Tests final delivery prior to independent testing– Establishes and reports known errors and workarounds– Provides input to final implementation sign-off.
Deployment manager– Final physical delivery of the service implementations– Co-ordinates documentation and communications
Including training and customer, service management and technical release notes
– Plans deployment with Change, SKMS and SACM– Technical and application guidance and support
Including known errors and workarounds– Feedback on the effectiveness of the release– Records metrics for deployment
To ensure within the agreed SLAs
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Review 4
1) Which of the following statements best describe the aims of release and development management?a. To build, test and deliver the ability to provide the service by service design and that will accomplish the
stakeholders requirements and deliver the intended objectives b. To ensure that each release package specified by service design consists of a set of a related assets and service
components that are compatible with each otherc. To ensure that all release and development packages are tracked, installed, tested, verified and/or uninstalled or
backed out if appropriate d. To record and manage deviations, risks and issues related to the new or changed service
2) Which of the following is an objective of Release and Deployment Management?a. To standardize methods and procedures for efficient and prompt handling of all Changes.b. To ensure all changes to Service Assets and Configuration Items(CIs) are recorded in the Configuration
Management System(CMS)c. To ensure that overall business risk of Change is optimizedd. To define and agree release and deployment plans with customers & stakeholders.
3) Which of the following is the correct definition of a release unit?a. A measurement of costb. A function described within service transitionc. The team of people responsible for implementing a released. The portion of a service or IT infrastructure that is normally released together
4) Which of the following statements best describe a definitive media library (DML)?a. A secure location where definitive hardware spares are heldb. A secure library where definitive authorized versions of all media configuration items (CLs) are stored and
protectedc. A database that contains definitions of all media CIsd. A secure library where definitive authorized version of all software and back-ups are stored and protected.
5) Configuration management database (CMDBs) and the configuration management system (CMS) are both elements of what larger entity?a. The Asset Registerb. The service Knowledge Management Systemc. The Known Error Databased. The Information Management System
6) Which of the following statement is CORRECT?a. The configuration management system is a part of the known error data baseb. The service knowledge management system is a part of the configuration management system c. The configuration management system is a part of the service knowledge management system d. The configuration management system is a apart of the configuration management database
7) Which activity ensures there is conformity between the documented configuration baselines and the actual environment to which they refer?a. Configuration Controlb. Configuration Identificationc. Status Accountingd. Verification and audit
8) Which process is responsible for controlling, recording and reporting on versions, attributes and relationships relating to components of the IT infrastructure?a. Service level management b. Change managementc. Incident managementd. Service asset and configuration management
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9) Which of the following options is a hierarchy that is used in knowledge management?a. Wisdom – information – data – knowledgeb. Data – information – knowledge – wisdomc. Knowledge –wisdom – information – datad. Information – data – knowledge – wisdom
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5. Service Operations
Objectives
To coordinate and deliver key activities and processes required to provide and manageservices at agreed levels to the business, users and customers
To manage the technology and toolsets that are used to deliver and support services To manage, measure, control and feedback improvements in the day to day operations To monitor performance, assess metrics and gather data to input into the Continual Service
Improvement Process Area
Scope of SO
Ongoing management of The services themselves Service management processes Technology People
Value to business of SO Where actual value of strategy, design and transition are realized by the customers and users
Processes Incident Management Request Fulfillment Event Management Access Management Problem Management
Functions
Service Desk Technical Management IT Operations Management Application Management
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Achieving balance between Conflicting Motives
Internal IT view versus External business view
- The internal view : The internal view of IT is the way in which IT components and systems are
managed to deliver the services. Since IT systems are complex and diverse, 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.
- The external view :The external view of IT is the way in which services are experienced by its users
and customers. They do not always understand, nor do they care about, the details of what technology is used to manage those services. All they are concerned about is that the services are delivered as required and agreed.
Ongoing Stability versus Responsiveness
- No matter how good the functionality is of an IT service and no matter how well it has been designed, it will be worth far less if the service components are not available or if they perform inconsistently. This means that Service Operation needs to ensure that the IT Infrastructure is stable and available as designed. At the same time, Service Operation needs to recognize that business and IT requirements change.
- Some of these changes are evolutionary. For example, the functionality, performance and architecture of a platform may change over a number of years. Each change brings with it an opportunity to provide better levels of service to the business. In evolutionary changes, it is possible to plan how to respond to the change and thus maintain stability while responding to the changes.
Quality Improvements versus Cost to deliver the Service
- Service Operation is required consistently to deliver the agreed level of IT service to its customers and users, while at the same time keeping costs and resource utilization at an optimal level.
- Achieving an optimal balance between cost and quality is a key role of Service Management.
- Achieving the correct balance is important. Too much focus on quality will result in IT services that deliver more than necessary, at a higher cost, and could lead to a discussion on reducing the price of services. Too much focus on cost will result in IT delivering on or under budget, but putting the business at risk through sub-standard IT services.
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Reactive working versus Proactive working
- A reactive organization is one which does not act unless it is prompted to do so by an external driver, e.g. a new business requirement, an application that has been developed or escalation in complaints made by users and customers.
An unfortunate reality in many organizations is the focus on reactive management mistakenly as the sole means to ensure services that are highly consistent and stable, actively discouraging proactive behavior from operational staff. The unfortunate irony of this approach is that discouraging effort investment in proactive Service Management can ultimately increase the effort and cost of reactive activities and further risk stability and consistency in services.
- A proactive organization is always looking for ways to improve the current situation. It will continually scan the internal and external environments, looking for signs of potentially impacting changes. Proactive behavior is usually seen as positive, especially since it enables the organization to maintain competitive advantage in a changing environment.
However, being too proactive can be expensive and can result in staff being distracted. The need for proper balance in reactive and proactive behavior often achieves the optimal result.
The value of Communication Good Communication is needed between all ITSM personnel and with users / customers /
partners Issues can often be prevented or mitigated with appropriate communication. An important principle is that all communications must have an intended purpose or a resultant
action and there is a clear audience. The identified audience should have been actively involved in determining the need for that
communication and what they will do with the information.
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2.11. Service Operations – Incident Management
Objectives To restore normal service operation as quickly as possible. Normal means as agreed in SLA To log and track incidents wherever applicable (e.g. Proactive measure) To deal with all incidents consistently To assist problem management team as required To assist service desk / release team for any RFCs
Basic Concepts
IncidentAn unplanned interruption to an IT Service or a reduction in the Quality of an IT Service. Failure of a Configuration Item that has not yet impacted Service is also an Incident. For example Failure of one disk from a mirror set.
ProblemThe undiagnosed root cause of one or more incidents
Incident ManagementIncident Management is the 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.
Major IncidentAn incident with a high impact, or potentially high impact, which requires a response that is above and beyond that given to normal incidents. Typically, these incidents require cross-company coordination, management escalation, the mobilization of additional resources, and increased communications.
Incident ModelAn incident model contains pre-defined steps that should be taken for dealing with a particular type of incident
Incident PriorityIncident priority is primarily formed out of it's Impact and Urgency. There are also additional elements, like size, scope, complexity and resources required for resolution.
Incident = Impact x priorityImpact - Evidence of effect upon business activities. Impact is usually directly proportional to a number of users influenced by the incident
Urgency - Evidence of effect upon business deadlines. It is a necessary speed of resolving an incident.
TimescalesTimescales must be agreed for all incident-handling stages (these will differ depending upon the priority level of the incident) – based upon the overall incident response and resolution targets within SLAs – and captured as targets within OLAs and Underpinning Contracts (UCs).
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Escalation Mechanism Functional Escalation - Functional Escalation refers the process of assigning an Incident from
one team to another based on the skills required to resolve the Incident – for example, assigning an issue with a database backup to the DBA team.
Hierarchical Escalation - Hierarchical Escalation refers to a process whereby we take action to avert the resolution of an Incident being unsatisfactory or late.
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Incident Management Process Overview
Interfaces with other processes
Problem Management Process – Known error database
Service Asset and Configuration Management Process - CMDB
Change Management Process – Change Schedule
Capacity Management – Capacity issues
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Availability Management – Availability issues
Service Level Management – SLAs, business escalation procedures, priority schedule
Event Management – Notification and thresholds
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Incident Detection & Recording
Classification & Initial Support
Investigation & Diagnostics
Resolution & Recovery
NO
YES
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Incident Management Process Flow
Incident Detection and RecordingIncident details from Service Desk or event management systems are the inputs for Incident Management. Resultant actions are to:
• Record basic details of the Incident.• Alert specialist support group(s) as necessary.• Start procedures for handling the service request.
Classification and Initial SupportClassification is the process of identifying the reason for the Incident and the corresponding resolution action. The classification is used to: Specify the service with which the Incident is related. Associate with an SLA where appropriate. Select/define the best specialist or group to handle the Incident. Identify the priority based upon the business impact. Define what questions should be asked or information checked. Determine a primary reporting matrix for management information. Identify a relationship to match against Known Errors or solutions.
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Incident Closure
Request Fulfillment ProcedureIs it a
Request?
Ownership,Monitoring,Tracking &
Communication
INCIDENT LIFE CYCLE
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Investigation and Diagnosis
This investigation is likely to include such actions as:
Establishing exactly what has gone wrong or being sought by the user. Understanding the chronological order of events. Confirming the full impact of the incident, including the number and range of users affected. Identifying any events that could have triggered the incident (e.g. a recent change, some user
action?). Knowledge searches looking for previous occurrences by searching. Previous Incident/Problem
Records and/or Known Error Databases or manufacturers’/suppliers’ Error Logs or Knowledge Databases.
Resolution and Recovery When a potential resolution has been identified, this should be applied and tested. The specific actions to be undertaken and the people who will be involved in taking the
recovery actions may vary, depending upon the nature of the fault – but could involve: Asking the user to undertake directed activities on their own desk top or remote equipment. The Service Desk implementing the resolution either centrally (say,rebooting a server) or
remotely using software to take control of the user’s desktop to diagnose and implement a resolution
Specialist support groups being asked to implement specific recovery actions (e.g. Network Support reconfiguring a router)
A third-party supplier or maintainer being asked to resolve the fault. Even when a resolution has been found, sufficient testing must be performed to ensure that
recovery action is complete and that the service has been fully restored to the user(s). Regardless of the actions taken, or who does them, the Incident Record must be updated
accordingly with all relevant information and details so that a full history is maintained. The resolving group should pass the incident back to the Service Desk for closure action.
Incident Closure - The Service Desk should check that the incident is fully resolved and that the users are satisfied and willing to agree the incident can be closed.
The Service Desk should also check the following:
Closure categorization: Check and confirm that the initial incident categorization was correct or, where the categorization subsequently turned out to be incorrect, update the record.
User satisfaction survey: Carry out a user satisfaction call-back or e-mail survey for the agreed percentage of incidents.
Incident documentation: Chase any outstanding details and ensure that the Incident Record is fully documented so that a full historic record at a sufficient level of detail is complete.
Ongoing or recurring problem? : Determine (in conjunction with resolver groups) whether it is likely that the incident could recur and decide whether any preventive action is necessary to avoid this. In conjunction with Problem Management, raise a Problem Record in all such cases so that preventive action is initiated.
Formal closure: Formally close the Incident Record.
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Roles Incident Manager – He is responsible for:
– Monitoring and driving the efficiency and effectiveness of the Incident Management process– Producing management information.– Managing the work of incident support staff (first- and second-line)– Monitoring the effectiveness of Incident Management and making recommendations for
improvement.– Developing and maintaining the Incident Management systems– Managing Major Incidents.– Developing and maintaining the Incident Management process and procedures.
In many organizations the role of Incident Manager is assigned to the Service Desk Supervisor – though in larger organizations with high volumes a separate role may be necessary. In either case it is important that the Incident Manager is given the authority to manage incidents effectively through first, second and third line.
‘Super Users’ - are business users who act as a liaison points with IT in general and the Service Desk in particular
First-line support – The primary Service Desk analyst role is that of providing first-line support through taking calls and handling incidents or service requests using the incident and request fulfillment processes
Second-line support – It is made up of staff with greater technical skills than the Service Desk and with additional time to devote to incident diagnosis and resolution.
Third-line support – Third-line support will be provided by a number of internal technical groups and or third party suppliers / maintainers like– Server and Desktop Support– Database Support– Network and Voice Support– Application Management– Hardware Maintenance Engineers– Environmental Equipment Maintainers / Suppliers
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2.12. Service Operations – Event Management
Objectives Detect Events, Make Sense/Analyze them & Decide the appropriate control action Event Management is the basis for Operational Monitoring and Control.
Basic Concepts
Event, Event Management, Alerts
Event – A change of state that has significance for the management of a Configuration Item or IT Service
Event Management – The process responsible for managing Events throughout their Lifecycle
Alerts – A warning that a threshold has been reached, something has changed, or a Failure has occurred.
Types of Events
In event management there are three types of events that can happen
1. Informational:
o This refers to an event that does not require any action and does not represent an exception.
o They are typically stored in the system or service log files and kept for a predetermined period.
o Informational events are typically used to check on the status of a device or service, or to confirm the successful completion of an activity.
o Informational events can also be used to generate statistics (such as the number of users logged on to an application during a certain period) and as input into investigations (such as which jobs completed successfully before the transaction processing queue hung).
Examples of informational events include: A user logs onto an application A job in the batch queue completes successfully A device has come online A transaction is completed successfully.
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2. Warning:o A warning is an event that is generated when a service or device is approaching a
threshold.
o Warnings are intended to notify the appropriate person, process or tool so that the situation can be checked and the appropriate action taken to prevent an exception.
o Warnings are not typically raised for a device failure. Although there is some debate about whether the failure of a redundant device is a warning or an exception (since the service is still available).
o A good rule is that every failure should be treated as an exception, since the risk of an incident impacting the business is much greater.
Examples of warnings are: Memory utilization on a server is currently at 65% and increasing. If it reaches 75%,
response times will be unacceptably long and the OLA for that department will be breached.
The collision rate on a network has increased by 15% over the past hour.
3. Exception:
o This branch is reserved for configuration items (hardware, software or service) that are operating abnormally or have failed. Abnormal behavior criteria should be defined during service design to better understand what types of scenarios trigger what types of exception handling
o An exception means that a service or device is currently operating abnormally (however that has been defined).
o Typically, this means that an OLA and SLA have been breached and the business is being impacted.
o Exceptions could represent a total failure, impaired functionality or degraded performance.
o Please note, though, that an exception does not always represent an incident.
o Event can be managed by using either an Incident Record or a Request for Change (or even both), depending on the organization’s Incident and Change Management policies.
Examples of exceptions include:
A server is down. Response time of a standard transaction across the network has slowed to more than 15
seconds More than 150 users have logged on to the General Ledger application concurrently A segment of the network is not responding to routine requests. An exception could be generated when an unauthorized device is discovered on the
network.
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Event Activities
Recording, Filtering Events
– All Events usually get recorded in a log file – Events are filtered according to their types either automatically or manually
Prioritization of Events
– Events are prioritized based on their importance & their types– Based on SLAs, some events can always get high priority
Exceptions Management
– Exception is usually converted into Incident or problem or RFC– Exception does NOT necessarily represents Incident/problem
Roles
Usually NOT a dedicated role such as Event Manager. Event Management is conducted by staff in Service Desk
– Less Involvement. – Typically involved for logging incidents based on Exceptions
Technical & Application Management– Both Application & Technical Management value add to event management during Service
Design, Service Transition & Service Operation
IT Operations Management– Usually clubbed with Technical or Application management.– Typically do Monitoring & First-Lie responses.
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2.13. Service Operations – Request Fulfillment Process
Objectives To provide a channel for users to request and receive standard services for which a pre-defined
approval and qualification process exists. To provide information to users and customers about the availability of services and the procedure
for obtaining them. To source and deliver the components of requested standard services (e.g. licences and software
media) To assist with general information, complaints or comments.
ConceptsService RequestA request from a user for information or advice, or for a Standard change. For example to reset a password, or to provide standard IT Services for a new user.
Standard ServiceTypically involves a routine type of change
– Although may be managed by Service Desk, it is NOT treated as Incident– E.g. Change of Mouse, Resetting password
Components of Standard Services Pre-defined process Some changes can be pre-approved (or Auto Approved) e.g. Requesting stationary Some changes may require additional or special approvals
Request ModelSome Service Requests will occur frequently and will require handling in a consistent manner in order to meet agreed service levels. To assist this, many organizations will wish to create pre-defined Request Models (which typically include some form of pre-approval by Change Management). This is similar in concept to the idea of Incident Models but applied to Service Requests.
Roles Not usually dedicated staff Service Desk and Incident Management staff. Service Operation team(s) Often, Facilities Management, Procurement and other business areas aid in the fulfillment of the
Service Request.
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2.14. Service Operations – Access Management
Objectives To grant authorized users the right to use a service, while preventing access to non-authorized
users. It is therefore the execution of policies and actions defined in Security and Availability Management.
Concepts
Access: Access refers to the level and extent of a service’s functionality or data that a user is entitled to use.
Identity: The identity of a user is the information about them that distinguishes them as an individual and which verifies their status within the organization. By definition, the identity of a user is unique to that user.
Rights: 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 or Service Group: Most users do not use only one service, and users performing a similar set of activities will use a similar set of services.
Instead of providing access to each service for each user separately, it is more efficient to be able to grant each user – or group of users – access to the whole set of services that they are entitled to use at the same time.
Directory Services: Directory Services refers to a specific type of tool that is used to manage access and rights.
Process Activities Requesting access - Access (or restriction) can be requested using one of any number of
mechanisms, including:– A standard request generated by the Human Resource system.– A Request for Change– A Service Request submitted via the Request Fulfillment system– By executing a pre-authorized script or option
Verification - Access Management needs to verify every request for access to an IT service from two perspectives: That the user requesting access is who they say they are. That they have a legitimate requirement for that service.
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Providing rights– Access Management does not decide who has access to which IT services. Rather, Access
Management executes the policies and regulations defined during Service Strategy and Service Design.
– Access Management enforces decisions to restrict or provide access, rather than making the decision. As soon as a user has been verified, Access Management will provide that user with rights to use the requested service.
– In most cases this will result in a request to every team or department involved in supporting that service to take the necessary action. If possible, these tasks should be automated.
– The more roles and groups that exist, the more likely that Role Conflict will arise. – Role Conflict in this context refers to a situation where two specific roles or groups, if assigned
to a single user, will create issues with separation of duties or conflict of interest.
Examples: One role requires detailed access, while another role prevents that access Two roles allow a user to perform two tasks that should not be combined (e.g. a contractor can
log their time sheet for a project and then approve all payment on work for the same project).
Monitoring identity statusAs users work in the organization, their roles change and so also do their needs to access services.
Examples: Job changes: In this case the user will possibly need access to different or additional services. Promotions or demotions: The user will probably use the same set of services, but will need
access to different levels of functionality or data. Transfers: In this situation, the user may need access to exactly the same set of services, but in
a different region with different working practices and different sets of data.
Logging and tracking access
Access Management should not only respond to requests. It is also responsible for ensuring that the rights that they have provided are being properly used.
Removing or restricting rights
Just as Access Management provides rights to use a Service, it is also responsible for revoking those rights.
Again, this is not a decision that it makes on its own. Rather, it will execute the decisions and policies made during Service Strategy and Design and also decisions made by managers in the organization.Removing access is usually done in the following circumstances: Death, Resignation, Dismissal, When the user has changed roles and no longer requires access to the service, Transfer or travel to an area where different regional access applies.
Situations in which access should be restricted include: When the user has changed roles or been demoted and no longer requires the same level of
access. When the user is under investigation, but still requires access to basic services, such as e-mail.
In this case their e-mail may be subject to additional scanning (but this would need to be handled very carefully and in full accordance with the organization’s security policy)
When a user is away from the organization on temporary assignment and will not require access to that service for some time.
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RolesSince Access Management is an execution of Security and Availability Management, these two
areas will be responsible for defining the appropriate roles
The role of the Service Desk
- The Service Desk is typically used as a means to request access to a service.
- This is normally done using a Service Request. The Service Desk will validate the request by checking that the request has been approved at the appropriate level of authority, that the user is a legitimate employee, contractor or customer and that they qualify for access.
- Once it has performed these checks (usually by accessing the relevant databases and Service Level Management documents) it will pass the request to the appropriate team to provide access. It is quite common for the Service Desktop be delegated responsibility for providing access for simple services during the call.
- The Service Desk will also be responsible for communicating with the user to ensure that they know when access has been granted and to ensure that they receive any other required support.
- The Service Desk is also well situated to detect and report incidents related to access.
Example: Users attempting to access services without authority; or users reporting incidents that indicate that a system or service has been used inappropriately.
The role of Technical and Application Management
Technical and Application Management plays several important roles as follows:
- During Service Design, they will ensure that mechanisms are created to simplify and control Access Management on each service that is designed. They will also specify ways in which abuse of rights can be detected and stopped.
- During Service Transition they will test the service to ensure that access can be granted, controlled and prevented as designed
- During Service Operation these teams will typically perform Access Management for the systems under their control. It is unusual for teams to have a dedicated person to manage Access Management, but each manager or team leader will ensure that the appropriate procedures are defined and executed according to the process and policy requirements
- Technical and Application Management will also be involved in dealing with Incidents and Problems related to Access Management
- If Access Management activities are delegated to the Service Desk or IT Operations Management, Technical and Application Management must ensure that the staff are adequately trained and that they have access to the appropriate tools to enable them to perform these tasks.
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The role of IT Operations Management
- Where IT Operations is separated from Technical or Application Management, it is common for operational Access Management tasks to be delegated to IT Operations Management.
- Operators for each area will be tasked with providing or revoking access to key systems or resources.
- The circumstances under which they may do so, and the instructions for how to do so, must be included in the SOPs for those teams.
- The Operations Bridge, if it exists, can be used to monitor events related to Access Management and can even provide first-line support and coordination in the resolution of those events where appropriate.
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2.15. Service Operations – Problem Management
Objectives To prevent problems and resulting incidents from happening, to eliminate recurring incidents to minimize the impact of incidents that cannot be prevented.
Basic Concepts
Problem - A root cause of one or more incidents
Problem Models - A model/ set of guidelines to deal with the problems which cannot be prevented
Many problems will be unique and will require handling in an individual way – but it is conceivable that some incidents may recur because of dormant or underlying problems
Workarounds - A temporary solution / Quick Fix which enables to user to continue using the service even though the root cause is not identified / removed
In some cases it may be possible to find a workaround to the incidents caused by the problem – a temporary way of overcoming the difficulties.
Usually Problem Team suggests workaround & Incident team implements it
Known Error - A Problem for which the root causes is identified and a temporary Work-around has been made available. A Known Error is resolved by eliminating the root cause permanently (E.g. via RFC)
Known Error Database - The purpose of a Known Error Database is to allow storage of previous knowledge of incidents and problems – and how they were overcome – to allow quicker diagnosis and resolution if they recur.
Problem Management Types Problem Management consists of two major processes:
Reactive Problem Management - This is generally executed as part of Service Operation – and is therefore covered in this publication
The Reactive Problem Management activities help in identifying the root causes of the Incidents. Then, these help in suggesting permanent solutions so that these Incidents do not recur.
Proactive Problem Management - This is initiated in Service Operation, but generally driven as part of Continual Service Improvement.
The Proactive Problem Management activities aim at preventing Incidents before they occur. This activity helps identify weaknesses in the IT infrastructure and suggests methods to eliminate these
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Problem Management – Activities
Problem Control
The aim of Problem control is to identify the root cause, such as the CIs that are at fault, and to provide Incident Management with information and advice on Workarounds when available.
Problem control focuses on transforming Problems into Known Errors. All Problem records should be recorded in a known error database.
Error Control
The objective of error control is to be aware of errors, to monitor them and to eliminate them when feasible and cost-justifiable.
Error control focuses on resolving Known Errors structurally through the Change Management process.
Roles Problem Manager: This role will coordinate all Problem Management activities and will have
specific responsibility for:
– Liaison with all problem resolution groups to ensure swift resolution of problems within SLA targets
– Ownership and protection of the KEDB – Gatekeeper for the inclusion of all Known Errors and management of search algorithms.– Formal closure of all Problem Records– Liaison with suppliers, contractors, etc. to ensure that third parties fulfil their contractual
obligations, especially with regard to resolving problems and providing problem-related information and data
– Arranging, running, documenting and all follow-up activities relating to Major Problem Reviews.
Problem-Solving Groups / Support Group : Support group responsibilities include:
Identifying and recording problems. Advising Incident Management team about workaround and fixes Identifying trends and potential sources of problems Submitting RFCs to prevent the occurrence Prevent the replication of problems to multiple systems
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2.16. Service Operation - Function - Service Desk
Service Desk is the Primary point of contact Deals with all user issues (incidents, requests, standard changes) Coordinates actions across the IT organization to meet user requirement Different types of service desks viz., Local, centralized, virtual, Follow the Sun, Specialized
groups.
Objectives
Logging all relevant incident/service request details, allocating categorization and prioritization codes.
Providing first-line investigation and diagnosis Resolving those incidents/service requests they are able Escalating incidents/service requests that they cannot resolve within agreed timescales Keeping users informed of progress Closing all resolved incidents, requests and other calls Conducting customer/user satisfaction call-backs/surveys as agreed Communication with users – keeping them informed of incident progress, notifying them of
impending changes or agreed outages, etc. Updating the CMS under the direction and approval of Configuration Management if so agreed.
Service Desk Structures
There are many ways of structuring Service Desks and locating them – and the correct solution will vary for different organizations. The primary options are detailed below, but in reality an organization may need to implement a structure that combines a number of these options in order to fully meet the business needs:
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Local or Distributed Service Desk
This is where a desk is co-located within or physically close to the user community it serves. This often aids communication and gives a clearly visible presence, which some users like, but can often be inefficient and expensive to resource as staff is tied up waiting to deal with incidents when the volume and arrival rate of calls may not justify this.
There may, however, be some valid reasons for maintaining a local desk, even where call volumes alone do not justify this. Reasons might include:
– Language and cultural or political differences– Different time zones– Specialized groups of users– The existence of customized or specialized services that require specialist knowledge.– VIP/criticality status of users.
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Centralized Service Desk
– It is possible to reduce the number of Service Desks by merging them into a single location (or into a smaller number of locations) by drawing the staff into one or more centralized Service Desk structures.
– This can be more efficient and cost-effective, allowing fewer overall staff to deal with a higher volume of calls, and can also lead to higher skill levels through great familiarization through more frequent occurrence of events.
– It might still be necessary to maintain some form of ‘local presence’ to handle physical support requirements, but such staff can be controlled and deployed from the central desk.
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Virtual Service Desk
– Through the use of technology, particularly the Internet, and the use of corporate support tools, it is possible to give the impression of a single, centralized Service Desk when in fact the personnel may be spread or located in any number or type of geographical or structural locations.
– This brings in the option of ‘home working’, secondary support group, off-shoring or outsourcing – or any combination necessary to meet user demand.
– It is important to note, however, that safeguards are needed in all of these circumstances to ensure consistency and uniformity in service quality and cultural terms.
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Follow the Sun
Some global or international organizations may wish to combine two or more of their geographically dispersed Service Desks to provide a 24-hour follow-the-sun service.
Example: A Service Desk in Asia–Pacific may handle calls during its standard office hours and at the end of this period it may hand over responsibility for any open incidents to a European-based desk. That desk will handle these calls alongside its own incidents during its standard day and then hand over to a USA-based desk – which finally hands back responsibility to the Asia–Pacific desk to complete the cycle.
This can give 24-hour coverage at relatively low cost, as no desk has to work more than a single shift. However, the same safeguards of common processes, tools, shared database of information and culture must be addressed for this approach to proceed – and well-controlled escalation and handover processes are needed.
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Specialized Service Desk groups
For some organizations it might be beneficial to create ‘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 a web-based interface) to the specialist group.
This can allow faster resolution of these incidents, through greater familiarity and specialist training.
The selection would be made using a script along the lines of ‘If your call is about the X Service, please press 1 now, otherwise please hold for a Service Desk analyst’.
Care is needed not to over complicate the selection, so specialist groups should only be considered for a very small number of key services where these exist, and where call rates about that service justify a separate specialist group.
Common Tools of a Service Desk
A central log of all incidents, numbered and time stamped Known Error Database Configuration Management Tools Diagnostic scripts and Incident Models An impact coding system Automatic and well defined escalation procedures Change Schedule Access to SLAs and OLAs
Service Desk – Staffing
Correct number and qualifi8cations at any given time, considering:- Customer expectations and business requirements- Number of users to support, their language and skills- Coverage period, out-of-hours, time zones / locations, travel time- Process and procedures in place
Minimum qualifications- Interpersonal skills- Business understanding- IT understanding- Skill sets
Customer and technical emphasis
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Service Desk – Activities Receive & Log the calls from End Users, events etc. Provide Preliminary level of diagnosis as applicable Categorize the incident as possible Assign to relevant Incident Team Follow up with Incident Team Update status regularly & communicate to user as applicable Keep an eye on agreed SLAs Escalate as & when appropriate Confirm with user before closing the incident Provide Service Desk Metrics Reports to Service Desk Manager
Service Desk – Skill Required Communication Interpersonal Skills Business / IT Understanding Professionalism Customer Focus Skill Sets – Customer and technical emphasis Subject Knowledge (for a Specialist Service Desk)
Service Desk - Roles
Service Desk Manager
In larger organizations where the Service Desk is of a significant size, a Service Desk Manager role may be justified with the Service Desk Supervisor(s) reporting to him or her. In such cases this role
may take responsibility for some of the activities listed above and may additionally perform the following activities:
Manage the overall desk activities, including the supervisors Act as a further escalation point for the supervisor(s) Take on a wider customer-services role Report to senior managers on any issue that could significantly impact the business Attend Change Advisory Board meetings Take overall responsibility for incident and Service Request handling on the Service Desk. This could also be expanded to any other activity taken on by the Service Desk – e.g.
monitoring certain classes of event.
Note: In all cases, clearly defined job descriptions should be drafted and agreed so that specific responsibilities are known.
Service Desk Supervisor
In very small desks it is possible that the senior Service Desk Analyst will also act as the Supervisor – but in larger desks it is likely that a dedicated Service Desk Supervisor role will be needed. Where shift hours dictate it, there may be two or more post-holders who fulfill the role, usually on an overlapping basis.
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The Supervisor’s role is likely to include:
Ensuring that staffing and skill levels are maintained throughout operational hours by managing shift staffing schedules, etc.
Undertaking HR activities as needed Acting as an escalation point where difficult or controversial calls are received Production of statistics and management reports Representing the Service Desk at meetings Arranging staff training and awareness sessions Liaising with senior management Liaising with Change Management Performing briefings to Service Desk staff on changes or deployments that may affect volumes
at the Service Desk Assisting analysts in providing first-line support when workloads are high, or where additional
experience is required.
Service Desk Analysts
The primary Service Desk Analyst role is that of providing first-level support through taking calls and handling the resulting incidents or Service Requests using the Incident Reporting and Request Fulfillments processes.
Super Users - This role will consist of business users who act as liaison points with IT in general and the Service Desk in particular. The role of the Super User as follows:
To facilitate communication between IT and the business at an operational level To reinforce expectations of users regarding what Service Levels have been agreed Staff training for users in their area Providing support for minor incidents or simple request fulfillments Involvement with new releases and rollouts.
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2.17. SO – Function - Technical Management
Technical Management refers to the groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure.
o Custodians of technical knowledge and expertise related to managing the IT infrastructureo Provide the actual resources to support the IT Service Management Lifecycleo Perform many system management activitieso Execute most ITSM processes
Objectives Design of resilient, cost-effective infrastructure configuration Maintenance of the infrastructure Support during technical failures
Technical Management Organization Technical teams are usually aligned to the technology they manage
Examples: Mainframe management / Server management / Internet / Web Management / Network Management database management
Technical Management ActivitiesTechnical Management is involved in two types of activity:
Activities that are generic to the Technical Management function as a whole are discussed in this section as they enable Technical Management as a function to execute its role.
A set of discrete activities and processes which are performed by all three functions of Technical, Application and IT Operations Management
Generic Technical Management activities are highlighted as follows:
Identifying the knowledge and expertise required to manage and operate the IT Infrastructure and to deliver IT services. This process starts during the Service Strategy phase, is expanded in detail in Service Design and is executed in Service Operation. Ongoing assessment and updating of these skills is done during Continual Service Improvement.
Documentation of the skills that exist in the organization, as well as those skills that need to be developed. This will include the development of Skills Inventories and the performance of Training Needs Analyses.
Initiating training programmers to develop and refine the skills in the appropriate technical resources and maintaining training records for all technical resources.
Design and delivery of training for users, the Service Desk and other groups. Although training requirements must be defined in Service Design, they are executed in Service Operation. Where
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Technical Management does not deliver training, it is responsible for identifying organizations that can provide it.
Recruiting or contracting resources with skills that cannot be developed internally, or where there are insufficient people to perform the required Technical Management activities.
Procuring skills for specific activities where the required skills are not available internally or in the open market, or where it is more cost-efficient to do so.
Definition of standards used in the design of new architectures and participation in the definition of technology architectures during the Service Strategy and Design phases.
Research and development of solutions that can help expand the Service Portfolio or which can be used to simplify or automate IT Operations, reduce costs or increase levels of IT service.
Involvement in the design and building of new services. Technical Management will contribute to the design of the Technical Architecture and Performance standards for IT services. In addition, it will also be responsible for specifying the operational activities required to manage the IT Infrastructure on an ongoing basis.
Involvement in projects, not only during Service Design and Service Transition, but also for Continual Service Improvement or operational projects, such as Operating System upgrades, server consolidation projects or physical moves.
Availability and Capacity Management are dependent on Technical Management for engineering IT services to meet the levels of service required by the business. This means that modeling and workload forecasting are often done with Technical Management resources.
Technical Management consists of specialist technical architects and designers (who are primarily involved during Service Design) and specialist maintenanceand support staff (who are primarily involved during Service Operation).
In this publication, they are viewed as being part of the same function, but many organizations see them as two separate teams or even departments. The problem with this approach is that good design needs input from the people who are required to manage the solution – and good operation requires involvementfrom the people who designed the solution.
The solution will include the following elements:
Support staff should be involved during the design or architecture of a solution. Design staff should be involved in setting maintenance objectives and resolving support issues.
A change in how both Design and Support staff are measured. Designers should be held partly accountable for design flaws that create operational outages. Support staff should be held partly accountable for contribution to the technical architecture.
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Roles and Responsibilities
Technical Managers/Team-leaders - A Technical Manager or Team-leader (depending upon the size and/or importance of the team and the organization’s structure and culture) may be needed for each of the technical teams or departments.
The role will:
– Take overall responsibility for leadership, control and decision-making for the technical team or department.
– Provide technical knowledge and leadership in the specific technical areas covered by the team or department.
– Ensure necessary technical training, awareness and experience levels are maintained within the team or department.
– Report to senior management on all technical issues relevant to their area of responsibility.– Perform line-management for all team or department members.
Technical Analysts/Architects - Based on the list of generic activities, the role of Technical Analysts and Architects includes:
Working with users, sponsors, Application Management and all other stakeholders to determine their evolving needs
Working with Application Management and other areas in Technical Management to determine the highest level of system requirements required to meet the requirements within budget and technology constraints
Defining and maintaining knowledge about how systems are related and ensuring that dependencies are understood and managed accordingly
Performing cost–benefit analyses to determine the most appropriate means to meet the stated requirements
Developing Operational Models that will ensure optimal use of resources and the appropriate level of performance
Ensuring that the infrastructure is configured to be effectively managed given the organization’s technology architecture, available skills and tools
Ensuring the consistent and reliable performance of the infrastructure to deliver the required level of service to the business
Defining all tasks required to manage the infrastructure and ensuring that these tasks are performed appropriately
Input into the design of configuration data required to manage and track the application effectively.
Technical Operator
This term is used to refer to any staff who performs day-to-day operational tasks in Technical Management.
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2.18. SO – Function - IT Operations Management
IT Operations Management is a department, group or team of people responsible for performing the organization’s day-to-day operational activities – such as
– running the production line in a manufacturing environment or – managing the distribution centers and fleet movements within a logistics organization.– Console Management– Job Scheduling– Backup and Restore– Print and Output management– Performance of maintenance activities– Facilities management– Operations Bridge– Network Operations Center– Monitoring the infrastructure, application and services
Objectives
Maintaining the status quo 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 maintaining stability
Swift application of operational skills to diagnose and resolve any IT operations failures that occur.
IT Operations Management - Roles
The following roles and needed in the IT Operations Management area:
IT Operations Manager - Will be needed to take overall responsibility for all to the IT Operations Management activities such as Operations Control and Facilities Management. The role of the IT Operations Manager is to:
– Provide overall leadership, control and decision-making and take responsibility for the IT Operations Management teams and department
– Report to senior management on all IT Operations issues– Perform line-management for all IT Operations team or department managers/supervisors.
Shift Leaders - Many IT Operations areas will work extended hours – on either a two- or three shift basis. In such cases a shift leader will be needed on each of the shifts, to perform the following activities:
– Take overall responsibility for leadership, control and decision-making during the shift period– Ensure that all operational activities are satisfactorily performed within agreed timescales and
in accordance with company policies and procedures– Liaise with the other shift leader(s) to ensure handover, continuity and consistency between the
shifts– Act as line-manager for all Operations Analysts on his/her shift– Assume overall health and safety, and security responsibility for the shift (unless specifically
designated to other staff members).
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IT Operations Analysts - These are senior IT Operations staffs who are able to determine the most effective and efficient way to conduct a series of operations, usually in high-volume, diverse environments.
This role is normally performed as part of Technical Management, but large organizations may find that the volume and diversity of operational activities requires some more in-depth planning and execution.
Examples: Job Scheduling and the definition of a Backup strategy and schedule.
IT Operators - IT Operators are the staff who performs the day-to-day operational activities that are defined in Technical or Application Management and, in some cases, IT Operations Analysts. Typical Operator roles include:
– Performing backups– Console operations, i.e. monitoring the status of specific systems, job queues, etc. and
providing first-level intervention if appropriate– Managing print devices, restocking with paper, toner, etc.– Ensuring that batch jobs, archiving, etc. are performed– Running scheduled house keeping jobs, such as database maintenance, file clean-up, etc.– Burning images for distribution and installation on new servers, desktops or laptops– Physical installation of standard equipment in the Data Centre.
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2.19. SO – Function – Application Management
Application Management is responsible for managing applications throughout their lifecycle. is performed by any department, group or team involved in managing and supporting
operational applications. plays an important role in the design, testing and improvement of applications that form part of
IT services. As such, it may be involved in development projects, but is not usually the same as the Applications Development teams.
Objectives Design of well designed, resilient and cost-effective applications Ensuring availability of functionality. Maintain operational applications Support during application failure
Roles
Applications Managers / Team-leaders - The role will:
– Take overall responsibility for leadership, control and decision-making for the applications team or department
– Provide technical knowledge and leadership in the specific applications support activities covered by the team or department
– Ensure necessary technical training, awareness and experience levels are maintained within the team or department relevant to the applications being supported and processes being used
– Involve ongoing communication with users and customers regarding application performance and evolving requirements of the business
– Report to senior management on all issues relevant to the applications being supported– Perform line-management for all team or department members.
Applications Analyst/Architect - Specific activities include:
– Working with users, sponsors and all other stakeholders to determine their evolving needs– Working with Technical Management to determine the highest level of system requirements
required to meet the business requirements within budget and technology constraints– Performing cost–benefit analyses to determine the most appropriate means to meet the stated
requirement– Developing Operational Models that will ensure optimal use of resources and the appropriate
level of performance– Ensuring that applications are designed to be effectively managed given the organization’s
technology architecture, available skills and tools– Developing and maintaining standards for application sizing, performance modeling, etc– Generating a set of acceptance test requirements, together with the designers, test engineers
and the user, which determine that all of the high-level requirements have been met with regard to both functional and manageability
– Input into the design of configuration data required to manage and track the application effectively.
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Review 5
1) In a service operation, if too much emphasis is placed on stability, what might the likely outcome be in terms of responsiveness to the customer needs?a. Customer needs will be met more easily because of the improved stability of the services with fewer failures with
to disrupt timely delivery.b. It is possible that responsiveness may suffer and customer needs may not be met within business time scalesc. There is only likely to be positive outcome from improved stability the customers must be made fully aware of this
and their expectation regarding responsiveness must be managedd. From the information given it is not possible to comment regarding the impact of responsiveness of over emphasis
on stability
2) Which functions are included in IT operational management?a. Network management and application managementb. Technical management and application managementc. IT operations control and facilities managementd. Facilities management and technical management
3) Which function would provide staff to monitor events in an Operations Bridge?a. Technical managementb. IT Operations Managementc. Service Deskd. Application management
4) The best description of the purpose of service operation is?a. To decide how IT will engage with suppliers during the service management lifecycleb. To proactively prevent all outages to IT servicesc. To design and build processes that will meet business needsd. To deliver and support IT services at agreed levels to business users and customers
5) Which part of the service lifecycle is responsible for coordinating and carrying out the activities and processes required to deliver and manage services at agreed levels to business users and customers?
a. Continual Service Improvementb. Service Transitionc. Service Designd. Service Operation
6) Removing or restricting rights to use an IT service is the responsibility of which process?a. Incident managementb. Access managementc. Change managementd. Request fulfillment
7) What is the definition of alert?a. An audit report that indicates areas where IT is not performing according to agreed proceduresb. A type of incidentc. An error message to the user of an applicationd. A warning that a threshold has been reached or that something has changed
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8) Which of the following is the BEST definition of an Event?
a. Any detectable or discernable occurrence that has significance for the management of the IT infrastructureb. An unplanned interruption to an IT servicec. The unknown cause of one or more incidentsd. Reducing or eliminating the cause of an incident or Problem
9) Which of these is not a responsibility of application management?a. Ensuring that the correct skills are available to manage the infrastructureb. Assisting in the design of the applicationc. Providing guidelines to IT operations about how to manage the application d. Deciding whether to buy or build an application
10) Major incidents required?a. Separate proceduresb. Less urgencyc. Longer timescalesd. Less documentation
11) Which of the following statements correctly state the relationship between urgency, priority and impact?a. Impact, priority and urgency are independent of each otherb. Urgency should be based o Impact and priorityc. Impact should be based on urgency and priorityd. Priority should be based on impact and urgency
12) Hierarchic escalation is best described as?a. Notifying more senior levels of management about an incidentb. Passing an incident to people with a greater level of technical skillc. Using more senior specialists than necessary to resolve an incident to maintain customer satisfactiond. Falling to meet the incident resolution times specified in a service level agreement
13) Which of the following is NOT the responsibility of service catalogue manager?a. Ensuring that information in the service catalogue is accurateb. Ensuring that information within the service pipeline is accuratec. Ensuring that information in the service catalogue is consistent with information in the service portfolio d. Ensuring that all operational services are recorded in service catalogue
14) Which of the following BEST describes Technical management?a. A function responsible for Facilities Management and building control systems.b. A function that provides hardware repair services for technology involved in the delivery of service to customers.c. Senior Managers responsible for all staff within the technical support function.d. A function that includes the groups, departments or teams that provides technical expertise and overall
management of the IT infrastructure.
15) Identify the input to the Problem management process.a. Request for Changeb. Problem resolutionc. Incident recordsd. New known errors.
16) Which of this BEST describes a Problem?a. A Known Error for which cause and resolution are not yet knownb. The cause of two or more incidentsc. A serious incident which has critical impact to business.d. A cause of one or more incidents.
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17) What are the two major processes in Problem Management?
a. Technical and Serviceb. Resource and Proactivec. Reactive and Technicald. Proactive and Reactive
18) Where details of a workaround should always be documented?
a. The Service Level Agreement (SLA)b. The Problem Recordc. The Availability Management Information Systemd. The IT Service Continuity Plan
19) Who is responsible for ensuring that the request fulfillment process is being performed according to the agreed and documented process?a. The IT directorb. The process ownerc. The service ownerd. The customer
20) What is the objective of Access Management?
a. To provide security staff for Data Centers and other buildingsb. To manage access to computer rooms and other secure locationsc. To manage access to the Service Deskd. To manage the right to use a service or group of services
21) Which of the following is not a Service Desk type recognized in the Service Operation volume of ITIL?
a. Localb. Centralizedc. Holisticd. Virtual
22) Which of the following is the BEST description of a centralized Service Desk?a. The desk is co-located within or physically close to the user community, it serves.b. The desk uses technology and other support tools to give the impression that multiple desk locations are in one
place.c. The desk provides 24-hr global support.d. There is a single desk in one location serving the whole organization.
23) Which of the following processes are performed by the Service Desk?1) Capacity management
2) Request Fulfillment
3) Demand management
4) Incident Management
a. All of the aboveb. 2,3 and 4 onlyc. 2 and 4 onlyd. 2 only
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6. Continual Service Improvement – CSI
Objectives
Review, analyze and make recommendations on improvement opportunities in each lifecycle phase: Service Strategies, Service Design, Service Transition, and Service Operations
Review and analyze Service Level Achievement results Identify and implement improvement activities to improve IT Service quality and
improve the efficiency and effectiveness of ITSM processes Improve cost effectiveness of delivering IT Services Identify and implement improvement activities of the ITSM processes and supporting tools Ensure applicable quality management methods are used to support continual improvement
activities
CSI Value Improved service quality, higher availability Gradual cost reduction and better justifications Better information about existing services and areas for improvement Better business / IT alignment Increase flexibility and adaptability Improved communications Calculates Return of Investment (ROI) Calculates Value of Investment (VOI)
CSI: What is Service Measurement? Measuring and reporting performance against targets of an end-to-end service Combines component measurements to provide a view of customer experience Data can be analyzed over time to produce a trend Data can be collected at multiple levels like CIs, processes, services
CSI: Why do we measure? There are four basic reasons to monitor and measure, to:
To Validate - monitoring and measuring previous decisions that have been made
To Direct - monitoring and measuring to set direction for activities in order to meet the set targets – this is the most prevalent reason for Monitoring and measuring
To Justify monitoring and measuring to justify with factual evidence that a course of action is required, with factual evidence or proof
To Intervene monitoring and measuring to identify a point of intervention including subsequent changes and corrective acions.
These are generally called as V-D-J-I.
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What is thevision?
Where arewe now?
Where do we want to be?
How do we get there?
Did weget there?
How to keepmomentum
going?
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CSI Model
How do we keep the momentum going?
What is the vision Business vision, mission, goals and objectives Where are we now Baseline assessments Where do we want to be Measurable targets How do we get there Service and process improvement Did we get there Measurement and metrics
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1. Define what you should
measure
2. Define what you can measure
3. Gather the data
4. Process The data
5. Analyze thedata
6. Present & usethe information
7. Implement corrective
actions
GOALS
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CSI - 7 Step Improvement Process
It is driven by the Strategy, Vision and Goals of the IT organization and the business they serve. The purpose of the 7 step improvement process is to provide measurement which is essential for continual service improvement
The 7 step improvement process starts as follows:
1. Define what you should measure It's important that this step is already filled out instantly, as identifying what should be measured must be included in the initial stages (as early as planning the Service Design and Service Strategy, the precise areas/items to be measured should be clarified and noted).
2. Define what you can measure With the service level requirements, budget constraints and IT capabilities noted and identified, it should be easier to find out what areas to measure. By having the different processes and functions mapped out, CSI can find out what areas have room for improvement as it conducts a gap analysis.
3. Gather the data To be able to have comparable data, the next step should be to set out to gather and collect raw facts and quantitative data. Data is usually gathered according to the goals and objectives of the service operation. The second those goals and objectives are identified; data should be gathered through various means.
4. Process the dataIn this step, the gathered data is processed in conjunction with the ITIL's Critical Success Factor and the specified Key Performance Indicators. During this time, the raw data is compartmentalized and organized according to its distinctive categories and operations which would make comparing and analyzing data much easier.
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5. Analyze the data When the data has reached its target and is instantly codified, information takes place as the data gathered is carefully analyzed and carefully compared as to find the missing gaps, flaws and its overall effect of the collected information on the company.
6. Present and use the informationThe analyzed data is now presented to the owners and managing operators of the business in a manner that is clear and well defined. The collected data is distributed and explained in a way that answers the company's demands and at the same offers solutions and steps for improvement. There are usually three distinct audiences
– The Business – Senior (IT) Management– Internal IT
7. Implementing corrective actionAs CSI identifies the areas in need of change or the soft spots of the business, the collected data can now be used to start the onset for change. With this gathered knowledge, CSI can offer multiple options and alternative solutions to the discovered problems of the various service operations.
As these steps takes place in a spiral process, CSI can easily distinguish with greater clarity what the company needs the most. The compiled facts and data is a great thing to have over time, as it can work as a means to compare and contrast the past instances to present emergency conditions.
The 7 step improvement process is an integral process of CSI as this makes it possible for service resources and teams to identify and actually understand which processes and aspects of their operations are in need of major monitoring and enhancement.
Types of metrics Technology metrics – Components and applications metrics like performance, availability etc.
Process metrics – Critical Success Factors (CSFs), Key Performance Indicators (KPI), activity metrics for ITSM processes
Service metrics - end-to-end- service metrics
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Roles
CSI Manager
Accountable for the success of all improvement activities Communicates the CSI vision across the IT organization Defines and reports on CSI Critical Success Factors (CSFs), Key Performance Indicators( KPI)
and CSI metrics. Co-ordinates CSI throughout the service lifecycle Builds effective relationships with the business and IT managers Ensures monitoring is in place to gather data Works with process and service owners to identify improvements and improve quality
Service Manager
Manages the development, implementation, evaluation and on-going management of new and existing products and services
Develops business case, product line strategy and architecture Develops new service deployment and lifecycle management schedules Performs Service Cost Management activites Works ti instill a market focus
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Review 6
1) Which of these is the correct step for the continual service improvement model?a. Devise a strategy; design the solution; transition into production; operate the solution; continually improveb. Where do we want to be?; how do we get there?; how do we check we arrived?; how do we keep the momentum
going?c. Identify the required business outcomes; plan how to achieve the outcomes; implement the plan; check the plan
has been properly implemented; improve the solutiond. What is the vision? Where are we now? Where we want to be? How do we get there? Did we get there?; How do
we keep the momentum going?
2) Before embarking on the 7 step continual service improvement (CSI) process, which of the following items need to be identified?a. Business objectives, IT objectives, process metricsb. Vision and strategy, tactical goal and operational goalsc. Process models, goals and objectivesd. Business and IT strategy and process definitions
3) The difference between services metrics and technology metrics is best described as?a. Service metrics include critical success factors and key performance indicators. Technology metrics include
availability and capacity b. Service metrics measure maturity and cost. Technology metrics measure efficiency and effectiveness c. Service metrics measure the end to end to end service, technology metrics measure individual
componentsd. Service metrics measures each of the service management processes, technology metrics measure the
infrastructure
4) Which of the following is step 1 in the 7 step improvement process?a. Prepare for action b. Define what you should measurec. Where are we now?d. Identify gaps in service level agreement (SLA) achievement
5) Which of the following activities are carried out in the “Where do we want to be?” step of the Continual Service Improvement (CSI) Model?a. Implementing service & process Improvementsb. Reviewing measurable improvementsc. Creating a baselined. Defining Measurable Targets
6) What would be the next step in the Continual Service Improvement (CSI) Model after:
1) What is the vision?2) Where are we now?3) Where do we want to be?4) How do we get there?
a. Did we get there?b. What is the Return on Investment (ROI)?c. How much did it cost?d. How do we keep the momentum doing?e. What is the Value on Investment (VOI)?
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7) What are the three types of metrics that an organization should collect to support Continual Service Improvement (CSI)?
a. Return On Investment (ROI), Value On Investment (VOI), qualityb. Strategic, tactical and operationalc. Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activitiesd. Technology, process and service
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7. Appendix A - GlossaryTerms and Definitions - ITIL® V3 Glossary, v01, 30 May 2007
Term Definition
Acceptance Formal agreement that an IT Service, Process, Plan, or other Deliverable is complete, accurate, Reliable and meets its specified Requirements. Acceptance is usually preceded by Evaluation or Testing and is often required before proceeding to the next stage of a Project or Process.See Service Acceptance Criteria.
Access Management (Service Operation) The Process responsible for allowing Users to make use of IT Services, data, or other Assets. Access Management helps to protect the Confidentiality, Integrity and Availability of Assets by ensuring that only authorized Users are able to access or modify the Assets. Access Management is sometimes referred to as Rights Management or Identity Management.
Account Manager (Service Strategy) A Role that is very similar to Business Relationship Manager, but includes more commercial aspects. Most commonly used when dealing with External Customers.
Accounting (Service Strategy) The Process responsible for identifying actual Costs of delivering IT Services, comparing these with budgeted costs, and managing variance from the Budget.
Accredited Officially authorised to carry out a Role. For example an Accredited body may be authorised to provide training or to conduct Audits.
Active Monitoring (Service Operation) Monitoring of a Configuration Item or an IT Service that uses automated regular checks to discover the current status. See Passive Monitoring.
Activity A set of actions designed to achieve a particular result. Activities are usually defined as part of Processes or Plans, and are documented in Procedures.
Agreed Service Time (Service Design) A synonym for Service Hours, commonly used in formal calculations of Availability. See Downtime.
Agreement A Document that describes a formal understanding between two or more parties. An Agreement is not legally binding, unless it forms part of a Contract.See Service Level Agreement, Operational Level Agreement.
Alert (Service Operation) A warning that a threshold has been reached, something has changed, or a Failure has occurred. Alerts are often created and managed by System Management tools and are managed by the Event Management Process.
Analytical Modelling (Service Strategy) (Service Design) (Continual Service Improvement) A technique that uses mathematical Models to predict the behaviour of a Configuration Item or IT Service. Analytical Models are commonly used in Capacity Management and Availability Management.See Modelling.
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Term Definition
Application Software that provides Functions that are required by an IT Service. Each Application may be part of more than one IT Service. An Application runs on one or more Servers or Clients.See Application Management, Application Portfolio.
Application Management (Service Design) (Service Operation) The Function responsible for managing Applications throughout their Lifecycle.
Application Portfolio (Service Design) A database or structured Document used to manage Applications throughout their Lifecycle. The Application Portfolio contains key Attributes of all Applications. The Application Portfolio is sometimes implemented as part of the Service Portfolio, or as part of the Configuration Management System.
Application Service Provider (ASP)
(Service Design) An External Service Provider that provides IT Services using Applications running at the Service Provider's premises. Users access the Applications by network connections to the Service Provider.
Application Sizing (Service Design) The Activity responsible for understanding the Resource Requirements needed to support a new Application, or a major Change to an existing Application. Application Sizing helps to ensure that the IT Service can meet its agreed Service Level Targets for Capacity and Performance.
Architecture (Service Design) The structure of a System or IT Service, including the Relationships of Components to each other and to the environment they are in. Architecture also includes the Standards and Guidelines which guide the design and evolution of the System.
Assembly (Service Transition) A Configuration Item that is made up from a number of other CIs. For example a Server CI may contain CIs for CPUs, Disks, Memory etc.; an IT Service CI may contain many Hardware, Software and other CIs.See Component CI, Build.
Assessment Inspection and analysis to check whether a Standard or set of Guidelines is being followed, that Records are accurate, or that Efficiency and Effectiveness targets are being met. See Audit.
Asset (Service Strategy) Any Resource or Capability. Assets of a Service Provider include anything that could contribute to the delivery of a Service. Assets can be one of the following types: Management, Organisation, Process, Knowledge, People, Information, Applications, Infrastructure, and Financial Capital.
Asset Management (Service Transition) Asset Management is the Process responsible for tracking and reporting the value and ownership of financial Assets throughout their Lifecycle. Asset Management is part of an overall Service Asset and Configuration Management Process.See Asset Register.
Asset Register (Service Transition) A list of Assets, which includes their ownership and value. The Asset Register is maintained by Asset Management.
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Term Definition
Attribute (Service Transition) A piece of information about a Configuration Item. Examples are name, location, Version number, and Cost. Attributes of CIs are recorded in the Configuration Management Database (CMDB).See Relationship.
Audit Formal inspection and verification to check whether a Standard or set of Guidelines is being followed, that Records are accurate, or that Efficiency and Effectiveness targets are being met. An Audit may be carried out by internal or external groups. See Certification, Assessment.
Authority Matrix Synonym for RACI.
Automatic Call Distribution (ACD)
(Service Operation) Use of Information Technology to direct an incoming telephone call to the most appropriate person in the shortest possible time. ACD is sometimes called Automated Call Distribution.
Availability (Service Design) Ability of a Configuration Item or IT Service to perform its agreed Function when required. Availability is determined by Reliability, Maintainability, Serviceability, Performance, and Security. Availability is usually calculated as a percentage. This calculation is often based on Agreed Service Time and Downtime. It is Best Practice to calculate Availability using measurements of the Business output of the IT Service.
Availability Management (Service Design) The Process responsible for defining, analysing, Planning, measuring and improving all aspects of the Availability of IT Services. Availability Management is responsible for ensuring that all IT Infrastructure, Processes, Tools, Roles etc are appropriate for the agreed Service Level Targets for Availability.
Availability Management Information System (AMIS)
(Service Design) A virtual repository of all Availability Management data, usually stored in multiple physical locations.See Service Knowledge Management System.
Availability Plan (Service Design) A Plan to ensure that existing and future Availability Requirements for IT Services can be provided Cost Effectively.
Back-out Synonym for Remediation.
Backup (Service Design) (Service Operation) Copying data to protect against loss of Integrity or Availability of the original.
Balanced Scorecard (Continual Service Improvement) A management tool developed by Drs. Robert Kaplan (Harvard Business School) and David Norton. A Balanced Scorecard enables a Strategy to be broken down into Key Performance Indicators. Performance against the KPIs is used to demonstrate how well the Strategy is being achieved. A Balanced Scorecard has 4 major areas, each of which has a small number of KPIs. The same 4 areas are considered at different levels of detail throughout the Organisation.
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Term Definition
Baseline (Continual Service Improvement) A Benchmark used as a reference point. For example:An ITSM Baseline can be used as a starting point to measure the effect of a Service
Improvement PlanA Performance Baseline can be used to measure changes in Performance over the
lifetime of an IT ServiceA Configuration Management Baseline can be used to enable the IT Infrastructure to be
restored to a known Configuration if a Change or Release fails
Benchmark (Continual Service Improvement) The recorded state of something at a specific point in time. A Benchmark can be created for a Configuration, a Process, or any other set of data. For example, a benchmark can be used in:Continual Service Improvement, to establish the current state for managing
improvements.Capacity Management, to document Performance characteristics during normal
operations.See Benchmarking, Baseline.
Benchmarking (Continual Service Improvement) Comparing a Benchmark with a Baseline or with Best Practice. The term Benchmarking is also used to mean creating a series of Benchmarks over time, and comparing the results to measure progress or improvement.
Best Practice Proven Activities or Processes that have been successfully used by multiple Organisations. ITIL is an example of Best Practice.
Brainstorming (Service Design) A technique that helps a team to generate ideas. Ideas are not reviewed during the Brainstorming session, but at a later stage. Brainstorming is often used by Problem Management to identify possible causes.
British Standards Institution (BSI)
The UK National Standards body, responsible for creating and maintaining British Standards. See http://www.bsi-global.com for more information.See ISO.
Budget A list of all the money an Organisation or Business Unit plans to receive, and plans to pay out, over a specified period of time.See Budgeting, Planning.
Budgeting The Activity of predicting and controlling the spending of money. Consists of a periodic negotiation cycle to set future Budgets (usually annual) and the day-to-day monitoring and adjusting of current Budgets.
Build (Service Transition) The Activity of assembling a number of Configuration Items to create part of an IT Service. The term Build is also used to refer to a Release that is authorised for distribution. For example Server Build or laptop Build.See Configuration Baseline.
Build Environment (Service Transition) A controlled Environment where Applications, IT Services and other Builds are assembled prior to being moved into a Test or Live Environment.
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Term Definition
Business (Service Strategy) An overall corporate entity or Organisation formed of a number of Business Units. In the context of ITSM, the term Business includes public sector and not-for-profit organisations, as well as companies. An IT Service Provider provides IT Services to a Customer within a Business. The IT Service Provider may be part of the same Business as their Customer (Internal Service Provider), or part of another Business (External Service Provider).
Business Capacity Management (BCM)
(Service Design) In the context of ITSM, Business Capacity Management is the Activity responsible for understanding future Business Requirements for use in the Capacity Plan.See Service Capacity Management.
Business Case (Service Strategy) Justification for a significant item of expenditure. Includes information about Costs, benefits, options, issues, Risks, and possible problems.See Cost Benefit Analysis.
Business Continuity Management (BCM)
(Service Design) The Business Process responsible for managing Risks that could seriously impact the Business. BCM safeguards the interests of key stakeholders, reputation, brand and value creating activities. The BCM Process involves reducing Risks to an acceptable level and planning for the recovery of Business Processes should a disruption to the Business occur. BCM sets the Objectives, Scope and Requirements for IT Service Continuity Management.
Business Continuity Plan (BCP)
(Service Design) A Plan defining the steps required to Restore Business Processes following a disruption. The Plan will also identify the triggers for Invocation, people to be involved, communications etc. IT Service Continuity Plans form a significant part of Business Continuity Plans.
Business Customer (Service Strategy) A recipient of a product or a Service from the Business. For example if the Business is a car manufacturer then the Business Customer is someone who buys a car.
Business Impact Analysis (BIA)
(Service Strategy) BIA is the Activity in Business Continuity Management that identifies Vital Business Functions and their dependencies. These dependencies may include Suppliers, people, other Business Processes, IT Services etc.BIA defines the recovery requirements for IT Services. These requirements include Recovery Time Objectives, Recovery Point Objectives and minimum Service Level Targets for each IT Service.
Business Objective (Service Strategy) The Objective of a Business Process, or of the Business as a whole. Business Objectives support the Business Vision, provide guidance for the IT Strategy, and are often supported by IT Services.
Business Operations (Service Strategy) The day-to-day execution, monitoring and management of Business Processes.
Business Perspective (Continual Service Improvement) An understanding of the Service Provider and IT Services from the point of view of the Business, and an understanding of the Business from the point of view of the Service Provider.
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Term Definition
Business Process A Process that is owned and carried out by the Business. A Business Process contributes to the delivery of a product or Service to a Business Customer. For example, a retailer may have a purchasing Process which helps to deliver Services to their Business Customers. Many Business Processes rely on IT Services.
Business Relationship Management
(Service Strategy) The Process or Function responsible for maintaining a Relationship with the Business. BRM usually includes:Managing personal Relationships with Business managersProviding input to Service Portfolio ManagementEnsuring that the IT Service Provider is satisfying the Business needs of the Customers
This Process has strong links with Service Level Management.
Business Relationship Manager (BRM)
(Service Strategy) A Role responsible for maintaining the Relationship with one or more Customers. This Role is often combined with the Service Level Manager Role.See Account Manager.
Business Service An IT Service that directly supports a Business Process, as opposed to an Infrastructure Service which is used internally by the IT Service Provider and is not usually visible to the Business.The term Business Service is also used to mean a Service that is delivered to Business Customers by Business Units. For example delivery of financial services to Customers of a bank, or goods to the Customers of a retail store. Successful delivery of Business Services often depends on one or more IT Services.
Business Service Management (BSM)
(Service Strategy) (Service Design) An approach to the management of IT Services that considers the Business Processes supported and the Business value provided.This term also means the management of Business Services delivered to Business Customers.
Business Unit (Service Strategy) A segment of the Business which has its own Plans, Metrics, income and Costs. Each Business Unit owns Assets and uses these to create value for Customers in the form of goods and Services.
Call (Service Operation) A telephone call to the Service Desk from a User. A Call could result in an Incident or a Service Request being logged.
Call Centre (Service Operation) An Organisation or Business Unit which handles large numbers of incoming and outgoing telephone calls. See Service Desk.
Call Type (Service Operation) A Category that is used to distinguish incoming requests to a Service Desk. Common Call Types are Incident, Service Request and Complaint.
Capability (Service Strategy) The ability of an Organisation, person, Process, Application, Configuration Item or IT Service to carry out an Activity. Capabilities are intangible Assets of an Organisation.See Resource.
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Term Definition
Capability Maturity Model (CMM)
(Continual Service Improvement) The Capability Maturity Model for Software (also known as the CMM and SW-CMM) is a model used to identify Best Practices to help increase Process Maturity. CMM was developed at the Software Engineering Institute (SEI) of Carnegie Mellon University. In 2000, the SW-CMM was upgraded to CMMI® (Capability Maturity Model Integration). The SEI no longer maintains the SW-CMM model, its associated appraisal methods, or training materials.
Capability Maturity Model Integration (CMMI)
(Continual Service Improvement) Capability Maturity Model® Integration (CMMI) is a process improvement approach developed by the Software Engineering Institute (SEI) of Carnegie Melon University. CMMI provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes. See http://www.sei.cmu.edu/cmmi/ for more information.See CMM, Continuous Improvement, Maturity.
Capacity (Service Design) The maximum Throughput that a Configuration Item or IT Service can deliver whilst meeting agreed Service Level Targets. For some types of CI, Capacity may be the size or volume, for example a disk drive.
Capacity Management (Service Design) The Process responsible for ensuring that the Capacity of IT Services and the IT Infrastructure is able to deliver agreed Service Level Targets in a Cost Effective and timely manner. Capacity Management considers all Resources required to deliver the IT Service, and plans for short, medium and long term Business Requirements.
Capacity Management Information System (CMIS)
(Service Design) A virtual repository of all Capacity Management data, usually stored in multiple physical locations.See Service Knowledge Management System.
Capacity Plan (Service Design) A Capacity Plan is used to manage the Resources required to deliver IT Services. The Plan contains scenarios for different predictions of Business demand, and costed options to deliver the agreed Service Level Targets.
Capacity Planning (Service Design) The Activity within Capacity Management responsible for creating a Capacity Plan.
Capital Expenditure (CAPEX)
(Service Strategy) The Cost of purchasing something that will become a financial Asset, for example computer equipment and buildings. The value of the Asset is Depreciated over multiple accounting periods.
Capital Item (Service Strategy) An Asset that is of interest to Financial Management because it is above an agreed financial value.
Capitalization (Service Strategy) Identifying major Cost as capital, even though no Asset is purchased. This is done to spread the impact of the Cost over multiple accounting periods. The most common example of this is software development, or purchase of a software license.
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Term Definition
Category A named group of things that have something in common. Categories are used to group similar things together. For example Cost Types are used to group similar types of Cost. Incident Categories are used to group similar types of Incident, CI Types are used to group similar types of Configuration Item.
Certification Issuing a certificate to confirm Compliance to a Standard. Certification includes a formal Audit by an independent and Accredited body. The term Certification is also used to mean awarding a certificate to verify that a person has achieved a qualification.
Change (Service Transition) The addition, modification or removal of anything that could have an effect on IT Services. The Scope should include all IT Services, Configuration Items, Processes, Documentation etc.
Change Advisory Board (CAB)
(Service Transition) A group of people that advises the Change Manager in the Assessment, prioritisation and scheduling of Changes. This board is usually made up of representatives from all areas within the IT Service Provider, the Business, and Third Parties such as Suppliers.
Change Case (Service Operation) A technique used to predict the impact of proposed Changes. Change Cases use specific scenarios to clarify the scope of proposed Changes and to help with Cost Benefit Analysis.See Use Case.
Change History (Service Transition) Information about all changes made to a Configuration Item during its life. Change History consists of all those Change Records that apply to the CI.
Change Management (Service Transition) The Process responsible for controlling the Lifecycle of all Changes. The primary objective of Change Management is to enable beneficial Changes to be made, with minimum disruption to IT Services.
Change Model (Service Transition) A repeatable way of dealing with a particular Category of Change. A Change Model defines specific pre-defined steps that will be followed for a Change of this Category. Change Models may be very simple, with no requirement for approval (e.g. Password Reset) or may be very complex with many steps that require approval (e.g. major software Release).See Standard Change, Change Advisory Board.
Change Record (Service Transition) A Record containing the details of a Change. Each Change Record documents the Lifecycle of a single Change. A Change Record is created for every Request for Change that is received, even those that are subsequently rejected. Change Records should reference the Configuration Items that are affected by the Change. Change Records are stored in the Configuration Management System.
Change Request Synonym for Request for Change.
Change Schedule (Service Transition) A Document that lists all approved Changes and their planned implementation dates. A Change Schedule is sometimes called a Forward Schedule of Change, even though it also contains information about Changes that have already been implemented.
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Change Window (Service Transition) A regular, agreed time when Changes or Releases may be implemented with minimal impact on Services. Change Windows are usually documented in SLAs.
Charging (Service Strategy) Requiring payment for IT Services. Charging for IT Services is optional, and many Organisations choose to treat their IT Service Provider as a Cost Centre.
Chronological Analysis (Service Operation) A technique used to help identify possible causes of Problems. All available data about the Problem is collected and sorted by date and time to provide a detailed timeline. This can make it possible to identify which Events may have been triggered by others.
CI Type (Service Transition) A Category that is used to Classify CIs. The CI Type identifies the required Attributes and Relationships for a Configuration Record. Common CI Types include: hardware, Document, User etc.
Classification The act of assigning a Category to something. Classification is used to ensure consistent management and reporting. CIs, Incidents, Problems, Changes etc. are usually classified.
Client A generic term that means a Customer, the Business or a Business Customer. For example Client Manager may be used as a synonym for Account Manager.The term client is also used to mean:A computer that is used directly by a User, for example a PC, Handheld Computer, or
Workstation. The part of a Client-Server Application that the User directly interfaces with. For
example an email Client.
Closed (Service Operation) The final Status in the Lifecycle of an Incident, Problem, Change etc. When the Status is Closed, no further action is taken.
Closure (Service Operation) The act of changing the Status of an Incident, Problem, Change etc. to Closed.
COBIT (Continual Service Improvement) Control Objectives for Information and related Technology (COBIT) provides guidance and Best Practice for the management of IT Processes. COBIT is published by the IT Governance Institute. See http://www.isaca.org/ for more information.
Code of Practice A Guideline published by a public body or a Standards Organisation, such as ISO or BSI. Many Standards consist of a Code of Practice and a Specification. The Code of Practice describes recommended Best Practice.
Cold Standby Synonym for Gradual Recovery.
Commercial off the Shelf (COTS)
(Service Design) Application software or Middleware that can be purchased from a Third Party.
Compliance Ensuring that a Standard or set of Guidelines is followed, or that proper, consistent accounting or other practices are being employed.
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Component A general term that is used to mean one part of something more complex. For example, a computer System may be a component of an IT Service, an Application may be a Component of a Release Unit. Components that need to be managed should be Configuration Items.
Component Capacity Management (CCM)
(Service Design) (Continual Service Improvement) The Process responsible for understanding the Capacity, Utilisation, and Performance of Configuration Items. Data is collected, recorded and analysed for use in the Capacity Plan.See Service Capacity Management.
Component CI (Service Transition) A Configuration Item that is part of an Assembly. For example, a CPU or Memory CI may be part of a Server CI.
Component Failure Impact Analysis (CFIA)
(Service Design) A technique that helps to identify the impact of CI failure on IT Services. A matrix is created with IT Services on one edge and CIs on the other. This enables the identification of critical CIs (that could cause the failure of multiple IT Services) and of fragile IT Services (that have multiple Single Points of Failure).
Computer Telephony Integration (CTI)
(Service Operation) CTI is a general term covering any kind of integration between computers and telephone Systems. It is most commonly used to refer to Systems where an Application displays detailed screens relating to incoming or outgoing telephone calls.See Automatic Call Distribution, Interactive Voice Response.
Concurrency A measure of the number of Users engaged in the same Operation at the same time.
Confidentiality (Service Design) A security principle that requires that data should only be accessed by authorised people.
Configuration (Service Transition) A generic term, used to describe a group of Configuration Items that work together to deliver an IT Service, or a recognizable part of an IT Service. Configuration is also used to describe the parameter settings for one or more CIs.
Configuration Baseline (Service Transition) A Baseline of a Configuration that has been formally agreed and is managed through the Change Management process. A Configuration Baseline is used as a basis for future Builds, Releases and Changes.
Configuration Control (Service Transition) The Activity responsible for ensuring that adding, modifying or removing a CI is properly managed, for example by submitting a Request for Change or Service Request.
Configuration Identification
(Service Transition) The Activity responsible for collecting information about Configuration Items and their Relationships, and loading this information into the CMDB. Configuration Identification is also responsible for labelling the CIs themselves, so that the corresponding Configuration Records can be found.
Configuration Item (CI) (Service Transition) Any Component that needs to be managed in order to deliver an IT Service. Information about each CI is recorded in a Configuration Record within the Configuration Management System and is maintained throughout its Lifecycle by Configuration Management. CIs are under the control of Change Management. CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs.
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Configuration Management
(Service Transition) The Process responsible for maintaining information about Configuration Items required to deliver an IT Service, including their Relationships. This information is managed throughout the Lifecycle of the CI. Configuration Management is part of an overall Service Asset and Configuration Management Process.
Configuration Management Database (CMDB)
(Service Transition) A database used to store Configuration Records throughout their Lifecycle. The Configuration Management System maintains one or more CMDBs, and each CMDB stores Attributes of CIs, and Relationships with other CIs.
Configuration Management System (CMS)
(Service Transition) A set of tools and databases that are used to manage an IT Service Provider's Configuration data. The CMS also includes information about Incidents, Problems, Known Errors, Changes and Releases; and may contain data about employees, Suppliers, locations, Business Units, Customers and Users. The CMS includes tools for collecting, storing, managing, updating, and presenting data about all Configuration Items and their Relationships. The CMS is maintained by Configuration Management and is used by all IT Service Management Processes.See Configuration Management Database, Service Knowledge Management System.
Configuration Record (Service Transition) A Record containing the details of a Configuration Item. Each Configuration Record documents the Lifecycle of a single CI. Configuration Records are stored in a Configuration Management Database.
Configuration Structure (Service Transition) The hierarchy and other Relationships between all the Configuration Items that comprise a Configuration.
Continual Service Improvement (CSI)
(Continual Service Improvement) A stage in the Lifecycle of an IT Service and the title of one of the Core ITIL publications. Continual Service Improvement is responsible for managing improvements to IT Service Management Processes and IT Services. The Performance of the IT Service Provider is continually measured and improvements are made to Processes, IT Services and IT Infrastructure in order to increase Efficiency, Effectiveness, and Cost Effectiveness. See Plan-Do-Check-Act.
Continuous Availability (Service Design) An approach or design to achieve 100% Availability. A Continuously Available IT Service has no planned or unplanned Downtime.
Continuous Operation (Service Design) An approach or design to eliminate planned Downtime of an IT Service. Note that individual Configuration Items may be down even though the IT Service is Available.
Contract A legally binding Agreement between two or more parties.
Contract Portfolio (Service Strategy) A database or structured Document used to manage Service Contracts or Agreements between an IT Service Provider and their Customers. Each IT Service delivered to a Customer should have a Contract or other Agreement which is listed in the Contract Portfolio. See Service Portfolio, Service Catalogue.
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Control A means of managing a Risk, ensuring that a Business Objective is achieved, or ensuring that a Process is followed. Example Controls include Policies, Procedures, Roles, RAID, door-locks etc. A control is sometimes called a Countermeasure or safeguard. Control also means to manage the utilization or behaviour of a Configuration Item, System or IT Service.
Control Objectives for Information and related Technology (COBIT)
See COBIT.
Control perspective (Service Strategy) An approach to the management of IT Services, Processes, Functions, Assets etc. There can be several different Control Perspectives on the same IT Service, Process etc., allowing different individuals or teams to focus on what is important and relevant to their specific Role. Example Control Perspectives include Reactive and Proactive management within IT Operations, or a Lifecycle view for an Application Project team.
Control Processes The ISO/IEC 20000 Process group that includes Change Management and Configuration Management.
Core Service (Service Strategy) An IT Service that delivers basic Outcomes desired by one or more Customers. See Supporting Service, Core Service Package.
Core Service Package (CSP)
(Service Strategy) A detailed description of a Core Service that may be shared by two or more Service Level Packages.See Service Package.
Cost The amount of money spent on a specific Activity, IT Service, or Business Unit. Costs consist of real cost (money), notional cost such as people's time, and Depreciation.
Cost Benefit Analysis An Activity that analyses and compares the Costs and the benefits involved in one or more alternative courses of action. See Business Case, Net Present Value, Internal Rate of Return, Return on Investment, Value on Investment.
Cost Centre (Service Strategy) A Business Unit or Project to which Costs are assigned. A Cost Centre does not charge for Services provided. An IT Service Provider can be run as a Cost Centre or a Profit Centre.
Cost Effectiveness A measure of the balance between the Effectiveness and Cost of a Service, Process or activity, A Cost Effective Process is one which achieves its Objectives at minimum Cost.See KPI, Return on Investment, Value for Money.
Cost Element (Service Strategy) The middle level of category to which Costs are assigned in Budgeting and Accounting. The highest level category is Cost Type. For example a Cost Type of “people” could have cost elements of payroll, staff benefits, expenses, training, overtime etc. Cost Elements can be further broken down to give Cost Units. For example the Cost Element “expenses” could include Cost Units of Hotels, Transport, Meals etc.
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Cost Management (Service Strategy) A general term that is used to refer to Budgeting and Accounting, sometimes used as a synonym for Financial Management
Cost Type (Service Strategy) The highest level of category to which Costs are assigned in Budgeting and Accounting. For example hardware, software, people, accommodation, external and Transfer. See Cost Element, Cost Type.
Cost Unit (Service Strategy) The lowest level of category to which Costs are assigned, Cost Units are usually things that can be easily counted (e.g. staff numbers, software licences) or things easily measured (e.g. CPU usage, Electricity consumed). Cost Units are included within Cost Elements. For example a Cost Element of “expenses” could include Cost Units of Hotels, Transport, Meals etc.See Cost Type.
Countermeasure Can be used to refer to any type of Control. The term Countermeasure is most often used when referring to measures that increase Resilience, Fault Tolerance or Reliability of an IT Service.
Course Corrections Changes made to a Plan or Activity that has already started, to ensure that it will meet its Objectives. Course corrections are made as a result of Monitoring progress.
CRAMM A methodology and tool for analysing and managing Risks. CRAMM was developed by the UK Government, but is now privately owned. Further information is available from http://www.cramm.com/
Crisis Management The Process responsible for managing the wider implications of Business Continuity. A Crisis Management team is responsible for Strategic issues such as managing media relations and shareholder confidence, and decides when to invoke Business Continuity Plans.
Critical Success Factor (CSF)
Something that must happen if a Process, Project, Plan, or IT Service is to succeed. KPIs are used to measure the achievement of each CSF. For example a CSF of "protect IT Services when making Changes" could be measured by KPIs such as "percentage reduction of unsuccessful Changes", "percentage reduction in Changes causing Incidents" etc.
Culture A set of values that is shared by a group of people, including expectations about how people should behave, ideas, beliefs, and practices.See Vision.
Customer Someone who buys goods or Services. The Customer of an IT Service Provider is the person or group who defines and agrees the Service Level Targets. The term Customers is also sometimes informally used to mean Users, for example "this is a Customer focussed Organisation".
Customer Portfolio (Service Strategy) A database or structured Document used to record all Customers of the IT Service Provider. The Customer Portfolio is the Business Relationship Manager's view of the Customers who receive Services from the IT Service Provider.See Contract Portfolio, Service Portfolio.
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Dashboard (Service Operation) A graphical representation of overall IT Service Performance and Availability. Dashboard images may be updated in real-time, and can also be included in management reports and web pages. Dashboards can be used to support Service Level Management, Event Management or Incident Diagnosis.
Data-to-Information-to-Knowledge-to-Wisdom (DIKW)
A way of understanding the relationships between data, information, knowledge, and wisdom. DIKW shows how each of these builds on the others.
Definitive Media Library (DML)
(Service Transition) One or more locations in which the definitive and approved versions of all software Configuration Items are securely stored. The DML may also contain associated CIs such as licenses and documentation. The DML is a single logical storage area even if there are multiple locations. All software in the DML is under the control of Change and Release Management and is recorded in the Configuration Management System. Only software from the DML is acceptable for use in a Release.
Deliverable Something that must be provided to meet a commitment in a Service Level Agreement or a Contract. Deliverable is also used in a more informal way to mean a planned output of any Process.
Demand Management Activities that understand and influence Customer demand for Services and the provision of Capacity to meet these demands. At a Strategic level Demand Management can involve analysis of Patterns of Business Activity and User Profiles. At a Tactical level it can involve use of Differential Charging to encourage Customers to use IT Services at less busy times.See Capacity Management.
Deming Cycle Synonym for Plan Do Check Act.
Dependency The direct or indirect reliance of one Process or Activity upon another.
Deployment (Service Transition) The Activity responsible for movement of new or changed hardware, software, documentation, Process, etc to the Live Environment. Deployment is part of the Release and Deployment Management Process.See Rollout.
Depreciation (Service Strategy) A measure of the reduction in value of an Asset over its life. This is based on wearing out, consumption or other reduction in the useful economic value.
Design (Service Design) An Activity or Process that identifies Requirements and then defines a solution that is able to meet these Requirements.See Service Design.
Detection (Service Operation) A stage in the Incident Lifecycle. Detection results in the Incident becoming known to the Service Provider. Detection can be automatic, or can be the result of a User logging an Incident.
Development (Service Design) The Process responsible for creating or modifying an IT Service or Application. Also used to mean the Role or group that carries out Development work.
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Development Environment
(Service Design) An Environment used to create or modify IT Services or Applications. Development Environments are not typically subjected to the same degree of control as Test Environments or Live Environments. See Development.
Diagnosis (Service Operation) A stage in the Incident and Problem Lifecycles. The purpose of Diagnosis is to identify a Workaround for an Incident or the Root Cause of a Problem.
Diagnostic Script (Service Operation) A structured set of questions used by Service Desk staff to ensure they ask the correct questions, and to help them Classify, Resolve and assign Incidents. Diagnostic Scripts may also be made available to Users to help them diagnose and resolve their own Incidents.
Differential Charging A technique used to support Demand Management by charging different amounts for the same IT Service Function at different times.
Direct Cost (Service Strategy) A cost of providing an IT Service which can be allocated in full to a specific Customer, Cost Centre, Project etc. For example cost of providing non-shared servers or software licenses. See Indirect Cost.
Directory Service (Service Operation) An Application that manages information about IT Infrastructure available on a network, and corresponding User access Rights.
Do Nothing (Service Design) A Recovery Option. The Service Provider formally agrees with the Customer that Recovery of this IT Service will not be performed.
Document Information in readable form. A Document may be paper or electronic. For example a Policy statement, Service Level Agreement, Incident Record, diagram of computer room layout.See Record.
Downtime (Service Design) (Service Operation) The time when a Configuration Item or IT Service is not Available during its Agreed Service Time. The Availability of an IT Service is often calculated from Agreed Service Time and Downtime.
Driver Something that influences Strategy, Objectives or Requirements. For example new legislation or the actions of competitors.
Early Life Support (Service Transition) Support provided for a new or Changed IT Service for a period of time after it is Released. During Early Life Support the IT Service Provider may review the KPIs, Service Levels and Monitoring Thresholds, and provide additional Resources for Incident and Problem Management.
Economies of scale (Service Strategy) The reduction in average Cost that is possible from increasing the usage of an IT Service or Asset. See Economies of Scope.
Economies of scope (Service Strategy) The reduction in Cost that is allocated to an IT Service by using an existing Asset for an additional purpose. For example delivering a new IT Service from existing IT Infrastructure.See Economies of Scale.
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Effectiveness (Continual Service Improvement) A measure of whether the Objectives of a Process, Service or Activity have been achieved. An Effective Process or Activity is one that achieves its agreed Objectives.See KPI.
Efficiency (Continual Service Improvement) A measure of whether the right amount of resources have been used to deliver a Process, Service or Activity. An Efficient Process achieves its Objectives with the minimum amount of time, money, people or other resources.See KPI.
Emergency Change (Service Transition) A Change that must be introduced as soon as possible. For example to resolve a Major Incident or implement a Security patch. The Change Management Process will normally have a specific Procedure for handling Emergency Changes.See Emergency Change Advisory Board (ECAB).
Emergency Change Advisory Board (ECAB)
(Service Transition) A sub-set of the Change Advisory Board who make decisions about high impact Emergency Changes. Membership of the ECAB may be decided at the time a meeting is called, and depends on the nature of the Emergency Change.
Environment (Service Transition) A subset of the IT Infrastructure that is used for a particular purpose. For Example: Live Environment, Test Environment, Build Environment. It is possible for multiple Environments to share a Configuration Item, for example Test and Live Environments may use different partitions on a single mainframe computer. Also used in the term Physical Environment to mean the accommodation, air conditioning, power system etc.Environment is also used as a generic term to mean the external conditions that influence or affect something.
Error (Service Operation) A design flaw or malfunction that causes a Failure of one or more Configuration Items or IT Services. A mistake made by a person or a faulty Process that impacts a CI or IT Service is also an Error.
Escalation (Service Operation) An Activity that obtains additional Resources when these are needed to meet Service Level Targets or Customer expectations. Escalation may be needed within any IT Service Management Process, but is most commonly associated with Incident Management, Problem Management and the management of Customer complaints. There are two types of Escalation, Functional Escalation and Hierarchic Escalation.
eSourcing Capability Model for Client Organizations (eSCM-CL)
(Service Strategy) A framework to help Organisations guide their analysis and decisions on Service Sourcing Models and Strategies. eSCM-CL was developed by Carnegie Mellon University.See eSCM-SP.
eSourcing Capability Model for Service Providers (eSCM-SP)
(Service Strategy) A framework to help IT Service Providers develop their IT Service Management Capabilities from a Service Sourcing perspective. eSCM-SP was developed by Carnegie Mellon University.See eSCM-CL.
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Estimation The use of experience to provide an approximate value for a Metric or Cost. Estimation is also used in Capacity and Availability Management as the cheapest and least accurate Modelling method.
Evaluation (Service Transition) The Process responsible for assessing a new or Changed IT Service to ensure that Risks have been managed and to help determine whether to proceed with the Change.Evaluation is also used to mean comparing an actual Outcome with the intended Outcome, or comparing one alternative with another.
Event (Service Operation) A change of state which has significance for the management of a Configuration Item or IT Service. The term Event is also used to mean an Alert or notification created by any IT Service, Configuration Item or Monitoring tool. Events typically require IT Operations personnel to take actions, and often lead to Incidents being logged.
Event Management (Service Operation) The Process responsible for managing Events throughout their Lifecycle. Event Management is one of the main Activities of IT Operations.
Exception Report A Document containing details of one or more KPIs or other important targets that have exceeded defined Thresholds. Examples include SLA targets being missed or about to be missed, and a Performance Metric indicating a potential Capacity problem.
Expanded Incident Lifecycle
(Availability Management) Detailed stages in the Lifecycle of an Incident. The stages are Detection, Diagnosis, Repair, Recovery, Restoration. The Expanded Incident Lifecycle is used to help understand all contributions to the Impact of Incidents and to Plan how these could be controlled or reduced.
External Customer A Customer who works for a different Business to the IT Service Provider. See External Service Provider, Internal Customer.
External Metric A Metric that is used to measure the delivery of IT Service to a Customer. External Metrics are usually defined in SLAs and reported to Customers. See Internal Metric.
External Service Provider (Service Strategy) An IT Service Provider which is part of a different Organisation to their Customer. An IT Service Provider may have both Internal Customers and External Customers.See Type III Service Provider.
External Sourcing Synonym for Outsourcing.
Facilities Management (Service Operation) The Function responsible for managing the physical Environment where the IT Infrastructure is located. Facilities Management includes all aspects of managing the physical Environment, for example power and cooling, building Access Management, and environmental Monitoring.
Failure (Service Operation) Loss of ability to Operate to Specification, or to deliver the required output. The term Failure may be used when referring to IT Services, Processes, Activities, Configuration Items etc. A Failure often causes an Incident.
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Failure Modes and Effects Analysis (FMEA)
An approach to assessing the potential Impact of Failures. FMEA involves analysing what would happen after Failure of each Configuration Item, all the way up to the effect on the Business. FMEA is often used in Information Security Management and in IT Service Continuity Planning.
Fast Recovery (Service Design) A Recovery Option which is also known as Hot Standby. Provision is made to Recover the IT Service in a short period of time, typically less than 24 hours. Fast Recovery typically uses a dedicated Fixed Facility with computer Systems, and software configured ready to run the IT Services. Immediate Recovery may take up to 24 hours if there is a need to Restore data from Backups.
Fault Synonym for Error.
Fault Tolerance (Service Design) The ability of an IT Service or Configuration Item to continue to Operate correctly after Failure of a Component part.See Resilience, Countermeasure.
Fault Tree Analysis (FTA) (Service Design) (Continual Service Improvement) A technique that can be used to determine the chain of Events that leads to a Problem. Fault Tree Analysis represents a chain of Events using Boolean notation in a diagram.
Financial Management (Service Strategy) The Function and Processes responsible for managing an IT Service Provider's Budgeting, Accounting and Charging Requirements.
First-line Support (Service Operation) The first level in a hierarchy of Support Groups involved in the resolution of Incidents. Each level contains more specialist skills, or has more time or other Resources.See Escalation.
Fishbone Diagram Synonym for Ishikawa Diagram.
Fit for Purpose An informal term used to describe a Process, Configuration Item, IT Service etc. that is capable of meeting its Objectives or Service Levels. Being Fit for Purpose requires suitable Design, implementation, Control and maintenance.
Fixed Cost (Service Strategy) A Cost that does not vary with IT Service usage. For example the cost of Server hardware.See Variable Cost.
Fixed Facility (Service Design) A permanent building, available for use when needed by an IT Service Continuity Plan.See Recovery Option, Portable Facility.
Follow the Sun (Service Operation) A methodology for using Service Desks and Support Groups around the world to provide seamless 24 * 7 Service. Calls, Incidents, Problems and Service Requests are passed between groups in different time zones.
Fulfilment Performing Activities to meet a need or Requirement. For example by providing a new IT Service, or meeting a Service Request.
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Function A team or group of people and the tools they use to carry out one or more Processes or Activities. For example the Service Desk.The term Function also has two other meaningsAn intended purpose of a Configuration Item, Person, Team, Process, or IT Service. For
example one Function of an Email Service may be to store and forward outgoing mails, one Function of a Business Process may be to dispatch goods to Customers.
To perform the intended purpose correctly, "The computer is Functioning"
Functional Escalation (Service Operation) Transferring an Incident, Problem or Change to a technical team with a higher level of expertise to assist in an Escalation.
Gap Analysis (Continual Service Improvement) An Activity which compares two sets of data and identifies the differences. Gap Analysis is commonly used to compare a set of Requirements with actual delivery.See Benchmarking.
Governance Ensuring that Policies and Strategy are actually implemented, and that required Processes are correctly followed. Governance includes defining Roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified.
Gradual Recovery (Service Design) A Recovery Option which is also known as Cold Standby. Provision is made to Recover the IT Service in a period of time greater than 72 hours. Gradual Recovery typically uses a Portable or Fixed Facility that has environmental support and network cabling, but no computer Systems. The hardware and software are installed as part of the IT Service Continuity Plan.
Guideline A Document describing Best Practice, that recommends what should be done. Compliance to a guideline is not normally enforced. See Standard.
Help Desk (Service Operation) A point of contact for Users to log Incidents. A Help Desk is usually more technically focussed than a Service Desk and does not provide a Single Point of Contact for all interaction. The term Help Desk is often used as a synonym for Service Desk.
Hierarchic Escalation (Service Operation) Informing or involving more senior levels of management to assist in an Escalation.
High Availability (Service Design) An approach or Design that minimises or hides the effects of Configuration Item Failure on the Users of an IT Service. High Availability solutions are Designed to achieve an agreed level of Availability and make use of techniques such as Fault Tolerance, Resilience and fast Recovery to reduce the number of Incidents, and the Impact of Incidents.
Hot Standby Synonym for Fast Recovery or Immediate Recovery.
Identity (Service Operation) A unique name that is used to identify a User, person or Role. The Identity is used to grant Rights to that User, person, or Role. Example identities might be the username SmithJ or the Role "Change manager".
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Immediate Recovery (Service Design) A Recovery Option which is also known as Hot Standby. Provision is made to Recover the IT Service with no loss of Service. Immediate Recovery typically uses mirroring, load balancing and split site technologies.
Impact (Service Operation) (Service Transition) A measure of the effect of an Incident, Problem or Change on Business Processes. Impact is often based on how Service Levels will be affected. Impact and Urgency are used to assign Priority.
Incident (Service Operation) An unplanned interruption to an IT Service or a reduction in the Quality of an IT Service. Failure of a Configuration Item that has not yet impacted Service is also an Incident. For example Failure of one disk from a mirror set.
Incident Management (Service Operation) The Process responsible for managing the Lifecycle of all Incidents. The primary Objective of Incident Management is to return the IT Service to Users as quickly as possible.
Incident Record (Service Operation) A Record containing the details of an Incident. Each Incident record documents the Lifecycle of a single Incident.
Indirect Cost (Service Strategy) A Cost of providing an IT Service which cannot be allocated in full to a specific Customer. For example Cost of providing shared Servers or software licenses. Also known as Overhead. See Direct Cost.
Information Security Management (ISM)
(Service Design) The Process that ensures the Confidentiality, Integrity and Availability of an Organisation's Assets, information, data and IT Services. Information Security Management usually forms part of an Organisational approach to Security Management which has a wider scope than the IT Service Provider, and includes handling of paper, building access, phone calls etc., for the entire Organisation.
Information Security Management System (ISMS)
(Service Design) The framework of Policy, Processes, Standards, Guidelines and tools that ensures an Organisation can achieve its Information Security Management Objectives.
Information Security Policy
(Service Design) The Policy that governs the Organisation’s approach to Information Security Management.
Information Technology (IT)
The use of technology for the storage, communication or processing of information. The technology typically includes computers, telecommunications, Applications and other software. The information may include Business data, voice, images, video, etc. Information Technology is often used to support Business Processes through IT Services.
Infrastructure Service An IT Service that is not directly used by the Business, but is required by the IT Service Provider so they can provide other IT Services. For example Directory Services, naming services, or communication services.
Insourcing Synonym for Internal Sourcing.
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Integrity (Service Design) A security principle that ensures data and Configuration Items are only modified by authorised personnel and Activities. Integrity considers all possible causes of modification, including software and hardware Failure, environmental Events, and human intervention.
Interactive Voice Response (IVR)
(Service Operation) A form of Automatic Call Distribution that accepts User input, such as key presses and spoken commands, to identify the correct destination for incoming Calls.
Intermediate Recovery (Service Design) A Recovery Option which is also known as Warm Standby. Provision is made to Recover the IT Service in a period of time between 24 and 72 hours. Intermediate Recovery typically uses a shared Portable or Fixed Facility that has computer Systems and network Components. The hardware and software will need to be configured, and data will need to be restored, as part of the IT Service Continuity Plan.
Internal Customer A Customer who works for the same Business as the IT Service Provider. See Internal Service Provider, External Customer.
Internal Metric A Metric that is used within the IT Service Provider to Monitor the Efficiency, Effectiveness or Cost Effectiveness of the IT Service Provider's internal Processes. Internal Metrics are not normally reported to the Customer of the IT Service. See External Metric.
Internal Rate of Return (IRR)
(Service Strategy) A technique used to help make decisions about Capital Expenditure. IRR calculates a figure that allows two or more alternative investments to be compared. A larger IRR indicates a better investment.See Net Present Value, Return on Investment.
Internal Service Provider (Service Strategy) An IT Service Provider which is part of the same Organisation as their Customer. An IT Service Provider may have both Internal Customers and External Customers.See Type I Service Provider, Type II Service Provider, Insource.
Internal Sourcing (Service Strategy) Using an Internal Service Provider to manage IT Services.See Service Sourcing, Type I Service Provider, Type II Service Provider.
International Organization for Standardization (ISO)
The International Organization for Standardization (ISO) is the world's largest developer of Standards. ISO is a non-governmental organization which is a network of the national standards institutes of 156 countries.Further information about ISO is available from http://www.iso.org/
International Standards Organisation
See International Organization for Standardization (ISO)
Internet Service Provider (ISP)
An External Service Provider that provides access to the Internet. Most ISPs also provide other IT Services such as web hosting.
Invocation (Service Design) Initiation of the steps defined in a plan. For example initiating the IT Service Continuity Plan for one or more IT Services.
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Ishikawa Diagram (Service Operation) (Continual Service Improvement) A technique that helps a team to identify all the possible causes of a Problem. Originally devised by Kaoru Ishikawa, the output of this technique is a diagram that looks like a fishbone.
ISO 9000 A generic term that refers to a number of international Standards and Guidelines for Quality Management Systems.See http://www.iso.org/ for more information.See ISO.
ISO 9001 An international Standard for Quality Management Systems.See ISO 9000, Standard.
ISO/IEC 17799 (Continual Service Improvement) ISO Code of Practice for Information Security Management. See Standard.
ISO/IEC 20000 ISO Specification and Code of Practice for IT Service Management. ISO/IEC 20000 is aligned with ITIL Best Practice.
ISO/IEC 27001 (Service Design) (Continual Service Improvement) ISO Specification for Information Security Management. The corresponding Code of Practice is ISO/IEC 17799. See Standard.
IT Directorate (Continual Service Improvement) Senior Management within a Service Provider, charged with developing and delivering IT services. Most commonly used in UK Government departments.
IT Infrastructure All of the hardware, software, networks, facilities etc. that are required to Develop, Test, deliver, Monitor, Control or support IT Services. The term IT Infrastructure includes all of the Information Technology but not the associated people, Processes and documentation.
IT Operations (Service Operation) Activities carried out by IT Operations Control, including Console Management, Job Scheduling, Backup and Restore, and Print and Output Management.IT Operations is also used as a synonym for Service Operation.
IT Operations Control (Service Operation) The Function responsible for Monitoring and Control of the IT Services and IT Infrastructure.See Operations Bridge.
IT Operations Management
(Service Operation) The Function within an IT Service Provider which performs the daily Activities needed to manage IT Services and the supporting IT Infrastructure. IT Operations Management includes IT Operations Control and Facilities Management.
IT Service A Service provided to one or more Customers by an IT Service Provider. An IT Service is based on the use of Information Technology and supports the Customer's Business Processes. An IT Service is made up from a combination of people, Processes and technology and should be defined in a Service Level Agreement.
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IT Service Continuity Management (ITSCM)
(Service Design) The Process responsible for managing Risks that could seriously impact IT Services. ITSCM ensures that the IT Service Provider can always provide minimum agreed Service Levels, by reducing the Risk to an acceptable level and Planning for the Recovery of IT Services. ITSCM should be designed to support Business Continuity Management.
IT Service Continuity Plan (Service Design) A Plan defining the steps required to Recover one or more IT Services. The Plan will also identify the triggers for Invocation, people to be involved, communications etc. The IT Service Continuity Plan should be part of a Business Continuity Plan.
IT Service Management (ITSM)
The implementation and management of Quality IT Services that meet the needs of the Business. IT Service Management is performed by IT Service Providers through an appropriate mix of people, Process and Information Technology.See Service Management.
IT Service Management Forum (itSMF)
The IT Service Management Forum is an independent Organisation dedicated to promoting a professional approach to IT Service Management. The itSMF is a not-for-profit membership Organisation with representation in many countries around the world (itSMF Chapters). The itSMF and its membership contribute to the development of ITIL and associated IT Service Management Standards. See http://www.itsmf.com/ for more information.
IT Service Provider (Service Strategy) A Service Provider that provides IT Services to Internal Customers or External Customers.
IT Steering Group (ISG) A formal group that is responsible for ensuring that Business and IT Service Provider Strategies and Plans are closely aligned. An IT Steering Group includes senior representatives from the Business and the IT Service Provider.
ITIL A set of Best Practice guidance for IT Service Management. ITIL is owned by the OGC and consists of a series of publications giving guidance on the provision of Quality IT Services, and on the Processes and facilities needed to support them. See http://www.itil.co.uk/ for more information.
Job Description A Document which defines the Roles, responsibilities, skills and knowledge required by a particular person. One Job Description can include multiple Roles, for example the Roles of Configuration Manager and Change Manager may be carried out by one person.
Job Scheduling (Service Operation) Planning and managing the execution of software tasks that are required as part of an IT Service. Job Scheduling is carried out by IT Operations Management, and is often automated using software tools that run batch or online tasks at specific times of the day, week, month or year.
Kano Model (Service Strategy) A Model developed by Noriaki Kano that is used to help understand Customer preferences. The Kano Model considers Attributes of an IT Service grouped into areas such as Basic Factors, Excitement Factors, Performance Factors etc.
Kepner & Tregoe Analysis
(Service Operation) (Continual Service Improvement) A structured approach to Problem solving. The Problem is analysed in terms of what, where, when and extent. Possible causes are identified. The most probable cause is tested. The true cause is verified.
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Key Performance Indicator (KPI)
(Continual Service Improvement) A Metric that is used to help manage a Process, IT Service or Activity. Many Metrics may be measured, but only the most important of these are defined as KPIs and used to actively manage and report on the Process, IT Service or Activity. KPIs should be selected to ensure that Efficiency, Effectiveness, and Cost Effectiveness are all managed.See Critical Success Factor.
Knowledge Base (Service Transition) A logical database containing the data used by the Service Knowledge Management System.
Knowledge Management (Service Transition) The Process responsible for gathering, analysing, storing and sharing knowledge and information within an Organisation. The primary purpose of Knowledge Management is to improve Efficiency by reducing the need to rediscover knowledge.See Data-to-Information-to-Knowledge-to-Wisdom, Service Knowledge Management System.
Known Error (Service Operation) A Problem that has a documented Root Cause and a Workaround. Known Errors are created and managed throughout their Lifecycle by Problem Management. Known Errors may also be identified by Development or Suppliers.
Known Error Database (KEDB)
(Service Operation) A database containing all Known Error Records. This database is created by Problem Management and used by Incident and Problem Management. The Known Error Database is part of the Service Knowledge Management System.
Known Error Record (Service Operation) A Record containing the details of a Known Error. Each Known Error Record documents the Lifecycle of a Known Error, including the Status, Root Cause and Workaround. In some implementations a Known Error is documented using additional fields in a Problem Record.
Lifecycle The various stages in the life of an IT Service, Configuration Item, Incident, Problem, Change etc. The Lifecycle defines the Categories for Status and the Status transitions that are permitted. For example:The Lifecycle of an Application includes Requirements, Design, Build, Deploy, Operate,
Optimise.The Expanded Incident Lifecycle includes Detect, Respond, Diagnose, Repair,
Recover, Restore.The lifecycle of a Server may include: Ordered, Received, In Test, Live, Disposed etc.
Line of Service (LOS) (Service Strategy) A Core Service or Supporting Service that has multiple Service Level Packages. A line of Service is managed by a Product Manager and each Service Level Package is designed to support a particular market segment.
Live (Service Transition) Refers to an IT Service or Configuration Item that is being used to deliver Service to a Customer.
Live Environment (Service Transition) A controlled Environment containing Live Configuration Items used to deliver IT Services to Customers.
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Maintainability (Service Design) A measure of how quickly and Effectively a Configuration Item or IT Service can be restored to normal working after a Failure. Maintainability is often measured and reported as MTRS. Maintainability is also used in the context of Software or IT Service Development to mean ability to be Changed or Repaired easily.
Major Incident (Service Operation) The highest Category of Impact for an Incident. A Major Incident results in significant disruption to the Business.
Managed Services (Service Strategy) A perspective on IT Services which emphasizes the fact that they are managed. The term Managed Services is also used as a synonym for Outsourced IT Services.
Management Information Information that is used to support decision making by managers. Management Information is often generated automatically by tools supporting the various IT Service Management Processes. Management Information often includes the values of KPIs such as "Percentage of Changes leading to Incidents", or "first time fix rate".
Management of Risk (MoR)
The OGC methodology for managing Risks. MoR includes all the Activities required to identify and Control the exposure to Risk which may have an impact on the achievement of an Organisation’s Business Objectives. See http://www.m-o-r.org/ for more details.
Management System The framework of Policy, Processes and Functions that ensures an Organisation can achieve its Objectives.
Manual Workaround A Workaround that requires manual intervention. Manual Workaround is also used as the name of a Recovery Option in which The Business Process Operates without the use of IT Services. This is a temporary measure and is usually combined with another Recovery Option.
Marginal Cost (Service Strategy) The Cost of continuing to provide the IT Service. Marginal Cost does not include investment already made, for example the cost of developing new software and delivering training.
Market Space (Service Strategy) All opportunities that an IT Service Provider could exploit to meet business needs of Customers. The Market Space identifies the possible IT Services that an IT Service Provider may wish to consider delivering.
Maturity (Continual Service Improvement) A measure of the Reliability, Efficiency and Effectiveness of a Process, Function, Organisation etc. The most mature Processes and Functions are formally aligned to Business Objectives and Strategy, and are supported by a framework for continual improvement.
Maturity Level A named level in a Maturity model such as the Carnegie Mellon Capability Maturity Model Integration.
Mean Time Between Failures (MTBF)
(Service Design) A Metric for measuring and reporting Reliability. MTBF is the average time that a Configuration Item or IT Service can perform its agreed Function without interruption. This is measured from when the CI or IT Service starts working, until it next fails.
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Mean Time Between Service Incidents (MTBSI)
(Service Design) A Metric used for measuring and reporting Reliability. MTBSI is the mean time from when a System or IT Service fails, until it next fails. MTBSI is equal to MTBF + MTRS.
Mean Time To Repair (MTTR)
The average time taken to repair a Configuration Item or IT Service after a Failure. MTTR is measured from when the CI or IT Service fails until it is Repaired. MTTR does not include the time required to Recover or Restore. MTTR is sometimes incorrectly used to mean Mean Time to Restore Service.
Mean Time to Restore Service (MTRS)
The average time taken to Restore a Configuration Item or IT Service after a Failure. MTRS is measured from when the CI or IT Service fails until it is fully Restored and delivering its normal functionality.See Maintainability, Mean Time to Repair.
Metric (Continual Service Improvement) Something that is measured and reported to help manage a Process, IT Service or Activity. See KPI.
Middleware (Service Design) Software that connects two or more software Components or Applications. Middleware is usually purchased from a Supplier, rather than developed within the IT Service Provider.See Off the Shelf.
Mission Statement The Mission Statement of an Organisation is a short but complete description of the overall purpose and intentions of that Organisation. It states what is to be achieved, but not how this should be done.
Model A representation of a System, Process, IT Service, Configuration Item etc. that is used to help understand or predict future behaviour.
Modelling A technique that is used to predict the future behaviour of a System, Process, IT Service, Configuration Item etc. Modelling is commonly used in Financial Management, Capacity Management and Availability Management.
Monitor Control Loop (Service Operation) Monitoring the output of a Task, Process, IT Service or Configuration Item; comparing this output to a predefined norm; and taking appropriate action based on this comparison.
Monitoring (Service Operation) Repeated observation of a Configuration Item, IT Service or Process to detect Events and to ensure that the current status is known.
Near-Shore (Service Strategy) Provision of Services from a country near the country where the Customer is based. This can be the provision of an IT Service, or of supporting Functions such as Service Desk.See On-shore, Off-shore.
Net Present Value (NPV) (Service Strategy) A technique used to help make decisions about Capital Expenditure. NPV compares cash inflows to cash outflows. Positive NPV indicates that an investment is worthwhile.See Internal Rate of Return, Return on Investment.
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Notional Charging (Service Strategy) An approach to Charging for IT Services. Charges to Customers are calculated and Customers are informed of the charge, but no money is actually transferred. Notional Charging is sometimes introduced to ensure that Customers are aware of the Costs they incur, or as a stage during the introduction of real Charging.
Objective The defined purpose or aim of a Process, an Activity or an Organisation as a whole. Objectives are usually expressed as measurable targets. The term Objective is also informally used to mean a Requirement.See Outcome.
Off the Shelf Synonym for Commercial Off the Shelf.
Office of Government Commerce (OGC)
OGC owns the ITIL brand (copyright and trademark). OGC is a UK Government department that supports the delivery of the government's procurement agenda through its work in collaborative procurement and in raising levels of procurement skills and capability with departments. It also provides support for complex public sector projects.
Office of Public Sector Information (OPSI)
OPSI license the Crown Copyright material used in the ITIL publications. They are a UK Government department who provide online access to UK legislation, license the re-use of Crown copyright material, manage the Information Fair Trader Scheme, maintain the Government’s Information Asset Register and provide advice and guidance on official publishing and Crown copyright.
Off-shore (Service Strategy) Provision of Services from a location outside the country where the Customer is based, often in a different continent. This can be the provision of an IT Service, or of supporting Functions such as Service Desk.See On-shore, Near-shore.
On-shore (Service Strategy) Provision of Services from a location within the country where the Customer is based. See Off-shore, Near-shore.
Operate To perform as expected. A Process or Configuration Item is said to Operate if it is delivering the Required outputs. Operate also means to perform one or more Operations. For example, to Operate a computer is to do the day-to-day Operations needed for it to perform as expected.
Operation (Service Operation) Day-to-day management of an IT Service, System, or other Configuration Item. Operation is also used to mean any pre-defined Activity or Transaction. For example loading a magnetic tape, accepting money at a point of sale, or reading data from a disk drive.
Operational The lowest of three levels of Planning and delivery (Strategic, Tactical, Operational). Operational Activities include the day-to-day or short term Planning or delivery of a Business Process or IT Service Management Process. The term Operational is also a synonym for Live.
Operational Cost Cost resulting from running the IT Services. Often repeating payments. For example staff costs, hardware maintenance and electricity (also known as "current expenditure" or "revenue expenditure").See Capital Expenditure.
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Operational Expenditure (OPEX)
Synonym for Operational Cost.
Operational Level Agreement (OLA)
(Service Design) (Continual Service Improvement) An Agreement between an IT Service Provider and another part of the same Organisation. An OLA supports the IT Service Provider's delivery of IT Services to Customers. The OLA defines the goods or Services to be provided and the responsibilities of both parties. For example there could be an OLAbetween the IT Service Provider and a procurement department to obtain hardware in
agreed timesbetween the Service Desk and a Support Group to provide Incident Resolution in
agreed times.See Service Level Agreement.
Operations Bridge (Service Operation) A physical location where IT Services and IT Infrastructure are monitored and managed.
Operations Control Synonym for IT Operations Control.
Operations Management Synonym for IT Operations Management.
Opportunity Cost (Service Strategy) A Cost that is used in deciding between investment choices. Opportunity Cost represents the revenue that would have been generated by using the Resources in a different way. For example the Opportunity Cost of purchasing a new Server may include not carrying out a Service Improvement activity that the money could have been spent on. Opportunity cost analysis is used as part of a decision making processes, but is not treated as an actual Cost in any financial statement.
Optimise Review, Plan and request Changes, in order to obtain the maximum Efficiency and Effectiveness from a Process, Configuration Item, Application etc.
Organisation A company, legal entity or other institution. Examples of Organisations that are not companies include International Standards Organisation or itSMF. The term Organisation is sometimes used to refer to any entity which has People, Resources and Budgets. For example a Project or Business Unit.
Outcome The result of carrying out an Activity; following a Process; delivering an IT Service etc. The term Outcome is used to refer to intended results, as well as to actual results.See Objective.
Outsourcing (Service Strategy) Using an External Service Provider to manage IT Services.See Service Sourcing, Type III Service Provider.
Overhead Synonym for Indirect cost
Pain Value Analysis (Service Operation) A technique used to help identify the Business Impact of one or more Problems. A formula is used to calculate Pain Value based on the number of Users affected, the duration of the Downtime, the Impact on each User, and the cost to the Business (if known).
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Pareto Principle (Service Operation) A technique used to prioritise Activities. The Pareto Principle says that 80% of the value of any Activity is created with 20% of the effort. Pareto Analysis is also used in Problem Management to prioritise possible Problem causes for investigation.
Partnership A relationship between two Organisations which involves working closely together for common goals or mutual benefit. The IT Service Provider should have a Partnership with the Business, and with Third Parties who are critical to the delivery of IT Services. See Value Network.
Passive Monitoring (Service Operation) Monitoring of a Configuration Item, an IT Service or a Process that relies on an Alert or notification to discover the current status. See Active Monitoring.
Pattern of Business Activity (PBA)
(Service Strategy) A Workload profile of one or more Business Activities. Patterns of Business Activity are used to help the IT Service Provider understand and plan for different levels of Business Activity.See User Profile.
Percentage utilisation (Service Design) The amount of time that a Component is busy over a given period of time. For example, if a CPU is busy for 1800 seconds in a one hour period, its utilisation is 50%
Performance A measure of what is achieved or delivered by a System, person, team, Process, or IT Service.
Performance Anatomy (Service Strategy) An approach to Organisational Culture that integrates, and actively manages, leadership and strategy, people development, technology enablement, performance management and innovation.
Performance Management
(Continual Service Improvement) The Process responsible for day-to-day Capacity Management Activities. These include Monitoring, Threshold detection, Performance analysis and Tuning, and implementing Changes related to Performance and Capacity.
Pilot (Service Transition) A limited Deployment of an IT Service, a Release or a Process to the Live Environment. A Pilot is used to reduce Risk and to gain User feedback and Acceptance.See Test, Evaluation.
Plan A detailed proposal which describes the Activities and Resources needed to achieve an Objective. For example a Plan to implement a new IT Service or Process. ISO/IEC 20000 requires a Plan for the management of each IT Service Management Process.
Plan-Do-Check-Act (Continual Service Improvement) A four stage cycle for Process management, attributed to Edward Deming. Plan-Do-Check-Act is also called the Deming Cycle.PLAN: Design or revise Processes that support the IT Services.DO: Implement the Plan and manage the Processes.CHECK: Measure the Processes and IT Services, compare with Objectives and produce reports ACT: Plan and implement Changes to improve the Processes.
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Planned Downtime (Service Design) Agreed time when an IT Service will not be available. Planned Downtime is often used for maintenance, upgrades and testing.See Change Window, Downtime.
Planning An Activity responsible for creating one or more Plans. For example, Capacity Planning.
PMBOK A Project management Standard maintained and published by the Project Management Institute. PMBOK stands for Project Management Body of Knowledge. See http://www.pmi.org/ for more information.See PRINCE2.
Policy Formally documented management expectations and intentions. Policies are used to direct decisions, and to ensure consistent and appropriate development and implementation of Processes, Standards, Roles, Activities, IT Infrastructure etc.
Portable Facility (Service Design) A prefabricated building, or a large vehicle, provided by a Third Party and moved to a site when needed by an IT Service Continuity Plan.See Recovery Option, Fixed Facility.
Post Implementation Review (PIR)
A Review that takes place after a Change or a Project has been implemented. A PIR determines if the Change or Project was successful, and identifies opportunities for improvement.
Practice A way of working, or a way in which work must be done. Practices can include Activities, Processes, Functions, Standards and Guidelines.See Best Practice.
Prerequisite for Success (PFS)
An Activity that needs to be completed, or a condition that needs to be met, to enable successful implementation of a Plan or Process. A PFS is often an output from one Process that is a required input to another Process.
Pricing (Service Strategy) The Activity for establishing how much Customers will be Charged.
PRINCE2 The standard UK government methodology for Project management. See http://www.ogc.gov.uk/prince2/ for more information.See PMBOK.
Priority (Service Transition) (Service Operation) A Category used to identify the relative importance of an Incident, Problem or Change. Priority is based on Impact and Urgency, and is used to identify required times for actions to be taken. For example the SLA may state that Priority2 Incidents must be resolved within 12 hours.
Proactive Monitoring (Service Operation) Monitoring that looks for patterns of Events to predict possible future Failures. See Reactive Monitoring.
Proactive Problem Management
(Service Operation) Part of the Problem Management Process. The Objective of Proactive Problem Management is to identify Problems that might otherwise be missed. Proactive Problem Management analyses Incident Records, and uses data collected by other IT Service Management Processes to identify trends or significant Problems.
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Problem (Service Operation) A 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.
Problem Management (Service Operation) The Process responsible for managing the Lifecycle of all Problems. The primary Objectives of Problem Management are to prevent Incidents from happening, and to minimise the Impact of Incidents that cannot be prevented.
Problem Record (Service Operation) A Record containing the details of a Problem. Each Problem Record documents the Lifecycle of a single Problem.
Procedure A Document containing steps that specify how to achieve an Activity. Procedures are defined as part of Processes. See Work Instruction.
Process A structured set of Activities designed to accomplish a specific Objective. A Process takes one or more defined inputs and turns them into defined outputs. A Process may include any of the Roles, responsibilities, tools and management Controls required to reliably deliver the outputs. A Process may define Policies, Standards, Guidelines, Activities, and Work Instructions if they are needed.
Process Control The Activity of planning and regulating a Process, with the Objective of performing the Process in an Effective, Efficient, and consistent manner.
Process Manager A Role responsible for Operational management of a Process. The Process Manager's responsibilities include Planning and co-ordination of all Activities required to carry out, monitor and report on the Process. There may be several Process Managers for one Process, for example regional Change Managers or IT Service Continuity Managers for each data centre. The Process Manager Role is often assigned to the person who carries out the Process Owner Role, but the two Roles may be separate in larger Organisations.
Process Owner A Role responsible for ensuring that a Process is Fit for Purpose. The Process Owner’s responsibilities include sponsorship, Design, Change Management and continual improvement of the Process and its Metrics. This Role is often assigned to the same person who carries out the Process Manager Role, but the two Roles may be separate in larger Organisations.
Production Environment Synonym for Live Environment.
Profit Centre (Service Strategy) A Business Unit which charges for Services provided. A Profit Centre can be created with the objective of making a profit, recovering Costs, or running at a loss. An IT Service Provider can be run as a Cost Centre or a Profit Centre.
Pro-forma A template, or example Document containing example data that will be replaced with the real values when these are available.
Programme A number of Projects and Activities that are planned and managed together to achieve an overall set of related Objectives and other Outcomes.
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Project A temporary Organisation, with people and other Assets required to achieve an Objective or other Outcome. Each Project has a Lifecycle that typically includes initiation, Planning, execution, Closure etc. Projects are usually managed using a formal methodology such as PRINCE2.
Projected Service Outage (PSO)
(Service Transition) A Document that identifies the effect of planned Changes, maintenance Activities and Test Plans on agreed Service Levels.
PRojects IN Controlled Environments (PRINCE2)
See PRINCE2
Qualification (Service Transition) An Activity that ensures that IT Infrastructure is appropriate, and correctly configured, to support an Application or IT Service.See Validation.
Quality The ability of a product, Service, or Process to provide the intended value. For example, a hardware Component can be considered to be of high Quality if it performs as expected and delivers the required Reliability. Process Quality also requires an ability to monitor Effectiveness and Efficiency, and to improve them if necessary.See Quality Management System.
Quality Assurance (QA) (Service Transition) The Process responsible for ensuring that the Quality of a product, Service or Process will provide its intended Value.
Quality Management System (QMS)
(Continual Service Improvement) The set of Processes responsible for ensuring that all work carried out by an Organisation is of a suitable Quality to reliably meet Business Objectives or Service Levels.See ISO 9000.
Quick Win (Continual Service Improvement) An improvement Activity which is expected to provide a Return on Investment in a short period of time with relatively small Cost and effort.See Pareto Principle.
RACI (Service Design) (Continual Service Improvement) A Model used to help define Roles and Responsibilities. RACI stands for Responsible, Accountable, Consulted and Informed.See Stakeholder.
Reactive Monitoring (Service Operation) Monitoring that takes action in response to an Event. For example submitting a batch job when the previous job completes, or logging an Incident when an Error occurs.See Proactive Monitoring.
Reciprocal Arrangement (Service Design) A Recovery Option. An agreement between two Organisations to share resources in an emergency. For example, Computer Room space or use of a mainframe.
Record A Document containing the results or other output from a Process or Activity. Records are evidence of the fact that an Activity took place and may be paper or electronic. For example, an Audit report, an Incident Record, or the minutes of a meeting.
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Recovery (Service Design) (Service Operation) Returning a Configuration Item or an IT Service to a working state. Recovery of an IT Service often includes recovering data to a known consistent state. After Recovery, further steps may be needed before the IT Service can be made available to the Users (Restoration).
Recovery Option (Service Design) A Strategy for responding to an interruption to Service. Commonly used Strategies are Do Nothing, Manual Workaround, Reciprocal Arrangement, Gradual Recovery, Intermediate Recovery, Fast Recovery, Immediate Recovery. Recovery Options may make use of dedicated facilities, or Third Party facilities shared by multiple Businesses.
Recovery Point Objective (RPO)
(Service Operation) The maximum amount of data that may be lost when Service is Restored after an interruption. Recovery Point Objective is expressed as a length of time before the Failure. For example a Recovery Point Objective of one day may be supported by daily Backups, and up to 24 hours of data may be lost. Recovery Point Objectives for each IT Service should be negotiated, agreed and documented, and used as Requirements for Service Design and IT Service Continuity Plans.
Recovery Time Objective (RTO)
(Service Operation) The maximum time allowed for recovery of an IT Service following an interruption. The Service Level to be provided may be less than normal Service Level Targets. Recovery Time Objectives for each IT Service should be negotiated, agreed and documented.See Business Impact Analysis.
Redundancy Synonym for Fault Tolerance.The term Redundant also has a generic meaning of obsolete, or no longer needed.
Relationship A connection or interaction between two people or things. In Business Relationship Management it is the interaction between the IT Service Provider and the Business. In Configuration Management it is a link between two Configuration Items that identifies a dependency or connection between them. For example Applications may be linked to the Servers they run on, IT Services have many links to all the CIs that contribute to them.
Relationship Processes The ISO/IEC 20000 Process group that includes Business Relationship Management and Supplier Management.
Release (Service Transition) A collection of hardware, software, documentation, Processes or other Components required to implement one or more approved Changes to IT Services. The contents of each Release are managed, Tested, and Deployed as a single entity.
Release and Deployment Management
(Service Transition) The Process responsible for both Release Management and Deployment.
Release Identification (Service Transition) A naming convention used to uniquely identify a Release. The Release Identification typically includes a reference to the Configuration Item and a version number. For example Microsoft Office 2003 SR2.
Release Management (Service Transition) The Process responsible for Planning, scheduling and controlling the movement of Releases to Test and Live Environments. The primary Objective of Release Management is to ensure that the integrity of the Live Environment is protected and that the correct Components are released. Release Management is part of the Release and Deployment Management Process.
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Release Process The name used by ISO/IEC 20000 for the Process group that includes Release Management. This group does not include any other Processes.Release Process is also used as a synonym for Release Management Process.
Release Record (Service Transition) A Record in the CMDB that defines the content of a Release. A Release Record has Relationships with all Configuration Items that are affected by the Release.
Release Unit (Service Transition) Components of an IT Service that are normally Released together. A Release Unit typically includes sufficient Components to perform a useful Function. For example one Release Unit could be a Desktop PC, including Hardware, Software, Licenses, Documentation etc. A different Release Unit may be the complete Payroll Application, including IT Operations Procedures and User training.
Release Window Synonym for Change Window.
Reliability (Service Design) (Continual Service Improvement) A measure of how long a Configuration Item or IT Service can perform its agreed Function without interruption. Usually measured as MTBF or MTBSI. The term Reliability can also be used to state how likely it is that a Process, Function etc. will deliver its required outputs.See Availability.
Remediation (Service Transition) Recovery to a known state after a failed Change or Release.
Repair (Service Operation) The replacement or correction of a failed Configuration Item.
Request for Change (RFC)
(Service Transition) A formal proposal for a Change to be made. An RFC includes details of the proposed Change, and may be recorded on paper or electronically. The term RFC is often misused to mean a Change Record, or the Change itself.
Request Fulfilment (Service Operation) The Process responsible for managing the Lifecycle of all Service Requests.
Requirement (Service Design) A formal statement of what is needed. For example a Service Level Requirement, a Project Requirement or the required Deliverables for a Process.See Statement of Requirements.
Resilience (Service Design) The ability of a Configuration Item or IT Service to resist Failure or to Recover quickly following a Failure. For example, an armoured cable will resist failure when put under stress. See Fault Tolerance.
Resolution (Service Operation) Action taken to repair the Root Cause of an Incident or Problem, or to implement a Workaround.In ISO/IEC 20000, Resolution Processes is the Process group that includes Incident and Problem Management.
Resolution Processes The ISO/IEC 20000 Process group that includes Incident Management and Problem Management.
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Resource (Service Strategy) A generic term that includes IT Infrastructure, people, money or anything else that might help to deliver an IT Service. Resources are considered to be Assets of an Organisation.See Capability, Service Asset.
Response Time A measure of the time taken to complete an Operation or Transaction. Used in Capacity Management as a measure of IT Infrastructure Performance, and in Incident Management as a measure of the time taken to answer the phone, or to start Diagnosis.
Responsiveness A measurement of the time taken to respond to something. This could be Response Time of a Transaction, or the speed with which an IT Service Provider responds to an Incident or Request for Change etc.
Restoration of Service See Restore.
Restore (Service Operation) Taking action to return an IT Service to the Users after Repair and Recovery from an Incident. This is the primary Objective of Incident Management.
Retire (Service Transition) Permanent removal of an IT Service, or other Configuration Item, from the Live Environment. Retired is a stage in the Lifecycle of many Configuration Items.
Return on Investment (ROI)
(Service Strategy) (Continual Service Improvement) A measurement of the expected benefit of an investment. In the simplest sense it is the net profit of an investment divided by the net worth of the assets invested.See Net Present Value, Value on Investment.
Return to Normal (Service Design) The phase of an IT Service Continuity Plan during which full normal operations are resumed. For example, if an alternate data centre has been in use, then this phase will bring the primary data centre back into operation, and restore the ability to invoke IT Service Continuity Plans again.
Review An evaluation of a Change, Problem, Process, Project etc. Reviews are typically carried out at predefined points in the Lifecycle, and especially after Closure. The purpose of a Review is to ensure that all Deliverables have been provided, and to identify opportunities for improvement.See Post Implementation Review.
Rights (Service Operation) Entitlements, or permissions, granted to a User or Role. For example the Right to modify particular data, or to authorize a Change.
Risk A possible Event that could cause harm or loss, or affect the ability to achieve Objectives. A Risk is measured by the probability of a Threat, the Vulnerability of the Asset to that Threat, and the Impact it would have if it occurred.
Risk Assessment The initial steps of Risk Management. Analysing the value of Assets to the business, identifying Threats to those Assets, and evaluating how Vulnerable each Asset is to those Threats. Risk Assessment can be quantitative (based on numerical data) or qualitative.
Risk Management The Process responsible for identifying, assessing and controlling Risks. See Risk Assessment.
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Term Definition
Role A set of responsibilities, Activities and authorities granted to a person or team. A Role is defined in a Process. One person or team may have multiple Roles, for example the Roles of Configuration Manager and Change Manager may be carried out by a single person.
Rollout (Service Transition) Synonym for Deployment. Most often used to refer to complex or phased Deployments or Deployments to multiple locations.
Root Cause (Service Operation) The underlying or original cause of an Incident or Problem.
Root Cause Analysis (RCA)
(Service Operation) An Activity that identifies the Root Cause of an Incident or Problem. RCA typically concentrates on IT Infrastructure failures.See Service Failure Analysis.
Running Costs Synonym for Operational Costs
Scalability The ability of an IT Service, Process, Configuration Item etc. to perform its agreed Function when the Workload or Scope changes.
Scope The boundary, or extent, to which a Process, Procedure, Certification, Contract etc. applies. For example the Scope of Change Management may include all Live IT Services and related Configuration Items, the Scope of an ISO/IEC 20000 Certificate may include all IT Services delivered out of a named data centre.
Second-line Support (Service Operation) The second level in a hierarchy of Support Groups involved in the resolution of Incidents and investigation of Problems. Each level contains more specialist skills, or has more time or other Resources.
Security See Information Security Management
Security Management Synonym for Information Security Management
Security Policy Synonym for Information Security Policy
Separation of Concerns (SoC)
(Service Strategy) An approach to Designing a solution or IT Service that divides the problem into pieces that can be solved independently. This approach separates "what" is to be done from "how" it is to be done.
Server (Service Operation) A computer that is connected to a network and provides software Functions that are used by other computers.
Service A means of delivering value to Customers by facilitating Outcomes Customers want to achieve without the ownership of specific Costs and Risks.
Service Acceptance Criteria (SAC)
(Service Transition) A set of criteria used to ensure that an IT Service meets its functionality and Quality Requirements and that the IT Service Provider is ready to Operate the new IT Service when it has been Deployed. See Acceptance.
Service Analytics (Service Strategy) A technique used in the Assessment of the Business Impact of Incidents. Service Analytics Models the dependencies between Configuration Items, and the dependencies of IT Services on Configuration Items.
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Service Asset Any Capability or Resource of a Service Provider.See Asset.
Service Asset and Configuration Management (SACM)
(Service Transition) The Process responsible for both Configuration Management and Asset Management.
Service Capacity Management (SCM)
(Service Design) (Continual Service Improvement) The Activity responsible for understanding the Performance and Capacity of IT Services. The Resources used by each IT Service and the pattern of usage over time are collected, recorded, and analysed for use in the Capacity Plan.See Business Capacity Management, Component Capacity Management.
Service Catalogue (Service Design) A database or structured Document with information about all Live IT Services, including those available for Deployment. The Service Catalogue is the only part of the Service Portfolio published to Customers, and is used to support the sale and delivery of IT Services. The Service Catalogue includes information about deliverables, prices, contact points, ordering and request Processes.See Contract Portfolio.
Service Continuity Management
Synonym for IT Service Continuity Management.
Service Contract (Service Strategy) A Contract to deliver one or more IT Services. The term Service Contract is also used to mean any Agreement to deliver IT Services, whether this is a legal Contract or an SLA.See Contract Portfolio.
Service Culture A Customer oriented Culture. The major Objectives of a Service Culture are Customer satisfaction and helping the Customer to achieve their Business Objectives.
Service Design (Service Design) A stage in the Lifecycle of an IT Service. Service Design includes a number of Processes and Functions and is the title of one of the Core ITIL publications.See Design.
Service Design Package (Service Design) Document(s) defining all aspects of an IT Service and its Requirements through each stage of its Lifecycle. A Service Design Package is produced for each new IT Service, major Change, or IT Service Retirement.
Service Desk (Service Operation) The Single Point of Contact between the Service Provider and the Users. A typical Service Desk manages Incidents and Service Requests, and also handles communication with the Users.
Service Failure Analysis (SFA)
(Service Design) An Activity that identifies underlying causes of one or more IT Service interruptions. SFA identifies opportunities to improve the IT Service Provider's Processes and tools, and not just the IT Infrastructure. SFA is a time constrained, project-like activity, rather than an ongoing process of analysis.See Root Cause Analysis.
Service Hours (Service Design) (Continual Service Improvement) An agreed time period when a particular IT Service should be Available. For example, "Monday-Friday 08:00 to 17:00 except public holidays". Service Hours should be defined in a Service Level Agreement.
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Term Definition
Service Improvement Plan (SIP)
(Continual Service Improvement) A formal Plan to implement improvements to a Process or IT Service.
Service Knowledge Management System (SKMS)
(Service Transition) A set of tools and databases that are used to manage knowledge and information. The SKMS includes the Configuration Management System, as well as other tools and databases. The SKMS stores, manages, updates, and presents all information that an IT Service Provider needs to manage the full Lifecycle of IT Services.
Service Level Measured and reported achievement against one or more Service Level Targets. The term Service Level is sometimes used informally to mean Service Level Target.
Service Level Agreement (SLA)
(Service Design) (Continual Service Improvement) An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level Targets, and specifies the responsibilities of the IT Service Provider and the Customer. A single SLA may cover multiple IT Services or multiple Customers. See Operational Level Agreement.
Service Level Management (SLM)
(Service Design) (Continual Service Improvement) The Process responsible for negotiating Service Level Agreements, and ensuring that these are met. SLM is responsible for ensuring that all IT Service Management Processes, Operational Level Agreements, and Underpinning Contracts, are appropriate for the agreed Service Level Targets. SLM monitors and reports on Service Levels, and holds regular Customer reviews.
Service Level Package (SLP)
(Service Strategy) A defined level of Utility and Warranty for a particular Service Package. Each SLP is designed to meet the needs of a particular Pattern of Business Activity.See Line of Service.
Service Level Requirement (SLR)
(Service Design) (Continual Service Improvement) A Customer Requirement for an aspect of an IT Service. SLRs are based on Business Objectives and are used to negotiate agreed Service Level Targets.
Service Level Target (Service Design) (Continual Service Improvement) A commitment that is documented in a Service Level Agreement. Service Level Targets are based on Service Level Requirements, and are needed to ensure that the IT Service design is Fit for Purpose. Service Level Targets should be SMART, and are usually based on KPIs.
Service Maintenance Objective
(Service Operation) The expected time that a Configuration Item will be unavailable due to planned maintenance Activity.
Service Management Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.
Service Management Lifecycle
An approach to IT Service Management that emphasizes the importance of coordination and Control across the various Functions, Processes, and Systems necessary to manage the full Lifecycle of IT Services. The Service Management Lifecycle approach considers the Strategy, Design, Transition, Operation and Continuous Improvement of IT Services.
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Service Manager A manager who is responsible for managing the end-to-end Lifecycle of one or more IT Services. The term Service Manager is also used to mean any manager within the IT Service Provider. Most commonly used to refer to a Business Relationship Manager, a Process Manager, an Account Manager or a senior manager with responsibility for IT Services overall.
Service Operation (Service Operation) A stage in the Lifecycle of an IT Service. Service Operation includes a number of Processes and Functions and is the title of one of the Core ITIL publications.See Operation.
Service Owner (Continual Service Improvement) A Role which is accountable for the delivery of a specific IT Service.
Service Package (Service Strategy) A detailed description of an IT Service that is available to be delivered to Customers. A Service Package includes a Service Level Package and one or more Core Services and Supporting Services.
Service Pipeline (Service Strategy) A database or structured Document listing all IT Services that are under consideration or Development, but are not yet available to Customers. The Service Pipeline provides a Business view of possible future IT Services and is part of the Service Portfolio which is not normally published to Customers.
Service Portfolio (Service Strategy) The complete set of Services that are managed by a Service Provider. The Service Portfolio is used to manage the entire Lifecycle of all Services, and includes three Categories: Service Pipeline (proposed or in Development); Service Catalogue (Live or available for Deployment); and Retired Services. See Service Portfolio Management, Contract Portfolio.
Service Portfolio Management (SPM)
(Service Strategy) The Process responsible for managing the Service Portfolio. Service Portfolio Management considers Services in terms of the Business value that they provide.
Service Potential (Service Strategy) The total possible value of the overall Capabilities and Resources of the IT Service Provider.
Service Provider (Service Strategy) An Organisation supplying Services to one or more Internal Customers or External Customers. Service Provider is often used as an abbreviation for IT Service Provider.See Type I Service Provider, Type II Service Provider, Type III Service Provider.
Service Provider Interface (SPI)
(Service Strategy) An interface between the IT Service Provider and a User, Customer, Business Process, or a Supplier. Analysis of Service Provider Interfaces helps to coordinate end-to-end management of IT Services.
Service Provisioning Optimization (SPO)
(Service Strategy) Analysing the finances and constraints of an IT Service to decide if alternative approaches to Service delivery might reduce Costs or improve Quality.
Service Reporting (Continual Service Improvement) The Process responsible for producing and delivering reports of achievement and trends against Service Levels. Service Reporting should agree the format, content and frequency of reports with Customers.
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Service Request (Service Operation) A request from a User for information, or advice, or for a Standard Change or for Access to an IT Service. For example to reset a password, or to provide standard IT Services for a new User. Service Requests are usually handled by a Service Desk, and do not require an RFC to be submitted.See Request Fulfilment.
Service Sourcing (Service Strategy) The Strategy and approach for deciding whether to provide a Service internally or to Outsource it to an External Service Provider. Service Sourcing also means the execution of this Strategy.Service Sourcing includes:Internal Sourcing - Internal or Shared Services using Type I or Type II Service
Providers.Traditional Sourcing - Full Service Outsourcing using a Type III Service Provider.Multivendor Sourcing - Prime, Consortium or Selective Outsourcing using Type III
Service Providers.
Service Strategy (Service Strategy) The title of one of the Core ITIL publications. Service Strategy establishes an overall Strategy for IT Services and for IT Service Management.
Service Transition (Service Transition) A stage in the Lifecycle of an IT Service. Service Transition includes a number of Processes and Functions and is the title of one of the Core ITIL publications.See Transition.
Service Utility (Service Strategy) The Functionality of an IT Service from the Customer's perspective. The Business value of an IT Service is created by the combination of Service Utility (what the Service does) and Service Warranty (how well it does it).See Utility.
Service Validation and Testing
(Service Transition) The Process responsible for Validation and Testing of a new or Changed IT Service. Service Validation and Testing ensures that the IT Service matches its Design Specification and will meet the needs of the Business.
Service Valuation (Service Strategy) A measurement of the total Cost of delivering an IT Service, and the total value to the Business of that IT Service. Service Valuation is used to help the Business and the IT Service Provider agree on the value of the IT Service.
Service Warranty (Service Strategy) Assurance that an IT Service will meet agreed Requirements. This may be a formal Agreement such as a Service Level Agreement or Contract, or may be a marketing message or brand image. The Business value of an IT Service is created by the combination of Service Utility (what the Service does) and Service Warranty (how well it does it).See Warranty.
Serviceability (Service Design) (Continual Service Improvement) The ability of a Third Party Supplier to meet the terms of their Contract. This Contract will include agreed levels of Reliability, Maintainability or Availability for a Configuration Item.
Shift (Service Operation) A group or team of people who carry out a specific Role for a fixed period of time. For example there could be four shifts of IT Operations Control personnel to support an IT Service that is used 24 hours a day.
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Simulation modelling (Service Design) (Continual Service Improvement) A technique that creates a detailed Model to predict the behaviour of a Configuration Item or IT Service. Simulation Models can be very accurate but are expensive and time consuming to create. A Simulation Model is often created by using the actual Configuration Items that are being modelled, with artificial Workloads or Transactions. They are used in Capacity Management when accurate results are important. A simulation model is sometimes called a Performance Benchmark.
Single Point of Contact (Service Operation) Providing a single consistent way to communicate with an Organisation or Business Unit. For example, a Single Point of Contact for an IT Service Provider is usually called a Service Desk.
Single Point of Failure (SPOF)
(Service Design) Any Configuration Item that can cause an Incident when it fails, and for which a Countermeasure has not been implemented. A SPOF may be a person, or a step in a Process or Activity, as well as a Component of the IT Infrastructure. See Failure.
SLAM Chart (Continual Service Improvement) A Service Level Agreement Monitoring Chart is used to help monitor and report achievements against Service Level Targets. A SLAM Chart is typically colour coded to show whether each agreed Service Level Target has been met, missed, or nearly missed during each of the previous 12 months.
SMART (Service Design) (Continual Service Improvement) An acronym for helping to remember that targets in Service Level Agreements and Project Plans should be Specific, Measurable, Achievable, Relevant and Timely.
Snapshot (Service Transition) The current state of a Configuration as captured by a discovery tool.Also used as a synonym for Benchmark.See Baseline.
Source See Service Sourcing.
Specification A formal definition of Requirements. A Specification may be used to define technical or Operational Requirements, and may be internal or external. Many public Standards consist of a Code of Practice and a Specification. The Specification defines the Standard against which an Organisation can be Audited.
Stakeholder All people who have an interest in an Organisation, Project, IT Service etc. Stakeholders may be interested in the Activities, targets, Resources, or Deliverables. Stakeholders may include Customers, Partners, employees, shareholders, owners, etc.See RACI.
Standard A mandatory Requirement. Examples include ISO/IEC 20000 (an international Standard), an internal security Standard for Unix configuration, or a government Standard for how financial Records should be maintained. The term Standard is also used to refer to a Code of Practice or Specification published by a Standards Organisation such as ISO or BSI.See Guideline.
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Standard Change (Service Transition) A pre-approved Change that is low Risk, relatively common and follows a Procedure or Work Instruction. For example password reset or provision of standard equipment to a new employee. RFCs are not required to implement a Standard Change, and they are logged and tracked using a different mechanism, such as a Service Request.See Change Model.
Standard Operating Procedures (SOP)
(Service Operation) Procedures used by IT Operations Management.
Standby (Service Design) Used to refer to Resources that are not required to deliver the Live IT Services, but are available to support IT Service Continuity Plans. For example a Standby data centre may be maintained to support Hot Standby, Warm Standby or Cold Standby arrangements.
Statement of requirements (SOR)
(Service Design) A Document containing all Requirements for a product purchase, or a new or changed IT Service.See Terms of Reference.
Status The name of a required field in many types of Record. It shows the current stage in the Lifecycle of the associated Configuration Item, Incident, Problem etc.
Status Accounting (Service Transition) The Activity responsible for recording and reporting the Lifecycle of each Configuration Item.
Storage Management (Service Operation) The Process responsible for managing the storage and maintenance of data throughout its Lifecycle.
Strategic (Service Strategy) The highest of three levels of Planning and delivery (Strategic, Tactical, Operational). Strategic Activities include Objective setting and long term Planning to achieve the overall Vision.
Strategy (Service Strategy) A Strategic Plan designed to achieve defined Objectives.
Super User (Service Operation) A User who helps other Users, and assists in communication with the Service Desk or other parts of the IT Service Provider. Super Users typically provide support for minor Incidents and training.
Supplier (Service Strategy) (Service Design) A Third Party responsible for supplying goods or Services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and Outsourcing Organisations.See Underpinning Contract, Supply Chain.
Supplier and Contract Database (SCD)
(Service Design) A database or structured Document used to manage Supplier Contracts throughout their Lifecycle. The SCD contains key Attributes of all Contracts with Suppliers, and should be part of the Service Knowledge Management System.
Supplier Management (Service Design) The Process responsible for ensuring that all Contracts with Suppliers support the needs of the Business, and that all Suppliers meet their contractual commitments.
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Supply Chain (Service Strategy) The Activities in a Value Chain carried out by Suppliers. A Supply Chain typically involves multiple Suppliers, each adding value to the product or Service.See Value Network.
Support Group (Service Operation) A group of people with technical skills. Support Groups provide the Technical Support needed by all of the IT Service Management Processes. See Technical Management.
Support Hours (Service Design) (Service Operation) The times or hours when support is available to the Users. Typically this is the hours when the Service Desk is available. Support Hours should be defined in a Service Level Agreement, and may be different from Service Hours. For example, Service Hours may be 24 hours a day, but the Support Hours may be 07:00 to 19:00.
Supporting Service (Service Strategy) A Service that enables or enhances a Core Service. For example a Directory Service or a Backup Service.See Service Package.
SWOT Analysis (Continual Service Improvement) A technique that reviews and analyses the internal strengths and weaknesses of an Organisation and the external opportunities and threats which it faces SWOT stands for Strengths, Weaknesses, Opportunities and Threats.
System A number of related things that work together to achieve an overall Objective. For example:A computer System including hardware, software and Applications.A management System, including multiple Processes that are planned and managed
together. For example a Quality Management System.A Database Management System or Operating System that includes many software
modules that are designed to perform a set of related Functions.
System Management The part of IT Service Management that focuses on the management of IT Infrastructure rather than Process.
Tactical The middle of three levels of Planning and delivery (Strategic, Tactical, Operational). Tactical Activities include the medium term Plans required to achieve specific Objectives, typically over a period of weeks to months.
Tag (Service Strategy) A short code used to identify a Category. For example tags EC1, EC2, EC3 etc. might be used to identify different Customer outcomes when analysing and comparing Strategies. The term Tag is also used to refer to the Activity of assigning Tags to things.
Technical Management (Service Operation) The Function responsible for providing technical skills in support of IT Services and management of the IT Infrastructure. Technical Management defines the Roles of Support Groups, as well as the tools, Processes and Procedures required.
Technical Observation (TO)
(Continual Service Improvement) A technique used in Service Improvement, Problem investigation and Availability Management. Technical support staff meet to monitor the behaviour and Performance of an IT Service and make recommendations for improvement.
Technical Service Synonym for Infrastructure Service.
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Technical Support Synonym for Technical Management.
Tension Metrics (Continual Service Improvement) A set of related Metrics, in which improvements to one Metric have a negative effect on another. Tension Metrics are designed to ensure that an appropriate balance is achieved.
Terms of Reference (TOR)
(Service Design) A Document specifying the Requirements, Scope, Deliverables, Resources and schedule for a Project or Activity.
Test (Service Transition) An Activity that verifies that a Configuration Item, IT Service, Process, etc. meets its Specification or agreed Requirements. See Service Validation and Testing, Acceptance.
Test Environment (Service Transition) A controlled Environment used to Test Configuration Items, Builds, IT Services, Processes etc.
Third Party A person, group, or Business who is not part of the Service Level Agreement for an IT Service, but is required to ensure successful delivery of that IT Service. For example a software Supplier, a hardware maintenance company, or a facilities department. Requirements for Third Parties are typically specified in Underpinning Contracts or Operational Level Agreements.
Third-line Support (Service Operation) The third level in a hierarchy of Support Groups involved in the resolution of Incidents and investigation of Problems. Each level contains more specialist skills, or has more time or other Resources.
Threat Anything that might exploit a Vulnerability. Any potential cause of an Incident can be considered to be a Threat. For example a fire is a Threat that could exploit the Vulnerability of flammable floor coverings. This term is commonly used in Information Security Management and IT Service Continuity Management, but also applies to other areas such as Problem and Availability Management.
Threshold The value of a Metric which should cause an Alert to be generated, or management action to be taken. For example "Priority1 Incident not solved within 4 hours", "more than 5 soft disk errors in an hour", or "more than 10 failed changes in a month".
Throughput (Service Design) A measure of the number of Transactions, or other Operations, performed in a fixed time. For example 5000 emails sent per hour, or 200 disk I/Os per second.
Total Cost of Ownership (TCO)
(Service Strategy) A methodology used to help make investment decisions. TCO assesses the full Lifecycle Cost of owning a Configuration Item, not just the initial Cost or purchase price. See Total Cost of Utilization.
Total Cost of Utilization (TCU)
(Service Strategy) A methodology used to help make investment and Service Sourcing decisions. TCU assesses the full Lifecycle Cost to the Customer of using an IT Service.See Total Cost of Ownership.
Total Quality Management (TQM)
(Continual Service Improvement) A methodology for managing continual Improvement by using a Quality Management System. TQM establishes a Culture involving all people in the Organisation in a Process of continual monitoring and improvement.
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Term Definition
Transaction A discrete Function performed by an IT Service. For example transferring money from one bank account to another. A single Transaction may involve numerous additions, deletions and modifications of data. Either all of these complete successfully or none of them is carried out.
Transition (Service Transition) A change in state, corresponding to a movement of an IT Service or other Configuration Item from one Lifecycle status to the next.
Transition Planning and Support
(Service Transition) The Process responsible for Planning all Service Transition Processes and co-ordinating the resources that they require. These Service Transition Processes are Change Management, Service Asset and Configuration Management, Release and Deployment Management, Service Validation and Testing, Evaluation, and Knowledge Management.
Trend Analysis (Continual Service Improvement) Analysis of data to identify time related patterns. Trend Analysis is used in Problem Management to identify common Failures or fragile Configuration Items, and in Capacity Management as a Modelling tool to predict future behaviour. It is also used as a management tool for identifying deficiencies in IT Service Management Processes.
Tuning The Activity responsible for Planning Changes to make the most efficient use of Resources. Tuning is part of Performance Management, which also includes Performance Monitoring and implementation of the required Changes.
Type I Service Provider (Service Strategy) An Internal Service Provider that is embedded within a Business Unit. There may be several Type I Service Providers within an Organisation.
Type II Service Provider (Service Strategy) An Internal Service Provider that provides shared IT Services to more than one Business Unit.
Type III Service Provider (Service Strategy) A Service Provider that provides IT Services to External Customers.
Underpinning Contract (UC)
(Service Design) A Contract between an IT Service Provider and a Third Party. The Third Party provides goods or Services that support delivery of an IT Service to a Customer. The Underpinning Contract defines targets and responsibilities that are required to meet agreed Service Level Targets in an SLA.
Unit Cost (Service Strategy) The Cost to the IT Service Provider of providing a single Component of an IT Service. For example the Cost of a single desktop PC, or of a single Transaction.
Urgency (Service Transition) (Service Design) A measure of how long it will be until an Incident, Problem or Change has a significant Impact on the Business. For example a high Impact Incident may have low Urgency, if the Impact will not affect the Business until the end of the financial year. Impact and Urgency are used to assign Priority.
Usability (Service Design) The ease with which an Application, product, or IT Service can be used. Usability Requirements are often included in a Statement of Requirements.
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Use Case (Service Design) A technique used to define required functionality and Objectives, and to Design Tests. Use Cases define realistic scenarios that describe interactions between Users and an IT Service or other System.See Change Case.
User A person who uses the IT Service on a day-to-day basis. Users are distinct from Customers, as some Customers do not use the IT Service directly.
User Profile (UP) (Service Strategy) A pattern of User demand for IT Services. Each User Profile includes one or more Patterns of Business Activity.
Utility (Service Strategy) Functionality offered by a Product or Service to meet a particular need. Utility is often summarised as "what it does".See Service Utility.
Validation (Service Transition) An Activity that ensures a new or changed IT Service, Process, Plan, or other Deliverable meets the needs of the Business. Validation ensures that Business Requirements are met even though these may have changed since the original Design.See Verification, Acceptance, Qualification, Service Validation and Testing.
Value Chain (Service Strategy) A sequence of Processes that creates a product or Service that is of value to a Customer. Each step of the sequence builds on the previous steps and contributes to the overall product or Service. See Value Network.
Value for Money An informal measure of Cost Effectiveness. Value for Money is often based on a comparison with the Cost of alternatives.See Cost Benefit Analysis.
Value Network (Service Strategy) A complex set of Relationships between two or more groups or organisations. Value is generated through exchange of knowledge, information, goods or Services. See Value Chain, Partnership.
Value on Investment (VOI)
(Continual Service Improvement) A measurement of the expected benefit of an investment. VOI considers both financial and intangible benefits.See Return on Investment.
Variable Cost (Service Strategy) A Cost that depends on how much the IT Service is used, how many products are produced, the number and type of Users, or something else that cannot be fixed in advance. See Variable Cost Dynamics.
Variable Cost Dynamics (Service Strategy) A technique used to understand how overall Costs are impacted by the many complex variable elements that contribute to the provision of IT Services.
Variance The difference between a planned value and the actual measured value. Commonly used in Financial Management, Capacity Management and Service Level Management, but could apply in any area where Plans are in place.
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Term Definition
Verification (Service Transition) An Activity that ensures a new or changed IT Service, Process, Plan, or other Deliverable is complete, accurate, Reliable and matches its Design Specification.See Validation, Acceptance, Service Validation and Testing.
Verification and Audit (Service Transition) The Activities responsible for ensuring that information in the CMDB is accurate and that all Configuration Items have been identified and recorded in the CMDB. Verification includes routine checks that are part of other Processes. For example, verifying the serial number of a desktop PC when a User logs an Incident. Audit is a periodic, formal check.
Version (Service Transition) A Version is used to identify a specific Baseline of a Configuration Item. Versions typically use a naming convention that enables the sequence or date of each Baseline to be identified. For example Payroll Application Version 3 contains updated functionality from Version 2.
Vision A description of what the Organisation intends to become in the future. A Vision is created by senior management and is used to help influence Culture and Strategic Planning.
Vital Business Function (VBF)
(Service Design) A Function of a Business Process which is critical to the success of the Business. Vital Business Functions are an important consideration of Business Continuity Management, IT Service Continuity Management and Availability Management.
Vulnerability A weakness that could be exploited by a Threat. For example an open firewall port, a password that is never changed, or a flammable carpet. A missing Control is also considered to be a Vulnerability.
Warm Standby Synonym for Intermediate Recovery.
Warranty (Service Strategy) A promise or guarantee that a product or Service will meet its agreed Requirements. See Service Validation and Testing, Service Warranty.
Work in Progress (WIP) A Status that means Activities have started but are not yet complete. It is commonly used as a Status for Incidents, Problems, Changes etc.
Work Instruction A Document containing detailed instructions that specify exactly what steps to follow to carry out an Activity. A Work Instruction contains much more detail than a Procedure and is only created if very detailed instructions are needed.
Workaround (Service Operation) Reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available. For example by restarting a failed Configuration Item. Workarounds for Problems are documented in Known Error Records. Workarounds for Incidents that do not have associated Problem Records are documented in the Incident Record.
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Workload The Resources required to deliver an identifiable part of an IT Service. Workloads may be Categorised by Users, groups of Users, or Functions within the IT Service. This is used to assist in analysing and managing the Capacity, Performance and Utilisation of Configuration Items and IT Services. The term Workload is sometimes used as a synonym for Throughput.
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8. Appendix B – Acronyms (ITIL® V3 Acronyms v1.0, 30 May 2007)
Acronym Term
ACD Automatic Call Distribution
AM Availability Management
AMIS Availability Management Information System
ASP Application Service Provider
BCM Business Capacity Management
BCM Business Continuity Management
BCP Business Continuity Plan
BIA Business Impact Analysis
BRM Business Relationship Manager
BSI British Standards Institution
BSM Business Service Management
CAB Change Advisory Board
CAB/EC Change Advisory Board / Emergency Committee
CAPEX Capital Expenditure
CCM Component Capacity Management
CFIA Component Failure Impact Analysis
CI Configuration Item
CMDB Configuration Management Database
CMIS Capacity Management Information System
CMM Capability Maturity Model
CMMI Capability Maturity Model Integration
CMS Configuration Management System
COTS Commercial off the Shelf
CSF Critical Success Factor
CSI Continual Service Improvement
CSIP Continual Service Improvement Programme
CSP Core Service Package
CTI Computer Telephony Integration
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Acronym Term
DIKW Data-to-Information-to-Knowledge-to-Wisdom
eSCM-CL eSourcing Capability Model for Client Organizations
eSCM-SP eSourcing Capability Model for Service Providers
FMEA Failure Modes and Effects Analysis
FTA Fault Tree Analysis
IRR Internal Rate of Return
ISG IT Steering Group
ISM Information Security Management
ISMS Information Security Management System
ISO International Organization for Standardization
ISP Internet Service Provider
IT Information Technology
ITSCM IT Service Continuity Management
ITSM IT Service Management
itSMF IT Service Management Forum
IVR Interactive Voice Response
KEDB Known Error Database
KPI Key Performance Indicator
LOS Line of Service
MoR Management of Risk
MTBF Mean Time Between Failures
MTBSI Mean Time Between Service Incidents
MTRS Mean Time to Restore Service
MTTR Mean Time to Repair
NPV Net Present Value
OGC Office of Government Commerce
OLA Operational Level Agreement
OPEX Operational Expenditure
OPSI Office of Public Sector Information
PBA Pattern of Business Activity
PFS Prerequisite for Success
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Acronym Term
PIR Post Implementation Review
PSA Projected Service Availability
QA Quality Assurance
QMS Quality Management System
RCA Root Cause Analysis
RFC Request for Change
ROI Return on Investment
RPO Recovery Point Objective
RTO Recovery Time Objective
SAC Service Acceptance Criteria
SACM Service Asset and Configuration Management
SCD Supplier and Contract Database
SCM Service Capacity Management
SFA Service Failure Analysis
SIP Service Improvement Plan
SKMS Service Knowledge Management System
SLA Service Level Agreement
SLM Service Level Management
SLP Service Level Package
SLR Service Level Requirement
SMO Service Maintenance Objective
SoC Separation of Concerns
SOP Standard Operating Procedures
SOR Statement of requirements
SPI Service Provider Interface
SPM Service Portfolio Management
SPO Service Provisioning Optimization
SPOF Single Point of Failure
TCO Total Cost of Ownership
TCU Total Cost of Utilization
TO Technical Observation
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Acronym Term
TOR Terms of Reference
TQM Total Quality Management
UC Underpinning Contract
UP User Profile
VBF Vital Business Function
VOI Value on Investment
WIP Work in Progress
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9. Appendix C - Sample Papers
2.20. ITIL Practice Paper 1
1. Which of the following is NOT a step in the Continual Service Improvement (CSI) model?
a) What is the vision?
b) Did we get there?
c) Is there budget?
d) Where are we now?
2. What is the RACI model used for?
a) Documenting the roles and relationships of stakeholders in a process or activity
b) Defining requirements for a new service or process
c) Analyzing the business impact of an incident
d) Creating a balanced scorecard showing the overall status of Service Management
3. What is the main reason for establishing a baseline?
a) To standardize operation
b) For knowing the cost of services provided
c) For roles and responsibility to be clear
d) For later comparison
4. Which of the following is NOT an objective of Service Operation?
a) Through testing, to ensure that services are designed to meet business needs
b) To deliver and support IT services
c) To manage the technology used to deliver services
d) To monitor the performance of technology and processes
5. Which of the following statements is CORRECT about patterns of demand generated by the customer’s
business?
a) They are driven by patterns of business activity
b) It is impossible to predict how they behave
c) It is impossible to influence demand patterns
d) They are driven by the delivery schedule generated by capacity management
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6. Which of the following is NOT one of the ITIL core publications?
a) Service Optimization
b) Service Transition
c) Service Design
d) Service Strategy
7. Which of the following statements is CORRECT?
1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
a) All of the above
b) 1 only
c) 2 only
d) None of the above
8. Which is the correct sequence of events in the selection of a technology tool?
a) Select Product, Requirements, Selection Criteria, Evaluate Product
b) Selection Criteria, Requirements, Evaluate Product, Select Product
c) Requirements, Selection Criteria, Select Product, Evaluate Product
d) Requirements, Selection Criteria, Evaluate Product, Select Product
9. Which of the following are the three main types of metrics as defined in Continual Service Improvement
(CSI)?
1. Process Metrics
2. Supplier Metrics
3. Service Metrics
4. Technology Metrics
5. Business Metrics
a) 1, 2 and 3
b) 2, 4 and 5
c) 1, 3 and 4
d) 1, 2 and 4
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10. The priority of an Incident refers to?
a) The relative importance of the Incident based on impact and urgency
b) The speed with which the Incident needs to be resolved
c) The number of staff that will be assigned to work on the Incident so that it is resolved in time
d) The escalation path that will be followed to ensure resolution of the incident
11. The goal of Service Asset and Configuration Management is to?
a) Account for all financial assets of the organization
b) Provide a logical model of the IT infrastructure, correlating IT services and different IT components needed to
deliver the services
c) Build service models to justify the ITIL implementations
d) Implement ITIL across the organization
12. Which are the missing Service Operation processes from the following?
1. Incident Management
2. Problem Management
3. Access Management
4. ?
5. ?
a) Event management and Request Fulfillment
b) Event Management and Service Desk
c) Facilities Management and Event Management
d) Change Management and Service Level Management
13. Which of the following identifies two Service Portfolio components within the Service Lifecycle?
a) Requirements Portfolio and Service Catalogue
b) Service Knowledge Management System and Service Catalogue
c) Service Knowledge Management System and Requirements Portfolio
d) Requirements Portfolio and Configuration Management System
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14. Which of the following areas would technology help to support during the Service Design phase of the
Lifecycle?
1. Hardware and Software design
2. Environmental design
3. Process design
4. Data design
a) 1, 3 and 4 only
b) 1, 2 and 3 only
c) All of the above
d) 2, 3 and 4 only
15. Business drivers and requirements for a new service should be considered during?
a) Review of the router operating system patches
b) Review of the current capabilities of IT service delivery
c) The Post Implementation Review (PIR) of a change
d) Decommissioning legacy servers
16. The BEST definition of an event is?
a) An occurrence where a performance threshold has been exceeded and an agreed Service Level has already
been impacted
b) An occurrence that is significant for the management of the IT infrastructure or delivery of services
c) A known system defect that generates multiple incident reports
d) A planned meeting of customers and IT staff to announce a new service or improvement program
17. What does the Service V model represent?
a) A strategy for the successful completion of all Service Management projects
b) The path to Service Delivery and Service Support for efficient and effective utilization of resources
c) Levels of Configuration and testing required to deliver a Service Capability
d) The business perspective as perceived by the customer and the user of services
18. Technical Management is NOT responsible for?
a) Maintenance of the technical infrastructure
b) Documenting and maintaining the technical skills required to manage and support the IT infrastructure
c) Defining the Operational Level Agreements for the technical teams
d) Diagnosis of, and recovery from, technical failures
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19. The following options are considered within which process?
1. Big bang vs. Phased
2. Push and Pull
3. Automated vs. Manual
a) Incident Management
b) Release and Deployment Management
c) Service Asset and Configuration Management
d) Service Catalogue Management
20. Which of the following activities is Service Level Management responsible for?
a) Design the configuration management system from a business perspective
b) Create technology metrics to align with customer needs
c) Create a customer facing service catalogue
d) Train service desk on how to deal with customer complaints about service
21. When analyzing an outcome for creation of value for customers, what attributes of the service should be
considered?
a) Objectives, Metric, Desired outcome
b) Business Objectives, IT objectives, Process metrics
c) Desired outcome, Supplier metrics, IT objectives
d) People, Products, Technology
22. 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
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23. Which of the following BEST describes the purpose of Event Management?
a) The ability to detect events, make sense of them and determine the appropriate control action
b) The ability to implement monitoring tools
c) The ability to monitor and control the activities of technical staff
d) The ability to report on the successful delivery of services by checking the uptime of infrastructure devices
24. Consider the following statements:
1. CSI provides guidance on how to improve process efficiency and effectiveness
2. CSI provides guidance on how to improve services
3. CSI provides guidance on the improvement of all phases of the service lifecycle
4. CSI provides guidance on the measurement of processes and services
Which of the above statements is CORRECT?
a) 1 and 2 only
b) 2 only
c) 1, 2 and 3 only
d) All of the above
25. Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes
a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above
26. If an organization is able to become more proactive in its ITSM processes, what is likely to happen to
support costs?
a) They are likely to increase gradually
b) They are likely to increase dramatically
c) They are likely to gradually reduce
d) They are likely to reduce initially and then gradually return to current level
27. Which of the following statements about Supplier Management is INCORRECT?
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a) Supplier Management negotiates internal and external agreements to support the delivery of services
b) Supplier Management ensures that suppliers meet business expectations
c) Supplier Management maintains information in a Supplier and Contracts Database
d) Supplier Management should be involved in all stages of the service lifecycle, from Strategy through Design
and Transition to Operations and Improvement
28. Which of the following BEST describes a Local Service Desk structure?
a) A Service Desk that also provides onsite technical support to its users
b) A Service Desk where analysts only speak one language
c) A Service Desk that is situated in the same location as the users it serves
d) A Service Desk that could be in any physical location but uses telecommunications and IT systems to make it
appear that they are in the same location
29. What is the role of the Emergency Change Advisory Board (ECAB)?
a) To assist the Change Manager in ensuring that no urgent changes are made during particularly volatile
business periods
b) To assist the Change Manager in implementing emergency changes
c) To assist the Change Manager in evaluating emergency changes and to decide whether the change should be
approved
d) To assist the Change Manager in speeding up the emergency change process so that no unacceptable delays
occur.
30. Which of the following is a good use of a baseline?
a) The desired end state of a project
b) A marker or starting point for later comparison
c) The current desktop models in use
d) The type of testing to be done for a release
31. The main objective of Availability Management is?
a) To monitor and report availability of services and components
b) To ensure that all targets in Service Level Agreements (SLAs) are met
c) To guarantee availability levels for services and components
d) To ensure that service availability matches or exceeds the agreed needs of the business
32. Operations Control refers to?
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a) The managers of the Technical and Applications Management functions
b) Overseeing the execution and monitoring of IT operational events and activities
c) The tools used to monitor and display the status of the IT Infrastructure and Applications
d) The situation where the Service Desk is required to monitor the status of the infrastructure when Operators
are not available
33. Which off the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. 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
34. Which of the following is NOT an example of a Service Request?
a) A user calls the Service Desk to order a toner cartridge
b) A user calls the Service Desk because they would like to change the functionality of an application
c) A Manager submits a request for a new employee to be given access to an application
d) A user logs onto an internal website to download a licensed copy of software from a list of approved options
35. A Service Level Package is best described as?
a) A definite level of utility and warranty associated with a core service package
b) A description of customer requirements used to negotiate a Service Level Agreement
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
36. Incident Management has a value to the business by?
a) Helping to control infrastructure cost of adding new technology
b) Enabling users to resolve Problems
c) Helping to align people and process for the delivery of service
d) Contributing to the reduction of impact
37. A Service owner is responsible for which of the following?
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a) Recommending improvements
b) Designing and documenting a Service
c) Carrying out the Service Operations activities needed to support a Service
d) Producing a balanced scorecard showing the overall status of all Services
38. The four stages of the Deming Cycle are?
a) Plan, Measure, Monitor, Report
b) Plan, Check, Re-Act, Implement
c) Plan, Do, Act, Audit
d) Plan, Do, Check, Act
39. What is the CORRECT order of the first four activities in the 7 Step Improvement Process?
a) Define what you should measure, define what you can measure, gather data and process data
b) Gather data, process data, analyze data and present data
c) What is the vision, where are we now, what do we want to be, how do we get there?
d) Gather data, process data, define what you should measure and define what you can measure
40. Which of the following statements is CORRECT for all processes?
a) They define activities, roles, responsibilities, functions and metrics
b) They create value for stakeholders
c) They are carried out by a Service Provider in support of a Customer
d) They are units of organizations responsible for specific outcomes
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2.21. ITIL Practice Paper 2
1. The ITIL V3 core is best described as?
a) An Operations Lifecycle
b) An IT Management Lifecycle
c) A Service Lifecycle
d) An Infrastructure Lifecycle
2. Which aspect of Service Design is missing from the list below?
1. The design of services
2. The design of Service Management systems and tools
3. The design of technology architecture and management systems
4. The design of the processes required
5. ?
a) The design of Functions
b) The design of Service Level Agreements
c) The design of applications
d) The design of measurement systems, methods and metrics
3. Which of the following Roles is responsible for identifying opportunities for improvement?
1. Service Owner
2. Continual Service Improvement (CSI) Manager
3. Process Owner
a) 1 and 2 only
b) 1 and 3 only
c) All of the above
d) 2 and 3 only
4. Learning and improvement is the primary concern of which of the following elements of the Service
Lifecycle?
a) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement
b) Service Strategy, Service Transition and Service Operation
c) Service Operation and Continual Service Improvement
d) Continual Service Improvement
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5. Which of the following is the most appropriate approach to carrying out Service Operations?
a) The internal IT view is most important as Service Operations has to monitor and manage the infrastructure
b) Service Operations should maintain a balance between an internal IT view and an external business view
c) The external business view is most important as Service Operations is the place where value is realized and
the customer obtains the benefit of the services
d) IT Operations does not take an internal or external view as they execute processes defined by Service Design
6. Which of the following statements about the Service Desk are CORRECT?
1. The Service Desk is a function that provides a means of communication between IT and its users for all
operational issues
2. The Service Desk is always the owner of the Incident Management process
a) 2 only
b) 1 only
c) All of the above
d) None of the above
7. How does an organization use Resources and Capabilities in creating value?
a) They are used to create value in the form of output for production management
b) They are used to create value in the form of goods and services
c) They are used to create value to the IT organization for Service Support
d) They are used to create value to the IT organization for Service Delivery
8. In which core publication can you find detailed descriptions of the following?
1. Service Portfolio Management
2. Demand Management
3. Financial Management
a) Service Operations
b) Service Strategy
c) Service Transition
d) Continual Service Improvement
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9. Which of the following statements BEST describes the role of Communication during Service Operation?
a) Communication is defined as part of all processes and is executed in Service Operation
b) Communication is a separate process that needs to be defined and executed with Service Operation
c) Good communication is essential for successful Service Operation, just as it is for any other phase of the
Lifecycle
d) Communication is more important in Service Operation than in any other stage of the Service Lifecycle
10. A Process owner is responsible for which of the following?
a) Purchasing tools to support the Process
b) Ensuring that targets specified in an SLA are met
c) Carrying out activities defined in the Process
d) Monitoring and improving the Process
11. Demand Management is primarily used to?
a) Increase customer value
b) Eliminate excess capacity needs
c) Increase the value of IT
d) Align business with IT cost
12. Which of the following is NOT an advantage of organizing Continual Service Improvement (CSI) using the
RACI model?
a) Facilitates clear communication and workflow practice across all parties involved in the CSI program
b) Clarifies the roles and responsibilities of individual in the CSI program which could otherwise be overlapping
and confusing
c) Identifies where internal Service Level Agreements (SLAs) can be established to implement CSI
d) Provides a clear focus for matching the CSI processes to financial planning
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13. Which of the following are objectives of the Release and Deployment Management process?
1. To ensure there are clear release and deployment plans
2. To ensure that skills and knowledge are transferred to operations and support staff
3. To ensure there is minimal unpredicted impact on production services
4. To provide cost justifiable IT capacity that is matched to the needs of the business
a) 1, 2 and 3 only
b) All of the above
c) 1 and 3 only
d) 1, 3 and 4 only
14. Which of the following questions is NOT answered by Service Portfolio Management?
a) How should our resources and capabilities be allocated?
b) What opportunities are there in the market?
c) Why should a customer buy these services?
d) What are the pricing or chargeback models?
15. Which of the following statements are NOT included in Access Management?
1. Verifying the identity of users requesting access to services
2. Setting the rights or privileges of systems to allow access to authorized users
3. Defining security policies for system access
4. Monitoring the availability of systems that users should have access to
a) 3 and 4 only
b) 1 and 3 only
c) 2 and 3 only
d) 1 and 2 only
16. Application Management is NOT responsible for?
a) Documenting and maintaining the technical skills required to manage and support Applications
b) Managing applications through their lifecycle
c) Assisting in the decision to build or buy new software
d) Developing operational functionality required by the business
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17. If something cannot be measured, it should not be documented within which of the following?
a) The Glossary of Terms
b) A Service Level Agreement
c) An Incident Management record
d) A Configuration Item (CI)
18. What is the purpose of the Request Fulfillment Process?
a) Dealing with Service Requests from the users
b) Making sure all requests within an IT Organization is fulfilled
c) Ensuring fulfillment of Change Requests
d) Making sure the Service Level Agreement is met
19. Which of the following areas would technology help to support during the Service Transition phase of the
lifecycle?
1. Data mining and workflow tools
2. Measurement and reporting systems
3. Release and Deployment technology
4. Process Design
a) 1, 2 and 3 only
b) 1, 3 and 4 only
c) 2, 3 and 4 only
d) All of the above
20. Which of the following statements is CORRECT about ‘good practice’?
a) It can be used to drive an organization forward
b) It is something that is in wide industry use
c) It is always documented in international standards
d) It is always based on ITIL
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21. Consider the following statements:
1. A Process should be traceable to a specific trigger
2. A characteristic of the “Process” is that it is performance driven and able to be measured
Which of the above statements are CORRECT?
a) 1 only
b) All of the above
c) None of the above
d) 2 only
22. “Warranty of a service” means which of the following?
a) The service is fit for purpose
b) There will be no failures in applications and infrastructure associated with the service
c) All service-related problems are fixed free of charge for a certain period of time
d) Customers are assured of certain levels of availability, capacity, continuity and security
23. The objective of Service Asset and Configuration Management is most accurately described as?
a) To understand the performance characteristics of assets and Configuration Items (CIs) in order to maximize
their contribution to service levels
b) To manage service assets and CIs from an operational perspective
c) To ensure that assets and CIs deliver the business outcomes they were designed to achieve
d) To define and control the components of services and infrastructure and maintain accurate configuration
records
24. A Service Catalogue should contain which of the following?
a) The version information of all software
b) The organizational structure of the company
c) Asset information
d) Details of all operational services
25. Facilities Management refers to?
a) The Management of IT services that are viewed as “utilities”, such as printers or network access
b) The Management of an outsourcing contract
c) The Management of the physical IT environment, such as a Data Center
d) The procurement and maintenance of tools that are used by IT operations staff to maintain the infrastructure
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26. When planning and implementing a Continual Service Improvement (CSI) initiative, which of the following
benefits is LEAST useful in supporting a business case?
a) Reduce technology investment by $5m due to more accurate capacity and performance modeling processes
b) Reduce support manpower demand by 30% due to automated incident and problem management processes
c) Improve employee morale and therefore create better relationships between IT and business units
d) Reduce Problem resolution by 50% and minimize critical system outages
27. Which of the following would NOT be stored in the Definitive Media Library (DML)?
a) Master copies of software
b) Backups of application data
c) Software licenses
d) Master copies of controlled documentation
28. The objective of the Change Management process is most accurately described as?
a) Ensuring that all changes are recorded, managed, tested and implemented in a controlled manner
b) Ensuring that changes to IT infrastructure are managed efficiently and effectively
c) Ensuring that all changes have appropriate back-out plans in the event of failure
d) Protecting services by not allowing changes to be made
29. Functions are best described as?
a) Without their own body of knowledge
b) Closed loop systems
c) Self-Contained units of organizations
d) Focusing on transformation to a goal
30. What is the best definition of an Incident Model?
a) The template used to define the Incident logging form used to report Incidents
b) A type of Incident involving a standard (or model) type of Configuration Item (CI)
c) A set of pre-defined steps to be followed when dealing with a known type of Incident
d) An Incident that is easy to solve
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31. Which of the following statements CORRECTLY defines Insourcing and Outsourcing delivery model
options?
a) Insourcing relies on internal resources; outsourcing relies on external organization(s) resources
b) Insourcing relies on external organization(s) resources; outsourcing relies on internal resources
c) Insourcing relies on co-sourcing; outsourcing relies on partnerships
d) Insourcing relies on knowledge process outsourcing; outsourcing relies on application service provisioning
32. Why should monitoring and measuring be used when trying to improve services?
a) To validate, direct, justify and intervene
b) To validate, measure, monitor and change
c) To validate, plan, act and improve
d) To validate, assign resources, purchase technology and train people
33. A benefit of using Service Design tools is?
a) To help ensure that standards and conventions are followed
b) To help ensure that events are detected as quickly as possible
c) To help enable different applications to work together
d) To help implement architectures that support the business strategy
34. Which of the following is the CORRECT description of the Four P’s of Service Design?
a) A four step process for the design of effective Service Management
b) A definition of the people and products required for successful design
c) A set of questions that should be asked when reviewing design specifications
d) The four major areas that need to be considered in the design of effective Service Management
35. Consider the following statements:
1. Service Transition provides guidance on moving new and changed services into production
2. Service Transition provides guidance on testing
3. Service Transition provides guidance on the transfer of services to or from an external service provider
Which of the above statements is CORRECT?
a) 1 and 2 only
b) 1 only
c) All of the above
d) 1 and 3 only
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36. Which is the first activity of the Continual Service Improvement (CSI) model?
a) Assess the current business situation
b) Understand high-level business requirements
c) Agree on priorities for improvement
d) Create and verify a plan
37. An Incident occurs when:
1. A user is unable to access a service during service hours
2. An authorized IT staff member is unable to access a service during service hours
3. A redundant network segment fails, and the user is not aware of any disruption to service
4. A user contacts the Service Desk about slow performance of an application
Which of the above statements is CORRECT?
a) All of the above
b) 1 and 4 only
c) 2 and 3 only
d) None of the above
38. Which process reviews Operational Level Agreements (OLAs) on a regular basis?
a) Supplier Management
b) Service Level Management
c) Service Portfolio Management
d) Contract Management
39. The 7 Step Improvement Process can most accurately be described as?
a) The Seven P’s of Continual Service Improvement (CSI)
b) A service improvement methodology based on the Deming Cycle
c) A set of roles and responsibilities for managing service improvements
d) A process for defining what is to be measured, gathering the data, processing the data and using it to take
corrective action
40. The Information Security Policy should be available to which groups of people?
a) Senior business managers and all IT staff
b) Senior business managers, IT executives and the Security Manager
c) All customers, users and IT staff
d) Information Security Management staff only
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2.22. ITIL Practice Paper 3
1. Which of the following best means Combination of Internal & External Sourcing?
A. Internal Sourcing-.
B. External Sourcing
C. Co-Sourcing
D. Managed Services
2. Major Incidents require?
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation
3. Which of the following CANNOT be stored and managed by a tool?
A. Knowledge
B. Information
C. Wisdom
D. Data
4. The spell check module of a word-processing software package contains a number of errors. The
Development department has corrected these errors in a new version. Which process is responsible for
ensuring this updated version is tested?
A. Configuration Management
B. Incident Management
C. Problem Management
D. Release Management
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5. The Plan-Do-Check-Act cycle can be used to plan and implement Service Management Processes:
How many times should each stage of the cycle be visited?
A. There should be a single Plan and Do, and then Check and Act should be carried out multiple times to
Implement Continual Improvement
B. Each stage should be carried out once in the order Plan-Do-Check-Act
C. The entire cycle should be repeated multiple times to Implement Continual Improvement
D. There should be a single %n. then the Do-Check-Act cycle should be repeated multiple times to Implement
Continual improvement
6. Consider the following statements:
1. “Processes” should be implemented in such a way that the “Role” and “Function” in an organization are
defined
2. The RACI model Is beneficial to design Function”
Which of the above statements are CORRECT?
A. 1 Only
B. Both of the above
C. Neither of the above
D. 2 only
7. Which of the following is the process rather than a department?
A. Application Management
B. Operations Management
C. Service Desk
D. Availability Management
8. Which of the following statements fully describes the aim of Release and Deployment Management?
A. To build, test and deliver the capability to provide the services specified by Service Design and that will
accomplish the stakeholders’ requirements and deliver the Intended objectives
B. To ensure that each release package specified by Service Design consists of a set of related assets and service
components that are compatible with each other
C. To ensure that all release and deployment packages can be tracked, installed, tested, verified, and/or
uninstalled or backed out if appropriate
D. To record and manage deviations, risks, and issues related to the new or changed service
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9. Which of the following may be defined in a process?
1. Roles
2. Activities
3. Functions
4. Guidelines
5. Standards
6. Governance Framework
A. 1, 2, 3 and 5 only
B. All of the above
C. 1. 2, 5 and 6 only
D. 1, 2, 4, and 5 only
10. A Service Provider is?
A. An organization supplying services to one or more external customers
B. An organization supplying services to one or more internal customers or external customers
C. An organization supplying services to one or more internal customers
D. An organization supplying IT services
11. Which ITIL process has the objective of helping to monitor the IT services by maintaining a logical model of
the IT infrastructure and IT services?
A. Capacity Management
B. Change Management
C. Configuration Management
D. Financial Management for IT services
12. The Design Manager Is responsible for the overall coordination and deployment of quality solution designs
for services and processes. Which of the following are NOT responsibilities included In this role?
A. Produce and maintain all necessary Service Transition Packages
B. Produce quality, secure and resilient designs for new or improved services, technology architecture, processes
or measurement systems that meet all the agreed current and future IT requirements of the organization
C. Take the overall Service Strategies and ensure they are reflected in the Service Design process and the service
designs that are produced
D. Measuring the effectiveness and efficiency of the Service Design and supporting processes
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13. Of which ITIL process are Reliability, Serviceability and Maintainability components?
A. IT Service Continuity Management
B. Service Level Management
C. Problem Management
D. Availability Management
14. Which of the following statements is true about Access Management?
A. The Process responsible for allowing Users to make use of IT Services, data, or other Assets.
B. Access Management helps to protect the Confidentiality, Integrity and Availability of Assets by ensuring that
only authorized Users are able to access or modify the Assets.
C. Access Management is sometimes referred to as Rights Management or Identity Management.
D. All of above
15. What aspects would you not expect to see in a Service Level report designed for the customer?
A. The average utilization level of the Service Desk
B. The level of availability realized and the time not available per period
C. The percentage of incidents that was resolved within the target
D. The successful and reverted Changes during a specific period
16. Availability Management is responsible for availability of?
A. Services and Resources
B. Services and Business Processes
C. Resources and Business Processes
D. Services, Resources and Business Processes
17. What is the difference between a process and a project?
A. A process is continuous and has no end date, whereas a project has a finite lifespan.
B. A project is continuous and has no end date, whereas a process has a finite lifespan.
C. A process stops when the objective has been achieved, whereas a project does not stop when the objective is
met.
D. In a project the focus is not on the result, whereas with a process the result is important
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18. Which of the following is the correct set of steps for the Continual Service improvement (CSI) Model?
A. Devise a strategy; Design the solution; Transition into production; Operate the Solution; continually improve
B. Where do we want to be?; How do we get there?; How do we check we arrived; How do we keep the
momentum going?
C. identifies the required business outcomes; Plan how to achieve the outcomes; Implement the plan; Check the
plan has been properly implemented; improve the solution
D. What is the vision?; Where are we now?; Where do we want to be?; How do we get there?; Did we get
there?; How do we keep the momentum going?
19. What is the meaning of the term Serviceability?
A. The degree of availability of the IT services that can be offered
B. The degree of support that the Service Desk provides to the customer
C. The degree to which the provision of IT services can be supported by maintenance contracts
D. The degree to which the services agreed in the Service Level Agreement (SLA) are complied with
20. A user reports a PC problem to the Service Desk. A Service Desk representative determines that the PC is
defective and indicates that according to the services catalogue, the PC will be replaced within three hours.
Which ITIL process is responsible for having this user's PC replaced within three hours?
A. Availability Management
B. Change Management
C. Configuration Management
D. Service Level Management
21. Which of the following statements is CORRECT?
A The Configuration Management System (CMS) is part of the Known Error Data Base (KEDB)
B. The Service Knowledge Management System (SKMS) is part of the CMS
C. The KEDB and the CMS form part of the larger SKMS
D. The CMS is partof the Configuration Management Data Base (CMDB)
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22. Information is regularly exchanged between Problem Management and Change Management. What
information is this?
A. Known Errors from Problem Management, on the basis of which Change Management can generate Requests
for Change (RFCs)
B. RFCs resulting from Known Errors
C. RFCs from the users that Problem Management passes on to Change Management
D. RFCs from the Service Desk that Problem Management passes on to Change Management
23. Which form of outsourcing provides domain based business expertise?
A. Application Service Provision
B. Business Process Outsourcing
C. Knowledge Process Outsourcing
D. Co-Sourcing
24. Where are activities documented with the aim of improving an IT service?
A. Service Catalogue
B. Service Improvement Program
C. Service Level Agreement (SLA)
D. Service Quality Plan (SQP)
25. Changes are divided into categories.
What criterion defines a category for a change?
A. The consequences of the change such as limited, substantial, significant, etc.
B. The speed with which the change is made
C. The sequence in which the change is made
D. The Request for Change number that the change is assigned
26. In IT Service Continuity Management various precautionary measures are taken, for example using an
emergency power provision.
Which of the following ITIL processes could also initiate this kind of measure?
A. Availability Management
B. Capacity management
C. Change Management
D. Incident Management
27. What is a request to replace something within the IT infrastructure called?
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A. Replacement Request
B. Request for Change
C. Request for Release
D. Service Request
28. Which ITIL process manager requires a report specifying the duration of an interruption of a Configuration
Item?
A. Availability Manager
B. Incident Manager
C. Problem Manager
D. Service Level Manager
29. Which of the following steps from the continual improvement Model is missing?
1. What Is the vision?
2. Where are we now?
3. Where do we want to be?
4. How do we get there?
5. Did we get there?
6.?
A. What is the ROI?
B. How much did it cost?
C. How do we keep the momentum going?
D. What is the VOI?
30. Which of the following best describes the goal of Information Security Management Process?
A. To align IT security with business security and ensure that information security is effectively managed in all
service and Service Management activities’.
B. To ensure that that the information security risks are appropriately managed and enterprise information
resources are used responsibly.
C. To provide a focus for all aspects of IT security and manage all IT security activities.
D. To provide the strategic direction for security activities and ensures objectives are achieved
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31. Which of the following statements about Supplier and Contract Database (SCD) are correct?
1. A database or structured Document used to manage Supplier Contracts throughout their Lifecycle.
2. The SCD contains key Attributes of all Contracts with Suppliers
3. Its never part of the Service Knowledge Management System.
4. Maintaining it is responsibility of Supplier management process
A. 1 & 2 only
B. 1, 2 & 3
C. 1, 2 & 4
D. All of above
32. Which of the following will complete the Four P's of Service Design?
1. Perspectives
2. Positioning
3. Plan
4.???
A. People
B. Product
C. Patterns
D. Partners
33. What does Mean Time to Repair (MTTR) mean?
A. Average uptime of a service
B. Average downtime of a service
C. Average time between two consecutive incidents
D. Average time of the breakdown-free period within a measured period
34. Which of the following statements is true about the term Event?
A. A change of state which has significance for the management of a Configuration Item or IT service.
B. The term Event is also used to mean an Alert or notification created by any IT Service, configuration Item or
Monitoring tool.
C. Events typically require IT Operations personnel to take actions, and often lead to Incidents being logged
D. All of above
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35. Which of the following is the best description of the contents of the Definitive Media Library (DML)?
A. Copies of all software versions that are needed
B. Copies of all live software programs
C. Authorized versions of all software used on the infrastructure
D. Software awaiting user acceptance testing
36. Application Portfolio
1. A database or structured Document used to manage Applications throughout their Lifecycle.
2. The Application Portfolio contains key Attributes of all Applications.
3. The Application Portfolio is sometimes implemented as part of the Service Portfolio, or as part of the
Configuration Management System.
Which of the above statements is correct?
A. 1 only
B. 2 & 3only
C. All of above
D. 1 & 2 only
37. Which of the following best describes Fault Tolerance?
A. The ability of an IT Service or Configuration Item to continue to operate correctly after Failure of a Component
part.
B. The ability of a third-party supplier to meet the terms of their contract. Often this contract will include agreed
levels of availability, reliability and/or maintainability for a supporting service or component.
C. A measure of how quickly and effectively a service, component or CI can be restored to normal working after a
failure.
D. A measure of how long a service, component or CI can perform its agreed function without interruption
38. Which of the following questions is NOT answered by Capacity Plan?
A. Capacity Forecasts
B. Recommendations
C. Components and resource forecasts
D. Countermeasures for risks
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39. How can an organization determine the effectiveness of the Service Level Management process?
A. By checking contracts with suppliers
B. By measuring customer satisfaction
C. By defining service levels
D. By reporting on all incidents
40. What is the first activity when implementing a release?
A. Designing and building a release
B. Testing a release
C. Compiling the release schedule
D. Communicating and preparing the release
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10. Appendix D – Answers to Practice Papers
Practice Paper 1 Practice Paper 2 Practice Paper 3Questions
Answers
Questions
Answers
Questions
Answers
1 C 1 C 1 C2 A 2 D 2 A3 D 3 C 3 C4 A 4 D 4 D5 A 5 B 5 B6 A 6 B 6 D7 C 7 B 7 D8 D 8 B 8 A9 C 9 C 9 D
10 A 10 D 10 B11 B 11 B 11 C12 A 12 D 12 B13 A 13 A 13 D14 C 14 B 14 D15 B 15 A 15 A16 B 16 D 16 A17 B 17 B 17 A18 C 18 A 18 D19 B 19 A 19 C20 C 20 B 20 B21 B 21 B 21 C22 A 22 D 22 B23 A 23 D 23 C24 D 24 D 24 B25 A 25 C 25 A26 C 26 C 26 A27 A 27 B 27 B28 C 28 A 28 A29 C 29 C 29 C30 B 30 C 30 A31 D 31 A 31 C32 B 32 A 32 C33 C 33 A 33 B34 B 34 D 34 D35 A 35 C 35 C36 D 36 B 36 C37 A 37 A 37 A38 D 38 B 38 D39 A 39 D 39 B40 B 40 C 40 C
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11. Appendix E - Answers to Review Questions
KP - Review 1 ST - Review 4 CSI - Review 6Questions
Answers
Questions
Answers
Questions
Answers
1 c 1 c 1 d2 d 2 d 2 b3 b 3 d 3 c4 b 4 b 4 b5 a 5 b 5 d6 b 6 c 6 a7 b 7 d 7 d
8 d 8 d
9 a 9 b
10 b
SS - Review 2 SO - Review 5Questions
Answers
Questions
Answers
1 d 1 b
2 c 2 c
3 a 3 b
4 d 4 d
5 b 5 d
6 c 6 b
7 d
SD - Review 3 8 a
Questions
Answers 9 c
1 a 10 a
2 c 11 d
3 b 12 a
4 c 13 b
5 b 14 d
6 a 15 c
7 b 16 d
8 c 17 d
9 a 18 b
10 b 19 b
11 a 20 d
12 d 21 c
13 c 22 d
14 b 23 c
15 d
16 b
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17 b
18 b
19 d
20 c
21 a
22 c
23 b
24 b
25 a
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