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ITILVersion3Foundationfor
ITServiceManagement
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Acknowledgements&Disclaimer
Someoftheinformationandslidesmay/
appearto
have
been
reproduced
from
differentsources.Weherebyacknowledge
theirdirect/indirectcontribution.
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Agenda
Day1
CourseIntroduction
ExamStructure
Module1:ServiceManagement
Module2:ServiceLifecycle
Module3:KeyPrinciples,ModelsandConcepts
Module4:Concepts,Processes,RolesandFunctions
Day2 Module4:Concepts,Processes,RolesandFunctions
Module5:ServiceMgmtTechnology&Architecture
SampleTestpaperanalysis
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Foundationlevel Thisentranceleveloffersageneralawarenessofthe
ServiceLifecycleandthekeyelementswithin.Learning
objectives
and
competencies
are
focused
on
an
understandingoftheoveralllinkagesbetweenthestagesin
theLifecycle,theprocessesusedandtheircontributionto
ServiceManagementpractices.
ThepurposeoftheITILFoundationCertificateinITService
Management
is
to
certify
that
the
candidate
has
gained
knowledgeoftheITILterminology,structureandbasic
conceptsandhascomprehendedthecoreprinciplesofITIL
practicesforServiceManagement.
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Foundationlevel
Uponsuccessful
completion
of
the
education
and
examination
componentsrelatedtothiscertification,candidatescan
expecttogainknowledgeandunderstandinginthefollowing:
ServiceManagementasapractice(Comprehension)
ServiceLifecycle(Comprehension)
KeyPrinciples
and
Models
(Comprehension)
GenericConcepts(Awareness)
SelectedProcesses(Awareness)
SelectedRoles
(Awareness)
SelectedFunctions(Awareness)
Technologyand
Architecture
(Awareness)
ITILQualificationsScheme(Awareness)5
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Foundationlevel PassScore65%
DistinctionNone
Score
MarkingMethod
ClassicMultiple
choice:
Onlyoneoptioncanbecorrectandwillbeawardedamark.The
remaining3distractersareawardednomarks
DeliveryExamination
can
be
online
or
Paper
Based
from
an
ATOordirectlyviaanExaminationInstitutesPublicExam
Scheme
ClasssizeMaximumratioof25studentstoonetrainer6
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ITILV3andTrainingQualifications
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ITILV3VsanITILV2.1
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ITILV3VsanITILV2.1
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ITILV3VsanITILV2.1
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ITInfrastructureLibrary
ITIL:ITInfrastructureLibrary ProvenbestpracticesforITServicemanagement ProvidedetailsofotherIndustryFrameworkand
standards COBIT,ISO/IEC2000
Firstpublished
by
UK
Government
in
1980s
UpdatedtoV2in2000/2001 Improvedforinternationalaudience
Newtypes
of
Service
Delivery
UpdatedtoV3in2007 Lifecyclemodel Greaterfocusonstrategyandbusinessoutcomes
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ITILOverview
WhatisITIL? ITILisBestPracticeITServiceManagementwhichisusedby
manyhundreds
of
organizations
around
the
world.
A
whole
ITILphilosophyhasgrownuparoundtheguidancecontained
withintheITILbooksandthesupportingcertificationand
qualificationscheme.
TheethosbehindthedevelopmentofITIListherecognition
thatorganizations
are
becoming
increasingly
dependent
on
IT
inordertosatisfytheircorporateaimsandmeettheir
businessneeds.Thisleadstoanincreasedrequirementfor
reliable,
high
quality
IT
services.12
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ITILOverview ITILprovidesthefoundationforqualityITServiceManagement
throughdocumented,provenprocessesthatcovertheentire
Service
Lifecycle.
It
is
easy
for
organizations
to
learn,
tailor and
implementtosuittheirenvironment.
ThewidespreadadoptionoftheITILguidancehasencouraged
organizationsworldwide,
both
commercial
and
nonproprietary,
to
developsupportingproductsaspartofasharedITILPhilosophy.
TheITILpublicationsandsupportingschemesarekeptuptodate
withcurrent
best
practice
and
changes
within
the
marketplace
througharegularreviewcycletoupdatecontentincollaboration
withawiderangeofinternationalusersandstakeholdersinthe IT
servicemanagement
community.
ITIL
Version
3was
formally
releasedon5thJune2007.13
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ITILOverview TheITILconceptemergedinthe1980s,whentheBritish
governmentdeterminedthatthelevelofITservicequalityprovided
to
them
was
not
sufficient.
The
Central
Computer
and
TelecommunicationsAgency(CCTA),nowcalledtheOfficeof
GovernmentCommerce(OGC),wastaskedwithdevelopinga
framework
for
efficient
and
financially
responsible
use
of
IT
resourceswithintheBritishgovernmentandtheprivatesector.
TheearliestversionofITILwasactuallyoriginallycalledGITIM,
GovernmentInformation
Technology
Infrastructure
Management.
ObviouslythiswasverydifferenttothecurrentITIL,but
conceptuallyverysimilar,focusingaroundservicesupportand
delivery.
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ITILOverview
Largecompanies
and
government
agencies
in
Europe
adopted
the
frameworkveryquicklyintheearly1990s.ITILwasspreadingfarand,and
wasusedinbothgovernmentandnongovernmentorganizations.Asitgrew
in
popularity,
both
in
the
UK
and
across
the
world,
IT
itself
changed
and
evolved,andsodidITIL.
Inyear2000,TheCCTAmergedintotheOGC,OfficeforGovernment
Commerceandinthesameyear,MicrosoftusedITILasthebasistodevelop
theirproprietaryMicrosoftOperationsFramework(MOF).
In2001,version2ofITILwasreleased.TheServiceSupportand Service
Deliverybookswereredevelopedintomoreconciseusablevolumes.Over
thefollowingfewyearsitbecame,byfar,themostwidelyusedITservice
managementbestpracticeapproachintheworld.
In2007version3ifITILwaspublished.Thisadoptedmoreofalifecycle
approachto
service
management,
with
greater
emphasis
on
IT
business
integration. 15
ITIL Lib C t
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ITILLibraryComponents TheITILCore
Bestpracticeguidanceapplicabletoalltypesoforganizationswhoprovide
servicetoabusiness
Consistoffivepublications
ServiceStrategy
ServiceDesign
ServiceTransition
ServiceOperations
ContinualServiceImprovement
TheITILComplementaryGuidance
Specifictoindustrysector,organizationtype,operatingmodeland
technologyarchitectures
TheITILWeb
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Module1:ServiceManagement
ITILVersion3Foundationfor
ITService
Management
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WhatisaService
Ameansofdeliveringvalue
Facilitateoutcome
that
customer
want
to
achieve
Ownershipof
specific
cost
and
associated
risks
Enhanceperformanceandreducegripofconstraints
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WhatisServiceManagement
SetofspecializedOrganizationalcapabilities
forproviding
value
to
customer
in
form
of
service
AsetofFunctionsandProceduresfor
managingservicesoverthelifecycle
Specializationinstrategy,design,transition,
operationsand
continual
improvements
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WhatisServiceManagement
Isaprofessionalpracticesupportedbyan
extensivebody
of
knowledge,
experience
and
skills
Formalschemesexistsfortheeducation,
trainingandcertificationofpracticing
organizations
InfluenceQuality
and
make
outcome
of
servicemorepredictable
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Whyitisimportant?
Thecapabilitiesrepresentaservice
organizationscapacity,
competency
and
aconfidenceofaction
Withoutthesecapabilitiesaserviceorganizationismerelyabundleofresources
thatbyitselfhaslowintrinsicvalue
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ServiceManagement
Theoriginsofservicemanagementare
traditionalservice
business
such
as
airlines,
banks,hotelsandphonecompanies
InpracticehasbeenhugesuccessinITOrganizationsformanagingapplications,
infrastructureandprocesses
Popularbecause
of
outsourcing
and
shared
services
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Function
Ateamorgroupofpeopleandthetoolsthattheyusetocarryoutoneormoreprocessesoractivities
Specialized
to
perform
a
task Selfcontainedwithcapabilitiesandresources
IncludesWorkMethodsandownbodyofknowledgeinternalto
the
functions Waytoimplementspecializationprinciple
Thereiscoordinationbetweenfunctionthroughshared
processes Poorcoordinationandinwardfocusleadstofunctionsilosthat
hindersuccessoftheorganizationaswhole.
Well
defined
processes
are
required
to
improve
productivity
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Role
Asetofresponsibilities,activitiesandauthoritiesgrantedtoaapersonorteam
Setof
connected
behaviors
or
action
that
are
performed
by
aperson,teamorgroupinspecificcontext
ForexampleatrackcanperformaroleofProblemManagementwhilediagnosingtherootcauseofanincident
Thesametrackcouldplayoverotherrolesatdifferenttime (incidentmanagement,changemanagement,
capacity
management) Scopeoftheroleandwhattriggerthemisdefinedbytherelevantprocess
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Process
Asetofactivitiesdesignedtoaccomplishaspecificobjective.
Takesdefined
inputs
and
turns
them
into
defined
outputs
Aprocessmayincluderoles,responsibilities,toolsand
managementcontrol
required
to
deliver
output
ProcessModel Processoncedefined,shouldbedocumentedand
controlled Theycanberepeatedandbecomemanageable Processmeasurementandmetrics
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Process
Ifproductsconformtothesetnorms,theprocesscanbeconsidered
effective(becauseitscanberepeated,measuredandmanaged).
Ifactivities
are
carried
out
with
aminimum
use
of
resources,
the
process
canalsobeconsideredeffective
WorkingwithdefinedprocesshasbeenthefoundationofITILfromthe
beginning
EachOrganizationshouldadoptaformalizedapproachtothedesignand
implementationofServiceManagementProcessestobuildpracticaland
appropriateprocesses
Closedloopsystem,theyprovidechangeandtransformationtowardsa
goal.
Selfreinforcingandselfcorrectiveaction26
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Howtorecognizeaprocess
Itismeasurable
Itdelivers
specific
results
Primaryresultsaredeliveredtocustomeror
stakeholders Itsrespondstoaspecificevents
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Module2:ServiceLifecycle
ITILVersion3Foundationfor
ITService
Management
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ServiceLifecycle
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307
ITIL V3 Processes
Service
Strategy
Service
Operation
Service
Transition
Service
Design
Continual Service Improvement
7 Step Improvement Process
Service Reporting Service measurement
Financial Management
Service Portfolio Mgmt
Demand Management
Strategy GenerationIT Service ContinuityManagement
Information SecurityManagement
Service Catalog Mgmt
Supplier Management
Capacity Management
Availability Management
Service Level Mgmt
Transition PlanningAnd Supporting
Service Validationand Testing
Evaluation
Release andDeployment Mgmt
Service Asset andConfiguration Mgmt
Change Management
Knowledge Management
Access Management
Event Management
Request Fulfillment
Technical ManagementFunction
Problem Management
Incident Management
Service Desk Function
ApplicationManagement Function
IT OperationsManagement Function
Function
From ITIL V2
From ITIL V3
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ServiceLifecycle
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ProgrammeManagementITILV3
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ServiceStrategy
TransformServicemanagementintoastrategicasset Helpstothinkandactinstrategicmanner
Helpsclarify
the
relationship
between
various
service,
systemsorprocessandthebusinessmodels,strategiesorobjectivestheysupport
Developmentof
markets,
internal
and
external,
service
assets,servicecatalogandimplementationofstrategythroughtheservicelifecycle
To
identify,
select
and
prioritize
opportunities Thinkwhysomethingneedstobedonebeforethinkinghow
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ServiceStrategy
Whatserviceshouldweofferandtowhom?
Howtodifferentiateourselvesfromcompetingalternatives?
Howdowetrulycreatevalueforourcustomers?
Howdowecapturevalueforourstakeholders?
Howcan
we
make
acase
for
strategic
investments?
Howcanfinancialmanagementprovidevisibilityandcontrolover value
creation?
Howdo
we
choose
between
different
pats
for
improving
service
quality?
Howdoweefficientlyallocateresourcesacrossaportfolioofservice?
Howdoweresolveconflictingdemandsforsharedresources?
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ServiceDesign
ProvideguidanceforthedesignanddevelopmentofservicesandServiceManagementProcesses
Thescope
includes
new
services,
and
the
changes
and
improvementsnecessarytoincreaseandmaintainvaluetocustomersoverthelifecycleofservices
Scope:Design
of
Newandchangedservices
ServicePortfolioandServiceCatalog
Technologyarchitecture
and
management
system
Processesrequired
Measurementmethodandmetrics
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ValuetobusinessofServiceDesign
ImproveQoS
Improvedconsistency
Easierimplementation
Effectiveservice
improvement
MoreeffectiveITSM
ImprovedService
Alignment
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ServiceDesignPhases
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ServiceTransition
Planandimplementthedeploymentofallreleasestocreateanewserviceorimproveanexistingservice
Assurethat
proposed
changes
in
the
Service
Design
are
realized
Successfullysteerreleasesthroughtestingandintoliveenvironment
Decommissionorterminateservices
Scope
Package,build,testanddeployrelease
Establishtheservicespecifiedinthecustomerandstakeholderrequirements
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ServiceTransition
Planandmanagecapacitytopackage,build,testanddeploy
Provideaconsistentandrigorousframeworkfornewserviceevaluationandriskevaluationbefore
deploying
new
service Provideefficient,repeatablebuildand
installationmechanism
Ensurethat
the
services
can
be
managed,
operatedandsupportedinaccordancewiththerequirementsandconstraintsspecified
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Service Transition: Key Processes and
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ServiceTransition:KeyProcessesand
Activities WithintheServiceTransitionprocessset,some
of
the
processes
most
important
to
Service
Transitionarewholelifecycleprocessesandhave
impact,inputandmonitoringandcontrol
considerationsacross
all
lifecycle
stages.
Thewholelifecycleprocessesare:
Change
Management ServiceAssetandConfigurationManagement
KnowledgeManagement
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ValuetobusinessofServiceTransition
Abilitytoreactquicklytogivecompetitiveedge
Management
of
mergers,
de
mergers,
acquisitions,transferofservices
Highersuccessrateofchangesandreleases
Betterprediction
of
service
levels
and
warranties
Betterestimationofresourcesandbudgets
Reduced
level
of
risk Timelysavingfollowingdisposalsandde
commissioning
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ServiceOperations
Coordinateandcarryoutdaytodayactivitiesandprocesstodeliveranmanageservicesatagreed
levels
Ongoingmanagementofthetechnologythat
isused
to
delivery
and
support
services
Wheretheplans,designsandoptimizationareexecutedandmeasured
Scopeisongoingmanagementofservices,Technologyandpeople
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Keyprocessesandactivities
EventManagementProcess
IncidentManagement
Process
RequestFulfillmentProcess
AccessManagement
Process
ProblemManagementProcess
43
C S i O ti A ti iti
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CommonServiceOperationActivities
ServiceOperationincludesanumberofactivitiestheseinclude:
Monitoringand
control:
to
detect
the
status
of
services
andCIs andtakeappropriatecorrectiveaction
Consolemanagement/operationsbridge:acentral
coordinationpoint
for
monitoring
and
managing
services
Managementoftheinfrastructure:storage,databases,middleware,directoryservices,facilities/datacentreetc.
Operational
aspects
of
processes
from
other
lifecycle
stages:Change,Configuration,ReleaseandDeployment,Availability,Capacity,Knowledge,ServiceContinuityManagementetc.
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KeyFunctions
ServiceDeskFunction
TechnicalManagement
Function
ApplicationManagementFunction
ITOperations
Management
Function
45
AchievingBalanceandCommunication
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g
ConflictingMotives
and
needs
to
be
balanced
ITServicesVsTechnology
StabilityVsResponsiveness
Qualityof
service
Vs
Cost
of
service
ReactiveVsProactive
Goodcommunicationisimportantacrossallphasesoftheservice
lifecyclebutparticularlysoinServiceOperation
Issuescan
often
be
mitigated
or
avoided
through
good
communication
Allcommunicationshouldhave
Intendedpurposeand/orresultantaction
Clearaudienceshouldbeinvolved46
Continual Service Improvement
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ContinualServiceImprovement
AimsatcontinuallyalignITServicestochangingbusinessneedsbyidentifyingandimplementing
improvements Continuallylookingforwaystoimproveprocess
efficiencyandeffectivenessaswellascost
effectiveness
YoucannotmanagewhatyoucannotcontrolYoucannotcontrolwhatyoucannotmeasureYoucannotmeasurewhatyoucannotdefine
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Objectives of CSI
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ObjectivesofCSI
Review,analyzeandmakerecommendationsonimprovementopportunitiesineachlifecycle
phase:SS,
SD,
ST
and
SO
ReviewandanalyzeServiceLevelAchievement
Ensureapplicable
Quality
management
methods
arebeingusedtosupportCSI
Improvecosteffectiveness
Wouldleadtomaturityofprocesses
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Value to business of CSI
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ValuetobusinessofCSI
ImprovedServiceQuality,higheravailability
Gradualcost
reduction
and
better
cost
justification
Betterinformationaboutexistingservicesand
areasforimprovements
BetterBusiness/ITalignment
Increasedflexibilityandadaptability
ROI/VOI
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Module3:
Key
Principles,
ModelsandConcepts
ITILVersion3Foundationfor
IT
Service
Management
RACIModel
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RACImodel
can
be
used
to
help
define
roles
and
responsibilities
Itidentifytheactivitiesthatmustbeperformedalongsidethe
variousindividuals
and
roles
involved
RACIisacronymforfourmainroles
Responsible
The
person
or
people
responsible
for
getting
thejobdone
Accountable Onlyonepersoncanbeaccountablefor
eachtask
Consulted Thepeoplewhoareconsultedandwhose
opinionsaresought
Informed The
people
that
are
kept
up
to
date
on
progress51
Example:RACI
Model
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Director Service
Level Mgr
Problem Mgr Security Mgr Procurement
Mgr
Acvitivty-1 AR C I I C
Acvitivty-1 A R C C C
Acvitivty-1 I A R I C
Acvitivty-1 I A R I
52
1. Identify activity/processes
2. Identify/define the functional roles
3. Conduct meeting and assign the RACI codes
4. Do not have more than one accountable person
Supplier and Contracts
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SupplierandContracts
Supplier:Athirdpartyresponsiblefor
supplying
goods
or
services.
They
enable
serviceprovidertodeliveraservice
Contract:Alegallybindingagreementbetween
two
or
more
parties
to
supply
good
orservices
Underpinningcontracts
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Service Portfolio
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ServicePortfolio
54
Service Knowledge Management System
Service Portfolio
Service Lifecycle
Service Status
RequirementDefinedAnalyzedApprovedCharteredDesigned
DevelopedBuiltTestReleasedOperationalRetired
ServicePipeline
ServiceCatalog
Customers/Users onlyallowedaccess toservices inthis range
Why should a customer buy these services?
Why should they buy these services from us?
What are the pricing and chargeback model?
What are my strength, weaknesses, prioritiesand risk
How should our resources and capabilities beallocated
Service Catalog
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ServiceCatalog
PartofServicePortfolio
Servicesavailablefordeploymentoruse
Informationto
be
shared
with
customers
BusinessServiceCatalog
Servicesofinteresttocustomers
TechnicalserviceCatalog
UnderpinningservicesofinteresttoIT
EachorganizationshoulddevelopandmaintainapolicywithregardtoboththePortfolioandtheCatalog,withregardto
the
service
recorded
within
them,
what
details
are
recorded
andwhatstatusesarerecordedforeachoftheservices. 55
Service Catalog
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ServiceCatalog
TheBusinessServiceCatalog:ContainingdetailsofalltheITServicesdeliveredtothecustomer,together
with
relationships
to
the
business
units
and
the
businessprocessesthatrelyupontheITServices.ThisisthecustomerviewoftheServiceCatalog
TheTechnicalServiceCatalog:Containingdetailsofallthe
IT
Services
delivered
to
the
customer,
together
withrelationshipstothesupportingservices,sharedservices,componentsandCIsnecessarytosupportthe
provision
of
service
to
the
business.
This
should
underpintheBusinessServiceCatalogandnotformpartofthecustomerview.
56
Risk Management and Analysis
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RiskManagementandAnalysis
57
Define a framework
Identify the risks
Identify probable riskowners
Evaluate the risk
Set acceptable levelsof risk
Embed and Review
Define a framework
Gain assurance abouteffectiveness
Implement Responses
Risk Management Risk Analysis
Plan, Do, Check, Act Model
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Plan,Do,Check,ActModel
58
PLAN
Plan servicemanagement &
services
DO
Implement and runservice management &
services
CHECK
Monitor, measure &review
ACT
Continuousimprovement
Demings Cycle
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59
Act Plan
Check Do
Quality
Stepb
yStepIm
provem
ent
Maturity
Objectives
t
QMS
Support
Contin
ual
ISO 9000 means thisITIL tells us how to do it
The 7 Step Improvement Process
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The7StepImprovementProcess
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Governance
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Governance
CorporateGovernance
Corporate
Compliance ITGovernance
ITCompliance
ITServiceManagement
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Module4:
Concepts,
Processes,
RolesandFunctions
ITILVersion3Foundationfor
ITServiceManagement
ServiceOperations
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p
Processes Eventmanagement
Incidentmanagement
Requestfulfillment Problemmanagement
Accessmanagement
Functions ServiceDesk
TechnicalManagement
ITOperationsManagement ApplicationManagement
63
EventManagement
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g
Detectevent,makesenseofthem,determinetheappropriatecontrolaction
Basisof
Operational
Monitoring
and
Control
Event:AnalertornotificationcreatedbyanyIT
service,
configuration
item
or
monitoring
tool Eventmanagement:Theprocessresponsibleformanagingeventsthroughouttheirlifecycle
Alert:
Something
that
happens
that
triggers
an
event
orcall
for
action
or
human
intervention
after
the
event
isfiltered
64
EventManagement Loggingand
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Filtering
65
eEvent
Exception
Warning
Information
Filter
EventManagement
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g
66
ExceptionIncidentProblemChange
Incident
Problem
RFC
IncidentManagement
ProblemManagement
ChangeManagement
Information Log
Warning
Auto Response
Alert
EventManagement Roles
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Eventmanagementrolesarefilledbyassociatesinfollowingfunctions
ServiceDesk
TechnicalManagement
ApplicationManagement
ITOperationManagement
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INCIDENTMANAGEMENT
Incident
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69
Any event which is not part of the standard operation of aservice and which causes, or may cause, an interruption to,
or a reduction / degradation in, the quality of that service
KEDB !
Service Request ?
IncidentManagement
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Restorenormalserviceoperationsasquicklyaspossibleand
minimizeadverseimpactonthebusiness
IM:Managing
any
disruption
or
potential
disruption
to
live
IT
service
Incidentsareidentified
Directlyby
users
through
Service
Desk
ThoughaninterfacefromEventmanagement
Reportedand/orloggedbytechnicalstaff
Peoplesometimeuselooseterminologyand/orconfuseaMajor
eventwithaProblem.Inincidentalwaysremainsincident,itmay
growinurgencyandimpact,butanincidentneverbecomesa
problem70
IncidentManagement
Objectives
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71
Restore Normal Service Operation Within Service Level
Agreements (ASAP)
Minimize the adverse impact on business operations
Keep communication going with customer (escalation,
estimated time for resolution)
Aim Plus : Evaluate incident to determine whether
likely to recur or is a symptom of chronic problem
Problem Manager (update Problem Record)
IncidentManagement
:Inputs
and
Outputs
Inputs
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72
Inputs
Incidents from service desk
Configuration information
Response from incident matching against problem and KE
Resolution details
Response on RFC to effect resolution for incidents
Outputs
RFC for incident resolution; Updated incident record
Resolved and closed incidents Escalate to Problem Management / Vendor / Third Party
Communication to customers
Management information (reports).
IncidentManagement
Activities
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73
Identification
Logging
Categorization
Prioritization
Initial diagnosis
Escalation (and Referral)
Horizontal : Knowledge (Functional) Routing
Vertical : Hierarchical (Inform /Support)
Investigation and diagnosis
Resolution and recovery
Closure
IncidentClassification
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74
Prioritization
Calculate from Business Impact and
Urgency refer to SLA
Factors
Potential cost of non-resolution
Threat of injury to customer orstaff
Legal implications
Disruptions to customers andstaff
Prioritize Resources
Impact
Priority
Urgency
Estimate- People- Resources- Time
PrioritizationMatrix
Business
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L M H
H 2 1 1
M 3 2 1
L 3 3 2
75
Business
Impact
Urgency
- Business Impact : Potential to which Business stands vulnerable
- Urgency : Time available to avert / reduce this impact
IncidentClassification
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76
Classification of a group of incidents, e.g. Application
Server not available
Application bug / query
Hardware
Automatic alert
Printer not printing
Service request
Password forgotten
Security incident
Virus
Matching
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77
Open
IncidentsProblems
Known
Error/
Workarounds
Is the Incident already called in?
Is this incident related to an existing problem?
Is there a known resolution /
workaround?
WorkaroundP1 : KEDB Workaround Solution Problem Mgmt.
P2 : KEDB Solution Problem Mgmt.
IncidentDatabase
ProblemRecord KEDB
IncidentManagement
Life
Cycle
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78
Incident Detection & Recording
Classification & Initial Support
Investigation & Diagnosis
Resolution & Recovery
Incident Closure
ServiceRequest
Service RequestProcedure
Change Management
Process
Commu
nication
RFC
Resolution
Problem / Error
Database
Resolution
or
Work
around
Changes?
YesYes
Direct
Solution
No
No
Known
ErrorDatabase
Reporting
Ownership
Quality Control
Processes Control
Incident Control
Change Management
Process
RFC
Resolution
RoutingIncidents
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79
ServiceRequest?
Detect andRecord
Resolved?InitialSupport
Resolution,Recovery
IncidentClosure
Service
Request
Procedure
Investigation
Diagnose Resolved?Resolution,
Recovery
Investigation
Diagnose Resolved?
Resolution,
Recovery
Problem Management (Problem Record) / Vendor
Yes
Yes
Yes
No
No
No
First Line
Second Line
Third Line
An Incident Never converts into a Problem
Benefitsof
Incident
Management
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80
Improved monitoring against SLAs
Improved management information on
aspects of service quality
Better staff utilization
Elimination of lost or incorrect Incidents
Improved User and Customer satisfaction
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RequestFulfillment
ServiceRequest
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82
Every Incident not being a failure in the IT Infrastructure
Request for information
Change Request
Service Request do not represent a disruption to agreed
service, but are a way of meeting customers need and me
by addressing an agreed target in a Service Level
Agreement. Service requests are dealt with by the Request
fulfillment process
RequestFulfillment
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Arequestfromauserforinformationoradvise,orforaStandardChange
Theirscale,
frequency
and
low
risk
nature
means
thattheyarebetterhandledbyaseparateprocess,ratherthanbeingallowedtocongestand
obstruct
the
normal
IM
and
CM
processes
InsomecasespredefinedRequestModels,some
form
of
pre
approval
by
CM
such
as
Standard
Changes
Selfhelppractice
83
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PROBLEMMANAGEMENT
Problem
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85
The unknown root cause of one or more incidents(not necessarily - or often - solved at the time theincident is closed)
A Problem is a condition that has been defined,identified from one or more incidents exhibitingcommon symptoms, for which the cause is
unknown
To prevent problems and resulting Incidents from
happening To eliminate recurring incidents To minimize the impact of incidents that can not be
prevented
ProblemManagement
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Problem
Causeofoneormoreincidents
ProblemModels
Workaround
KnownError
KnowErrorDatabase
86
ProblemManagement Goals
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Tominimize
the
adverse
impact
of
Incidents
andProblemsonthebusinessthatarecaused
byerrors
within
the
IT
Infrastructure
TopreventrecurrenceofIncidentsrelatedto
errors Topreventnewincidents
Improve
productive
use
of
resources
87
ProblemManagementActivities
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ProblemControl
Known
Error
Control ProactiveProblemManagement Prevention
ManagementInformation
88
ProblemIdentification
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Incidentswithout
resolution
Incidentclosedwithaworkaround
Incidentsolved
with
considerable
impact
TrendAnalysis similarsymptoms
Discoveryof
asource
of
potential
incident
Problemforwardedfromanotherdomain
Engineerswith
ideas
89
ProblemControl
Problem Control Error Control
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90
Identif ication and
registration
Classification
AssigningResources
Investigation
and Diagnosis
Establish
Known Error
Error Identification
and Recording
Error Assessment
Recording ErrorResolution (RFC)
Error Closure
(PIR)
RFC
Successful completion
Problem Control Error Control
ChangeManagement
Incident Closure
Update KEDB
ProactiveProblem
Management
A ti iti
i d
t
id tif i
d
l i
P bl
b f
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Activities arrived at identifying and resolving Problems beforeIncidentsoccur
TrendAnalysis
Postchange
occurrences
of
aparticular
type
Initialfaultsofaparticulartype
RecurringincidentswithparticularCIs fragilecomponents
Needfor
staff
or
customer
training
TargetingSupportAction TrendAnalysiscanleadto:
Identificationoffaultsandactions
Identificationof
General
problem
areas
needing
attention
Informingtheorganization/customers
91
Reactive
Proactive
Reactive Proactive
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92Supplying 2
nd
/ 3rd
line incident support
Problem identification
Problem diagnosis
Identification of trends
Init iating changes to combat :
Occurrence of incidentsRepetition of incidents
Monitoring of Change Management
Prevention of problems on
other systems and
applications
Incidentsversus
Problems
P bl M
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93
Investigation& Diagnosis
Problem Investigate KE
RfCChange
Solve IncidentGetSolution
SolutionFound?
Match?
IncidentResolved
Incident (s)
Known
Errors,Known
Workarounds
Problem Management
Change Management
Yes
No Yes
No
70%
29%
1%
Benefitsof
Problem
Management
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Permanentsolutions
Incidentvolume
reduction
ImprovedITserviceavailabilityandquality
Improvedorganizationallearning
BetterfirsttimefixrateattheServiceDesk
94
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AccessManagement
AccessManagement
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Grantingauthorizeduserstherighttouseaservice
Preventingaccess
by
non
authorized
users
Access Identity
Rights
Serviceor
Service
Groups
DirectoryServices
96
AccessManagement
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RequestingAccess
Verification
ProvidingRights
MonitoringIdentityStatus
LoggingandTrackingAccess
RemovingorRestrictingRights
97
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ServiceOperation
Functions
ServiceOperationFunctions
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99
Service Desk
Technical
Management
IT Operations
Management
Operations ControlFacility Management
Application
Management
ServiceOperationFunctions
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SomeOrganizationsmaychoosetoperformoperationalactivitiesaspartftheTechnical
Managementand
Application
Management
functions,whereasothersprefertodelegate
theseto
centralized
IT
Operations
Managementfunctions
100
ServiceOperationsFunctions
Technical
IT Operations Management
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101
ServiceDesk
ServiceDesk
Management
IT Ops
Control
Console MgmtJob SchedulingBackup/Restore
Print & Output
ApplicationManagement
ApplicationManagement
Facility Mgmt
Data CenterRecovery SitesConsolidationContracts
Mainframes
Server
Network
Storage
Database
Desktop
Internet/Web
Financial Apps
HR Apps
Business Apps
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ServiceDesk
ServiceDesk
Primary point of contact. Single point of contact for IT
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103
y p g p
Users
Deals wit all user issues (incidents, requests, standard
changes)
Coordinates action across IT organization to meet user
requirements
Different Options (Local Centralized, Virtual, Follow-the-
Sun, Specialized Groups)
The service desk coordinates actions across all IT
departments, on behalf of the users keeping
communication flowing back and forth.
DifferentDesks
Call Center
H dli l ll l f t l h b d
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104
Handling large call volumes of telephone-based
transactions, registering them and referring them to
other parts of the organization
Help Desk
Managing, coordinating and resolving Incidents as
quickly as possible
Service Desk
Allowing business processes to be integrated into theService Management infrastructure. It not only
handles Incidents, Problems and questions, but also
provides an interface for other activities
Typesof
Service
Desk
Local
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105
Centralized
Virtual
Follow the Sun
Specialized Groups
ServiceDesk
Goals
Single point of contact for customers
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106
g p
Facilitate restoration of normal operational service
Deliver high quality support to meet business goals
Support changes, generate reports, communicate &
promote IT
ServiceDesk
Activities
/Responsibilities
Receiving, Recording, Prioritizing and Tracking service calls
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107
Monitoring and Status Tracking of all registered calls
Escalation and Referral to other parts of the organizations
First Line Support
Coordinating second-line and third-party support groups
Keeping customers informed on request status and progress
Closing incidents and confirmation with the customer
ServiceDesk
Inputs
and
Outputs
T l h F Hardware/
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108
External
ServiceSupport
ProductSupport Sales &Marketing ContractSupport
Internal
ServiceSupport
Service Desk
Email/Voice
Requests
Telephone
Requests Internet/
Browser
Requests
Fax
Requests
Hardware/
Application
Events/
Alerts
Management
Information & Monitoring
Walk-in
ServiceDeskMetrics
Periodic evaluation of health maturity
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Periodicevaluationofhealth,maturity,efficiency,effectivenessandanyopportunitiesto
improve
Realisticandcarefullychosen totalnumberof
call
is
not
itself
good
or
bad SomeExamples:
Firstlineresolutionrate
Averagetimetoresolveorescalatedanincident
Thenumberofcallbrokendownbytimeofdayand
day
of
week,
combined
with
the
average
call
time.
109
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TechnicalManagement
TechnicalManagement
The groups, departments or teams that provide
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Thegroups,departmentsorteamsthatprovidetechnicalexpertiseandoverallmanagementofITinfrastructure Custodiansoftechnicalknowledge ProvidetheactualresourcestosupportITServices Performmanyofthecommonactivities ExecutemostITSMprocesses
Normallyalignedtothetechnologytheymanage
Caninclude
operational
activities
Swiftuseoftechnicalskillstospeedilydiagnoseandresolveanytechnicalfailuresthatdooccur
111
ITOperationsManagement
Responsibleforperformingdaytodayactivities
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p p g y y ConsoleManagement JobScheduling Backup/Restores Print/Outputmanagement Facilitymanagement
Networkoperations
center
MonitoringofInfrastructures,applicationandservices
Maintainthe
status
quo to
achieve
infrastructure
stability
Initialdiagnosisandresolutionofoperationalincidents
112
ApplicationManagement
Manageapplicationthroughouttheirlifecycle
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Manage application throughout their lifecycle
Rolesindesign,testingandimprovementof
application
Welldesigned,resilient,costeffective
applications Ensuringavailabilityoffunctionality Maintainoperationalapplication..Adequate
technicalskills
to
maintain
Supportduringapplicationfailures
113
ContinualServiceImprovement
Thebusiness
case
for
ROI
Getting past just talking about it
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Gettingpastjusttalkingaboutit
OverallhealthofITSM
Portfolioalignmentinrealtimewithbusinessneeds
GrowthandmaturityofSMpractice
Howto
measure,
interpret
and
execute
results
CIModels PDCA(Deming'sCycle)
RACI(Responsible,
Accountable,
Consulted
&
Informed)
CMMi Maturityprocessframework
7StepImprovementProcess formeasuringperformance
ServiceReporting
114
ContinualServiceImprovementModel
What is thevision
Business Visionmission, goals
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115
vision
Where are wenow
Where do we
want to be?
How do weget there?
Did we getthere?
and objectives
Baselineassessments
Measurable
targets
Service-Processimprovements
Measurementand metrics
How do weKeep the
Momentumgoing
ServiceMeasurement
The ability to predict and report service
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Theabilitytopredictandreportservice
performanceagainsttargetsofendtoend
service
WhyMeasure?
Tovalidate
Todirect
To
justify Tointervene
116
ServiceMeasurement
Types of Metrics
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TypesofMetrics
TechnologyMetrics:typicallycomponentsand
applications.SLA
Performance,availabilityetc.
Process
Metrics:
Critical
success
factors.
Key
performanceindicators,activitymetricsfrom
ITSMprocess.MeasureProcesseffectiveness
ServiceMetrics:
end
to
end
service
metrics.
OLA
117
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ServiceTransition
ServiceTransitionVModel
-
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119
ServiceTransitionVModel
ServiceValidationandtestingearlyintheservicelifecycle
-
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Frameworktoorganizethelevelsofconfigurationitemstobe
managed
through
the
life
cycle
and
the
associated
validation
andtestingactivities,bothwithinandacrossstages.
Mappingservicetransitionlevelsoftestingtocorrespondingstages
ofservicerequirementsanddesign
Thereisdirectinvolvementbytheequivalentpartyontheright
handside
For
example:
customer
who
signs
off
the
agreed
service
requirementwillalsosignofftheserviceacceptancecriteriaand
testplan.
120
Configurationitem
Anythingthatneedstobemanagedinordertodeliver
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anITService
CI
information
is
recorded
in
the
Configuration
ManagementSystem
CIinformationismaintainedthroughoutthelifecycle
by
Configuration
Management AllCIsaresubjecttoChangeManagementcontrol
CItypicallyinclude
ITService,
hardware,
software,
buildings,
people,
and
formaldocumentationsuchasprocessdocumentationandSLAs
121
ConfigurationManagement
System
InformationaboutallCIs
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Storedin1ormoredatabases(CMDBs)
CMSstoresattributes
CMSstoresrelationships
CMShasmultiplelayers
122
KnowledgeManagement
Theprocessresponsibleforgathering,
-
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analyzing,storingandsharingknowledgeand
informationwithin
an
Organization
TheprimaryfocusofKMistoimprove
efficiency&
effectiveness
by
reducing
the
needtorediscoverknowledge
123
Data,Information,
Knowledge
&
Wisdom(DIKW)
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124
Data is set of discreet facts about events.
Information comes from providing context to data
Knowledge is compose of tactic experience, ideas, insights, values and judgmentof individuals. Knowledge puts information into ease of use form that facilitatedecision making
Wisdom given sensitivity of the material, situation and contextual awareness toprovide a strong common sense judgment
ServiceKnowledge
Management
System(SKMS)
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125
DML: Definitive Medial Library. Master copies of all software assets
ServiceTransitionProcesses
Transitionplanningandsupport
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Changemanagement
ServiceAsset
and
Configuration
Management
(SACM)
Releaseand
Deployment
Management
ServiceValidationandTesting
Evaluation
KnowledgeManagement
126
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CHANGEMANAGEMENT
Change Management
A Change is an action that results in a new status for oneor more CIs.
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128
Standardized methods and procedures for implementing
approved changes efficiently and with acceptable risk, tothe IT Infrastructure while minimizing change relatedincidents and their impact on service quality & businesscontinuity.
Assessing impact of change Authorizing change
ChangeManagement
Respondtochangingbusinessrequirements
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Minimizeimpactofimplementingchanges
Optimizebusiness
risks
Implementchangesuccessfullyasplanned
Implementchanges
in
the
time
that
meet
businessneeds
Usestandardprocesses
Recordallchanges
129
ChangeManagement
Addition,ModificationorRemovalofany
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serviceorCIorassociateddocumentation
including
Strategic,tacticalandOperationalchanges
Excludes BusinessStrategyandprocesses
Anything
documented
as
out
of
scope
130
Change Management
High percentage of problems related to IT Servicequality result from some change(s) made to the
-
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131
quality result from some change(s) made to thesystem
Change Management
Does not take over the powers; it only Controls Does not take over anybodys responsibilities
(e.g. Project Manager)
Is not Bureaucratic; it takes a holistic view.
Triggers for RFC
ProblemM t
IncidentManagement
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132
Management
RFC
Management
Customers
Legislation
Policy
Projects /Processes
Suppliers
ChangeManagement
Responsibilities
Accepting,Recording & Filtering
Changes
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133
Reviewand Closure
ChangeManagement
g
Assessing Impact,
Cost, Benefit, andRisk of Proposed
Changes
Justification &Approval ofChange
Manage &
CoordinateImplementation
Monitoring& Reporting
ChairingCAB andCAB/EC
Not responsible for Implementing changes only controls
ForwardSchedule
of Changes(FSC)
ChangeType
Normal
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StandardChange
EmergencyChange
134
7Rs ofChangemanagement
Who
raised
the
change? Whatisthereasonofthechange?
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Whatisthereturnsrequiredofthechange?
Whataretherisksinvolvedinthechange?
Whatresourcesarerequiredtodeliverthe
change?
Whoisresponsibletobuild,testandimplementthechange?
Whatistherelationshipbetweenthischangeandotherchanges?
135
Change Advisory Board (CAB)
Cover possible risks Create support
Include those involved in decision making; make
-
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136
Include those involved in decision making; make
recommendations about:- Authorization
- Determining impact
- Determining priority- Determining resources
- Release
ECAB
ChangeAdvisory
Board:
Composition
Change Manager(Chair)
Others & Service Level
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137
CABFinance Manager
Release Manager
Problem Manager
Senior Business
Representation
Others &required
ApplicationManager
Service LevelManager
Ensures appropriate & timely communication
ChangeManagement
Process
MonitoringPlanning
Registration, FilteringClassification,P i iti ti
Project / Operations / Processes Change Mgmt
RfC
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138
Planning
Build
Test
Implementation
Prioritization
Approval[Change Advisory
Board (CAB)]
Authorization
Implementation
Update CMDB
Evaluation (PIR)(Post Implementation
Review)
Refusal
Refusal
Backout
Backout
Monitoring and Planning
The impact that the change will make upon all customersbusiness operations
The effect upon
The infrastructure
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139
The infrastructure
Customer service The capacity and performance, reliability and resilience
Contingency plans, and security
The impact on other services that run on the same
infrastructure The impact on non-IT infrastructures within the organization
The effect of not implementing the change
The resources required to implement the change
The current FSC and projected service availability (PSA)
Additional ongoing resources required
Building Testing & Implementation
Pass authorized RFCs to relevant groups
RFCs might involve:
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140
g
Building a new production module
Creating a new version of one or more softwaremodules
Purchasing equipment or services externally
Preparing a hardware modification Producing new or amended documentation
Preparing amendments to User training
Post Implementation Review
Purpose: to determine That the change met its objectives
That users and customers are content with the results
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141
Any shortcomings
Unexpected or undesirable side-effects
That the resources planning was correct
That the implementation plan worked correctly
That the change was implemented on time and to cost That the back out-plan functioned correctly, if needed.
Benefits of Change Management
Increased visibility and communication of changes
Reduced adverse impact of changes on the quality of
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142
services and on SLAs
Better assessment of the cost and risk of proposed changes
before they are incurred
Greater ability to absorb a large volume of Changes
S i A t d C fi ti
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ServiceAssetandConfiguration
Management(SACM)
SACM
ForService
Assets,
CI
and
customer
assets
Protectintegritythroughouttheirlifecycle
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Provideaccurateinformationtosupportbusinessandservice
management
EstablishandmaintainaConfigurationManagementSystem
ThegoalofServiceAssetandConfigurationManagementistoprovidealogicalmodelofITInfrastructure
correlating
IT
Services
and
differentITComponents
144
SACMConfigurationItemCategories
ServiceLifecycle
CIs
Businesscase,plan,designpackage,releaseandh l S i lif l l S i d i
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changeplan,Servicelifecycleplans,Servicedesign
package,release
and
change
plan,
test
plans.
These
providepictureofserviceprovidersservices.Howtheseserviceswouldbedelivered,whatarethebenefitsexpectedandatwhatcost
ServiceCIs Servicecapabilityassets:management,organization,
process,knowledge,people
Serviceresource
assets:
financial
capital,
systems,
applications,information,data,infrastructure
145
SACM
To Manage the IT infrastructure by
Identification
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146
Recording
Controlling
Reporting
of IT components (Configuration Items - CI),including their versions, constituentcomponents and relationships
SACM
Goals
Enabling
control
of
the
infrastructure
by Accounting, controlling all the resources
needed to deliver services
-
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neededtodeliverservices
ConfigurationItem
(CI)
status
and
history
CIrelationships Configuration
Providing
information
on
the
IT
infrastructure Toallotherprocesses
ITManagement
147
AssetsVs
Configuration
Items
Asset
Componentof
abusiness
process
Configuration(CI)
Component of an infrastructure or an item
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Component of an infrastructure or an item
associatedwith
an
infrastructure
which
is
(or
is
to
be)underthecontrolofConfigurationManagement
AssetRegister
BookValue
Relationshipsnotcaptured
ConfigurationManagement
Database
(CMDB)
A database, which contains all relevant details ofeach CI and details of the important relationships
betweenCIs 148
Configuration Item (CI)
Configuration Item
Is needed to deliver a service Is uniquely identifiable Is subject to change
C b d
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149
Can be managed
Physical / Logical
A Configuration Item has A Category - H/W, S/W, application, document Relationships Attributes Name, Type, Model No., Status,
Owner, Location A Status Ordered, In Store, Active
Planning purpose, scope, objectives, policies / procedures
Identification & Naming - Configuration Management Database(CMDB) : Identifiers, Version Nos., Labeling
SACM : Activities. PICSV
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Control only authorized & identifiable CIs, Access, Security
Configuration Controller
Status accounting current & historical data of CIs like live,obsolete etc & traceability
Verification and audit correct recording in CMDB
Configuration Baseline : reference of original state re-build
CIs Scopeand
Details
Service Hardware Software Document-ation
Environ-ment
- IT Users/ Staff- Incidents/ Known errors
/ Problems
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Networkprinter
Local
printer
VDU Keyboard CPU
PCNo break
power
Bundled
s/w
SLA DBMSMS
WordE-mail
SCOPE
DET
AILS
UPS
Mailing ServicesFile and Print Services
Naming&
Attributes
Requirementsforanamingconvention: Unique
Logical
Unchanging
PRINTER005
WORD_5.1
PC 0353
PRINTER
AF651_2/X3
PC Johnson room1
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Unchanging
Suitable with the tools which are
used
PC_0353PC_Johnson_room1
4
Name
Type
Serial Number
Location
Name supplier
Price
Installation date
Capacity
..
Name
Kind of software
Version
Name supplier
Licensees
Location source
Accepted date
.
Name
Service
Service
Manager
Customer
Start date
End date
Critical Yes /
No
SLASoftwareHardwareOther
attributes:
Configuration Management : Customers
Engineers.
Settings & ConfigsService Level Mgt.
SLAFinance Mgt./Architectures etc
information
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ServiceDesk
Call
Incident Mgt.
incidentProblem Mgt.
Problem KE RFCChange Mgt.
Change
ReleaseManagement
release
Configuration Management Database
Benefits of SACM
Providing accurate information on Configuration item (CI)and their documentation.
H l i ith fi i l d dit l i
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154
Helping with financial and expenditure planning.
Making Software Changes visible.
Supporting and improving Release Management.
Allowing the organization to perform impact analysis andschedule Changes safely, efficiently and effectively.
Which are not CIs :
1. SLA2. IP Address
3. A call
Exercise
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4. Documentation5. Windows 2003
6. Printer
7. UPS
8. License
9. People
10.Incidents
11.Building12.Mouse
13.Internet Service
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RELEASEMANAGEMENT
ReleaseandDeployment Objectives
Clear,comprehensive
release
and
deployment
plans
Releasepackagescanbebuilt,installed,testedanddeployed
Skills and knowledge transfer to enable operations and
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Skillsandknowledgetransfertoenableoperationsandsupportstafftorunandsupportservices
Release
units:
CIs
that
are
normally
released
together
BigBangversusphaseapproach
Pushversus
Pull
Deployment
Automatedversusmanualdeployment
Singlereleaseormanyrelatedreleases157
Release Management
Undertakes
Planning
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Preparation
Scheduling
of a Release to many Customers andLocations.
Ensuresthat only Authorized and Correct versions ofsoftware are made available for operation.
Every Release is a Change
Plan and oversee the SW & related (or large / critical) HWrollouts
Design and implement efficient procedures
Release Management - Goals
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159
Ensure that changes to hardware and software are controlled
To manage expectations of the customer during rollout
To agree the content and rollout plan for a release
To implement new software releases or hardware into the
operational environment
Secure all software masters in the definitive software library
(DSL)
Gaining consensus on the release contents
Agreeing to the phasing over time and by geographicallocation, business unit and customers
Producing a high-level release schedule
Release Planning
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160
Conducting site surveys to assess used hardware andsoftware
Planning resource levels (including staff overtime)
Agreeing on roles and responsibilities
Obtaining detailed quotes and negotiating with suppliers fornew hardware, software or installation services
Producing back-out plans
Developing a quality plan for the release Planning acceptance of support groups and the customer
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Live
Environment
Control led Test
Environment
Release Management Life Cycle Activities
Development
Environment
Release Management
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162
ReleasePolicy
Configuration Management Database (CMDB)and
Definitive Software Library (DSL)
ReleasePlanning
Design andDevelop, or orderand purchase the
software
Build andConfigure
the Release
Fit-for-Purposetesting
ReleaseAcceptance
Roll-outplanning
CommunicationPreparationTraining
Distribution+ installation
Release Policy
Full, PackageAnd Delta Release
Emergency
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ReleasePolicy
ReleaseFrequency
VersionNumbering
Release
Release Unit
ApplicationManagement ManagingApplicationsthroughouttheirLifeCycle
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ServiceStrategy
Definesoverallarchitecture
Criteria for Developing inhouse, Outsourcing development or
Purchasing
ServiceDesign
CoversmostoftheRequirementphase
Establish Requirements for functionality and manageability of
applications 164
ApplicationManagement Contd ServiceTransition
ApplicationsDevelopmentandManagementteamsinvolvedinTesting&Validating
CoverDeployPhase
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p y
ServiceOperation
CoverOperationsPhase
Continual
Service
Improvement CoversoptimizePhase
Measuresquality&relevanceofapplications
165
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Release Units
IT Infrastructure
System 1 System 2 System 3Transaction
Processing
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Suite 1-1 Suite 1-2 Suite 2-1 Suite 2-2
Program
2-1-1
Program
2-1-2
Module
2-1-1-1
Module
2-1-1-2
Module
2-1-1-3
Batch Application
PC
Software
Definitive Software Library (DSL)
Protectionof all Authorized
Software Versions
DSL : A Logical Library which is a collection of electronic media, files and
electronic / paper documentation
Definitive copies ofPurchased Software &
Licensed elements/
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(Master copies)
LinkedWith CMDB
One or More
PhysicalFile Stores
LogicalStorage
DSL
Distribution
Base for
Releases
information
Release Management Benefits
Releases built and implemented on schedule
Very low (ideally no) incidents
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Secure and accurate DSL / DHS management
Accurate distribution of releases
Implementation of all releases on time
No unauthorized (re)versions
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ServiceDesign
AspectsifServiceDesign
Thereare
5aspects
of
service
design
consideredwithinServiceDeliveryscope
h d i f f h d i
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Thedesign
of
new
of
changed
services
ThedesignofServicePortfolio,includingServiceCatalog
Thedesignoftechnologyarchitectureandmanagementsystems
Thedesign
of
processes
required
Thedesignofmeasurementmethodsandmetrics
172
ServiceDesign
Theservice
design
stage
of
lifecycle
stat
with
a
setofneworchangedbusinessrequirementsandendswiththedevelopmentofaservicesolution
d i d h d d d f h
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designedto
meet
the
documented
needs
of
the
business
ThisdevelopedsolutiontogetherwithitsService
DesignPack
(SDP)
is
then
passed
to
ST
to
evaluate,build,testanddeploytheneworchangedservicesandoncompletionofthese
transition
activities,
control
is
transferred
to
ServiceOperationsstageoftheservicelifecycle
173
ServiceDesign
Themain
aim
of
SD
is
the
design
if
new
or
changes
services..Therequirementofthenewservicesareextractedfromtheserviceportfolioandeach
i t i l d d t d d d d
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requirementis
analyzed,
documented
and
agreed
and
asolutiondesignedisproducedwhichisthemcomparedwiththestrategiesandconstraintsfromSS
toensure
that
it
confirms
to
corporate
and
IT
Policies
Manydesign,plansandprojectsfailthoughalackofpreparationandmanagement.Theimplementationof
ITILservices
as
practice
is
about
preparing
and
planningtheeffectiveandefficientuseoffourPs
174
TataNanoRatan Tata
People CarRs. 1,00,000
DesignF t
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Features
Assembly linesRequirements
TrainingsVendor Contracts
Production Rollouts
SDP
ServiceDesign
Package
Detailsallaspectsofaservicethroughallstagesof
it lif l
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itslifecycle
TheSDPispassedfromSDtoSTforimplementation
176
SDPShouldContain
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KeyConcepts.FourPs
People
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Processes
Partners
Products
People
Suppliers,Manufacturerand vendors
ServiceTechnology
Tools
ServiceCatalogManagement
Createand
manage
accurate
Service
Catalog
Asinglesourceofinformationonallservices
Service Catalog
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ServiceCatalog
PartofServicePortfolio
Detailsof
all
operational
services,
and
those
being
preparedfortransition
BusinessServiceCatalog
TechnicalService
Catalog
179
ServiceLevelManagement
Negotiate,agree
and
document
service
levels
Measure,reportandimproveservicelevels
Communicate with business and customers
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Communicatewith
business
and
customers
Ensurequality
of
service
matches
the
expectations
180
ServiceLevel
Management
Service Level Agreements
Customer/Users
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181
Internal Organization
Operational Level Agreements Underpinning Contracts
External Organization
IT Infrastructure
Service A Service B Service C
ServiceLevel
Management
DesignSLA
Framework
IdentifyServiceLevelRequirements
AgreeanddocumentSLA
Negotiate and document OLA and Underpinning Contracts
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NegotiateanddocumentOLAandUnderpinningContracts
MonitorSLperformance
MeasureandImprove
ReviewandReviseUCs andservicescope
Produceservicereports
Conduce
service
review
and
instigate
improvements ReviewandreviseSLA,OLAandUC
Developcontactandrelationships
Managecomplaints
and
compliments 182
ServiceLevel
Management
Numberand
%
of
target
being
met
Numberandseverityofservicebreaches
Number and % of up to date SLAs
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Numberand
%
of
up
to
date
SLA s
Numberofserviceswithtimelyreportsand
servicereviews
ImprovementinCSAT
183
ServiceLevel
Management
Challenges
Identifyappropriate
customer/business
repetitive
Overcome current issues
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Overcomecurrent
issues
Achievingaccuratemonitoringofservice
achievements GettingSLAs singedofattheappropriatelevel
184
ServiceLevelManagement Interfaces
ServicePortfolio
Management
ServiceCatalogManagement
Supplier Management
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SupplierManagement
AvailabilityManagement,CapacityManagement
ServiceKnowledgeManagementSystem
CSI
Allother
service
management
processes
185
AVAILABILITY MANAGEMENT
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AVAILABILITYMANAGEMENT
EffectiveAvailability
Management
influencesCustomersatisfaction&determinesthemarketplacereputation
ofthe
Business.
Availability Management
To optimize the capability of
IT Infrastructure
Services
Supporting organization
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Supporting organization
to deliver a Cost effective and sustained level ofAvailability that enables the business to satisfy itsbusiness objectives.
AvailabilityMaintainability
Resilience
ReliabilityServiceability
Security
To predict, plan for and manage the availability of
services by ensuring that:
All services are underpinned by sufficient, reliable andproperly maintained CIs
h d ll h
Availability Management Goals
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188
Where CIs are not supported internally there areappropriate contractual arrangements with third partysuppliers
Changes are proposed to prevent future loss of service
Only then can IT organizations be certain of delivering
the levels of availability agreed with customers inSLAs.
Optimize availability by monitoring & reporting
Determine availability requirements in businessterms
Predicting & designing for expected levels ofil bilit & it R ili
Availability Management Responsibilities
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189
availability & security Resilience
Producing the Availability Plan
Collecting, analyzing and maintaining data
Monitoring availability levels to ensure SLAs & OLAs
are met
Continuously reviewing & improving availability
Service Unavailability
An IT service is
not available
to a customer if the functions required during
Service Hours at that particularLocation
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pcannot be used even though the
agreed SLA conditions
are being met
Costs of Unavailability
Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs
Availability Management Methods and Techniques
Component Failure Impact Analysis (CFIA)
Fault Tree Analysis (FTA)
CRAMM (Computer Risk Analysis & Management Methodology)
Calculating Availability
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191
Calculating the cost of Unavailability
Developing business and User measurement and reporting
Systems Outage Analysis (SOA)
The Incident lifecycle
Continuous improvement methodology
Technical Observation Post (TOP)
Unavailability Life Cycle
MTTR Mean Time To Repair (Downtime) =>
MAINTAINABILIY or SERVICEABILITY
Response Time
Dete
ction
Repair
Recovery
Restoration
sis
Recovery Time
Incident Incident
*
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Time
Vital Business Function (VBF)
MTBSI Mean Time Between System Incidents = RELIABILITY
Repair Time
Diag
nosIncident Incident
Time Between System Incidents
Time BetweenFailures or Uptime
MTBF Mean Time
Between Failures (Uptime)= AVAILABILITY
People, Processes, Technology
Availability Vs Costs
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193
Availability Formula
Availability = Total Time Downtime x 100Total Time
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194
Service Availability = Agreed Service Time (*) Down Time (*) x 100Agreed Service Time (*)
* During ServiceWindow
Availability Calculations
Monitor CPU
Device A
Resilience
Series Parallel
Avail = 90%
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195
Device B
Resilience
Avail = 85%
Overall Availability = ? Overall Availability = ?
Avail = 90% Avail = 85%
Resilience ?
AvailabilityManagement
Proactive Designandplanactivities
Planning,design
and
improvement
of
availability
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Reactive
Operational
activities Monitoring,measuring,analysisandmanagement
ofallevents,incidentsandproblems
196
AvailabilityManagement
Reliability Measurehowlongaservicecanperformatits
agreedlevel
Maintainability
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y
Measurehowquicklyandeffectivelyaservicecan
berestored
to
normal
working
after
afailure
Serviceability Abilityofathirdpartysuppliertomeettheterms
oftheir
contracts
197
InformationSecurity
Management
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Management
InformationSecurity
Management
Toprotect
the
interest
of
those
relying
on
information
Toprotectthesystemsandcommunicationthatdelivertheinformation
Specificallyrelated
to
harm
resulting
in
failure
of
Availability
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Availability
Confidentiality
Integrity Theabilitytodobusinesswithotherorganizationssafely
VerifytheirAuthenticity NonRepudiation
199
InformationSecurity
Management
InformationSecurity
Policy
InformationSecurityManagementSystem
RiskAnalysis
and
Risk
Assessment
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SecurityControls
200
Risk Analysis
Value ofAssets Threats Vulnerabilities
Risk analysis Risk Risk ~ f (Asset, Threat, Vulnerability)
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201
Managing outage
Planning
For potential
outage
Countermeasures
Risk Management
Residual Risk !
SUPPLIER MANAGEMENT
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SupplierManagement
Managesupplier
relationships
and
performance
Negotiateand
agree
contracts
Manage contracts thro gh lifec cle
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Managecontractsthroughlifecycle
Maintainasupplier
policy
and
asupport
supplierandcontactdatabase
203
Documentedsuppliermanagementprocesses,named contractmanager
responsibleforeachsupplier.
Therequirements,scope,levelofserviceandcommunicationprocesses
tobeprovidedbythesupplier(s)shallbedocumentedinSLAs orother
documents.
SLAs with the suppliers shall be aligned with the SLA(s) with the business
Supplier Management
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SLAs withthesuppliersshallbealignedwiththeSLA(s)withthebusiness.
The
interfaces
between
processes
used
by
each
party
shall
be
documentedandagreed.
Allrolesandrelationshipbetweenleadandsubcontractedsuppliersshall
beclearly
documented.
Leadsuppliersshallbeabletodemonstrateprocessestoensure that
subcontracted
suppliers
meet
contractual
requirements. 204
Aprocessshallbeinplace
Major
review
of
the
contract
or
formal
agreement
at
least
annually.
Changestothecontracts(s),ifpresent,andSLA(s)shallfollowfrom
thesereviewsasappropriateoratothertimesasrequired.Any
changesshall
be
subject
to
the
change
management
process.
Supplier Management
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Todealwithcontractualdisputes.
To
deal
with
the
expected
end
of
service,
early
end
of
the
service
or
transferofservicetoanotherparty.
Performance
against
targets
shall
be
monitored
and
reviewed.
Actionsforimprovementidentifiedduringthisprocessshallbe
recordedandinputintotheserviceimprovementplan.
205
CAPACITY MANAGEMENT
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CapacityManagement
Toproduce
and
maintain
acapacity
plan
Toprovideadviceandguidanceoncapacityperformancerelatedissues
Toensure
service
meet
or
exceed
performance
targets
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targets
Toassistindiagnosingandresolvingcapacity
relatedproblems
and
incidents
Toaccesstheimpactofthechangesonthecapacityplan
Proactivecapacity
and
performance
measure
207
Capacity Management - Goals
Balancing Act
Cost against Capacity Supply against Demand
To achieve Service Levels at the Right Time
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208
Business Capacity Management Current and futureBusiness requirements
Service Capacity Management Management of existing ITServices : Workload or usage of Services, Performance ofservices
Resource Capacity Management monitoring & measuring of
Capacity Management
Activities/Responsibilities
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209
p y g g gIT infrastructure components (individual components)
Demand Management
Best Value for Money Monitoring, tuning etc.
Capacity Planning
Ca acit Mana ement Database CDB
Capacity Management Process
Business Strategy & PlansFinancial Plans
IT Strategy & Plans
- C
apacity Mgmt Process H/w, S/w upgrades
Business Capacity Management
Service Capacity Management
OutputsSub-processesInputs
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gy
Service Level Management Process
Incident & Problem Management
ProcessesChange Management Process
New Technologies
- Other Processes
SLM Financial Mgmt
- Other Parts of the
Organization
Senior Mgmt
Service Capacity Management
Resource Capacity Management
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Monitor, analyze, tune and report on service
performance Establish baselines and profiles of use of
services (peaks, troughs and seasonal
variations) Manage demand for service
Service Capacity Management
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g
Requires knowledge of
Service levels and SLAs
Systems, networks and service throughputand performance
Monitoring, measuring, analysis