curso de ejemplo
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TRANSCRIPT
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ITIL® Foundation Certificatein IT Service Management
Training Course
Legal NoticeITIL® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries
The Swirl logo™ is a Trade Mark of the Cabinet Office
This training material is composed of two types of content:
1) Content created by Global Lynx. Where applicable, this content is identified by the framed caption “Slide content from GL” in the lower left corner of each slide and by the framed caption “Notes content from GL” in the lower left corner of each slide’s notes section.
2) Content which has been either excerpted from or based on one or more of the following Cabinet Office ITIL publications: Service Strategy (ISBN 978-0-11-331045-6), Service Design (ISBN 978-0-11-331047-0), Service Transition (ISBN 978-0-11-331048-7), Service Operation (ISBN 978-0-11-331046-3), Continual Service Improvement (ISBN 978-0-11-331049-4). © Crown Copyright 2007. Reproduced under Licence from the Cabinet Office. Where applicable, this content is identified by the framed caption “Slide content from CO” in the lower left corner of each slide and by the framed caption “Notes content from CO” in the lower left corner of each slide’s notes section.
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Audience
● Individuals who require a basic understanding of the ITIL framework.
● IT professionals that are working within an organization that has adopted and adapted ITIL.
● Individuals seeking the ITIL Expert Certificate in IT Service Management, for which this qualification is a prerequisite.
● Individuals seeking progress toward the ITIL Master Certificate in IT Service Management, for which the ITIL Expert is a prerequisite.
● This may include:–IT professionals–Business managers–Business process owners
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Class Schedule
Day Segment Start time
End time
Dur. (min.)
1
Course introduction 9:00 10:00 601: Industry Best Practices 10:00 11:00 60Coffee break 11:00 11:15 15Exercises for unit 1 11:15 11:45 302: Service Management as a Practice 11:45 13:45 120Lunch break 13:45 14:45 60Exercises for unit 2 14:45 15:15 303: Service Strategy 15:15 17:15 120Coffee break 17:15 17:30 15Exercises for unit 3 17:30 18:00 304: Service Design (part 1) 18:00 19:00 60
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Reference Literature
• The five core CO (the Cabinet Office) ITIL v3 books published by TSO (The Stationery Office):
•Service Strategy•Service Design•Service Transition•Service Operation•Continual Service Improvement
• The Official Introduction to the ITIL Service LifecyclePublished by TSO (The Stationery Office)2007
• Passing your ITIL Foundation Exam - The Official Study AidPublished by TSO (The Stationery Office)2007
• Foundations of IT Service Management Based on ITIL V3Published by Van Haren Publishing2007
• An Introductory Overview of ITIL V3 (E-Book)Published by the UK Chapter of the itSMF2007
• ITIL glossary of terms© Crown Copyright the Cabinet Office2011
• CO ITV3F course syllabus© CO (the Cabinet Office)2011
Course literature
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Unit Contents
1 Industry Best Practices1.1 Best Practices in the Public Domain1.2 Basic Concepts and Background of ITIL1.3 Industry Standards1.4 Frameworks1.5 Models and Quality Systems1.6 Company Standards and Frameworks
Service Management as a Practice22.1 Service2.2 Internal and External Customers2.3 Internal and External Services2.4 Service Management2.5 IT Service Management2.6 Stakeholders in Service Management2.7 Processes and Functions2.8 The Process Model and the Characteristics of Processes2.9 Integration of Service Management Processes through Service Automation2.10 Structure of the ITIL Service Lifecycle2.11 Why ITIL is Successful2.12 ITIL Roles
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Preamble: ITIL V3 Processes and Functions
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© Crown Copyright 2007. Reproduced under Licence from the Cabinet Office
The Seven-Step Improvement Process
What is ITIL?
A set of best practices for IT Service Management.
Service Strategy
Service Design
ServiceTransition
ServiceOperation
Continual Service Improvement (CSI)
P = Process
F = Function
Legend:
Supplier Management Knowledge ManagementBusiness Relationship Management Application Management
Demand Management
Financial Management for IT Services
Service Portfolio Management
Strategy Management for IT Services
Information Security Management
IT Service Continuity Management
Capacity Management
Availability Management
Service Level Management
Service Catalogue Management
Design Coordination
Change Evaluation
Service Validation and Testing
Release and Deployment Management
Service Asset and Configuration Management
Change Management
Transition Planning and Support
IT Operations Management
Technical Management
Service Desk
Access ManagementP
P
Problem Management
Request Fulfilment
Incident Management
Event Management
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
F
F
F
F
P
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1 Industry Best Practices
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1.1 Best Practices in the Public Domain
Industry Best Practices
Best practices
● Best practices enable organizations to:
- Close gaps in capabilities
- Become more competitive
● Sources for best practice:
- Public frameworks
- Standards
- Proprietary knowledge
ITIL is the most widely recognized and trusted source of best-practice guidance in the area of ITSM.
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1.2 Basic Concepts and Background of ITIL
Industry Best Practices
ITILITIL: A customizable set of best practices designed to promote quality IT services.
● Provides a systematic, process-based approach to the provisioning and management of IT services.
● The processes identified apply to all aspects of IT infrastructure.
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1.2 Basic Concepts and Background of ITIL
Industry Best Practices
ITIL
Service Strategy
Service Operation
Service Design
Service Transition
Continual Service Improvement
The stages in the service lifecycle approach to IT Service Management are:
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2.3 Internal and External Services
Internal and external services
External customer
External customer
External customer
External customer
External customer
External customer
The business
Business unit(internal customer)
Business unit(internal customer)
IT
IT department IT departmentIT department
IT services
External customer-facing services
Internal customer-facing services
Supporting services (internal)
Business services and products provided by other business units
© Crown copyright 2007. Reproduced under licence from the Cabinet Office
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2.8 The Process Model and the Characteristics of Processes
Process model
© Crown copyright 2007. Reproduced under licence from the Cabinet Office
Owner Objectives
Documentation Feedback
Policy
Activities Roles
Procedures Improvements
Metrics
Work instructions
Resources Capabilities
Inputs Outputs
Triggers
Process
Process enablers
Process control
Including process reports and reviews
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3.3.1 Value Creation through Services
Service Strategy
Value of a service
© Crown copyright 2007. Reproduced under licence from the Cabinet Office.
AND
UTILITY
WARRANTY
T/F
T/F
Fit forpurpose?
Fit for use? T/F
Value-created
AND
ORPerformance supported?
Constraints removed?
Continuous enough?
Secure enough?
T: TrueF: False
Capacity enough?
Available enough?
Services are designed, built and delivered with both utility and warranty.
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3.3.1 Value Creation through Services
Value
Preferences
Business outcomes
Perceptions
© Crown copyright 2007. Reproduced under licence from The Cabinet Office.
Components of valueService Strategy
Creating value
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3.3.1 Value Creation through Services
+
–
Gains from utilizing the
service
Positive difference
Negative difference
Net difference
Losses from utilizing the service
Reference value
Based on DIY strategy or existing arrangements
Economic value of service
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How customers perceive valueService Strategy
Creating value
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3.4.1 Service Portfolio Management
Service Strategy
The Service Portfolio
Service portfolio
Retired services
Service pipeline
Service catalogue
Customer portfolio
Application portfolio
Customer agreement
portfolio
Project portfolio
Supplier and contract management
information systemCMDB
Configuration management system
The service portfolio
© Crown copyright 2007. Reproduced under licence from the Cabinet Office
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4.4.1 Service Level Management (SLM)
Business unit A
Businessprocess 1
23
Business unit B
Businessprocess 4
56
The business
SLA(s)
SLR(s)
SLM
Service A B C D E F
Determine, documentand agree requirementsfor new services SLRs
and make SLAs
Develop contacts andrelationships, record
and manage complaintsand compliments
Monitor serviceperformance against
SLA and produceservice reports
Collate, measure andimprove customer
satisfaction
Conduct servicereviews and instigateimprovements within
overall SIP
Review and revise SLAs,service scope and
underpinningagreements
Assist with theservice catalogue and
maintain documenttemplates
Design SLAframeworks and
document proceduresand standards
Businessrelationship
management
Providemanagementinformation
Servicecatalogue
Servicereports
UnderpinningcontractsOLAs
Teams
Support team (I)(ii)
Suppliers
Supplier (I)(ii)
Supplier management
The service level management process
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4.4.2 Service Catalogue Management
Service Design
Service catalogue
A two-view service catalogue
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Service assets/configuration records
Key = Customer-facing services = Supporting services
Links to related
information
The service catalogue
Technical/supporting service catalogue view
Business/customerservice catalogue view
Business process 1
Business process 2
Business process 3
Service EService DService CService BService A
Service 1 Service 2 Service 3 Service 4 Service 5 Service 6
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5.4.1 Service Asset and Configuration Management (SACM)
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Example of relationships between the CMS and SKMS
SKMS
CMS
The CMS is part of the SKMS
Configuration records are stored in CMDBs in the CMS
Some CIs (such as SLAs or release plans) are in the SKMS
Other CIs (such as users and servers) are outside the SKMS
Each configuration record points to and describes a CI
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5.4.2 Change Management
Service Transition
Change Management
Scope
It covers changes to all configuration items across the whole service lifecycle.
Business Service provider Supplier
Strategicchange
Manage thebusiness
Manage IT servicesManage thesupplier’sbusiness
Tacticalchange
Manage thebusiness
processes
Serviceportfolio
Manageexternalservices
Servicechange
Operationalchange
Managebusiness
operations
Serviceoperations
Externaloperations
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5.4.2 Change Management
Change management
Raise andrecord change
request
Assesschange
Authorize/reject
change
Coordinatechange
implementation*
Reviewchange
Closechange
Release and deploynew/changed CIs
Configuration management system
Reportsand audits
IdentifyAffected items
Updaterecords
Capturerelease andenvironment
baselines
Audititems
Checkrecordsupdated
* Includes build and test where applicable
Service asset and configuration management
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Interfaces between change managementand service asset and configuration management
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5.4.2 Change Management
Create RFC
Record RFC
Review RFC
Authorize change build and test
Coordinate change build and test*
Authorize change deployment
Coordinate change deployment*
Review and close change record
Change proposal (optional)
Work flows
Work flows
Work flows
Upda
te in
form
atio
n in
CM
S
Assess and evaluate change
Role
Changeinitiator
Changemanagement
Changemanagement
Changemanagement
Changeauthority
Changemanagement
Changeauthority
Changemanagement
Change management, change authority, change initiator
Requested
Rejected
Ready for decision
Scheduled
Implemented
Closed
Created
Authorized
Ready for evaluation
Rejected
Activities assigned to the role ‘change management’ may be carried out by a change practitioner, a change authority or the change management process owner, depending on organizational design.
*Activities to plan, create and deploy releases are part of the release and deployment management process.
Example of a process flow for a normal change
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5.4.3 Release and Deployment Management
Change management
Auth Auth Auth AuthAuthAuthAuth
Release and deployment planning
Release build and test Deployment Review and
close
Deployment
Transfer
RetirementAuth Change management authorization
Authorizerelease planning
Authorizebuild and test
Authorizecheck-in to DML
Authorizedeployment/
transfer/retirement
Post-implementation
review
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Phases of release and deployment management
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5.4.4 Knowledge Management
Service Transition
SKMS Service knowledgemanagement system
Configuration management system
Configuration management databases
Support for decisions
Support for delivery of services
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Relationship of the CMDB, the CMS and the SKMS
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6.4.1 Incident Management
Service Operation
Impact, urgency and priority
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Priority code Description Target resolution time
1 Critical 1 hour
2 High 8 hours
3 Medium 24 hours
4 Low 48 hours
5 Planning Planned
Impact
High Medium Low
Urgency
High 1 2 3
Medium 2 3 4
Low 3 4 5
Simple priority coding system
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6.5.4 IT Operations Management
Service Operation
IT Operations Management
IT operations management
Service deskTechnical
managementApplication
management
Mainframe Financialapps
HRapps
Businessapps
Server
Network
IT operationsControl
Console management/ operations bridgeJob scheduling
Backup and restorePrint and output management
Facilities managementData centres
Recovery sitesConsolidation
ContractsStorage
Database
Directoryservices
Desktop
Middleware
Internet/ web
Service operation functions
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7.3.1 The Continual Service Improvement Approach
Continual Service Improvement
CSI approach
Business vision,mission, goals
andobjectives
Baselineassessments
Measurabletargets
Service and process
improvement
Measurements &metrics
What is the vision?
Where are we now?
Where do we want
to be?
How do we keep the momentum
going?
How do we get there?
Did we get there?
© Crown copyright 2007. Reproduced under licence from The Cabinet Office.
Continual service improvement approach
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7.3.2 The Deming Cycle (Plan, Do, Check, Act)
Continual Service Improvement
The Deming Cycle
Effective QualityImprovement
CHECK
PLANACT
DO
Timescale
Matu
rity
Level
Consolidation of the level reachedi.e. Baseline
BusinessIT
alignment
PlanDoCheckAct
Project PlanProjectAuditNew Actions
Continuous quality control and consolidation
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7.4.1 The Seven-Step Improvement Process
The seven-step improvement process
1. Identify the strategy for improvement• Vision• Business need• Strategy• Tactical goals• Operational goals
2. Define what you will measure
3. Gather the data• Who? How? When?• Criteria to evaluate integrity
of data• Operational goals• Service measurement
7. Implement improvement
6. Present and use the information• Assessment summary• Action plans• Etc.
5. Analyse the information and data• Trends?• Targets?• Improvements required?
4. Process the data• Frequency?• Format?• Tools and systems?• Accuracy?
Wisdom Data
Knowledge Information
ACT DO
PLAN
CHECK
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7.4.1 The Seven-Step Improvement Process
Continual Service Improvement
The 7-step improvement process
Step 1 Step 2
Step 3
Step 4
Step 5Step 6
Step 7PLAN
DOACT
CHECK
Step 1
Step 3
Step 4
Step 5Step 6
Step 7PLAN
DOACT
CHECK
Step 1 Step 2
Step 3
Step 4
Step 5Step 6
Step 7
PLAN
DOACT
CHECK
Strategic management
Tactical management
Operational management
Step 2
Knowledge spiral
© Crown copyright 2007. Reproduced under licence from the Cabinet Office