itil v3 - foundation sample

8/2/2019 ITIL V3 - Foundation Sample

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2007 Itilligence A/S Page 21

2007, itilligence a/s

Service Management as practiceService Management as practice

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Page 22 2007 Itilligence A/S

ServicesServices are a means of delivering value to customers by facilitating outcomes customers wantto achieve without the ownership of specific costs and risks.

Within IT Service Management the term Service is also used as a synonym for IT Service . By

an IT Service we mean 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'sBusiness Processes. IT staff often confuse a service as perceived by the customer with an ITsystem. An IT Service is made up from a combination of people, processes and technology.

Service Management Service Management is a set of specialized organizational capabilities for providing value tocustomers in the form of services.

The capabilities take the form of functions and processes for managing services over a lifecycle,with specializations in strategy, design, transition, operation, and continual improvement.

The capabilities represent a service organizations capacity, competency, and confidence foraction. The act of transforming resources into valuable services is at the core of servicemanagement. Without these capabilities, a service organization is merely a bundle of resources that by itself has relatively low intrinsic value for customers.

Service management however, is more than just a set of capabilities. It is also a professionalpractice supported by an extensive body of knowledge, experience, and skills. A globalcommunity of individuals and organizations in the public and private sectors fosters its growthand maturity. Formal schemes exist for the education, training, and certification of practicingorganizations and individuals influence its quality. Industry best practices, academic research,and formal standards contribute to its intellectual capital and draw from it.

Service Management is also used as a synonym for IT Service Management . By IT Service

Management we mean the implementation and management of Quality IT Services that meetthe needs of the Business. IT Service Management is performed by IT Service Providersthrough an appropriate mix of people, process and Information Technology.

(Ref: 01-2. Define and explain the concept of a Service (SS, SD, ST, SO, CSI 2.2.1))(Ref: 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1))


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2007, itilligence a/s2

IT Service Management

A Service is a means of delivering value to customersby facilitating outcomes customers want to achievewithout the ownership of specific costs and risks

Service Management is a set of specialisedorganisational capabilities for providing value tocustomers in the form of services

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Resources and CapabilitiesResources and capabilities are types of assets. Organizations use them to create value in theform of goods and services.

Resources are direct inputs for production. Management, organization, people, and knowledgeare used to transform resources.

Capabilities represent an organizations ability to coordinate, control, and deploy resources toproduce value. They are typically experience-driven, knowledge-intensive, information-based,and firmly embedded within an organizations people, systems, processes, and technologies.

It is relatively easy to acquire resources compared to capabilities.

(Ref: 03-2. Explain Resources and Capabilities (SS 3.2.1))


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Capabilities represent aservice organisationscapacity, competency,and confidence for action

Resources represent theassets of anorganisation. Theyinclude IT Infrastructure,people, money oranything else that might

help to deliver an ITService

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ResourcesCapabilities

PeoplePeople

InformationKnowledge

ApplicationsProcesses

InfrastructureOrganization

Financial CapitalManagement

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Utility and WarrantyFrom the customers perspective, value consists of two primary elements: Utility or fitness forpurpose and warranty or fitness for use.

Utility is what the customer gets, and warranty is how it is delivered.

Utility Utility is derived from the attributes of the service that have a positive effect on the performanceof activities, objects, and tasks associated with desired outcomes. Removal or relaxation ofconstraints on performance is also perceived as a positive effect.

The utility effect of a service is explained as the increase in possible gains from theperformance of customer assets, leading to increase in the probability of achieving outcomes.

Warranty Warranty is derived from the positive effect being available when needed, in sufficient capacityor magnitude, and dependably in terms of continuity and security. Three characteristics ofwarranty are that it is:

Provided in terms of the availability and capacity of services. Ensures that customer assets continue to receive utility, even if at degraded service

levels, through major disruptions or disasters. Ensures security for the value creating potential of customer assets.

Warranty of services is explained as the decrease in possible losses for the customer fromvariation in performance.

(Ref: 03-1. Explain Utility and Warranty (SS 2.2.2, 3.1.3, ST 3.1.2))


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Utility is what the customer gets fitness for purpose.Utility is the functionality offered by a product orservice.

Warranty is how it is delivered fitness for use.Warranty is a promise or guarantee that a product orservice will meet its agreed requirements

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Service PackageA Service Package is a detailed description of an IT Service that is available to be delivered toCustomers. A Service Package includes a Service Level Package and one or more CoreServices and Supporting Services.

Service Level PackageA Service Level Package is a defined level of Utility and Warranty for a particular ServicePackage. Each Service Level Package is designed to meet the needs of a particular Pattern ofBusiness Activity.

(Ref: 01-2. Define and explain the concept of a Service (SS, SD, ST, SO, CSI 2.2.1))(Ref: 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1))


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A Service Package is a detailed description of an ITService that is available to be delivered to Customers

Service Level Package is a defined level of Utility andWarranty for a particular Service Package

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Service CompositionThe basic ingredients to compose a Service have now been introduced. All the constituentcomponents of the Service and their inter-relationships have to be considered, ensuring that theservices delivered meet the functionality and quality of service expected by the business in allareas:

The scalability of the service to meet future requirements, in support of the long termbusiness objectives

The business processes and business units supported by the service The IT service and the agreed business functionality and requirements The service itself and its Service Level Requirement (SLR) or Service Level Agreement

(SLA) The technology components used to deploy and deliver the service, including the

infrastructure, the environment, the data and the applications The internally supported services and components and their associated Operational

Level Agreements (OLAs) The externally supported services and components and their associated underpinning

contracts, which will often have their own related agreements and/or schedules The performance measurements and metrics required

The legislated or required security levels(Ref: 03-8. Explain Service Model (SS 7.2.1, SD 3.3, ST 4.5.4.1))


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Business Service Management

Service Composition

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Business Service

BusinessProcess

BusinessProcess

The utilityName, description, purpose,Impact, contacts

The warrantyService level, targets, service hours,Assurance, responsibilities

The assets/resourcesSystems, assets,components

The processesProcesses

The people/partnersResources, staffing, skills,suppliers

IT ServiceService

SLA / SLRs

Infrastructure Data Applications

OLAsContracts

Supportservices IT processes

Supportteams

Suppliers

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Service ModelService Models describe how service assets interact with customer assets and create value fora given portfolio of contracts. They form the service strategy for a market space.

Service Models codify the structure and dynamics of services. The structure and dynamics areinfluenced by factors of utility and warranty to be delivered to customers. The structure anddynamics have consequences for Service Operations which are evaluated by ServiceTransition.

(Ref: 03-8. Explain Service Model (SS 7.2.1, SD 3.3, ST 4.5.4.1))


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Service Model

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ServiceModel

Activities,events, and

interactions

ServiceOperation

Configurationof service

assets

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(Structure)

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ProcessA Process is a structured set of activities designed to accomplish a specific objective. A process

takes one or more inputs and turns them into defined outputs. includes all of the roles, responsibilities, tools and management controls required to

reliably deliver the outputs.

may define or revise policies, standards, guidelines, activities, processes, procedures,and work instructions if they are needed.

Business outcomes are produced by business processes governed by objectives, policies, andconstraints. The processes are supported by resources including people, knowledge,applications, and infrastructure. Workflow coordinates the execution of tasks and flow of controlbetween resources, and intervening action to ensure adequate performance and desiredoutcomes.

Business processes are particularly important from a service management perspective. Theyapply the organizations cumulative knowledge and experience to the achievement a particularoutcome. They are strategic assets when they create competitive advantage and marketdifferentiation

(Ref: 01-4. Define and distinguish between Functions , Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3,SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))


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Processes, Functions and Roles

A Process is a set of coordinated activities combiningand implementing resources and capabilities in orderto produce an outcome which, directly or indirectly,creates value for an external customer or stakeholder.

A Process takes one or more inputs and turns theminto defined outputs.

A Process includes all of the roles, responsibilities,tools and management controls required to reliablydeliver the outputs.

A Process may also define or revise policies,standards, guidelines, activities, processes,procedures, and work instructions if they are needed.

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Closed-loop SystemsProcess definitions describe actions, dependencies, and sequence. By defining what theorganizations activities are, which inputs are necessary and which outputs will result from theprocess, it is possible to work in a more efficient and effective manner. Measuring and steeringthe activities increases this effectiveness. Finally, by adding norms to the process, it is possibleto add quality measures to the output.

Processes that provide transformation towards a goal, and utilize feedback for self-reinforcingand self-corrective action function as closed-loop systems. It is important to consider the entireprocess or how one process fits into another.



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Process


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Activity

Activity

Activity

Input Output

Input Output

Input Output

Data,information and

knowledge

Desiredoutcome

Suppliers Customer

Service Controland quality

Trigger

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Process ControlProcesses, once defined, should be documented and controlled ; once under control, they canbe repeated and become manageable. Degrees of control over processes can be defined, andthen process measurement and metrics can be built in to the process to control and improve theprocess as illustrated.

The generic process elements show that data enters the process, is processed, is output andthe outcome is measured and reviewed. This very basic description underpins any processdescription.

A process is always organised around a set of objectives . The main outputs from the processshould be driven by the objectives and should always include process measurements (metrics),reports and process improvement .

Each process should be owned by a Process Owner who should be responsible for the processand its improvement and for ensuring that a process meets its objectives. The objectives of anyIT process should be defined in measurable terms and should be expressed in terms ofbusiness benefits and underpinning business strategy and goals.

The output produced by a process has to conform to operational norms that are derived frombusiness objectives. If products conform to the set norm, the process can be consideredeffective (because it can be repeated, measured and managed). If the activities are carried outwith a minimum use of resources , the process can also be considered efficient. Processanalysis, results and metrics should be incorporated in regular management reports andprocess improvements.

Documentation standards, processes and templates should be used to ensure that theprocesses are easily adopted throughout the organization.

(Ref: 01-5. Explain the process model (SD 3.6.4))


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Output andreports/reviews


Processowner

Processobjectives

Process

Activities, procedures,work instructions, roles,

metrics, improvement

Input andtriggers

Processresources

Processcapabilities

ProcessControl

ProcessEnablers

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Processfeedback

Processdocumen-

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Process characteristicsProcesses have the following characteristics:

Measurable - Ability to measure the process in a relevant manner. It is performancedriven. Managers want to measure cost, quality and other variables while practitionersare concerned with duration and productivity.

Specific results - The reason a process exists is to deliver a specific result. This resultmust be individually identifiable and countable.

Customers - Every process delivers its primary results to a customer or stakeholder.They may be internal or external to the organization but the process must meet theirexpectations.

Responds to a specific event - While a process may be ongoing or iterative, it should betraceable to a specific trigger.

(Ref: 01-6. List the characteristics of processes (Measurable, Specific results, Customers , and Responds

to a specific event) (SS 2.6.2, SD, ST, SO, CSI 2.3.2))


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Process characteristics:

Measurable

Specific results

Customers

Responds to a specific event (trigger)

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FunctionsFunctions are units of organizations specialized to perform certain type work and responsible forspecific outcomes. They are self-contained with capabilities and resources necessary theirperformance and outcomes. Capabilities include work methods internal to the functions.Functions have their own body of knowledge, which accumulates from experience. Theyprovide structure and stability to organizations.

In smaller organizations, one person or group can perform multiple functions e.g. a TechnicalManagement department could also incorporate the Service Desk function.

Functions are means to structure organizations to implement the specialization principle.Functions typically define roles and the associated authority and responsibility for a specificperformance and outcomes. Coordination between functions through shared processes is acommon pattern in organization design. Functions tend to optimize their work methods locally tofocus on assigned outcomes. Poor coordination between functions combined with an inwardfocus leads to functional silos that hinder alignment and feedback critical to the success of theorganization as a whole. Process models help avoid this problem with functional hierarchies byimproving cross-functional coordination and control. Well-defined processes can improve

productivity within and across functions.Roles A Role refers to a set of connected behaviours or actions that are performed by a person, teamor group in a specific context. For example a technical management department can performthe role of Problem Management when diagnosing the root cause of Incidents. This samedepartment could also be expected to play several other roles at different times, e.g. they mayassess the impact of changes (Change Management role), manage the performance of devicesunder their control (Capacity Management role), etc.



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Functions are units of organisations specialised toperform certain type work and responsible for specificoutcome

A Role is a set of responsibilities, activities andauthorities granted to a person or team. A role isdefined in a process. One person or team may havemultiple roles

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The RACI Authority MatrixSince processes and their component activities run through an entire organization, theindividual activities should be mapped to the roles defined. The roles and activities arecoordinated by process managers. Once detailed procedures and work instructions have beendeveloped, an organization must map the defined roles and the activities of the process to itsexisting staff.

To assist with this task a RACI authority matrix is often used within organizations indicatingroles and responsibilities in relation to processes and activities. RACI is an acronym for the fourmain roles of:

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

Occasionally an expanded version of RACI is used called RACI-VS with two further roles asfollows:

Verifies The person or group that checks whether the acceptance criteria has been

met Signs off This is the person that approves the Verification decision and authorizes the

product hand off. This could be the Accountable person

The RACI chart shows the structure and power of RACI modelling with the activities down theleft-hand side including the actions that need to be taken and decisions that must be made.Across the top, the chart lists the functional roles responsible for carrying out the initiative orplaying a part in decision making.

(Ref: 07-2. Recognize the RACI model and explain its role in determining organisational structure. (SD 6,CSI 6.2))(Ref: 01-4. Define and distinguish between Functions , Roles and Processes (SS 2.3, 2.6.1, 2.6.2, SD 2.3,SD 3.6.4, ST 2.3, SO 2.3, SO 3.1, CSI 2.3))


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The RACI authority matrix

ICRAActivity 5

RAIActivity 4

CRAIActivity 3

CCRAActivity 2

IICARActivity 1

Role DRole CRole BRole A

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Process OwnerA Process Owner is responsible for ensuring that their process is being performed according tothe agreed and documented process and is meeting the aims of the process definition.

The Process Owner performs the essential role of Process Champion, Design Lead, Advocate,Coach and Protector. The Process Owner is required to have the ability to influence and ensurecompliance to the policies and procedures put in place across the cultural and departmentalsilos of the IT organization.

Process ownership includes such tasks as: Defining the Process strategy Defining appropriate policies and standards to be employed throughout the process Assisting with and ultimately responsible for the process design Documenting and publicizing the process Defining the Key Performance Indicators (KPIs) to evaluate the effectiveness and

efficiency of the process Reviewing KPIs and taking action required following the analysis Improving the effectiveness and efficiency of the process Reviewing any proposed enhancements to the process Communicating process information or changes as appropriate to ensure awareness Providing input to the on-going Service Improvement Programme Addressing any issues with the running of the process Ensuring all relevant staff have the required training in the process and are aware of

their role in the process Ensures that the process, roles, responsibilities and documentation are regularly

reviewed and audited Interfaces with line management ensuring, that the process receives the needed staff

resources

(Ref: 07-1. Account for the role and the responsibilities of the Process owner (SD 6.4.1, ST 6.1.1, CSI 3.3,6.1.5))


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Process Owner

A Process Owner is responsible for ensuring that theirprocess is being performed according to the agreedand documented process and is meeting the aims ofthe process definition

Responsibilities:

Defining the Process strategy

Process design and documentation

Defining Key Performance Indicators (KPIs)Improving the effectiveness and efficiency of the process

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Service OwnerThe Service Owner is accountable for a specific service within an organization regardless ofwhere the underpinning technology components, processes or professional capabilities reside.

Service ownership is as critical to service management as establishing ownership for processeswhich crosses multiple vertical silos or departments

The Service Owner has the following responsibilities: Service owner for a specified service Understands the service (components etc.) Act as prime Customer contact for all Service related enquiries and issues Ensure that the ongoing Service delivery and support meet agreed Customer

requirements Will identify opportunities for Service Improvements, discuss with the Customer and will

raise the RFC for assessment if appropriate Participates in negotiating Service Level Agreements (SLAs) and Operational Level

Agreements (OLAs) Represents the service in Change Advisory Board meetings Will liaise with the appropriate Process Owners throughout the Service Management

lifecycle Will solicit required data, statistics and reports for analysis and to facilitate effective

Service monitoring and performance Participates in internal service review meetings within IT and external service review

meetings with the Business Will be accountable for the delivery of the Service.

(Ref: 07-1. Account for the role and the responsibilities of the Service owner (ST 6.1.2, CSI 3.3, 6.1.4))


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Service Owner

The Service Owner is accountable for a specific servicewithin an organization regardless of where theunderpinning technology components, processes orprofessional capabilities reside

Responsibilities:

Understand and own a specified service

Act as prime Customer contact

Ensure that the Service meet agreed requirementsImprove the Service

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Good and Best PracticeTo cope with the pressure, organizations benchmark themselves against peers and seek toclose gaps in capabilities . One way to the close such gaps is the adoption of good practices inwide industry use.

Practice is a way of working, or a way in which work must be done. Practices can includeActivities, Processes, Functions, Standards and Guidelines.

By Good or Best Practice we mean proven Activities or Processes that have been successfullyused by multiple Organizations.

There are several sources for good practices including public frameworks, standards, and theproprietary knowledge of organizations and individuals:

Standards Industry practices Academic research Training & education Internal experience

ITIL is an example of Best Practice. ITIL is used by organizations world-wide to establishand improve capabilities in service management. ISO/IEC 20000 provides a formal anduniversal standard for organizations seeking to have their service management capabilitiesaudited 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.

(Ref: 01-1 Describe the concept of Good Practice (SS, SD, ST, SO, CSI 1.2.2))


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Good Practice

Validated across a diverse set of environments andsituations

Subject to broad review across multipleorganisations and disciplines

Vetted by diverse sets of partners, suppliers, andcompetitors

Widely distributed among a large community ofprofessionals through publicly available training andcertification

ITIL is a source of good practice in service management S

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Questions

Which elements could be part of a Service Package?1) Service Composition2) Supporting Services3) Service Level Package4) Core Services

Which of the following statements is NOT correct?A) A process takes one or more inputs and turns them into defined outputs.B) A process includes all of the roles, responsibilities, tools and

management controls required to reliably deliver the outputs.C) A Process refers to a set of connected behaviours or actions that are

performed by a person, team or group in a specific context.D) A process may define or revise policies, standards, guidelines, activities,

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itil v3 - foundation sample

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