itl9328cl foundationwroyalcasestudy ig.r3.3.0 itp demo

7/24/2019 ITL9328CL FoundationwROYALCaseStudy IG.r3.3.0 ITp Demo

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Copyright 2012 ITpreneurs. All rights reserved

Copyright

Copyright and Trademark Information forPartners/Stakeholders.

ITIL is a registered trademark of the Cabinet Office.IT Infrastructure Library is a registered trade mark of theCabinet Office

The Swirl logo is a trade mark of the Cabinet Office.

All contents in italics and quotes is from the ITIL ServiceLifecycle Suite Crown copyright 2011 Reproduced underlicence from the Cabinet Office.

All other text is based on Cabinet Office ITIL material.

Reproduced under licence from the Cabinet Office

Copyright 2012 ITpreneurs. All rightsreserved.

Please note that the information contained in this material issubject to change without notice. Furthermore, this materialcontains proprietary information that is protected by copyright.No part of this material may be photocopied, reproduced, ortranslated to another language without the prior consent ofITpreneurs Nederland B.V.

The language used in this course is US English. Our sourcesof reference for grammar, syntax, and mechanics are from TheChicago Manual of Style, The American Heritage Dictionary,and the Microsoft Manual of Style for Technical Publications.

ITIL Foundation, Classroom course, release 3.3.0

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


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Copyright 2012, ITpreneurs Nederland B.V.All rights reserved. i

CONTENTS

LIST OF ICONS

FOLLOW US

ITILFIRST AID KIT INFORMATION

ACKNOWLEDGEMENTS

UNIT 1: COURSE INTRODUCTION 1

1.1 Student and Instructor Introductions 2

1.2 ITILFoundation Course 3

1.3 Course Learning Objectives 4

1.4 Course Agenda 5

1.5 ITIL Qualification Scheme 7

1.6 Exercise The Arora Family 8

UNIT 2: SERVICE MANAGEMENT AS A PRACTICE 11

2.1 Best Practices in the Public Domain 12

2.2 ITIL as a Good Practice 152.3 Concept of Service 17

2.4 Concept of Service Management 23

2.5 Processes and Functions 29

2.6 The RACI Model 35

2.7 Roles and Responsibil ities 36

2.8 Exercise The Lost Laundry 39

2.9 Module Summary 41

2.10 Test Questions for Service Management as a Practice 42

UNIT 3: SERVICE LIFECYCLE 43

3.1 The Service Lifecycle 44

3.2 Basic Concepts of Service Strategy 46

3.3 Basic Concepts of Service Design 51

3.4 Basic Concepts of Service Transition 553.5 Basic Concepts of Service Operation 60

3.6 Basic Concepts of Continual Service Improvement 65

3.7 Exercise The New Swimming Pool 70


UNIT 4: SERVICE STRATEGY 73

4.1 Basic Concepts of Service Strategy 75

4.2 Principles and Models of Service Strategy 85

4.3 Processes of Service Strategy 89

4.3.1 Service Portfolio Management 90

4.3.2 Financial Management for IT Services 96

4.3.3 Business Relationship Management 99


4.5 Test Questions for Service Strategy 103

UNIT 5: SERVICE DESIGN 105

5.1 Basic Concept of Service Design 107

5.2 Principles and Models of Service Design 108

5.2.1 Service Solutions for New or Changed Services 110

5.2.2 Management Information Systems and Tools 111

5.2.3 Technology Architectures and Management Architectures 112

5.2.4 Processes Required 115

5.2.5 Measurement Methods and Metrics 116

5.3 Processes of Service Design 119

5.3.1 Design Coordination 120

5.3.2 Service Level Management 123


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Copyright 2012, ITpreneurs Nederland B.V.All rights reserved.ii

5.3.3 Service Catalogue Management 136

5.3.4 Availability Management 142

5.3.5 Information Security Management 149

5.3.6 Supplier Management 153

5.3.7 Capacity Management 157

5.3.8 IT Service Continuity Management 163

5.4 Exercise Crossword 167


5.6 Test Questions for Service Design 170

UNIT 6: SERVICE TRANSITION 175

6.1 Change Management 177

6.2 Service Asset and Configuration Management 192

6.3 Release and Deployment Management 198

6.4 Transition Planning and Support 202

6.5 Knowledge Management 205



6.8 Test Questions for Service Transition 213

UNIT 7: SERVICE OPERATION 217

7.1 Event Management 219

7.2 Incident Management 223

7.3 Request Fulfilment 2327.4 Problem Management 235

7.5 Access Management 244

7.6 Service Operations Functions 247

7.6.1The Service Desk Function 248

7.6.2 The Technical Management Function 253

7.6.3 The Application Management Function 255

7.6.4 The IT Operation Management Function 257

7.7 Exercise Complaint Handling and Service Recovery 260


7.9 Test Questions for Service Operation 262

UNIT 8: CONTINUAL SERVICE IMPROVEMENT 265

8.1 Basic Concepts of CSI 268

8.2 Principles and Models of CSI 270

8.3 CSI Process 274



8.6 Test Questions for Continual Service Improvement 280

UNIT 9: TECHNOLOGY AND ARCHITECTURE 281

9.1 Service Automation 282

9.2 Competence and Skills for Service Management 285

9.3 Competence and Skills Framework 288

9.4 Training 289


UNIT 10: EXAM PREPARATION 291

MOCK EXAM 295

APPENDIX A: CASE STUDY 307

APPENDIX B: GLOSSARY 321

APPENDIX C:ANSWERS 415

APPENDIX D:APM GROUP SYLLABUS 437

APPENDIX E:ADDITIONAL INFORMATION 449

APPENDIX F: KEPNER-TREGOEMETHODOLOGY 459

APPENDIX G: RELEASE NOTES 461

FEEDBACK 463


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Copyright 2012, ITpreneurs Nederland B.V.All rights reserved. iii

LIST OF ICONS

Refers to content that is meant for the instructor to lecture in class

Refers to content that is meant for the student to read on his/her own in class or athome

Refers to information items that are not covered by the instructor in class but help thestudent understand a particular topic in detail

Refers to a Scenario-Based Activity that the student must do in class or as homeworkafter the completion of a topic or in between a topic

Refers to items or contents that are given in a step-by-step-instruction or checklist format

Refers to an impor tant snippet of information that the instructors should remember totouch upon while conducting an activity or during a lecture

Refers to the simplification of content that was previously difficult to understand orconfusing

Refers to an extra piece of information that is not very important but still good to know

Refers to light, conversational snippets of information or that the instructor can use inclass to break the monotony of a serious and tedious lecture

Refers to general-knowledge-based information that the instructor can use to providerelief to students during a serious or tedious classroom lecture

Refers to space for the students to take notes


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www.ITpreneurs.com

Copyright 2012 ITpreneurs. All rights reserved

Follow us

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

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Free ITIL First Aid Kit

The ITIL First Aid Kit (retail value $50) is an essential toolkit for effective

utilization of an IT Infrastructure Library (ITIL) for any organisation. It

provides guidelines for areas to pay particular attention to and possible

strategies to include in your program approach.

Essential Information for professionals

and organisations using ITIL

Please scan the QR code below to download your free ITIL First Aid Kit.

itilfakpromo.itpreneurs.com

ITIL and IT Infrastructure Library are registered trade marks of the Cabinet Office.

i il .i


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Copyright 2012, ITpreneurs Nederland B.V.All rights reserved. ix

We would like to sincerely thank the experts who havecontributed to the shaped ITpreneurs ITIL Foundation.

Authors / Subject Matter Experts

y P J Corum - Quality Assurance Institute

y Cesar Augusto Monteiro - IT Partners, Brasil

y Sergio Rubinato Filho - CA (CA Education), Brasil

y Service Management Art, Calgary, Canada

y Brian Bourne - Compagnie Gnrale de

Communication

y Cazzy Jordan - General Dynamics InformationTechnology

y Marcel Foederer - ITpreneurs

Review Board Members :

y Per Ivar Lillebrten - Ciber

y Fatih Celen - Impetus Consulting

y Michael D Costigan - CSC

y Lars Kristian Larsen - KMD

y Erik Bartholdy - KMD

y Bartosz Kozakiewicz - Conlea

y Jrgen Letager Hansen - berg

y Krzysztof Kozakiewicz - Conlea

ACKNOWLEDGEMENTS


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

DURATION: 1 HOUR AND 15 MINUTES

Module1COURSE INTRODUCTION

INTRODUCE

Case Study THE

ROYAL

CHAO PHRAYA

HOTEL

DISCUSS

Course Agenda

SHARE

Learning Objectives

OUTLINE

ITIL Qualification Scheme


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

| COURSE INTRODUCTION| ITILFOUNDATION | INSTRUCTOR |

1.1 STUDENT AND INSTRUCTOR INTRODUCTIONS

Course Introduction

2

ITILFoundation Course

Student and Instructor Introductions

We would like to hear about you. Please share with the class:

Your name.

Your profession.

Your role.

Your background in IT.

Your familiarity with the IT Infrastructure Library (ITIL).

What you expect to learn over the next three days.

Just Concluded

T R A N S I T I O N

1.2

ITIL

Foundation Course

1.1

Student and Instructor Introductions

Coming Up


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| INSTRUCTOR | ITIL FOUNDATION | COURSE INTRODUCTION |

1.2 ITILFOUNDATION COURSE

Course Introduction

3


The Service Lifecycle

ITIL = Information Technology Infrastructure Library

Continual

Service

Improvement Service

Transition

Service

Strategy

Service

Operation

Service

Design

Adapted fromThe ITIL Service Lifecycle Crown Copyright 2011 Reproduced under licence from Cabinet Office

The Service Lifecycle

This course will guide the students in understanding the basic concepts of IT Service Management (ITSM), as describedin the five stages of the Service Lifecycle; that is, Service Strategy, Service Design, Service Transition, Service Operation,and Continual Service Improvement (CSI). These stages will be dealt with in detail in subsequent modules.

Just Concluded

T R A N S I T I O N

1.3Course Learning Objectives

1.2ITILFoundation Course

Coming Up


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1.3 COURSE LEARNING OBJECTIVES

Course Introduction

4


Course Learning Objectives

At the end of this course, you will gain the knowledge and skills to:

Comprehend Service Management as a practice.

Understand the Service Lifecycle.

Know the generic concepts and definitions.

Understand the key principles and models used behind selected processes.

Identify the selected processes.

Understand the selected functions and roles.

Comprehend the technology and architecture of the Service Lifecycle.

Comprehend competence and training.

Just Concluded

T R A N S I T I O N

1.4

Course Agenda

1.3

Course Learning Objectives

Coming Up


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1.5 ITIL QUALIFICATION SCHEME

Course Introduction

8


ITIL Qualification Scheme and Credit Assignment

Legend

SS Service Strategy

SD Service Design

ST Service Transition

SO Service Operation

CSI Continual Service Improvement

OSA Operational Support and Analysis

PPO Planning, Protection, and Optimization

RCV Release, Control, and Validation

SOA Service Offerings and Agreement

Cabinet Offices Official Accreditor The APM Group Limited 2011

Qualification Scheme

The purpose of the ITIL Foundation Certificate in ITSM is to certify students who have gained knowledge of theterminology, structure, basic concepts, and main principles of ITIL practices for Service Management. The ITIL FoundationCertificate in ITSM will guide the students to apply the ITIL practices for Service Management in the real world. After

the students pass the certification exam, they will gain credits of two points.

Just Concluded

T R A N S I T I O N

1.6Exercise The Arora Family

1.5ITIL Qualification Scheme

Coming Up


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1.6 EXERCISE THE ARORA FAMILY

Course Introduction

9


The Royal Chao Phraya Hotel

We are pleased to introduce the Royal Chao Phraya Hotel case study.

The case study will be used for various exercises throughout this course.

Please take the specified time to read through the case study.

The case study will be followed by our first exercise.

Learning Focus

This exercise is intended to introduce the students to some of the basic concepts of Service Management.

Learning Methodology

The intent of this exercise is not to achieve a correct result at this stage, but to:

Introduce some of the basic concepts of Service Management.

Address the knowledge of some of those students who presume to know ITIL best practices based on theirprevious operational experience.

Review some of the key points below with the students at the close of the exercise:

There is no distinction between Request Fulfillment, Incident Management, and the business.

Kit didnt register the Incident or check whether other people had ear lier reported the same Incident in thatroom or on that floor.

The receptionist didnt check if the Incident was resolved.

There was inadequate reaction to early checkout. The lost revenue is much greater than $19.

There was no linking of the similar Incidents faced by both Mr. Brock and Mr. Arora.

There is a damage caused by inconsistent compensation for a similar event.

There has been no Change Management on maintenance work and its effects on services.

There is no Configuration Management.

There is poor service-oriented communications.


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Instruct the students to read the exercise on their own. Ask them to underline or highlight the identified errorsthat could be corrected through the application of Service Management practices.

Delivery Instructions

Exercise

The Arora family arrived at the Royal Chao Phraya Hotel, enthusiastic about their upcoming stay. Mr. Arora checked inwhile his wife and two children, Ajay and Shalini, waited patiently in the lobby. It took some time to check the family inbecause the receptionist was first dealing with a lengthy complaint from another guest about her shower not havinghot water and then handling continual interruptions on the telephone from people calling to ask about the availabilityof rooms for the upcoming Songkraan festival.

After about 10 minutes, the Arora family was ready to go to their room, 1711. Their bellhop, Warit, led the way.When they reached the room, they found it stifling hot and musty. They turned on the air-conditioning, but it seemedineffective. Mrs. Arora was quite upset and instructed her husband to get another room immediately. They had notescaped the heat of Mumbai to stay in an oven in Bangkok!

Mr. Arora returned to the reception and again waited in line while people were checked in. He spoke to the front-desk agent, Kit, and informed her of the situation. Kit was very nice and explained, As the room hasnt been used fora few days, it takes some time for the air-conditioning to take effect. I suggest that you close the curtains, take somerefreshments at the Sugar Reef bar, and return in 20 minutes. Here is a beverage coupon for $20 as compensation for

the inconvenience.

Mr. Arora begrudgingly agreed and took his family for a refreshing drink at the Sugar Reef bar. The front desk heard nomore from him until he came to check out the next day. Oh, you are leaving a day early, Mr. Arora?

Yes, he replied, the room was too hot for my wife and even though conditions improved slightly during the courseof the evening, my wife really wants to move to the Mandarin Oriental today.

Oh, I am sorry to hear that! I do hope that you will return and that next time, your experience will be much better. Asa token of our apologies, I have removed from your bill the $19 charged for the video game you ordered.

Mr. Arora thanked her for the token of goodwill and headed for the front of the lobby to wait for his car to be pulled upfrom the garage. While waiting, Mr. Arora heard another guest talking to Sonny Singh, the Concierge. Ive been cominghere for years, Sonny; I am so upset that this stay was ruined by the stifling heat in my room.

Did you complain about it to Mr. Van Rijn, Mr. Brock? Sonny asked. No, answered Mr. Brock, Dimitri is away for theday.

But at least they gave you some compensation, sir?

Yes Sonny, they gave me the room free, but that didnt solve the problem, did it?

Well, I guess saving $250 is some consolation, Mr. Brock. Maybe Sonny maybe.

Mr. Arora was astonished to hear this and felt quite discouraged. He was just glad that his wife had not heard this story.Maybe he hadnt complained enough! The hotel certainly hadnt offered him any such compensation. Now he knew

that the move to a new hotel was the right step.

Meanwhile, Sonny wandered back to the front desk and found the receptionist, Apple, chatting with Pap.

Apple, I just heard that there is a problem with the air-conditioning on the 17th floor. Is someone working on that?

Oh, you must have spoken to Mr. Arora. He was a bit upset, but I think I satisfied him by compensating his bill.

No, it wasnt Mr. Arora, it was Mr. Brock and he is still upset.


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Thats strange, said Pap, I had told Kit yesterday that we were doing maintenance on the 17th floor and that we mightlose some suction power on the air-conditioning units.

Did you tell her to block the rooms, Pap? asked Sonny. No, but I thought that would have been obvious, wouldnt it?

Meanwhile, the Aroras drove away in their chauffeured car.


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DURATION: 1 HOUR AND 45 MINUTES

SHARE

Learning Objectives

IDENTIFY

Challenges in an IT

Organization

OUTLINE

ITIL as a Good Practice

DEFINE

Service | ServiceManagement

| Functions | Processes

Module 2SERVICE MANAGEMENT

AS A PRACTICE

BUSINESS

VALUE

LINKTO


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| SERVICE MANAGEMENT AS A PRACTICE | ITILFOUNDATION | INSTRUCTOR |

Service Management

as a Practice

2

Module Introduction

Learning Objectives

At the end of this module, you will be able to:

Describe:

the concept of best practices in the public domain

the concept of service Management and IT Service Management (ITSM)

the importance of functions and processes in an organization

a process model and its characteristics

Identify:

Stakeholders in service management

and explain types of customers

Define:

and explain the concept of Service and types of Services

2.1 BEST PRACTICES IN THE PUBLIC DOMAIN

Service Management

as a Practice

3

General Concepts

Best Practices in the Public Domain

Best practices are successful innovations that organizations implement to

close gaps in customer needs and Service quality.

Sources for best practices include:

Public frameworks (for example, ITIL, COBIT, and CMMI)

Standards (for example, ISO/IEC 20000 and ISO/IEC 27001)

Proprietary knowledge (for example, vendors, individuals,

and organizations)

ITIL is the popularly accepted and trusted source of best practices for IT

Service Management (ITSM).

Are public good practices more attractive than proprietary ones?


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| INSTRUCTOR | ITIL FOUNDATION | SERVICE MANAGEMENT AS A PRACTICE |

Service Management

as a Practice

4

General Concepts

Best Practices in the Public Domain

Adapted fromSources of Service Management best practices Crown Copyright 2011 Reproduced under licence from Cabinet Office

Academic research

Industry practices

Standards

Internal experience

Training and education

Sources

(generate)Suppliers

Customers

Employees

Technologies

Advisers

Enablers

(aggregate)

Drivers

(filter)

Scenarios

(filter)

Substitutes

Customers

Regulators

Commitments

Compliance

Competition

Knowledge fit for business

Objectives, context and purpose

Best practices are successful innovations that organizations implement to close gaps in customer needs and Servicequality. Organizations set standards against competitors and try to close the gaps in its capabilities. Setting standardshelps organizations improve Service quality and meet customer requirements for Services. Sources for best practicesare listed on the slide.

Organizations should maintain and share public frameworks and standards along withproprietary knowledge to be at an advantage with competition and to be able to collaborateand coordinate easily across organizations.


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Public frameworks and standards are more attractive than proprietary knowledge because of the followingreasons:

Proprietary Knowledge Public Frameworks

Proprietary knowledge:

Is often unstated, undocumented,and deeply rooted in anorganization. As a result,adoption, duplication, and transferof proprietary knowledge aredifficult without the cooperationof the owners.

Is characteristic of a local andspecific requirement of thebusiness. As a result, unless anorganization is aware of suchknowledge, this knowledge canbecome ineffective in its usage.

Becomes a public frameworkonly when owners of thisknowledge agree to making

the proprietary knowledgepublic through commercial

terms, such as purchases andlicense agreements. Owners ofproprietary knowledge expectrewards for their knowledge andinvestments.

Public frameworks and standards:

Are validated across diverseenvironmental contexts and are notlimited to a single organization. Multipleorganizations, disciplines, partners,supplier, and competitors examine theseframeworks and standards. Some well-known frameworks and standards are:

o ITIL

o LEAN

o Six Sigma

o COBIT

o CMMI

o PRINCE2

o PMBOK

o ISO 9000

o ISO/IEC 20000

o ISO/IEC 27001

(Source: Service Strategy book)

Are more widely found among alarge community of professionals, forexample, public training and certification.Organizations can acquire publicknowledge through the labor market.

Just Concluded

T R A N S I T I O N

2.2ITIL as a Good Practice

2.1Best Practices in the Public Domain

Coming Up


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2.2 ITIL AS A GOOD PRACTICE

Service Management

as a Practice

5

General Concepts

ITIL as a Good Practice ITIL Core

ITIL = Information Technology Infrastructure Library

Continual

Service

ImprovementService

Transition

Service

Strategy

ServiceOperation

Service

Design

Adapted fromThe ITIL Service Lifecycle Crown Copyright 2011 Reproduced under licence from Cabinet Office

ITIL adapts all common frameworks of practices and unites all domains of IT Service provision to deliver value tobusiness. ITIL is the most practical approach to Service Management. Some characteristics that make ITIL a globalsuccess are:

It is vendor-neutral: ITSM practices are not based on any specific platform of technology or industry. It isalso not tied to any commercial proprietary practice or solution but is owned by the UK government. As aresult, ITIL is applicable to any IT organization.

It is non-prescriptive: ITIL is applicable to all IT Service organizations and their customers because of itsrobust, established, and time-tested practices. ITIL continues to be useful and applicable in public and privatesectors; internal and external Service Providers, small, medium, and large enterprises; and within any technicallocation.

It is best practice:ITIL embodies the learning experiences and thoughts of leaders who provide bestServices to customers across the globe.

Because ITIL describes practices that allow organizations to deliver profits, Return on Investment (ROI), and continuoussuccess, many organizations adopt ITIL to:

Deliver value for customers through services

Integrate the strategy for services with the business strategy and customer needs

Measure, monitor and optimize IT services and service provider performance

Manage the IT investment and budget


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Manage risk

Manage knowledge

Manage capabilities and resources to deliver services effectively and efficiently

Enable adoption of a standard approach to service management across the enterprise

Change the organizational culture to support the achievement of sustained success

Improve the interaction and relationship with customers

Coordinate the delivery of goods and services across the value network

Optimize and reduce costs.


Just Concluded

T R A N S I T I O N

2.3Concept of Service

2.2ITIL as a Good Practice

Coming Up


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2.3 CONCEPT OF SERVICE

Service Management

as a Practice

6

General Concepts

Concept of Service

Service:A means of delivering value to customers by facilitating outcomes customers

want to achieve without the ownership of specific costs and risks.


Services are a means to deliver value to customers by enabling what the customer wants to achieve (outcomes)without taking any ownership of costs and Risks. All Services have a Service cost when they become operational, whichis reflected as Return on Investment (ROI) and Total Cost of Ownership (TCO), and this cost must be managed. Toavoid taking ROI and TCO Risks, the customers look to Service Providers to satisfy their need for those Services. TheService Provider, on the other hand, provides those Services according to the requirements of the customers. In doingso, the Service Provider does not expose all costs and Risks that the customer wants to avoid but only exposes theoverall cost or price of a Service to the customer. These costs and Risks include all costs and Risk-mitigation measuresof the Service Provider. The customer finally compares the cost and reliability of the Service offered and then buys theService. Some constraints associated with Services are regulation, lack of funding or capacity, or technology limitations.


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Service Management

as a Practice

7

General Concepts

Concept of Service

Types of Services

The types of services are divided into internal and external.

Internal

Services

External

Services

Delivered betweendepartments or business unitsin the same organization

Delivered to externalcustomers

Services

Services should be differentiated as internal and external to help organizations differentiate between Services thatsupport an internal activity and those that essentially help realize business outcomes.


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Service Management

as a Practice

8

General Concepts

Concept of Service

Types of Services

Adapted from Internal and External Services Crown Copyright 2011 Reproduced under licence from Cabinet Office

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Externalcustomer

Business unit

(internal customer)Business unit

(internal customer)

The business

IT

IT department IT department IT department

IT Services

External customer-facing services

Internal customer-facing services

Supporting services (internal)

Business services and products provided by other business units

The figure on the slide shows the difference between internal and external services for an IT Service Provider. Servicescan be classified as core, enabling or enhancing and are further explained in the subsequent slides.


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Service Management

as a Practice

9

General Concepts

Concept of Service

IT Services

From the perspective of an IT service provider, an IT service is of three types.

Customer

Enabling

Services

Enabling

Services

Enhancing

Services

(option)

Core

Services

IT Services

Is made up of information technology, people, and processes. An IT Service Provider provides this Service to one ormore customers to support its business processes.

It can be further classified into:

Core Services: Represent the value that the customers need and for which they are willing to pay. Theydeliver the basic outcomes that are needed by one or more customers. Core Services represent the valueproposition for the customer and provide the base for their continued utilization and satisfaction.

Enabling Services: Are Services that are required to deliver a core Service. They are the basic factorsthat allow the customers to receive the real Service. As a result, customers may not perceive these Servicesas Services in their own right because the Services may or may not be visible to them.

Enhancing Services: Are Services that are added to a core Service to attract customers to buy a Service.They are not crucial to the delivery of a core Service because they are only added as excitement factors.


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The table shows the three types of IT Services.

Type of service Definition Description

Supporting service,sometimes calledan infrastructureservice, althoughthey are oftenbroader than justinfrastructure

A service that isnot directly used bythe business, but isrequired by the ITservice provider sothey can provideother IT services forexample, directoryservices, namingservices, the networkor communication

services.

Supporting services are defined to allow IT teams toidentify the interdependencies between IT components.They will also show how these components are used todeliver internal and external customer-facing services.

Supporting services enable IT processes and services,but are not directly visible to the customer.

Some IT teams view recipients of supporting servicesas customers. Although this promotes good servicequality, it is also misleading. Supporting services onlyexist to be combined with other supporting servicesto produce customer-facing services. If they cannot,they are of no value and their existence should bequestioned.

There can be no service level agreements forsupporting services as they are all internal to the samedepartment. Instead, the performance of supportingservices should be managed using operational level

agreements.

It should be noted that Figure 3.5 only refers toservices originating inside the organization. In somecases supporting services are sourced from outsidethe organization. In these cases they are managed inthe same way as other supporting services, but usingunderpinning contracts rather than operational levelagreements.

Internal customer-facing service

An IT service thatdirectly supportsa business processmanaged by anotherbusiness unit forexample, sales

reporting service,enterprise resourcemanagement.

An internal customer-facing service is identified anddefined by the business. If it cannot be perceived by thebusiness as a service, then it is probably a supportingservice.

Internal customer-facing services rely on an integratedset of supporting services, although these are often notseen or understood by the customer or user.

Internal customer-facing services are managedaccording to service level agreements.

External customer-facing service

An IT service thatis directly providedby IT to an externalcustomer forexample, internetaccess at an airport.

An external customer-facing service is available toexternal customers and is offered to meet businessobjectives defined in the organizations strategy.

An external customer-facing IT service is also a businessservice in its own right, since it is used to conduct thebusiness of the organization with external customers.

Depending on the strategy of the organization,the service is either provided free of charge (manygovernment agencies provide services to the publicfor no fee), or it is billed directly to the person or

organization using the service. In other cases, theservice may be provided free to the customer, but paidfor by a third party, such as an advertiser or sponsor.These services are managed using a contract even asimple online agreement constitutes a contract of saleand purchase with terms and conditions.



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Service Management

as a Practice

10

General Concepts

Concept of Service

Types of Customers

Internal

Customers

External

Customers

People or departmentsworking in the sameorganization

People not employed bythe organization orseparate legal entities

Customer

Types of Customers

Customers can be both internal and external. Both internal and external customers must be given an agreed level ofService along with the same customer Service levels. Given below is an example of both types of customers.

Internal..the marketing department is an internal customer of the IT organization because it uses IT services. The head of

marketing and the CIO both report to the chief executive officer (CEO). If IT charges for its ser vices, the money paid is an

internal transaction in the organizations accounting system i.e. not real revenue.


Externalan airline might obtain consulting services from a large consulting firm. Two-thirds of the contract value is paid in cash,

and one-third is paid in air tickets at an equivalent value.


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2.4Concept of Service Management

2.3Concept of Service

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2.4 CONCEPT OF SERVICE MANAGEMENT

Service Management

as a Practice

11

General Concepts

Concept of Service Management

Service Management:

Is a set of specialized organizational capabilities that provides value to customers in the form of

Services.

Is a professional practice that is globally supported by qualification schemes and standards.

Must transform capabilities and resources into valuable Services.

Service Management:A set of specialized organizational capabilities for providing

value to customers in the form of services.


Service Management is a set of specialized organizational capabilities that provides value to customers in the form ofServices. It is a professional practice that is supported by a vast body of knowledge, experience, and skills. The core ofService Management lies in the act of transforming capabilities and resources into valuable Services. An organizationwithout appropriate Service Management in place will not have the required capabilities that can transform resources

that by themselves have low intrinsic value for customers. On the other hand, if a Service Providers capabilities aremature, the quality of Service that the customers wants will be produced in a timely and cost-effective manner.

Capabilities:

Take the form of functions and processes for managing Services over a Lifecycle.

Represent an organizations capacity, competency, and confidence for action.


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Service Management

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12

General Concepts

Concept of Service Management

Challenges of Service Management

Some challenges of Service Management capabilities are:

They are intangible in nature.

The demand for capability is tightly linked to the assets of the customer.

They involve high level of contact for Service producers and consumers.

The Service output and Service capacity are perishable.

Some challenges of Service Management capabilities are:

They are intangible in nature. Capabilities are difficult to measure, control, and validate.

The demand for capability is tightly linked to the assets of the customer. Customers and customer assets, suchas processes, applications, documents, and transactions, arrive with demand and enhance the production ofServices.

They have a high level of contact for Service producers and consumers. The absence of buffer between thecreations of the Service Providers Service and the customers consumption of that Service makes ServiceManagement capabilities difficult to achieve.

The Service output and Service capacity are perishable. Service Providers need to ensure that they providea steady supply of demand from customers and assure the customers of a consistent and quality Service.

Service Management had its origins in the airlines, banking, hotel, and phone businesses. It isnow adopted by IT as a Service-oriented approach to manage applications, infrastructure, and

processes.


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Service Management

as a Practice

13

General Concepts

Concept of IT Service Management

IT service management (ITSM): The implementation and management of quality ITservices 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.


ITSM

The meaning of IT keeps changing depending on the various perspectives of the business and people. As a result, theseperspectives need to be recognized and balanced to communicate the value of ITSM and to know the context for howthe business looks at the IT organization.


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Service Management

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General Concepts

Concept of IT Service Management

IT Service Management Meanings

IT Service

Management

A collection of

systems, applications

and infrastructures

An organization

with its own set of

capabilities and

resources

A category of

business assets and

is treated as an

investment

A category of

services utilized by

business and treated

as an expense

Some meanings of ITSM are:

IT is a collection of systems, applications and infrastructures which are components or sub-assemblies of a largerproduct. They enable or are embedded in processes and services.

IT is an organization with its own set of capabilities and resources. IT organizations can be of various types suchas business functions, shared services units and enterprise-level core units.

IT is a category of services utilized by business. The services are typically IT applications and infrastructure that arepackaged and offered by internal IT organizations or external service providers. IT costs are treated as businessexpenses.

IT is a category of business assets that provide a stream of benefits for their owners, including, but not limited to,revenue, income and profit. IT costs are treated as investments.


Using the principles of Service Management, all IT organizations must act as Service Providers to make sure thatorganizations deliver the needs of the customers. To carry out ITSM effectively and efficiently, IT Services should bemanaged from the business perspective.

The IT Service Provider must communicate to the customer if the Services required cannot be delivered according tothe agreed level of performance or cost. To know that a good relationship exists between an IT Service Provider and itscustomers, the IT Service Provider needs to maintain a balance between the three aspects listed below. The aspects are:

The customer receives an IT Service that meets its needs.

The IT Service is at an acceptable performance level.


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The cost of the IT Service is affordable.

According to ITIL, an IT Service Provider is defined as someone who provides IT services tointernal or external customers.

A Service Level Agreement (SLA) documents agreements between an IT Service Providerand a customer. It lists the IT Services, defines the Service level targets, and identifies the

responsibilities of the IT Service Provider and the customer. A single SLA can cover multiple ITServices or customers.

Service Management

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15

General Concepts

Concept of Stakeholders in Service Management

TeamsInternal Stakeholders

Functions, groups, and teams deliver the

services within the organization.

Functions

Groups

External Stakeholders

Customers buy goods and services.

Users use IT services directly and on a day-

to-day basis.

Suppliers are third parties that supply goods

and services.

Customers

Suppliers

Users

Stakeholders in Service Management

Stakeholders are important to an organization, project, or Service. They are interested in the activities, targets, resources,or deliverables from Service Management. Some examples of stakeholders are organizations, Service Providers,customers, consumers, users, partners, employees, shareholders, owners, and suppliers.

Stakeholders internal to the Service Provider organization are the functions, groups, and teams that are involved inthe delivery of Services. On the other hand, stakeholders external to the Service Provider organization are customers,users, and suppliers.

Internal stakeholdersare functions, groups, and teams that deliver Services.


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External stakeholders are:

Customers

Buy goods or Services.

Define and agree to the Service level targets.

Users

Are people who use the Service every day.

Use IT Services directly.

Are sometimes customers who use these Services.

Suppliers

Are third parties who are responsible for supplying the goods or Services needed for delivering IT Services.

Examples are commodity hardware and software vendors, network and telecom providers, and organizationsthat outsource Services

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2.5Processes and Functions

2.4Concept of Service Management

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2.5 PROCESSES AND FUNCTIONS

Service Management

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16

General Concepts

Processes and Functions

Process:A process is 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.


Processes are measurable and performance driven. They help managers measure cost, quality, and other variables andhelp practitioners measure duration and productivity. Processes must also meet the expectations of all internal orexternal customers. A process exists to deliver a specific, identifiable, and countable result.


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Service Management

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General Concepts


Process Characteristics

Measurable: Performance driven

Cost, quality, duration, productivity, and so on

Specific results: Delivery of a specific result

Individually identifiable and countable

Customers: Delivery of results to a customer or stakeholder

Meeting customer expectations

Could be internal or external

Respond to a specific event: Traceable to a specific trigger

Characteristics of Processes

The characteristics of processes are:

They are measurable: A process is driven by performance because managers measure cost, quality, andother variables while practitioners are concerned with duration and productivity.

They give specific results:A process exists to deliver a specific result that is individually identifiable andcountable. However, it is not possible to count the number of completed Service Desks as compared to thenumber of Changes.

They are customer-oriented:The result of each process is delivered to a customer or stakeholder, whomay be internal or external to the organization. The process must meet the expectations of the customer orstakeholder.

They respond to specific events: A process whether ongoing or iterative should be traceable toa specific trigger.

Ask the learners to remove all the as from the word MaSaCaRa, or memorize the phrase Mary SellsCustom Rings, to get essence of the characteristics of processes.

Delivery Notes


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Service Management

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18

General Concepts


Process Model

Process enablers

Process resourcesProcess resourcesProcess

capabilities

Process

capabilities

Process control

Process objectivesProcess objectives

Process feedbackProcess feedbackProcess

documentation

Process

documentation

Process ownerProcess ownerProcess policyProcess policy

Including process

Reports and reviews

Process outputs

Process

Process activitiesProcess activities Process rolesProcess roles

Process improvementsProcess improvementsProcess proceduresProcess procedures

Process work instructionsProcess work instructions

Process metricsProcess metrics

Triggers

Process inputs

Adapted fromProcess Model Crown Copyright 2011 Reproduced under licence from Cabinet Office

Process Model

In the diagram, a process is shown as a set of structured activities designed to accomplish a specific objective. There areclearly defined inputs, activities, and results, along with documented process roles and a continual improvement loop.

A trigger, which may be an input or an Event, initiates a process or an activity within a process. For example, Servicefailure may trigger the Event Management and Incident Management processes.

To deliver outputs that are reliable, a process can consist of any of the roles, responsibilities, tools, and managementcontrols. Organizations should document and control the processes once you define them. A process that is in controlcan be repeated and managed. Consequently, you should build measurements and metrics into the process to controland improve it. Organizations should ensure that they incorporate process analysis, results, and metrics regularly in themanagement reports and process improvements.

In other words, processes are measurable and performance driven. They help managers measure cost, quality, and othervariables and help practitioners measure duration and productivity. Processes must also meet the expectations of all

internal or external customers. A process exists to deliver a specific, identifiable, and countable result.


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Service Management

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General Concepts


Functions:

Provide structure and stability to organizations.

Are self-contained units of organizations, with their own capabilities and resources.

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or an inward focus.

Function:A function is a team or group of people and the tools they use toperform one or more processes or activities."


According to ITIL, a function is a team or group of people and the tools it uses to perform one or more processes oractivities. A function also has the specialized resources needed to generate the desired outcomes. In large organizations,

functions maybe divided and performed by several departments and teams, and groups or functions can also beembedded within a single organizational unit, such as the Service Desk. On the other hand, in small organizations, anindividual or a group can perform multiple functions, for example, a technical management department performing thefunctions of a Service Desk.


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Service Management

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20

General Concepts


Functions Group

People performing similar

activities on differenttechnologies into different

organizational structures or

different companies

Team

Team members can work

virtually or in multiple

locations towards a mutual

objective but not in the

same organization structure

Department

Based on hierarchical

reporting structure, where

managers are responsible

for the execution of the

activities

Division

Comprises of a number ofdepartments being grouped

together, geographically or

product wise

Functions

Different Functions

For a successful Service Lifecycle, you should clearly define the roles and responsibilities that are needed to perform

the processes and activities in each stage of the Lifecycle. You should establish, manage, and assign roles to individualsand to suitable structures of the organization, such as teams, groups, or functions. The groups, teams, departments, anddivisions can be defined as:

Group

Are a number of people who have similarities with one another.

Refer to people who perform similar activities although they may work on different technologies or reportinto different organizational structures or even different companies.

Are not formal organizational structures but define common processes across organizations.

Team

Are formally organized and recognized groups.

Are people working together but not in the same organization structure to achieve a common objective.

Can be co-located or work in multiple locations and operate virtually.

Are useful for collaboration, for dealing with a temporary or transitional situation.

Department

Are formal organizational structures that perform a specific set of defined activities on a continuing basis.

Have a hierarchical reporting structure with managers being responsible for the execution of activities andthe daily management of departmental staff.


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Division

Refers to a grouped number of departments such as geographical or product line groupings.

Is self-contained generally.

Service Management

as a Practice

21

General Concepts


Change Manager Role

Incident Management

Problem Management

Change Management

Software

DevelopmentOperations Service Desk Desktop Support

IT Management

ORGANIZATIONAL MATRIX

Only the size, structure, and culture of an organization can actually determine if it is a function, role, activity, or set ofprocesses.

ITIL describes four functions Service Desk, Technical Management, IT Operations Management, and ApplicationManagement in detail.

The Service Desk acts as the Single Point of Contact (SPoC) for customers when there is a disruption in Services, forService Requests, or for Requests for Change (RFCs).

Technical Management provides the detailed technical skills and resources required to support continuing IT Servicesoperation and IT infrastructure management.

IT Operations Management executes the day-to-day live activities that are required to manage IT Services and thesupporting IT infrastructure. IT Operations Management also conducts IT operations control and facilities management.

Application Management manages applications throughout their Service Lifecycle. It supports and maintains liveapplications and plays a crucial role in the design, testing, and improvement of applications that are part of IT Services.

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2.6The RACI Model

2.5Processes and Functions

Coming Up


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2.6 THE RACI MODEL

Service Management

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22

General Concepts

The RACI Model

RACIRACI is an example of an authority matrix, which can be used within organizations to

indicate roles and responsibilities in relation to processes and activities.

CustomerChange

Sponsor

Service

Desk

Change

Manager

Change

CoordinatorCAB ECAB

Change

Builder

Change

TesterEtc.

1.0 Record

the RFCR R A

2.0 Review

the RFCI A R

3.0 Assess

and Evaluate

Change

R/A R R C/I I

R = Responsible

A = Accountable

C = Consulted

I = Informed

The RACI Model

Organizations must clearly define all roles when designing a Service or a process. The RACI Model offers a close,succinct, and easy way of tracking who does what in each process and allows speedy and confident decision making.

RACI is an acronym for what the four main roles should be:

Responsible: The person or people responsible for accurate execution or getting the job done.

Accountable: The person who has ownership of Service quality and the result. Only one person isaccountable for one task.

Consulted: The people who are consulted and whose opinions are sought. Their involvement is throughinput of knowledge and information.

Informed: The people who are kept updated on the progress of a Service. They receive information about

process execution and quality.Some organizations use the RACI definitions but shift the order to Accountable, Responsible,Consulted, and Informed (or ARCI). However, the meanings and usage of RACI continue tobe unchanged.

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2.7Roles and Responsibilities

2.6The RACI Model

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2.7 ROLES AND RESPONSIBILITIES

Service Management

as a Practice

23

General Concepts

Roles and Responsibilities

Role

A role is the set of responsibilities, activities, and authorities defined in a process and

assigned to a person or team.

Problem Analyst Role Change Initiator Role

Second-line Analyst Role First-line Analyst Role

A role is the set of responsibilities, activities, and authorities defined in a process and assigned to a person or team. Oneperson or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager maybe performed by a single person or team, who should carefully assess this requirement and workload.


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Service Management

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24

General Concepts


Generic Roles

Process Owner Role Service Owner Role

Is accountable for the overall

quality of the process.

Is responsible for ensuring that

a process fits the purpose

Is responsible for the

sponsorship, design, and

Change Management.

Is accountable for the delivery of

a specific Service.

Is responsible for the initiation,

transition, maintenance, support

and improvement of a specific

Service.

Generic Roles

There are two generic roles in Service Management, Process Owner and Service Owner. These owner roles are notnecessarily dedicated resources.

A Process Owner:

Is accountable for the overall quality of the process and oversees the management of and compliance withthe processes, procedures, data models, policies, and technologies associated with the IT business process.

Is responsible for ensuring that a process is fit for purpose and that all activities within the process areperformed.

Is also responsible for the sponsorship, design, and Change Management of the process and its metrics.

Role is often assigned to the same person who performs the Process Manager role, but the two roles maybe separate in larger organizations.

A Service Owner: Is accountable for the delivery of a specific Service, regardless of where the underpinning technology

components, processes, or professional capabilities reside.

Is responsible to the customer for the initiation, transition, and ongoing maintenance, support, and improvementof a particular Service.

Interacts with the Process Owner throughout the Service Management Lifecycle.


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Service Management

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25

General Concepts


Generic Process Role

Other generic process roles are the Process Manager and Process Practitioner.

Process Manager Role Process Practitioner Role

Is accountable for the

operational management of a

process.

Carries out the role of process

owner and coordinates all

process activities.

Carries out one or more

activities of a process.

Can be combined to process

manager role or there may be

a possibility of a large number

of practitioners executing

different parts of the process.

For example a 2nd or 3rd line

analyst in the Incident

Management process.

A Process Manager:

Is responsible for the operational management of a process. Is responsible for planning and coordinating all the activities required to perform, monitor, and report on the

process.

Role is performed, in some organizations, by several Process Managers, for example, regional or departmentalChange Managers or ITSCM Managers for each data center.

A Process Practitioner:

Is accountable for carrying out one or more activities of a process.

Is joined with the Process Manager role in some organizations and for some processes. In other organizations,huge numbers of practitioners carry out different parts of the process.

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2.8Exercise The Lost Laundry

2.7Roles and Responsibilities

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2.8 EXERCISE THE LOST LAUNDRY

DURATION: 30 Minutes

INTRODUCTION

After a series of complaints about lost laundry, James has asked Dimitri toreview the entire laundry process. As a first step, Dimitri organizes a meetingwith Isabel OHara, who is the head of the front office; Mary, who is the headof housekeeping; Reginald Jones, who is the account manager for the laundrycompany; and your team of Service Management experts.

Dimitri has asked you to attend this meeting to kick-off the discussion.

Learning Focus

This exercise is to demonstrate the students understanding of the definition of a service, the roles within ServiceManagement, and the use of RACI diagrams.

Learning Methodology

Expected Results:

Laundry is a service because hotel guests want clean and/or pressed clothes without performing the activity themselves.The consequences of poor service are passed on to the hotel and then to the laundry company, which also bears thelosses.

The characteristics of the laundry process are:

The laundry service is triggered by a request from a guest to either housekeeping or the front desk. The students couldalso have identified that there are perhaps three triggers for this service: guest requests, linen/towels, and staff uniforms.

Measurable activities include:

The laundry needs to be presented with a correctly filled inventory list.

The laundry needs to be classified as urgent or normal.

The laundry should be picked up before a specific time.

All laundry picked up should be gathered at one place for pick-up.

All laundry should be picked up on time by the laundry company.

All laundry should be handled and processed in accordance with the clients wishes.

All laundry should be returned to the hotel on time.

All laundry should be distributed to the correct guestrooms by a specific time.

Divide the class into two groups (three, if you have a large class). Each group will then produce three answers eachin the students notes section. Ask each group to nominate one person to present their answers. Stimulate them

to discuss the answers based on the material in the curriculum.

Time should be limited to 20 minutes for discussion and preparation and 10 minutes for presentation and review.

Ask the students at least one question per presentation to ensure that they have the required knowledge.

Remember that this is a Foundation-level course, so comprehension is the goal of this exercise, not application.

Delivery Instructions


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Exercise

You choose the following agenda:

Why is laundry a service?

Which specific Event triggers the laundry service, what activities or results

are measureable, and what specific results are delivered to the customers? Which of the attendees in the meeting should be the Process Owner,

Service Owner, and Process Manager; why will a RACI chart/matrix helpclarify everyones roles; and who is Responsible and who is Accountable?

Student Guidelines

Appoint an individual to write down and present the teams answers.

You have 20 minutes to discuss and prepare your answers.

Sample Answer:

There should be no complaints about missing or incorrectly handled clothes.

Specific results are: Clothes handled as requested

Customer satisfied

On-time delivery

To the r ight customer

Correctly packaged

Possible assigned roles are: Process Owner = Dimitri, Service Owner = Isabel, Process Manager = Mary

RACI is an example of an Authority Matrix that documents the roles and relationships of stakeholders in a process oractivity. The accountability for the process lies with the process owner (Dimitri) because he controls the resources that

provide the valuable services to the customer. Everyone else is responsible for executing part of the process.

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2.9Module Summary

2.8Exercise The Lost Laundry

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2.9 MODULE SUMMARY

General Concepts:

Good practices address the need to learn and adapt in dynamic business environments and improveperformance while managing trade-offs.

o Customers pursue sourcing strategies that best meet their business interests while service providersmust ensure competitiveness.

o Good practices are used to benchmark against peers and address gaps.

o Sources are public standards and frameworks and proprietary knowledge.

The ITIL core set consists of Service Strategy, Service Design, Service Transition, Service Operation, andContinual Service Improvement.

Services are a means of delivering value to customers by facilitating the outcomes that customers want toachieve without the ownership of specific costs and risks.

Service Management is a set of specialized organizational capabilities for providing value to customers inthe form of services.

Processes and Functions:

A processis a structured set of activities designed to accomplish a specific objective.

Process characteristics are Measureable, Specific results, deliver to Customers, and Respond to a specificevent.

A Process model facilitates understanding and helps articulate the distinctive features of a process.

Functionsare teams or groups of people and the tools they use to perform one or more processes oractivities.

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2.10Test Questions for ServiceManagement as a Practice

2.9Module Summary

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2.10 TEST QUESTIONS FOR SERVICE MANAGEMENT AS A PRACTICE Official ITIL Accreditor 2011. This document is not to be reproduced or re-sold without express permission from the APM Group Ltd. This information is part of the official ITILsample examination paper.Version 5.1 (Live) Owner Chief ExaminerNote: The students can find the answers in Appendix C.

Q1. What is the RACI model used for?

a) Documenting the roles and responsibilities 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

Correct Answer: a

Rationale: RACI is a responsibility model used by ITIL to help define roles and responsibilities.

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