pultorak sample itil v3 osa

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©2008 Pultorak & Associates, Ltd. All rights reserved.

2112 ITIL® V3 OSA Course v1-30

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When introducing your current role, please describe your primary job responsibility, not just

your title, as job titles and the actual work performed vary from organization to organization.

Please be sure to ask questions to get a better understanding of the skills and experiences that

your fellow students and your instructor bring to this course delivery.

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The ITIL® Intermediate Qualification: Operational Support and Analysis (OSA) Certificate is

a freestanding qualification, but is also part of the ITIL ® Intermediate Capability stream, and

one of the courses that leads to the ITIL® Expert in IT Service Management Certificate. The

purpose of this course and the associated exam and certificate is, respectively, to impart, test,

and validate the knowledge on industry practices in Service Management as documented in

the ITIL® Service Lifecycle core publications.

The ITIL® Certificate in Operational Support and Analysis is intended to enable the holders

of the certificate to apply the practices in resolution and support of the Service Management

Lifecycle.

These course objectives are our expectations from you after you have completed this course.

What about you, what are your expectations from this course? From the instructor and from

your fellow participants?

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Each process module incorporates a lesson that includes an introduction , process activities,

and the process in information management.

Module 7 covers the Service Desk Function including an introduction, organizational

structures and staffing options, and metrics.

Module 8 covers functions, including roles, objectives, and activities.

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There are four levels within the ITIL® scheme:1. Foundation level – focuses on knowledge / comprehension to provide a good grounding

in the key concept, terminology, and processes of ITIL®

2. Intermediate level – assesses an individual's ability to analyze and apply the concepts of ITIL®. This is composed of two streams:a) Intermediate lifecycle stream – five individual certificates built around the five core

OGC titles: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement

b) Intermediate capability stream – four individual certificates focusing on detailed process implementation and management within cluster groupings: Operational Support and Analysis (OS&A); Service Offerings and Agreements (SO&A), Release, Control and Validation (RC&V), and Planning, Protection and Optimization (PP&O) Operational Support and Analysis (OS&A) – Event, Incident, Request, Problem,

Access, Service Desk, Technical, IT Ops, Application Mgmt. Service Offerings and Agreements (SO&A) – Portfolio, Service Level, Catalog.

Demand, Supplier and Financial Mgmt. Release, Control and Validation (RC&V) – Change, Release & Deployment, Validation

& Testing, Service Asset & Configuration, Knowledge, Request Mgmt. / Service Evaluation

Planning, Protection and Optimization (PP&O) – Capacity, Availability, Continuity, Security, Demand and Risk Mgmt.

3. ITIL® expert – certifies that the individual has successfully completed a number of Intermediate units in addition to the mandatory Foundation Level and the Managing Across the Lifecycle capstone course

4. ITIL® master – assesses an individual's ability to apply and analyze the ITIL® concepts in new areas (currently under development)

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You can check these references for additional information on the course.

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The following materials should be provided to you at the start of this course:

A participant binder which contains reference materials for this course such as the

official syllabus, job aids, handouts, and a sample exam

A hard copy of the presentation slides with notes

A course evaluation form which you can use to provide feedback on the instructor and

the course materials used. Your feedback is greatly appreciated and will go a long way

towards further improving this course.

Some of the key ground rules for this course that we would like to emphasize are the

following:

Have fun learning. Let’s make this an engaging learning experience.

Good vibrations. Please turn off or put in silent mode all mobile phones, pagers, and

other electronic devices that may distract you and the class. There are breaks

scheduled throughout the day during which you can conduct your personal or business

activities.

Ground cover. This is an intense course so we’ll be moving fast, but please don’t

hesitate to ask for additional time to cover points of interest to you, to ask clarifying

questions, or share an experience that the rest of the class can benefit from.

Parking lot. We may decide to record and 'park' your questions that will be covered

later during the course. We also have an online forum that you can use to continue the

discussions well beyond the duration of this class.

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This unit introduces you to the concepts and terminology of the Service Lifecycle and the

role of OSA within the Lifecycle. To meet the learning outcomes and examination level of

difficulty, you must be able to understand and describe:

• the concept of Service Management as a practice (SS 2.1, ST 2.1)

• the concept of Service, its value proposition and composition (SS 2.2 , ST 2.2)

• the functions and processes across the Lifecycle (SS 2.6, ST 2.3)

• the role of processes in the Service Lifecycle (SS 2.6.2. 2.6.3)

• how Service Management creates business value (SS 3.1, ST 2.4.3, SO 2.4.3, CSI

3.7.2)

• how Operational Support and Analysis supports the Service Lifecycle (SO 2.2, SO

2.4)

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What specific objectives do you have for these topics?

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2.1 WHAT IS SERVICE MANAGEMENT?

Service management capabilities are influenced by the following challenges that distinguish

services from other systems of value creation such as manufacturing, mining and agriculture:

Intangible nature of the output and intermediate products of service processes: difficult to

measure, control, and validate (or prove).

Demand is tightly coupled with customer’s assets: users and other customer assets such

as processes, applications, documents and transactions arrive with demand and stimulate

service production.

High-level of contact for producers and consumers of services: little or no buffer between

the customer, the front-office and back-office.

The perishable nature of service output and service capacity: there is value for the

customer in receiving assurance that the service will continue to be supplied with

consistent quality. Providers need to secure a steady supply of demand from customers.

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Formal schemes that exist for the education, training and certification of practicing

organizations and individuals influence its quality. Industry best practices, academic research

and formal standards contribute to its intellectual capital and draw from it.

Solutions to business problems and support for business models, strategies and operations are

increasingly in the form of services. The popularity of shared services and outsourcing has

contributed to the increase in the number of organizations who are service providers,

including internal organizational units. This in turn has strengthened the practice of service

management, at the same time imposing greater challenges on it.

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WHAT ARE SERVICES?

2.2.1 The value proposition

Service

Services are a means of delivering value to customers by facilitating outcomes customers

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

from the performance of tasks and are limited by the presence of certain constraints. Broadly

speaking, services facilitate outcomes by enhancing the performance and by reducing the grip

of constraints. The result is an increase in the possibility of desired outcomes. While some

services enhance performance of tasks, others have a more direct impact. They perform the

task itself.

2.2.2 Value composition

From the customer’s perspective, value consists of two primary elements: utility or fitness for

purpose and warranty or fitness for use.

Customers cannot benefit from something that is fit for purpose but not fit for use, and vice

versa. It is useful to separate the logic of utility from the logic of warranty for the purpose of

design, development and improvement . Considering all the separate controllable inputs

allows for a wider range of solutions to the problem of creating, maintaining and increasing

value.

Take the case of the business unit utilizing the high performance online storage service. For

them the value is not just from the functionality of online storage but also from easy access to

no less than one terabyte of fault tolerant storage, as and when needed, with confidentiality,

integrity, and availability of data. Chapter 3 of Service Strategy provides further detail on the

concepts of utility and warranty.

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WHAT ARE SERVICES?


Service


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

from the performance of tasks and are limited by the presence of certain constraints. Broadly

speaking, services facilitate outcomes by enhancing the performance and by reducing the grip

of constraints. The result is an increase in the possibility of desired outcomes. While some

services enhance performance of tasks, others have a more direct impact. They perform the

task itself.

The preceding paragraph is not just a definition, as it is a recurring pattern found in a wide

range of services. Patterns are useful for managing complexity, costs, flexibility and variety.

They are generic structures useful to make an idea work in a wide range of environments and

situations. In each instance the pattern is applied with variations that make the idea effective,

economical, or simply useful in that particular case.

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

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FUNCTIONS AND PROCESSES ACROSS THE LIFECYCLE

2.6.1 Functions

Functions are units of organizations specialized to perform certain types of work and be

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. Functions are a way of

structuring organizations to implement the specialization principle. Functions typically define

roles and the associated authority and responsibility for a specific performance and outcomes.

Coordination between functions through shared processes is a common pattern in

organization design. Functions tend to optimize their work methods locally to focus on

assigned outcomes. Poor coordination between functions combined with an inward focus lead

to functional silos that hinder alignment and feedback critical to the success of the

organization as a whole. Process models help avoid this problem with functional hierarchies

by improving cross-functional coordination and control. Well-defined processes can improve

productivity within and across functions.

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Processes have the following characteristics:

They are measurable. We are able to measure the process in a relevant manner. It is

performance driven. Managers want to measure cost, quality and other variables while

practitioners are concerned with duration and productivity. They have specific results. The

reason a process exists is to deliver a specific result. This result must be individually

identifiable and countable. While we can count changes, it is impossible to count how many

service desks were completed. They deliver to 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 their expectations. They respond to a specific event. While a process

may be ongoing or iterative, it should be traceable to a specific trigger.

Functions are often mistaken for processes. For example, there are misconceptions about

capacity management being a Service Management process. First, capacity management is an

organizational capability with specialized processes and work methods. Whether or not it is a

function or a process depends entirely on organization design. It is a mistake to assume that

capacity management can only be a process. It is possible to measure and control capacity

and to determine whether it is adequate for a given purpose. Assuming that is always a

process with discrete countable outcomes can be an error.

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ITIL® V3 Processes and Functions Mapping. This diagram shows how the different processes

and functions are mapped within the different Service Lifecycle processes.

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OSA01 the functions and processes across the Lifecycle (SS 2.6, ST 2.3)

RCV01 the functions and processes across the Lifecycle (ST 2.3)

PPO01 The functions and process across the Lifecycle (SD 2.3.1, 2.3.2, 2.3.3)

SOA01 the functions and process across the Lifecycle (SS 2.6, ST 2.3)

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The combination of multiple perspectives allows greater flexibility and control across

environments and situations. The lifecycle approach mimics the reality of most organizations

where effective management requires the use of multiple control perspectives. Those

responsible for the design, development and improvement of processes for Service

Management can adopt a process-based control perspective. For those responsible for

managing agreements, contracts and services may be better served by a lifecycle-based

control perspective with distinct phases. Both these control perspectives benefit from systems

thinking. Each control perspective can reveal patterns that may not be apparent from the

other.

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Value to the business

Effective Service Transition can significantly improve a service provider’s ability to handle

high volumes of change and releases across its customer base. It enables the service provider

to: Align the new or changed service with the customer’s business requirements and business

operations Ensure that customers and users can use the new or changed service in a way that

maximizes value to the business operations.

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Once a service has been designed and tested, it is expected to run within the budgetary and Return on Investment targets established earlier in the lifecycle. In reality, however, very few organizations plan effectively for the costs of ongoing management of services. It is very easy to quantify the costs of a project, but very difficult to quantify what the service will cost after three years of operation. It is difficult to obtain funding during the operational phase, to fix design flaws or unforeseen requirements – since this was not part of the original value proposition. In many cases it is only after some time in operation that these problems surface. Most organizations do not have a formal mechanism to review operational services for design and value. This is left to Incident and Problem Management to resolve – as if it is purely an operational issue.

It is difficult to obtain additional funding for tools or actions (including training) aimed at improving the efficiency of Service Operation. This is partly because they are not directly linked to the functionality of a specific service and partly because there is an expectation from the customer that these costs should have been built into the cost of the service from the beginning. Unfortunately, the rate of technology change is very high. Shortly after a solution has been deployed that will efficiently manage a set of services, new technology becomes available that can do it faster, cheaper and more effectively.

Once a service has been operational for some time, it becomes part of the baseline of what the business expects from the IT services. Attempts to optimize the service or to use new tools to manage it more effectively are seen as successful only if the service has been very problematic in the past. In other words, some services are taken for granted and any action to optimize them is perceived as ‘fixing services that are not broken’. This publication suggests a number of processes, functions and measures which are aimed at addressing these areas.

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It is important to identify which of the above reasons is driving the measurement effort. Too

often, we continue to measure long after the need has passed. Every time you produce a

report you should ask: ‘Do we still need this?’

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2.2 WHAT ARE SERVICES?



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

outcomes by enhancing the performance of associated tasks and reducing the effect of

constraints. The result is an increase in the probability of desired outcomes.

2.4 SERVICE OPERATION FUNDAMENTALS

2.4.1 Purpose/goal/objective

The purpose of Service Operation is to coordinate and carry out the activities and processes

required to deliver and manage services at agreed levels to business users and customers.

Service Operation is also responsible for the ongoing management of the technology that is

used to deliver and support services.

Well-designed and well-implemented processes will be of little value if the day-to-day

operation of those processes is not properly conducted, controlled and managed. Nor will

service improvements be possible if day-to-day activities to monitor performance, assess

metrics and

gather data are not systematically conducted during Service Operation.

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Service Operation includes the execution of all ongoing activities required to deliver and support

services. The scope of Service Operation includes:

The services themselves - Any activity that forms part of a service is included in Service

Operation, whether it is performed by the Service Provider, an external supplier or the user or

customer of that service

Service Management processes - The ongoing management and execution of many Service

Management processes are performed in Service Operation, even though a number of ITIL

processes (such as Change and Capacity Management) originate at the Service Design or Service

Transition stage of the Service Lifecycle, they are in use continually in Service Operation. Some

processes are not included specifically in Service Operation, such as Strategy Definition, the

actual design process itself. These processes focus more on longer-term planning and

improvement activities, which are outside the direct scope of Service Operation; however, Service

Operation provides input and influences these regularly as part of the lifecycle of Service

Management.

Technology - All services require some form of technology to deliver them. Managing this

technology is not a separate issue, but an integral part of the management of the services

themselves. Therefore a large part of this publication is concerned with the management of the

infrastructure used to deliver services.

People - Regardless of what services, processes and technology are managed, they are all about

people. It is people who drive the demand for the organization’s services and products and it is

people who decide how this will be done. Ultimately, it is people who manage the technology,

processes and services. Failure to recognize this will result (and has resulted) in the failure of

Service Management projects

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2.4.4 Optimizing Service Operation performance

Service Operation is optimized in two ways:

Long-term incremental improvement. This is based on evaluating the performance

and output of all Service Operation processes, functions and outputs over time. The

reports are analyzed and a decision made about whether improvement is needed and,

if so, how best to implement it through Service Design and Transition. Examples

include the deployment of a new set of tools, changes to process designs,

reconfiguration of the infrastructure, etc. This type of improvement is covered in

detail in the Continual Service Improvement publication.

Short-term ongoing improvement of working practices within the Service

Operation processes, functions and technology itself. These are generally smaller

improvements that are implemented without any change to the fundamental nature of

a process or technology. Examples include tuning, workload balancing, personnel

redeployment and training, etc. Although both of these are discussed in some detail

within the scope of Service Operation, the Continual Service Improvement

publication will provide a framework and alternatives within which improvement may

be driven as part of the overall support of business objectives.

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There are a number of key Service Operation processes that must link together to provide an effective

overall IT support structure. The overall structure is briefly described here and then each of the

processes is described in more detail in Chapter 4.

Event Management monitors all events that occur throughout the IT infrastructure, to monitor normal

operation and to detect and escalate exception conditions.

Incident and Problem Management Incident Management concentrates on restoring unexpectedly

degraded or disrupted services to users as quickly as possible, in order to minimize business impact.

Problem Management involves: root-cause analysis to determine and resolve the cause of incidents,

proactive activities to detect and prevent future problems/incidents and a Known Error sub-process to

allow quicker diagnosis and resolution if further incidents do occur.

Request Fulfillment the process for dealing with Service Requests – many of them actually smaller,

lower-risk, changes – initially via the Service Desk, but using a separate process similar to that of

Incident Management but with separate Request Fulfillment records/tables – where necessary linked to

the Incident or Problem Record(s) that initiated the need for the request. To be a Service Request, it is

normal for some prerequisites to be defined and met (e.g. needs to be proven, repeatable, preapproved,

proceduralized). In order to resolve one or more incidents, problems or Known Errors, some form of

change may be necessary. Smaller, often standard, changes can be handled through a Request

Fulfillment process, but larger, higher-risk or infrequent changes must go through a formal Change

Management process.

Access Management the process of granting authorized users the right to use a service, while

restricting access to non-authorized users. It is based on being able accurately to identify authorized

users and then manage their ability to access services as required during different stages of their

Human Resources (HR) or contractual lifecycle. Access Management has also been called Identity or

Rights Management in some organizations.

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Service Desk the primary point of contact for users when there is a service disruption, for

Service Requests, or even for some categories of Request for Change. The Service Desk

provides a point of communication to the users and a point of coordination for several IT

groups and processes

Technical Management provides detailed technical skills and resources needed to support

the ongoing operation of the IT Infrastructure. Technical Management also plays an

important role in the design, testing, release and improvement of IT services. In small

organizations, it is possible to manage this expertise in a single department, but larger

organizations are typically split into a number of technically specialized departments.

IT Operations Management executes the daily operational activities needed to manage the

IT Infrastructure. This is done according to the Performance Standards defined during

Service Design. In some organizations this is a single, centralized department, while in others

some activities and staff are centralized and some are provided by distributed or specialized

departments.

Application Management responsible for managing Applications throughout their lifecycle.

The Application Management function supports and maintains operational applications and

also plays an important role in the design, testing and improvement of applications that form

part of IT services. Application Management is usually divided into departments based on the

application portfolio of the organization, thus allowing easier specialization and more

focused support.

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