itil v3 foundation course ebook

ITIL® V3 FOUNDATION CERTIFICATIONE-LEARNING COURSE

Ver. 1.0

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ITIL® V3 Foundation Course Objectives

At the end of the course, you should be able to

Discuss the ITIL v3 qualification schemeExplain the practice of Service ManagementDescribe Service LifecycleIdentify key principles and models of ITIL V3Define generic concepts in ITIL v3Discuss the processes, roles and functions in ITIL V3Summarize the use of technology with ITIL V3

Successfully clear your ITIL v3 foundation exam.

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ITIL® V3 Foundation Course Agenda

Module 1: Introduction to Service Management LifecyclePrinciples of Service Management, Processes, The ITIL Service Lifecycle

Module 2: Service StrategyConcepts and Models, Processes

Module 3: Service DesignConcepts and Models, Key Principles, Processes

Module 4: Service TransitionConcepts and Models, Key Principles, Processes

Module 5: Service OperationsConcepts and Models, Key Principles, Processes and Functions

Module 6: Continual Service ImprovementConcepts and Models, Key Principles, Processes

Module 7 : Summary and Exam PreparationReview of Key Concepts and Practice Exam

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Module 1

Introduction To Service Management Lifecycle

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Lesson 1.0: What is ITIL ?

What is ITIL® ?A set of publications for good practices in IT service Management.

Why ITIL ?• Focuses on descriptive guidance on IT Service Management that’s

easily adapted.• Emphasizes Quality Management approach, standards

ITIL® goals• Consistent, comprehensive, hygienic set of Best-Practice guidance• Platform independent discussion of processes• Common Language, Standardized vocabulary• Flexible framework, adaptable to different IT environments.

De-Facto Industry Standard

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Lesson 1.1: ITIL V3 Components6

Lesson 1.2: ITIL Core Publications

Each lifecycle phase of ITIL V3 Core is represented by a Volume in the Library

1. Service Strategy2. Service Design3. Service Transition4. Service Operation5. Continual Service Improvement

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Lesson 1.3: ITIL V3 Qualification Scheme: Credits System

Lifecycle Modules

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

Capability Modules

Operational Support and Analysis (OSA)

Planning Protection & Optimization (PPO)

Release Control and Validation (RCV)

Service Offerings & Agreements (SOA)

http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp

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Lesson 1.4: ITIL V3 Foundation Exam Format

Type Online, Multiple choice, 40 questions. The questions are selected from the full ITIL Foundation in IT Service Management examination question bank.

Duration Maximum 60 minutes. Candidates sitting the examination in a language other than their native language have a maximum of 75 minutes

Supervised Yes

Open Book No

Pass Score 65% (26 out of 40)

Where ? Prometric Centers, visit www.prometric.com, Exam Code: EX0-101

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Lesson objectivesAt the end of this lesson, you should be able to:

Explain the concept of good practice

Define the concepts of service, Service Management, Functions, Roles &Processes, and RACI

The role of IT Governance across the Service Lifecycle

Lesson 2.0: Principles of IT Service Management

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Lesson 2.1: ITIL is presented as Good Practice. What are good Practices?

Good Practices are generally commoditized, generally accepted, proven effective ways of doing things which were previously considered best practices of the pioneering organizations.

Successful Innovations applied diligently become Best Practices

Best practice accepted and adopted by others become common, Good Practices

Good Practices are Commoditized, generally accepted principles, or regulatory requirements

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Lesson 2.2: Why Choose Good practices over Proprietary ones?

Good Practices, Public Standards and frameworks

Proprietary knowledge

Wide Community DistributionPublic Training and Certification

Difficult to adoptDifficult to replicate and transferHard to document

Valid in Different applicationsPeer ReviewedUsed by different parties

Highly customizedSpecific to business needsHard to adapt or reuse

Free and publicly availableLabor market skills easy to find

Owners expect compensation

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Lesson 2.3: What is a Service?

A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.

CustomerTransfer costs and RisksRetains focus and accountability for outcomes

Service ProviderTakes on Costs and RisksResponsible for the means of achieving outcomes

Costs and Risks are transferred to service provider.Customers focus on outcomes versus means.

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Lesson 2.4: What is a Service Management?

Business Outcomes

Customer Assets

Services

Service Assets

Capabilities Resources

Performance

Value

Capabilities ResourcesA5 Management Financial CapitalA4 Organization InfrastructureA3 Processes ApplicationsA2 Knowledge InformationA1 People

Serv

ice

Man

agem

ent

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Lesson 2.5: Process, Functions and Roles

Process

- A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs

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Lesson 2.6: A Basic Process

Activity 1

Activity 2

Activity 3

Process

Customer

Suppliers

Service Control & Quality

Trigger

Desired Outcome

Data, Information and Knowledge

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Lesson 2.7: Process Characteristics

• It is measurable

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)

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Lesson 2.8: Functions

Function

- A team or group of people and the tools they use to carry out one or more processes or activities

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Lesson 2.9: Processes across the organization

CIO

Operations Development Project Management

Architecture

Service desk

Mainframe

Application

Website

HR Applications

Finance Applications

Project 1Enterprise

Architecture

Networks

Project 2

Project 3

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Lesson 2.10: Service Management Roles : Service Owner

Service Owner : The person who is accountable for the delivery of a specific IT Service. They are responsible for continual improvement and management of change affecting Services under their care. Example: The owner of the Payroll Service

Responsibilities: To act as prime Customer contact for all Service related enquiries and issues To ensure that the ongoing Service delivery and support meet agreed Customer

requirementsTo identify opportunities for Service Improvements, discuss with the customer

and to initiate changes for improvements if appropriate.To liaise with the appropriate Process Owners throughout the Service

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

Service monitoring and performance

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Lesson 2.11: Service Management Roles : Process Owner

Process Owner : The person responsible for ensuring that the process is fit for the desiredpurpose and is accountable for the outputs of that process. Example: The owner for the Availability Management Process

Responsibilities:

Assisting with process design

Documenting the process

Make sure the process is being performed as documented

Making sure process meetings it aims

Monitoring and improving the process over time

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Lesson 2.12: Connecting with Processes and Functions: RACI

RACI is an acronym for the four main roles of:

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

Example RACI matrix

Activities Service owner

Process

Owner

Security

Manager

IT

Head

Chief Architect

Process

Manager

Create a framework for defining IT services C C C A/R C I

Build an IT service catalogue C A/R I C I I

Define SLA for critical IT services A R C R C I

Monitor and report SL performance I A/R I I I R

Review SLAs, OLAs and UCs A R C R I R

Review and Update IT service catalogue C A/R I C I C

Create service improvement Plan I A/R I C C R

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Lesson 2.13: Key Terminology: Service Provider

Service Provider : An Organization supplying Services to one or more Internal Customers or External Customers. Service provider is often used as an short form for IT Service provider.

There are three types of business models service providers:

Type IInternal Service Provider

• An internal service provider that is embedded within a business unit e.g. one IT organization within each of the business units. The key factor is that the IT Services provide a source of competitive advantage in the market space the business exists in.

Type IIShared Services Provider

• An internal service provider that provides shared IT service to more than one business unit e.g. one IT organization to service all businesses in an umbrella organization. IT Services typically don’t provide a source of competitive advantage, but instead support effective and efficient business processes.

Type IIIExternal Service Provider

• Service provider that provides IT services to external customers i.e. outsourcing

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Lesson 2.14: Key Terminology: Supplier

Supplier: A Third party responsible for supplying goods or Services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing Organizations.

Business

Service Provider

Supplier

Contract:A legally binding agreement between two or more parties to supply goods or services

Contract:A legally binding agreement between two or more parties to supply goods or services

Fig: A Basic value Chain

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Understand the value of the Service Lifecycle

How the processes integrate with each other, throughout the Lifecycle

Explain the relationship between Governance and IT Service Management

Lesson 3.0: The Service Lifecycle25

Lesson 3.1: Lifecycle Components

Service Strategy

Service Design

Service Transition

Service Operations


IT Financial Management

Service Portfolio Mgmt

Demand Management

Strategy Generation

Capacity Management

Service Catalog Mgmt

Service level Management

Availability Management

Supplier Management

Information Security Management

IT Service Continuity Management

Service Asset & Configuration Management

Change Management

Transition Planning & Support

Validation & Testing Management

Service Knowledge Management

Evaluation Management

Release & Deployment Management

Incident Management

Request Fulfillment

Event Management

Problem Management

Infrastructure Mgmt

Service Desk

Access Management

IT Operations Mgmt

Facilities Mgmt

Application Mgmt

Service Improvement Service Reporting Service Measurement & AnalysisService level Management

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Lesson 3.2: The Lifecycle Interactions

The Business / CustomersRequirements

Service Strategy

SLP’s from Requirements

Resources & ConstraintsPolicies

Strategy

Service DesignSDP’s

StandardsArchitectures

Solution Design

Service TransitionSKMS Updated

Tested Solutions

Transition plans

Service OperationOperational

ServicesOperations Plan

Continual Service Improvement Improvement

Plans & Actions

Serv

ice

Kno

wle

dge

Man

agem

ent S

yste

ms

(SK

MS)

Incl

udin

g th

e Se

rvic

e Po

rtfo

lio &

Se

rvic

e C

atal

og

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IT Governance

IT Service Management

Lesson 3.3: Relationship between Governance and ITSM

Relationship between Governance and ITSMCorporate Governance

Corporate Compliance

IT Compliance

Establishes IT policy, Standards and Principles, Assures alignment of IT strategy to corporate business strategy

Assures the design and operability of IT policies , processes and key controls

Assures adherence to Legal, Industrial and regulatory requirements.

Ensures the provision strategy and business plans. Establishes the Corporate policies and enables strategic direction, objectives, critical success factors and key result areas.

Establishes, enables and executes the IT strategy. Establishes Operations to assure high-quality, compliant IT service provisioning. Ensures effective key result Areas.

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End of Module 1

What it ITIL

Process, Function, Technology

Life Cycle of Service i.e. SS, SD, ST, SO and CSI

We are covering hereon…

Lifecycle Phases

Processes and Functions

Tools used for ITSM

But before that a quiz !

Covered so far…29

Module 1: QuizSample question 1:

Which of the following is NOT one of the ITIL® core publications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy

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What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a process or activity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of Service Management

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A service owner is responsible for which of the following?

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to support a Service

c) Producing a balanced scorecard showing the overall status of all Services

d) Recommending improvements

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Which of the following statements is CORRECT?1. Only one person can be responsible for an activity2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c) 2 only

d) None of the above

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Which of the following statements are CORRECT about Functions?

1. They provide structure and stability to organizations2. They are self-contained units with their own capabilities and resources3. They rely on processes for cross-functional coordination and control4. They are costlier to implement compared to processes

a) 1, 2 and 3 only

b) 1, 2 and 4 only

c) All of the above

d) None of the above

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Module 1: QuizSample question 6:Which off the following is a characteristic of every process?1. It is measurable2. It is timely3. It delivers a specific result4. It responds to a specific event5. It delivers its primary result to a customer or stakeholder

a) 1, 2, 3 and 4 only

b) 1, 2, 4 and 5 only

c) 1, 3, 4 and 5 only

d) All of the above

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End of Module 136

Module 2

Service Strategy

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Presenter

Presentation Notes

Hi and welcome back. This is the Module 2 of the e-learning course for ITIL v3 foundation certification. With this module we Introduce the first lifecycle phase of IT service Management , Service Strategy. This module is split up in 3 lessons: In Lesson 1 we will get familiar with Goals and Objective's of Service Strategy. Then in lesson 2, we introduce you to the Key Principles and models in Service Strategy. Finally in lesson 3, we will get familiar with some Processes In Service Strategy Specifically Financial Management, service Portfolio Management, and Demand Management. So lets get started.

Lesson objectives

At the end of this lesson, you should be able to:• Understand the Goals and Objectives of Service

Strategy

Lesson 1: Service Strategy 38

Presenter

Presentation Notes

This lesson discusses the goals and objectives of service strategy.

Lesson 1.1: Service Strategy Objectives

Shows organization how to transform Service Management into a strategic asset and then think and act in a strategic manner

Helps clarify the relationship between various services, systems or processes and the business models, strategies or objectives they support

KEY ROLE: To stop and think about WHY something has to be done, before thinking HOW.

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Presenter

Presentation Notes

But what is strategy ? The word comes from greek and means “ art and science of using all possible resources to achieve certain military goals”. In IT service management it takes a different sense, of course, but the underlying theme is the same. In the context of IT service management, Service strategy is used by service providers to do two main things , to attain market focus such as where and how to compete and to distinguish capabilities, so as to demonstrate the value provided to the business. The service strategy of any service provider must be grounded upon a fundamental acceptance that its customers do not buy products, they buy the satisfaction of particular needs. Therefore, to be successful, the services provided must be perceived by the customer to deliver sufficient value in the form of outcomes that the customer wants to achieve. For example, when a customer, say for example you, approach a telecom company, are you looking to buy a phone or maybe a unlimited talktime plan ?? That well maybe the finished product, but what your basic and particular need is, to communicate with another person, across distances and anytime of the day and if any telecom company overlooks this needs of a customer, they will soon be out of business. And this is the reason why telecom companies are not called telecom companies anymore, they are called telecom or communications service providers. Achieving a deep understanding of customer needs, in terms of what these needs are, and when and why they occur, also requires a clear understanding of exactly who is an existing or potential customer of that service provider. This, in turn, requires the service provider to understand the wider context of the current and potential market places that the service provider operates in, or may wish to operate in. Irrespective of the context in which the service provider operates, its service strategy must also be based upon a clear recognition of the existence of competition, an awareness that each side has choices, and a view of how that service provider will differentiate itself from the competition. All providers need a service strategy. The first book in ITIL v3 core publications or the first phase of Service Management lifecycle ; Service Strategy provides that guidance to service providers. The objectives of service Strategy are to answer questions such as What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders? The KEY ROLE of this lifecycle phase is to stop and think about WHY something has to be done, before thinking HOW. The processes we will covering in the Service Strategy Guidance are: Financial management Service portfolio Management 3. Demand management But before we do that we will discuss some key concepts and principles, critical to understanding the how the Service strategy works.

Lesson 1.2: Key Strategy Questions

The objectives of service Strategy are to answer questions such as :

• What services should we offer and to whom? • How do we differentiate ourselves from competing alternatives? • How do we truly create value for our customers? • How do we capture value for our stakeholders?

Process in Service Strategy:

• Demand management• Service portfolio Management, and• Financial management

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Presenter

Presentation Notes

But what is strategy ? The word comes from greek and means “ art and science of using all possible resources to achieve certain military goals”. In IT service management it takes a different sense, of course, but the underlying theme is the same. In the context of IT service management, Service strategy is used by service providers to do two main things , to attain market focus such as where and how to compete and to distinguish capabilities, so as to demonstrate the value provided to the business. The service strategy of any service provider must be grounded upon a fundamental acceptance that its customers do not buy products, they buy the satisfaction of particular needs. Therefore, to be successful, the services provided must be perceived by the customer to deliver sufficient value in the form of outcomes that the customer wants to achieve. For example, when a customer, say for example you, approach a telecom company, are you looking to buy a phone or maybe a unlimited talktime plan ?? That well maybe the finished product, but what your basic and particular need is, to communicate with another person, across distances and anytime of the day and if any telecom company overlooks this needs of a customer, they will soon be out of business. And this is the reason why telecom companies are not called telecom companies anymore, they are called telecom or communications service providers. Achieving a deep understanding of customer needs, in terms of what these needs are, and when and why they occur, also requires a clear understanding of exactly who is an existing or potential customer of that service provider. This, in turn, requires the service provider to understand the wider context of the current and potential market places that the service provider operates in, or may wish to operate in. Irrespective of the context in which the service provider operates, its service strategy must also be based upon a clear recognition of the existence of competition, an awareness that each side has choices, and a view of how that service provider will differentiate itself from the competition. All providers need a service strategy. The first book in ITIL v3 core publications or the first phase of Service Management lifecycle ; Service Strategy provides that guidance to service providers. The objectives of service Strategy are to answer questions such as What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders? The KEY ROLE of this lifecycle phase is to stop and think about WHY something has to be done, before thinking HOW. The processes we will covering in the Service Strategy Guidance are: Financial management Service portfolio Management 3. Demand management But before we do that we will discuss some key concepts and principles, critical to understanding the how the Service strategy works.

Lesson objectives

At the end of this lesson, you should be able to:

• Describe basics of Value Creation through Services

• Explain Business Case

Lesson 2.0: Key concepts of service strategy 41

Presenter

Presentation Notes

They key concepts of service strategy are Creating value to business through services and How to sell or propose new services through a business case This lesson focuses on clarifying these concepts.

Lesson 2.1 Key Principles and Models

Service Value Creation : Utility & Warranty

Value

Fit for Purpose ?

Fit for Use ?

OR

AND

Performance Supported ?

Constraints removed ?

Available enough ?

Capacity enough ?

Continuous enough ?

Secure Enough ?

Utility

Warranty

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Presenter

Presentation Notes

This brings us to the question, when it comes to IT services, What exactly is “Value”,? There are two key elements which combine to provide value to services. Utility or “what the customer gets “and Warranty or “ how is it delivered “. Also to keep in mind, Value of something intangible, such as service, is hard to quantify. Value is defined not only strictly in terms of the customer’s business outcomes: it is also highly dependent on customer’s perceptions. Utility is perceived by the customer from the attributes of the service that have a positive effect on the performance of tasks associated with desired outcomes. Removal or relaxation of constraints on performance is also perceived as a positive effect. In short, it is the service’s “fitness for purpose”. Warranty is derived from the positive effect of being available when needed, in sufficient capacity or magnitude, and dependable in terms of continuity and security. It is the service’s “fitness for use”. Utility and warranty go hand-in-hand. Customers cannot benefit from a service that is fit for purpose but not fit for use, and vice versa. We may have services with high utility with low warranty or services with low utility with high warranty depending on the customer needs but there cannot be services with either just utility or just warranty.

Lesson 2.2: Service Value creation: Utility & Warranty

Utility Warranty

Functionality offered by product /service as thecustomer views it

Promise that the product/service will meet agreed requirements

What the customer gets How it is delivered

Fitness for purpose Fitness for useThree Characteristics of warranty

>Provided in terms of availability/capacity of services>Ensures customer assets continue to receive utility, even if

degraded, through major disruptions> Ensures Security for value-creating potential of customer

assets

Increases performanceaverage

Reduces performance variation

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Presenter

Presentation Notes

To elaborate, Utility is Functionality offered by product /service as the customer views it whereas Warranty is a promise that the product/service will meet agreed requirements. Utility is What the customer gets whereas Warranty is How it is delivered Utility is Fitness for purpose whereas Warranty is Fitness for use Utility Increases performance average whereas Warranty Reduces performance variation By describing both Service Utility and Service Warranty, it enables the provider to clearly establish the value of the Service, differentiate themselves from the competition and, where necessary, attach a meaningful price tag that has relevance to the customer and associated market space.

Lesson 2.3: Basics of Value Creation: Service Assets

Resources Capabilities

Financial Capital Management

Infrastructure Organization

Applications Processes

Information Knowledge

People

Service Assets – Resources and capabilities available to an organization.

Resources – the IT infrastructure. People, money and others which might help to deliver an IT service; the assets of an organization.

Capabilities – ability to co-ordinate, control, deploy resources; the intangible assets of an organization.

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Presenter

Presentation Notes

We talked about increasing performance of a service as utility of a service, but how is the performance of service enhanced or utility delivered? Utility of a service is delivered through service assets. And that’s another key concept in Service value creation . An organization’s service assets are essentially the resources and capabilities that are available to it for the performance of services. The resources are the tangible assets that can be “bought”. Capabilities, on the other hand, cannot be “bought” by an organization, but is something which has to be developed and maintained and are thus the intangible assets of the organization. Resources are the direct inputs for the production of so-called “goods” while capabilities play a direct role in an organization’s ability to create “services”. Both are equally important and a service provider cannot exist without either of them. Capabilities are typically experience driven, knowledge intensive, information based, and firmly embedded within an organization’s people, systems, processes, and technologies. The table above lists the categories in the two types of service assets, resources and capabilities. People are both resources and capabilities an organisation has. Can you think why ?

Lesson 2.4: Service Packages

Core Services Package(Basic outcomes desired

by the customer.)

Supporting Services Package

(Enables or Enhances the value proposition )

Service Level Packages(Defines level of utility and warranty provided by Service Package)

Availability Levels Capacity Levels Security Levels

Service Features

Service Support

Continuity

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Presenter

Presentation Notes

Now we have understood how services create value to business, how do we provide these services to our customers. No two customers have same needs. Think from a mobile services customers point of view, no two people will have the same exact needs from a mobile service provider. Similarly in IT services, there is no “one size fits all”. Any IT service provider will have multiple customers and with different needs and requirements. So how do the IT service providers satisfy the needs of its customers and committed quality without complicating its focus or operations. ITIL provides the guidance for such a situation through the concept of Service Packages. To discuss Service Packages, Service Level Packages and how they are used to offer choice and value to customers, we’re going to use the example of the packages made available by typical Mobile/telephony Service Providers. As customers, we have a wide range of choice when looking for an Mobile/telephone connection. So as a result telephony/mobile service providers do need to work hard to attract customers by communicating the value that they provide through their offerings. They also need to offer a wide range of choice ( for example talk plans, payment options, phones at subsidized prices with post-paid plans)for customers, who have varying requirements and needs for communication. A Service Package provides a detailed description of package of bundled services available to be delivered to Customers. The contents of a Service Package includes: The core services provided Any supporting services provided or enabling service packages Any Enhancing Service Packages (often the excitement factors used as differentiators) Service Level Packages While service providers must focus on the effective delivery of value from core services, they should also devote enough attention to the supporting services. Satisfaction surveys show that user dissatisfaction is often with supporting services, such as service desk or technical support services, even where the core service is being effectively delivered. Service Level Packages are effective in developing service packages with levels of utility and warranty appropriate to the customer’s needs and in a cost-effective way. Availability & Capacity Levels Continuity Measures Security Levels Most of the components of Service Packages and Service Level Packages are reusable components of the IT organization (many of which are services). Other components include software, hardware and other infrastructure elements. By providing Service Level Packages in this way it reduces the cost and complexity of providing services while maintaining high levels of customer satisfaction.

Lesson 2.5: Business Case

A decision support and planning tool that projects the likely consequences of a business action

Justification for a significant item of expenditure.Includes Information about costs, benefits, options, issues, risks and

possible problemsUses qualitative and quantitative termsType Business case structure

1. Introduction – business objectives addressed2. Methods and assumptions- boundaries of the business case3. Business Impacts – Financial and non financial4. Risks and Contingencies5. Recommendations – Specific Actions

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Lesson 2.6: Risk

Risk

• Risk is defined as uncertainty of outcome, whether positive opportunityor negative threat.

• There are two distinct phases. Risk Analysis and Risk Management.• Risk analysis is concerned with gathering information about exposure to

risk so that the organization can make appropriate decisions andmanage risk appropriately.

• Risk management supports critical decision making process, in terms ofevaluating and selecting controls.

• Management of risk covers a wide range of topics, including businesscontinuity management (BCM), security, program/Project riskmanagement and operational service management.

47

Presenter

Presentation Notes

Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat. Managing risks requires the identification and control of the exposures to risk, which may have an impact on the achievement of an organizations business objectives. Portfolio of risks should be mapped to service portfolio to manage opportunities or threats to the services. Every organization manages its risk, The aim is to support better decision – making through a good understanding of risks and their likely impact. There are two distinct phases. Risk analysis and risk management. Risk analysis is concerned with gathering information about exposure to risk so that the organization can make appropriate decisions and manage risk appropriately. Management of risk involves having processes in place to monitor risks, access to reliable and up to date information about risks, the right balance of control in place to deal with those risks, and decision- making processes supported by a framework of risk analysis and evaluation. Management of risk covers a wide range of topics, including business continuity management (BCM), security, program/Project risk management and operational service management. Now that we have covered the key concepts and principles in Service Strategy, we will now take a look at the two key service strategy processes, financial management and demand management in more detail in the next lesson, lesson 3.

Lesson 2.7: What is a Service Portfolio?

Service Portfolio

Service Portfolio

Customer 2

Market Space 2

Service Improve-

mentPlan

ThirdParty

Services

Market Space 1

Customer 1

Customer 3

MarketSpace 3

The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces.

It also includes the ongoing service improvement plans and third party services.

48

Presenter

Presentation Notes

This brings us to another key concept in Service Strategy, Service Portfolio. Service Portfolio management is actually a process in itself, but we keep the discussion limited to the key concepts as is required by the official syllabus for ITIL v3 foundation. So what is service portfolio and why do organizations needs it ? The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It represents present contractual commitments, new service development, and ongoing service improvement plans initiated by Continual Service Improvements. The portfolio also includes third-party services, which are an integral part of service offerings to customers. Some third-party services may be visible to the customers while others are not. The graphic describes the concept. The dashed lines indicate the potential market spaces and customers where our services can feed the need. So why need a Service portfolio? The portfolio management approach helps managers prioritize investments and improve the allocation of resources. Changes to portfolios are governed by policies and procedures. Portfolios instill a certain financial discipline necessary to avoid making investments that will not yield value. Service Portfolios represent the ability and readiness of a service provider to serve customers and market spaces. The Service Portfolio is divided into three phases: Service Catalogue, Service Pipeline and Retired Services.

RetiredServices

Lesson 2.8: Components of Service Portfolio

Service Operations

Common Pool of resources

ThirdParty

Catalog

Service Design

Customers

Market Spaces

Continual service Improvement

Service PipelineService Catalog

Service Portfolio

Service Transition

Resources Released

Return on Assets earned during Service

OperationsResources Engaged

Components of Service Portfolio

49

Presenter

Presentation Notes

So what does a Service Portfolio consist of The Service Portfolio represents all the resources presently engaged or being released in various phases of the Service Lifecycle. Each phase requires resources for completion of projects, initiatives and contracts. The Portfolio should have the right mix of services in the pipeline and catalogue to secure the financial viability of the service provider. But what do we mean by service pipeline and service catalog ? As seen in the graphic, The Service Pipeline consists of services under development for a given market space or customer. These services are to be phased into operation by Service Transition after completion of design, development, and testing. Service catalog as defined in ITIL is, a database or structured Document with information about all Live IT Services, including those available for deployment. The Service Catalogue is the only part of the Service Portfolio published to Customers, and is used to support the sale and delivery of IT Services. A subset of the Service Catalogue may be third-party or outsourced services. The Service Catalogue is the subset of the Service Portfolio visible to customers and the Service Catalogue is the only part of the Portfolio that recovers costs or earns profits. The importance of service catalog, as a strategic tool, lies in the fact, that it is the virtual projection of the service provider’s actual and present capabilities or in other words , what services the service provider can offer the customer right now. We will touch on the principles and concepts of service catalog in our service design module. The last component of the Service portfolio is “Retired Services”. Once the Services reach the end of their contracts they are phased out or retired. Phasing out of services is part of Service Transition. This is to ensure that all commitments made to customers are duly fulfilled and service assets are released from contracts.

Lesson 2.9: Service management Technology & Automation

Automation (Tools) are extremely useful to improve utility and warranty of services:

Real time and historical data for analysis

Correlation of data from multiple devices

Service Impact analysis for prioritization

Service Performance optimization

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Automation of service processes helps improve the quality of service, reduce costs and reduce risks by reducing complexity and uncertainty, and by efficiently resolving trade-offs.Some of the areas where service management can benefit from automation

Design and modelingService cataloguePattern recognition and analysisClassification, prioritization and routingDetection and monitoringOptimization.

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Service Management Tools functionality includeSelf Help: a web front-end offering a menu-driven range of Self-Help and Service Requests – with a direct interface into the back-end process-handling software.Workflow or Process Engine: should allow responsibilities, activities, timescales, escalation paths and alerting to be pre-defined and then automatically managed.Integrated CMS: CIs, Relationships, Records related to incidents, problems, KE & ChangeDiscovery/Deployment technology: populate or verify CMS data, assist in license management, ability to deploy new software at target locations

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Service Management tools functionality include (contd.)

Remote Control: allow relevant support groups to take control of the user desktopsDiagnostic scripts & utilitiesReporting & Dashboards

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Lesson objectives

At the end of this lesson, you should be able Objectives and basic concepts of the two processes in Service Strategy:

Demand Management, andFinancial Management.

Lesson 3.0: Service Strategy Process54

Presenter

Presentation Notes

The final process we touch on in service strategy is demand management. In this lesson we cover the objectives and basic concepts of Demand Management.

Lesson 3.1: Demand Management: Objectives

The primary objective of Demand Management is to assist the ITService Provider in understanding and influencing Customer demandfor services and the provision of Capacity to meet these demands.

Other objectives include:

• Identification and analysis of Patterns of Business Activity (PBA) anduser profiles (UP) that generate demand.

• Utilizing techniques to influence and manage demand in such a waythat excess capacity is reduced but the business and customerrequirements are still satisfied.

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Presenter

Presentation Notes

Demand management is the management of demands business puts on IT services to fulfill business objectives. It is tightly coupled with capacity management and in previous version of ITIL it was part of capacity management. It was realized that Managing demand is a strategic activity and in v3 it has been accorded the position of a strategic process. The reasoning behind this is that before we decide how to design for capacity, decisions must be made regarding why demand should be managed in a particular way. To answer these questions , the objective of Demand Management is to assist the IT Service Provider in understanding and influencing Customer demand for services and the provision of Capacity to meet these demands.

Lesson 3.2: Managing Demand for Services

Service Process

Demand Pattern

Service Belt

Delivery Schedule

Demand Management

Capacity Management Plan

Patterns of Business Activity

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Lesson 3.3: PBA and UP

Pattern of Business Activity (PBA)

Workload profile of one or more business activities

Varies over time

Represents changing business demands

User Profile

Pattern of user demand for IT services

Each user profile includes one or more PBAs

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Presenter

Presentation Notes

Business activities drive demand for services. Customer assets such as people, processes, and applications generate patterns of business activity ( PBA). PBA define dynamics of a business and include interactions with customers, suppliers, partners, and other stakeholders. Services often directly support PBA. Since PBA generate revenue, income, and costs they account for a large proportion of business outcomes. Patterns of business activity (PBA) are identified, codified, and shared across process for clarity and completeness of detail. One or more attributes such as frequency, volume, location, and duration describes business activity. They are associated with requirements such as security, privacy, and latency or tolerance for delays. This profile of business activity can change over time with changes and improvements in business process, people, organization, applications and infrastructure. PBA are placed under change control. Each PBA has to be substantially different from another PBA in order to be coded with a unique reference. Codifying patterns helps multidimensional analysis using criteria such as likeness and nearness. This provides efficiency and robustness in developing a catalog of patterns with simplification and standardization to reduce the number of patterns, make analysis easier, and avoid complicated solutions. User profiles ( UP) are based on roles and responsibilities within organizations for people, and functions and operations for processes and Applications. As suggested earlier, business processes and applications are treated as users in many business context. Many processes are not actively executed or control by staff or personnel. Process automation allows for processes to consume services on their own. Processes and applications can have user profiles. Whether they should is a matter of judgment. Each UP can be associated one or more PBA. This allows aggregations and relations between diverse PBS connected by the interactions between their respective Ups. User profiles (UP) are constructed using one or more pre- defined PBA. They are also under change control. Ups represent patterns that are persistent and correlated. Pattern matching using PBA and UP ensure a systematic approach to understanding and managing demand from customers. They also require customers to better understand their own business activities and view them as consumers of services and producers of demand. When they are used to communicate demand, service providers have the information necessary to sort and serve the demand with appropriately matched services, service levels, and service assets. This leads to improved value for both customers and service providers by eliminating waste and poor performance. UP communicate information on the roles, responsibilities, interactions, schedules, work environments, and social context of related users.

Lesson 3.4: Financial Management: Goals and Objectives

Business

IT

Business Opportunities

Technology Capabilities

Financial Management

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Presenter

Presentation Notes

This slide provides a fair idea of what Financial Management for IT services does. By definition Financial management is the Function and Processes responsible for managing an IT Service provider’s Budgeting, Accounting and Charging Requirements. In the graphic, financial management is depicted as the link between Business’s aspirations in trying to capitalize on the opportunities and IT capabilities to support those aspirations. The business wants to go ahead to capitalize on opportunities but the supporting IT capabilities are restrained either by maturity or by budgets. Thus it enables the business to be more IT conscious and IT to become more business aligned. How it does that is by providing the business and IT with the numbers, in financial terms, of the value of IT Services, the value of the assets underlying the provisioning of those services, and the ensuring the operational forecasts are backed by numbers.

Lesson 3.5: Financial Management: Activities

Activities

Budgeting

Accounting

Chargeback

Predicting the expected future requirements for funds to deliver the agreed upon services and monitoring adherence to the defined budgets.

Enables the IT organization to account fully for the way its money is spent.

Charging customers for their use of IT Services.

Demand Modeling

Working with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand.

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Presenter

Presentation Notes

There are three fundamental activities for Financial Management for IT Services. These are: First activity is Funding or budgeting. Which means, predicting the expected future requirements for funds to deliver the agreed upon services and monitoring adherence to the defined budgets. This ensures that the required resources to fund IT are made available and can improve the business case for IT projects and initiatives. Second activity is IT Accounting. Which enables the IT organization to account fully for the way its money is spent. The definition of Cost Models can be used to identify costs by customer, by service, by activity or other logical groupings. IT Accounting supports more accurate Budgeting and ensures that any charging method utilized is simple, fair and realistic. The third and optional activity is Chargeback . As the term says it is Charging customers back for their use of IT Services. Charging can be implemented in a number of ways in order to encourage more efficient use of IT resources. Notional or ghost charging is one particular option, in which the costs of providing Services to customers are communicated but no actual payment is required. Another activity which is actually a contribution of financial management process to demand management process, is demand modeling. Financial Management works closely with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand. This assists in identifying the funding requirements for services, as well as input into proposed pricing models, including any incentives and penalties used. We will be demand management as a service strategy process next.

Lesson 3.6: Financial Management: Benefits

Benefits• Enhanced decision making.

• Increased speed of change.

• Improved Service Portfolio Management.

• Financial compliance and control.

• Improved operational control.

• Greater insight and communication of the value created by IT services.

• Increased visibility of IT leading to increased perception of IT

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Presenter

Presentation Notes

The benefits of Financial management to IT services are Enhanced decision making. Increased speed of change, which means the business are able to respond faster to the opportunities Improved Service Portfolio Management. Financial compliance and control especially required now with financial regulatory requirements such Sarbanes-Oaxley act of US for financial organisations. Improved operational control. Greater insight and communication of the value created by IT services. Increased visibility of IT leading to increased perception of IT

End of Module 2

• Objectives and Key concepts of Service Strategy• Service Strategy processes.

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Presenter

Presentation Notes

So, what all did we cover in Service Strategy so far: Goals and Objectives of Service Strategy, Risk Management (Risk Assessment and Risk Exposure handling), The key concepts of service strategy are Creating value to business (in terms of Utility and Warranty) through services and How to sell or propose new services through a business case Process areas within Service Strategy: Service Portfolio Management Financial Management for IT Demand Management So now, we have strategized what Services to target which particular market segment (User Profile). Great.. In the next module we will look at how to use the Strategy outputs for architecting (Designing) a Service… Stay connected….

Module 2: Quiz

Question 1:

Which ITIL® process is responsible for drawing up a charging system ?

a) Availability Management

b) Capacity Management

c) Financial Management for IT Services

d) Service Level Management

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Module 2: Quiz

Question 2:A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a Service Level Agreement

b) A defined level of utility and warranty associated with a core service package

c) A description of the value that the customer wants and for which they are willing to pay

d) A document showing the Service Levels achieved during an agreed reporting period

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Module 2: Quiz

Question 3:

The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use

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Module 2: Quiz

Question 4:The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service Level Package

b) Core Service Package, Supporting Process Package, Service Level Package

c) Core Service Package, Base Service Package, Service Support Package

d) Core Service Package, Supporting Services Package, Service Level Packages

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Module 2: Quiz

Question 5:Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle?

a) Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement

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Module 2: Quiz

Question 6:Which of the following questions does guidance in Service Strategy help answer?

1: What services should we offer and to whom?2: How do we differentiate ourselves from competing alternatives?3: How do we truly create value for our customers?

a) 1 only

b) 2 only

c) 3 only

d) All of the above

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Module 3

Service Design

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Presenter

Presentation Notes

Hi and welcome back. This is the Module 3 of the e-learning course for ITIL v3 foundation certification. With this module we Introduce you to the second lifecycle phase of IT service Management , Service Design. This module is split up in 3 lessons: In Lesson 1 we will get familiar with Goals and Objective's of Service Design. Then in lesson 2, we introduce you to the Key Principles and models in Service design. Finally in lesson 3, we will get familiar with some Processes In Service Design.


• Understand the Goals and Objectives of Service Design

• Understand the Value Service Design provides to the Business.

Lesson 1.0 Service Design 69

Presenter

Presentation Notes

This lesson discusses the goals and objectives of service Design.

Lesson 1.1: Service Design Objectives

To convert the strategic objectives defined during Service Strategy into Services and Service Portfolios.

To use a holistic approach for design to ensure integrated end-to-end business related functionality and quality.

To ensure consistent design standards and conventions are followed in all services and processes being designed.

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Lesson 1.2: Value to Business

Reduced Total Cost of Ownership (TCO)Improved quality of serviceImproved consistency of serviceEasier implementation of new or changed servicesImproved service alignmentMore effective service performanceImproved IT governanceMore effective Service Management and IT processesImproved information and decision-making

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Presenter

Presentation Notes

• Reduced Total Cost of Ownership (TCO): cost of ownership can only be minimized if all aspects of services, processes and technology are designed properly and implemented against the design • Improved quality of service: both service and operational quality will be enhanced • Improved consistency of service: as services are designed within the corporate strategy, architectures and constraints • Easier implementation of new or changed services: as there is integrated and full Service Design and the production of comprehensive SDPs • Improved service alignment: involvement from the conception of the service, ensuring that new or changed services match business needs, with services designed to meet Service Level Requirements • More effective service performance: with incorporation and recognition of Capacity, Financial Availability and IT Service Continuity Plans • Improved IT governance: assist with the implementation and communication of a set of controls for effective governance of IT • More effective Service Management and IT processes: processes will be designed with optimal quality and cost-effectiveness • Improved information and decision-making: more comprehensive and effective measurements and metrics will enable better decision-making and continual improvement of Service Management practices in the design stage of the Service Lifecycle.

Lesson objectives

At the end of this lesson, you should be able to:• Understand the importance of People, Processes,

Products and Partners for Service Management.• Understand the five major aspects of Service

Design.• Explain Service Design Package

Lesson 2.0: Service Design Key Concepts

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Lesson 2.1: 4 P’s in Service Management

Processes

IT Service Management

• Skills• Organisation• Experience

• Suppliers• Manufacturers• Vendor

• Services• Technology• Tools

• Activities• RACI• Dependencies

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Presenter

Presentation Notes

The implementation of ITIL Service Management as a practice is about preparing and planning the effective and efficient use of the four Ps: the People, the Processes, the Products (services, technology and tools) and the Partners (suppliers, manufacturers and vendors), as illustrated .

Lesson 2.2: Major Aspects of Service Design

New or Changed Service Solutions Design

Service Management systems and tools design

Technology and Management architectures design

Processes design

Measurement systems design

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Presenter

Presentation Notes

The key aspect in the design of new or changed services is to meet changing business needs. Every time a new service solution is produced, it needs to be checked against each of the other aspects to ensure that it will integrate and interface with all of the other services in existence.

Lesson 2.3: Service Design Package

Defines all aspects of an IT Service and its requirements through each stage of its lifecycle. A service Design package is produced for every new IT service, a major change or for retiring a service.

Business requirements

Service Transition Plan

Service Program

Organisational Readiness

Service Design &Topology

Service Acceptance Criteria

Service OperationalAcceptance Plan

Service LevelRequirements

Service FunctionalRequirements

Service Contacts

Service ApplicabilityContents of a Service Design

Package

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Lesson objectives

At the end of this lesson, you should be able to:• State the Objectives and basic concepts of the following processes

• Service Catalog Management

• Service Level Management

• Supplier Management

• Capacity Management

• Availability Management

• IT Service Continuity Management

• Information Security Management

Lesson 3.0: Service Design Processes

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Lesson 3.1: Service Catalogue Management: Objectives

Objectives • To provide a single source of consistent information on all of the agreed services, and ensure that it is widely available to those who are approved to access it.

• To ensure that a Service Catalog is produced,maintained, and kept current, containing accurate information on all operational services and those being prepared to be run operationally.

Key terms • Business Service Catalog• Technical Service Catalog

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Lesson 3.2: Service Catalogue Management: Key Terms

Business Service Catalog Details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue.

Technical Service Catalog Contains the details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business.

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Lesson 3.3: Service Level Management: Objectives

Objectives • To ensure an agreed level of IT service is provided for all current IT services, and future services have an achievable target.

• To define , document, agree on, monitor measure, report and review the level of IT services provided.

• To provide and improve the relationship and communication with the business and customers.

• Proactive measures to improve the levels of service delivered are implemented in a cost-justified manner.

Key terms • Service Level requirements (SLR’s), Service Catalog, Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning contract (UPC)

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Continual ServiceImprovement

Service Design

Lesson 3.4: Service Level Management: Process Activities

Design and Plan SLA’s

Negotiate & Agree

SLA Improvement

Determine and Document Requirements

Monitor Service

Performance

Produce Service Reports

Conduct Service review and

Instigate Service Improvement

Negotiate & Agree

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Lesson 3.5: Service Level Management: Terminology

Service Level requirements (SLR)

• Detailed recording of the Customer’s needs, forming the basis for design criteria for a new or modified service.

Service Catalog• A written statement of available IT services, default

levels, options, prices and identification of which business processes or customers use them.

Service Level Agreement (SLA)

• An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level targets, and specifies the responsibilities of the IT Service Provider and the Customer.

Operational Level Agreement (OLA)

• Internal agreement with another function of the same organization which supports the IT service provider in their delivery of services.

Underpinning Contract (UPC)

• Contract with an external supplier that supports the IT organization in their delivery of services.

SLAM Chart• A Service Level Agreement Monitoring(SLAM) Chart is

used to help monitor and report achievements against Service Level Targets.

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Presenter

Presentation Notes

Negotiating and agreeing upon the SLAs and OLAs is the responsibility of Service Level Management. Supplier Management is responsible for negotiation and agreeing upon UCs with external suppliers. These two processes must communicate to ensure that the UCs do align with and support the SLAs in place.

Storage Services

Email Services

NetworkServices

Storage Services

Service Desk Hardware Software Applications Storage

IT Infrastructure

OLA

Lesson 3.6: Service Level Management: Key Terms Illustrated

PayrollBusiness ProcessBusiness

Process Business Process

SLA

External Supplier

UPC

UPC

UPC

OLA OLA OLA

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Presenter

Presentation Notes

What are the roles of OLAs and UCs? They are agreements with other internal areas of the organization (e.g. the Service Desk, human resources) and external suppliers on how they support the IT organization in meeting the SLAs with customers.

Lesson 3.7: Service Level Management: Designing SLA Structures

Customer A Customer B Customer C

Service X(Tea)

Service Y(Coffee)

Service Z(Juice)

Service Based

Customer Based

Corporate

Customer A Customer B

Service X(Tea)

Service Y(Coffee)

Service Z(Juice)

Corporate Level SLA

Customer Level SLA

Service Level SLA

Customer Based vs. Service Based SLA’s Multi Level SLA’s

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Presenter

Presentation Notes

There are a number of ways in which SLAs can be structured. The important factors to consider when choosing the SLA structure are: • Will the SLA structure allow flexibility in the levels of service to be delivered for various customers? • Will the SLA structure require much duplication of effort? • Who will sign the SLAs? Three types of SLAs structures that are discussed within ITIL® are Service-based, Customer-based and Multi-level or Hierarchical SLAs.

Lesson 3.8: Service Level Management: SLA Content

• Introduction to the SLA.• Service description• Mutual Responsibilities• Scope of SLA• Applicable Service Hours• Service Availability• Reliability• Customer Support Agreements• Relationship and Escalation contacts• Service Performance Metrics• Security• Costs and Charging Mechanisms.

Service Level Agreement for Service XYZ

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Lesson 3.9: Supplier Management: Objectives

Objectives • To manage suppliers and the services they supply, to provide seamless quality of IT service to the business and ensure that value for money is obtained.

• Ensure that underpinning contracts and agreements with suppliers are aligned to business needs.

• Manage relationships with suppliers.• Negotiate and agree contracts with suppliers.• Manage supplier performance.• Maintain a supplier policy and a supporting

Supplier and Contract Database (SCD).

Key terms • Supplier and Contract Database (SCD)

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Lesson 3.10: Supplier Management: Supplier and Contract Database

Supplier &

Contract Database

(SCD)

Supplier and Contracts

Evaluation

Establish new suppliers and

Contracts

Supplier & Contract Management &

performance

Contract Renewal And/or

termination

Supplier categorization and Maintenance of the SCD

Supplier Strategy & Policy

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Lesson 3.11: Supplier Management: Relationship with Service Level Management

Service Level Management

Supplier Management

Service Level Agreements (SLA)

Underpinning Contracts (UC’s)

ExternalSuppliers

Supplier Management

To ensure the UC’s are aligned with SLR’s and SLA’s by managing relationships with Supplier.

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Lesson 3.12: Capacity Management: Objectives

Objectives • To ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner.

• Produce and maintain an appropriate and up-to-date Capacity Plan.

• Provide advice and guidance to the business and IT on all capacity and performance-related issues

• Ensure that service performance achievements meet or exceed all of their agreed performance targets.

Key terms • Capacity plan/ CMIS• Business capacity management• Service capacity management• Resource/Component capacity management

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Lesson 3.13: Capacity Management: A Balancing Act

Supply• Resources• Components

Demand• Performance

Capacity

Cost

89

Presenter

Presentation Notes

Capacity Management provides the predictive and ongoing capacity indicators needed to align capacity to demand. It is about finding the right balance between resources and capabilities, and demand. • Too many resources & capabilities = Increased $$$$ • Too little resources & capabilities = decreased performance

Lesson 3.14: Capacity Management: Process Activities

Review Current Capacity and Performance

Plan new Capacity

Capacity performance reports

& data

Forecasts

Capacity Plans

Capacity Management Information System (CMIS)

Assess, Agree & Document new

Requirements & Capacity

Improve Current service and component capacity

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Lesson 3.15: Capacity Management: Sub Process

Business Capacity

Management

• Translates business needs and plans into requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion.

Service Capacity Management

• Management, control and prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloads.

• Ensure that the performance of all services, as detailed in service targets within SLAs and SLRs, is monitored and measured, and that the collected data is recorded, analyzed and reported.

Component Capacity

Management

• Management, control and prediction of the performance, utilization and capacity of individual IT technology components.

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Lesson 3.16: Availability Management Process: Objectives

Objectives • To ensure that the level of Service Availability delivered in all services is matched to or exceeds the current and future business requirements, in a cost-effective manner.

• To provide a point of focus and management for all availability-related issues.

• Produce and maintain an appropriate and up-to-date Availability Plan.

• Ensure that proactive measures to improve the availability of services are implemented wherever it is cost-justifiable to do so.

Key terms • Availability, Reliability, Maintainability, Serviceability

• Vital business Functions (VBF)• Expanded Incident Lifecycle & MTRS, MTBF, MTBSI

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Lesson 3.17: Availability Management: Key Terms explained

Availability • The percent time of agreed service hours the component or service is available.

Reliability• A measure of how long a component or IT

Service can perform its agreed operation without interruption.

Maintainability• A measure of how quickly and effectively a

component or IT Service can be restored to normal working after a Failure.

Serviceability• The ability of a Third-Party Supplier to meet the

terms of its Contract. This Contract will include agreed levels of Reliability, Maintainability or Availability for an IT service or component.

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Lesson 3.18: Availability Management: Key Terms explained..contd.

Vital business Functions

(VBF’s)

• The business critical elements of the business process supported by an IT Service.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.

Service Availability

• All aspects of service availability and unavailability and the impact of componentavailability, or the potential impact of component unavailability on service availability.

Component Availability

• All aspects of component availability and unavailability.

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Dow

ntim

e

Lesson 3.19: Availability Management: Expanded Incident Lifecycle

Upt

ime

Upt

ime

Time to detect

Time to Record

Time to Diagnose

Time to Repair

Time to Recover

Time to Restore

Inci

dent

1

Inci

dent

2

Det

ect

Reco

rd

Dia

gnos

e

Repa

ired

Reco

vere

d

Rest

ored

Mean Time to Restore Service (MTRS)

Mean Time to between system incidents (MTBSI)

Mean Time Between Failures(MTBF)

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Presenter

Presentation Notes

An aim of Availability Management is to ensure the duration and impact from Incidents impacting IT Services are minimised, to enable business operations to resume as quickly as possible. The expanded Incident lifecycle enables the total IT Service downtime for any given Incident to be broken down and mapped against the major stages that all Incidents go through. Lifecycle of an Incident (Availability Management Metrics): Mean Time Between Failures (MTBF) or Uptime • Average time between the recovery from one incident and the occurrence of the next incident, relates to the reliability of the service Mean Time to Restore Service (MTRS) or Downtime • Average time taken to restore a CI or IT service after a failure • Measured from when CI or IT service fails until it is fully restored and delivering its normal functionality Mean Time Between System Incidents (MTBSI) • Average time between the occurrences of two consecutive incidents. • Sum of the MTRS and MTBF. Relationships between the above terms • High ratio of MTBF/MTBSI indicates there are many minor faults • Low ratio of MTBF/MTBSI indicates there are few major faults Other elements of the Expanded Incident Lifecycle: Detection Time • Time for the service provider to be informed of the fault (reported) Diagnosis Time • Time for the service provider to respond after diagnosis completed Repair Time • Time the service provider restores the components that caused the fault. • Calculated from diagnosis to recovery time Restoration Time (MTRS) • The agreed level of service is restored to the user. • Calculated from detection to restore point Restore Point • The point where the agreed level of service has been restored

Lesson 3.20: IT Service Continuity Management: Objectives

Objectives • To support the overall Business Continuity Management (BCM) process by ensuring that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and Service Desk) can be resumed within required, and agreed, business timescales.

• Maintain a set of IT Service Continuity Plans and IT recovery plans that support the overall Business Continuity Plans (BCPs) of the organization.

Key terms • Business Continuity Planning (BCP)• Business Impact Analysis (BIA)• Business Continuity Management (BCM)• Risk Analysis

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Lesson 3.21: IT Service Continuity Management: Key Terms Explained

Business Continuity

Management (BCM)

• Strategies and actions to take place to continue Business Processes in the case of a disaster.

• It is essential that the ITSCM strategy is integrated into and a subset of the BCM strategy.

Business Impact Analysis (BIA)

• Quantifies the impact loss of IT service would have on the business.

• Identifies the most important services to the organisation and is therefore critical input to Strategy

Vital Business Functions (VBF’s)

• The business critical elements of the business process supported by an IT Service.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.

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Lesson 3.22: IT Service Continuity Management: Key Terms Explained..contd

Risk

• Possibility of an event occurring that could cause harm or loss, or affect the ability to achieve Objectives.

• A Risk is measured by the probability of a Threat, the Vulnerability of the Asset to that Threat, and the Impact it would have if it occurred.

Risk Assessment

• Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other assets.

Risk Management

• Identifying appropriate risk responses or cost-justifiable countermeasures to combating identified risks.

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Lesson 3.23: IT Service Continuity Management: Lifecycle Activities

Initiation

Requirements & Strategy

Implementation

On Going Operations

Business Continuity Strategy

Business Continuity Plans

Invocation

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Lesson 3.24: Information Security Management: Objectives

Objectives • To align IT security with business security and ensure that information security is effectively managed in all service and IT Service Management activities.

• To protect the interests of those relying on information, and the systems and communications that deliver the information, from harm resulting from failures of availability, confidentiality and integrity.

Key terms • Availability, Confidentiality, Integrity• Information Security policy• Information Security Management System (ISMS)

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Lesson 3.25: Information Security Management: Key Terminology

Confidentiality• Protecting information against unauthorized

access and use.• Examples: Passwords, swipe cards, firewalls

Integrity

• Accuracy, completeness and timeliness of services, data information, systems and physical locations.

• Examples: Rollback mechanisms, test procedures, audits.

Availability

• The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems.

• Examples: UPS, resilient systems, Service desk hours

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Lesson 3.26: Information Security Management: Security Framework

Information Security Framework

Information Security Strategy

Information Security

Organisation

Information Security Management System

Information Security Policy

Information Security Controls

Information Security Processes

Management of Security Risks> Communications Strategy> Training & Awareness Strategy

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Lesson 3.27: Information Security Management: Security Policy

An overall Information Security Policy Use and misuse of IT assets policy Access control policy Password control policy E-mail policy internet policy Anti-virus policy Information classification policy Document classification policy Remote access policy Policy for supplier access of IT service, information and components Asset disposal policy.

Audience for Security Policy

• These policies should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.

Security Policy Contains….

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Lesson 3.28: Information Security Management:

Information Security Management System (ISMS)

Interested Parties

(Customers, Suppliers

etc.)

Interested Parties

(Customers, Suppliers

etc.)

• Internal audit• External audit• Self assessments• Security Incidents

• Learn• Improve• Plan• Implement

• Awareness, Classification

• Personnel Security• Physical Security• Systems Security• Security Incident

Procedures

• Service level Agreements (SLA’s)

• Underpinning Contracts (UC’s)

• Operational level agreements (OLA’s)

• Policy StatementsPlan Implement

EvaluateMaintain

Information Security

Requirements & Expectations

Managed Information

Security

Control• Organize• Establish framework• Allocate responsibilities

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End of Module 3105

Service Design :Quiz106

Module 3 : Quiz

Question 1:Which of the following is NOT one of the five individual aspects of Service Design?

A. The design of the Service Portfolio, including the Service Catalogue

B. The design of new or changed services

C. The design of Market Spaces

D. The design of the technology architecture and management systems

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Module 3 : Quiz

Question 2:Which of the following is MOST concerned with the design of new or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design

108

Module 3 : Quiz

Question 3:Implementation of ITIL Service Management requires preparing and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners

109

Module 3 : Quiz

Question 4:What is the MAIN goal of Availability Management?

A. To monitor and report availability of components

B. To ensure that all targets in the Service Level Agreements (SLAs) are met

C. To guarantee availability levels for services and components

D. To ensure that service availability matches or exceeds the agreed needs of the business

110

Module 3 : Quiz

Question 5 :The Information Security Policy should be available to which groups of people?

A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information Security Manager only

C. All customers, users and IT staff

D. Information Security Management staff only

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Module 3 : Quiz

Question 6 :Which of the following are activities that would be carried out by Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs)2: Evaluation and selection of suppliers3: Ongoing management of suppliers

A. 1 and 2 only

B. 1 and 3 only

C. 2 and 3 only

D. All of the above

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Module 4

Service Transition

113


• Understand the Goals and Objectives of Service Transition

• Explain What value Service Transition provides to the Business

Lesson 1.0: Service Transition 114

Presenter

Presentation Notes


Lesson 1.1: Service Transition Goals

Assure proposed changes in the Service Design package are realized.

Plan for and Implement the Deployment of Releases for New orChanged Services.

Test Releases so as to minimize the possibility of undesirable impact tothe Production environment.

Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impacting the ongoing Services

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Lesson 1.2: Service Transition Objectives

•Plan and manage the resources to establish successfully a new orchanged service into production within the predicted cost, quality andtime estimates.

•Ensure there is minimal unpredicted impact on the production services,operations and support organization.

•Increase the customer, user and Service Management staff satisfactionwith the Service Transition practices including deployment of the new orchanged service, communications, release documentation, training andknowledge transfer.

•Increase proper use of the services and underlying applications andtechnology solutions.

116


• The capacity of the business to respond quickly and adequately to changes in the market improves.

• Changes in the business as a result of takeovers, contracting, etc. are well managed.

• More successful changes and releases for the business.

• Better compliance of business and governing rules.

• Less deviation between planned budgets and the actual costs

• Better insight into the possible risks during and after the input of a service into production.

• Higher productivity of customer staff

117

Lesson objectives


• Understand the V Model of Service Transition• Understand Configuration Item• Understand Configuration Management System

Lesson 2.0: Service Transition: Key Principles and Models

118

Lesson 2.1: Service V ModelSe

rvic

e Tr

ansit

ion

–V

Mod

el119

Lesson 2.2: Configuration Item (CI)

Anything that needs to be managed in order to deliver an IT Service.

CI information is recorded in the Configuration Management System.

CI information is maintained throughout its lifecycle by Configuration Management.

All CIs are subject to Change Management control.

CIs typically include

IT Services, hardware, software, buildings, people, and formal

documentation such as Process documentation and SLAs

120

Lesson 2.3: Configuration Management System (CMS)

Information about all Configuration Items

CI may be entire service, or any component

Stored in 1 or more databases (CMDBs)

CMS stores attributes

Any information about the CI that might be needed

CMS stores relationships

Between CIs

With incident, problem, change records etc.

CMS has multiple layers

Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation

121

Lesson objectives

At the end of this lesson, you should be able to understand Objectives and basic concepts of the four processes in Service Transition:

• Change Management

• Service Asset and Configuration Management

• Release and Deployment management, And

• Knowledge Management

Lesson 3.0: Service Transition Processes

122

Lesson objectives

At the end of this lesson, you should be able to:• State the Goals, Objectives and basic

concepts of Change Management

Lesson 3.1: Change Management 123

Lesson 3.2: Change Management : Goals and Objectives

Goals and Objectives:

Respond to changing business requirements

• Respond to Business and IT requests to align Services with business needs.• Ensuring Changes are introduced in a controlled manner.• Optimize business risk• Implement changes successfully• Implement changes in times that meet business needs• Use standard processes• Record all changes

124

Lesson 3.3: Change Management : Scope

Scope

Addition, Modification or Removal ofAny Service or Configuration Item or associated documentation

IncludingStrategic, Tactical and Operational changes

ExcludingBusiness strategy and processAnything documented as out of scope

125

Lesson 3.4: Change Management : Change Types

Normal changes

Types are specific to the organizationType determines what assessment is required

Standard changes

Pre-authorized with an established procedureTasks are well known, documented and low risk (usually)E.g replacement of faulty printer, upgrade PC etc.

Emergency changes

Business criticality means there is insufficient time for normal handlingShould use normal process but speeded upImpact can be high, more prone to failure, Should be kept to minimum

Change Types

Remediation planningBackout Plans

126

Lesson 3.5: Change Management : Change Flow

127

Lesson 3.6: Change Management : 7 R’s of Change Management

Who RAISED the change?

What is the REASON for the change?

What is the RETURN required from the change?

What are the RISKS involved in the change?

What RESOURCES are required to deliver the change?

Who is RESPONSIBLE for the build, test and implementation of the change?

What is the RELATIONSHIP between this change and other changes?

7 R’s of Change Management

128

Lesson 3.7: Change Management : Roles in Change Management

Change ManagerProcess ownerEnsures that process is followedUsually authorizes minor changesCoordinates and runs CAB meetingsProduces change scheduleCoordinates change/built/test/implementationReviews/Closes Changes

129

Lesson 3.8: Change Management : Change Advisory Board (CAB)

Change Advisory Board (CAB) Supports the change manager

Consulted on significant changes

Business, users, application/technical support, operations, service desk, capacity, service continuity, third parties …

people who have clear understanding of business needs

Technical specialists / consultants

Emergency CAB (ECAB)Subset of the standard CAB

Membership depends on the specific change

130

Lesson 3.9: Change Management : Change Metrics

Change MetricsCompliance

Reduction in unauthorized changesReduction in emergency changes

EffectivenessPercentage of changes which met requirementsReduction in disruptions, defects and re-workReduction in changes failed/backed outNumber of incidents attributable to changes

EfficiencyBenefits (value compared to cost)Average time to implement (by urgency/priority/type)Percentage accuracy in change estimates

131

Lesson 3.10: Change Management : Key Challenges

Business pressure to “just do it”

Inaccurate and incomplete Configuration Management System

Siloed Technical Function areas

Misunderstanding of “Emergency” changes

Scalability across large organizations

Vendor/Contract Compliance

Adhoc nature of people

132

Lesson objectives

At the end of this lesson, you should be able to:• State the goals, objectives and basic concepts of

Service Asset and Configuration Management

Lesson 3.11: Service Asset and Configuration Management

133

Lesson 3.12: Service Asset and Configuration Management: Goals and Objectives

The goal of SACM is to provide a logical model of the ITinfrastructure correlating IT services and different IT components(physical, logical etc) needed to deliver these services

The objective of SACM is to define and control the components ofservices and infrastructure and maintain accurate configurationrecords. This enables an organization to comply with corporategovernance requirements, control its asset base, optimize its costs,manage change and release effectively, and resolve incidents andproblems faster.

134

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts

Basic ConceptsWhat is a Configuration Item (CI) ?

Anything that needs to be managed in order to deliver an IT Service

CI information is recorded in the Configuration Management System

CI information is maintained throughout its lifecycle by Configuration Management

All CIs are subject to Change Management control

CI Types :

CIs typically include

•IT Services, hardware, software, buildings, people, and formal documentation such as

Process documentation and SLAs

135

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts

Configuration baselineConfiguration details captured at a specific point in time. This captures both the structure and details of a configuration Item.It is used as a reference point for future Builds, Releases and Changes. (e.g. After major changes, disaster recovery etc).Typically managed through the Change Management process.

Basic Concepts

136

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd..

Basic ConceptsWhat is a Configuration Management System (CMS) ?

•Information about all Configuration Items

•CI may be an entire service, or any component

•Stored in 1 or more databases (CMDBs)

•CMS stores attributes

•Any information about the CI that might be needed

•CMS stores relationships

•Between CIs

•With incident, problem, change records etc.

•CMS has multiple layers

•Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation

137

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd..

Basic ConceptsWhat is a Definitive Media Library (DML) ?

The only source for build and distribution

Master copies of all software assets

In house, external software houses

Scripts as well as code

Management tools as well as applications

Including licenses

Quality checked

Complete, correct, virus scanned ..

138

Lesson 3.14: Service Asset and Configuration Management: Basic Concepts: CMDB & DML

Basic ConceptsDML and CMDB

139

Lesson 3.15: Service Asset and Configuration Management: Basic Concepts: Logical Model

Services

ApplicationUserExperience

Availability

E - Banking E - Sales

Application

Authentication

SLA SLA

Messaging

Application Infrastructure

Business Logic

Webservices

Dataservices

AvailabilityBusiness Logic

UserExperience

Application Infrastructure

NetworkTopology

Nameservice

Data CenterNetwork

Webservices

Dataservices

Messaging

140

Lesson 3.16: Service Asset and Configuration Management: Basic Concepts: Relationship between CMDB, CMS and SKMS

CMDB

CMS

SKMS Informed Decision

141

Lesson objectives


Release and Deployment Management

Lesson 3.17: Release and Deployment Management

142

Lesson 3.18: Release and Deployment Management: Goals

• Release management is responsible for planning, scheduling, and controlling the movement of new or changed services, in the form of a release package, to both the testing and the live production environments

• Deployment management is responsible for the movement of new or changed hardware, software, documentation, or other configuration items into the live production environment.

143

Lesson 3.19: Release and Deployment Management: Objectives

• Planned Release and Deployment in line to the business needs

• Build, Install, Test and Integrate releases

Efficiently, successfully and on schedule.

With minimal impact on production services, operations, and support teams

Enabling new or changed services to deliver agreed service requirements

• Control and minimize the impact of releases to the ongoing services

• Transfer knowledge and skills to end users and support teams, leading to an effective use and support

144

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Policy

Release Policy: The overarching strategy for Releases and was derived from the Service Design phase of the Service Lifecycle and typically includes:

• Release Description with the unique identification, numbering and naming conventions.

• The roles and responsibilities at each stage in process.• The expected frequency for each type of release• The approach for accepting and grouping changes into a release.• The mechanism to automate the build, installation and release distribution

processes to improve re-use, repeatability and efficiency• How the configuration baseline for the release is captured and verified against

the actual release contents, e.g. hardware, software, documentation and knowledge

• Exit and entry criteria and authority for acceptance of the release into each Service Transition stage and into the controlled test, training, disaster recovery and production environments

• Criteria and authorization to exit early life support and handover to Service Operations.

145

Release unit

- Cls that are normally released together

- Typically includes sufficient components to perform a useful function. For

example - Fully configured desktop PC, payroll applications

Release package

- Single release or many related releases

- Can include hardware, software, utility, warranty, documentation,

training …

Lesson 3.20: Release and Deployment Management: Basic Concepts: Release Unit

146

Release Types

Major Release:

Containing large proportions of new functionalities. Also known as a

Major Upgrade, generally supersedes all preceding minor upgrades.

Minor Release:

Contains small enhancements and fixes. A Minor Upgrade or release

generally supersedes previous emergency fixes.

Emergency Release:

Normally linked to an Emergency change.

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types

147

Release and Deployment Approaches

Big bang versus phased approach

Phased approach can be users, locations, functionality ..

Push versus Pull deployment

Automated versus manual deployment

Lesson 3.22: Release and Deployment Management: Basic Concepts: Release and Deployment Approaches

148

Lesson objectives


Knowledge Management

Lesson 3.23: Knowledge Management149

Lesson 3.24: Knowledge Management: Goals

The goal of Knowledge Management is to Improve quality ofmanagement decision making by ensuring that reliable and secureinformation and data is available throughout the service lifecycle

The objective of Knowledge Management is to ensure that the rightinformation is delivered to the appropriate place or person at theright time to enable informed decisions.

150

Lesson 3.25: Knowledge Management: Objectives

Knowledge Management is The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization.

The primary purpose of knowledge Management is to improve efficiency and effectiveness by reducing the need to rediscover knowledge.

151

Lesson 3.26: Knowledge Management: Basic Concepts: DIKW

152

Lesson 3.27: Knowledge Management: Service Knowledge Management System

153

Lesson 3.28: Knowledge Management: SKMS

A set of tools for managing knowledge and information.

SKMS includes CMS.

SKMS contains all the information needed to manage the lifecycle of IT Services.

154

Module 4 : Summary

• Goals and Objectives• Service Transition V Model• Service Transition processes:

Change ManagementService Asset and Configuration ManagementRelease and Deployment ManagementKnowledge Management

155

Presenter

Presentation Notes

Module 4 : Quiz156

Module 4: Quiz

Question 1:

Which of the following statements about a standard change is INCORECT ?

a) A Standard change is a low risk change

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management

157

Module 4: Quiz

Question 2:Which statement is the CORRECT statement about the relationship between CMS and SKMS ?

a) The SKMS is a part of the CMS

b) The CMS is a part of the SKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same

158

Module 4: Quiz

Question 3:

Whish of the following is an activity of SACM ?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across the organization

d) Design Service models to justify ITIL implementations

159

Module 4: Quiz

Question 4:Which of the following does Service Transition provide guidance on:1. Moving New and Changed Services to production2. Testing and Validation3. Transfer of services to and from external service provider

a) All of the above

b) None of the above

c) Only 1 and 2

d) Only 1

160

Module 4: Quiz

Question 5:Which of the following is an INCORRECT Release and Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual

161

Module 4: Quiz

Question 6:Which of the following would be stored in the DML?1. Copies of Purchased software2. Copies of Internally developed software3. Relevant License documentation4. The Change schedule

a) All of the above

b) 1 and 2 only

c) 3 and 4 only

d) 1, 2 and 3 only

162

Module 5

Service Operations

163


• Understand the Goals and Objectives of Service Operations

• Briefly Explain What Value Service Operations provide to business

• Understand Key Concepts & definitions• Understand the Role of Communication in Service

Operations

Lesson 1.0: Service Operations164

Lesson 1.1: Service Operations: Objectives

To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers.

Responsible for the ongoing management of the technology that is used to deliver and support services.

Carrying out activities and Processes required to deliver and manage Services at agreed levels.

KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery so as to ensure value to business and the service provider

165


Service Operations is where the plans, designs and optimizations from other ITIL lifecycle phases are executed and measured.• Service value is modeled in Service Strategy• The cost of the service is designed, predicted and validated in

Service Design and Service Transition• Measures for optimization are identified in Continual Service

Improvement

From a customer viewpoint, Service Operation is where actual value is seen.

166

Lesson 1.3: Role of Communication

Good communication is important across all phases of the service lifecycle but particularly so in Service Operation

Good communication is needed between all IT Service Management staff and with users/ customers / partners.

Issues can often be mitigated or avoided through good communication .

All communication should have:- Intended purpose and/ or resultant action- Clear audience, who should be involved in deciding the

need/format

Examples of Communications in Service Operations· Routine operational communication· Communication between shifts· Performance reporting-Communication related to emergencies· Training on new or customized processes and service designs

167

Lesson 1.4: Events

An expected or unexpected change of state of a an IT component that could negatively impact delivery of IT services.

Events are typically notifications created by an IT service, Configuration Item (CI) or a monitoring tool.

Event Type Description

Informational An event that does not require any action, regular operationExample: Notification that a scheduled workload has completed

Warning An Event that is unusual but not an exception, requires closer monitoring.

Example: A servers CPU utilization is approaching maximum performance threshold.

Exception An Event signifying a service or a device is operating abnormallyExample: A PC scan reveals the installation of unauthorized software.

168

Lesson 1.5: Alerts & Incidents

Alert

A warning that a threshold has been reached, something has changed, or a Failure has occurred. Alerts are often created and managed by System Management tools.Alerts are managed by the Event Management Process.Objective is to notify the concerned Stakeholders

Incident

An unplanned interruption to an IT service.A reduction in the quality of an IT service.Failure of an IT component that has not yet affected service, but could likely disrupt service if left unchecked. This can be raised by IT support teams.

Example: Failure of a server in a clustered mode.

Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger Alerts

All Incidents are Events, but all Events are not Incidents

169

Lesson 1.6: Service Request

Service Request

A generic description for many varying types of demands that are placed upon the IT Department by the users.

Many of these requests are actually small changes – low risk, frequently occurring, low cost, etc.

Their scale and frequency, low-risk nature means that they are better handled by a separate process, rather than being allowed to congest and obstruct the normal Incident and Change Management processes.

Examples:A request to change a password, A request to install an additional software application onto a particular PC, A request to relocate some items of desktop equipment

170

Lesson 1.7: Problem & Workaround

Problem

The cause of one or more incidents.

The cause is not usually known at the time a Problem Record is created, and the Problem Management Process is responsible for further investigation.

Prioritized in the same way and for same reasons as Incidents.

Workaround

A temporary way to restore service failures to a usable level. For example; rebooting a server hang.

Used for reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available.

Workarounds for Incidents that do not have associated Problem Records are documented in the Incident Record.

Workarounds for Problems are documented in Known Error Records.

171

Lesson 1.8: Known Error (KE) and Known Error Database (KEDB)

Known Error (KE)

A Problem that has a documented Root cause and a Workaround.• A known error might be raised for

a problem whose root cause is not yet known but a workaround has been identified.

Known Errors are created and managed throughout their Lifecycle by Problem Management.

Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility reports for Windows by Microsoft

.

Known Error Database (KEDB)

A storage of previous knowledge of incidents and problems • exact details of the fault and the

symptoms that occurred• how they were overcome

Allows quicker diagnosis and resolution if Incidents/Problems recur.

172

Lesson 1.9: Impact, Urgency & Priority

Impact A measure of the effect of an Incident, Problem or Change on Business Processes.

Based on how Service levels will be affected.

Urgency A measure of how long it will be until an Incident, Problem or Change has a significant Impact on the Business.

Priority The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify required times for actions to be taken.• For example, the SLA may state that Priority 2 Incidents must

be resolved within 12 hours.

173

Lesson objectives


• State the objectives and basic concepts for Event Management

Lesson 2.0: Service Operations Process174

Presenter

Presentation Notes

They key concepts of service strategy are Creating value to business through services and How to sell or propose new services through a business case This lesson focuses on clarifying these concepts.

Lesson 2.1: Event Management: Objectives

ObjectivesTo detect events, make sense of them and determine the appropriate control action.

Can be used as a basis for automating many routine Operations Management activities,

For example- executing scripts on remote devices, or - submitting jobs for processing

It provides a way of comparing actual performance and behavior against design standards and SLAs.

Provide the basis for Operational Monitoring and Control

Definition

The process responsible for monitoring Events throughout their Lifecycle.

175

Presenter

Presentation Notes

To elaborate, Utility is Functionality offered by product /service as the customer views it whereas Warranty is a promise that the product/service will meet agreed requirements. Utility is What the customer gets whereas Warranty is How it is delivered Utility is Fitness for purpose whereas Warranty is Fitness for use Utility Increases performance average whereas Warranty Reduces performance variation By describing both Service Utility and Service Warranty, it enables the provider to clearly establish the value of the Service, differentiate themselves from the competition and, where necessary, attach a meaningful price tag that has relevance to the customer and associated market space.

Lesson 2.2: Event Management: Process Activities

Process ActivitiesEvent occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event)(Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure

176

Lesson 2.3: Event Management: Event Logging & Filtering

177

Presenter

Presentation Notes

Events occur continuously, but not all of them are detected or registered. Once an Event Notification has been generated, it will be detected by an agent running on the same system, or transmitted directly to a management tool specifically designed to read and interpret the meaning of the event. Filtering the occurs, to decide whether to continue treating the event or to ignore it. If ignored, the Event will usually be recorded in a log file on the device, but no further action will be taken. If not ignored, the first level of correlation is performed, I.e the determination of whether the Event is Informational, a Warning, or an Exception (see next pages). This correlation is usually done by an agent that resides on the CI or an a server that the CI is connected to. The filtering step is not always necessary. For some Cis, every Event is significant and moves directly into a management tools correlation engine, even if it is duplicated. Also, it may have been possible to turn off all unwanted Event notifications.

Lesson 2.4: Event Management: Managing Exceptional Events

178

Presenter

Presentation Notes

If the output of Filtering is an Exception, It means that a service or device is currently operating abnormally (however that has been defined). Typically this means that an OLA and SLA have been breached and the business is being impacted. Exceptions could represent a total failure, impaired functionality or degraded performance. Please note, through, that an Exception does not always represent an incident / problem. For example an exception could be generated when an unauthorized device is discovered on the network. This can be managed by using either an Incident Record or a request for Change ( or even both ) depending on the organizations Incident and Change Management Policies. Examples of Exceptions include : A server is down Response time of a standard transaction across the network has slowed to more than 15 seconds More than 150 users have logged on to the General Ledger application concurrently A segment of the network is not responding to routine requests.

Lesson 2.5: Event Management: Managing Information & Warning Events

179

Presenter

Presentation Notes

If the output of filtering is Informational, It refers to an Event That does not require any action, and does not represent an exception. They are typically stored in the system or service log files and kept for a predetermined period. Informational Events are typically used: To check on the status of a device or service To confirm the successful completion of an activity To generate statistics, such as the number of users logged on As an input to investigation, such as which jobs completed successfully before the transaction processing queue hung Examples of informational Events include : A device has come online A job in the batch queue complete successfully A user logs onto an application A transaction is completed successfully. If the output of filtering is a Warning, it is an event that is generated when a service or device is approaching a threshold. Warnings are not typically raised for a device failure, although there is some debate about whether the failure of a redundant device is a Warning or Exception ( since the service is still available). A good rule is that every failure should be treated as an Exception, since the risk of an incident impacting the business is much greater. Examples of Warning Events include: Memory utilization on a server is currently at 65% and increasing. If the reaches 75% response times will be unacceptable long and the OLA for that department will be breached The collision rate on a network has increased by 15% over the past hour and the threshold is 30% Alert and human intervention If the Event requires human intervention it will need to be escalated via an alert. The purpose of the alert is to ensure that the person with the skills appropriate to deal with the Event is notified. Example: changing a toner cartridge in a printer when the level is low.

Lesson 2.6: Incident Management: Objectives

DefinitionThe process for dealing with all incidents; this can include failures, questions or queries reported by the users (usually via a telephone call to the Service Desk), by technical staff, or automatically detected and reported by event monitoring tools.

ObjectivesTo restore normal service operation as quickly as possible and minimize the adverse impact on business operations

To ensure that the best possible levels of service quality and availability are maintained, i.e. restore service within SLA’s

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Lesson 2.7: Incident Management: Scope and Value to Business

Scope

Managing any disruption or potential disruption to live IT services

Incidents identified • Directly by users through the

service Desk• Through an interface from Event

Management to incident Management tools

Reported and/or logged by technical staff

Value to Business

Lower downtime to the business, which in turn means higher availability of the service.

The capability to identify business priorities and dynamically allocate resources as necessary.

The ability to identify potential improvements to services.

181

Presenter

Presentation Notes

Incidents can also be reported and/or logged by technical staff (if for example they notice something untoward with hardware or network component they may report or log an incident and refer it to the Service Desk) This does not mean, however, that all Events are Incidents. Many classes of Events are not related to disruptions at all, but are indicators of normal operation or simply informational. Incident Management is highly visible to the business, and it is therefore easier to demonstrate its value than most areas in Service Operation. For this reason, Incident Management is often one of the first processes to be implemented in Service Management Projects. The added benefit of doing this is that Incident Management can be used to highlight other areas that need attention – thereby providing a justification for expenditure on implementing other processes.

Lesson 2.8: Incident Management: Basic Concepts

Time Scales • Timescales must be agreed for all incident handling stages.- Depending on Priority & SLA’s- Documented in OLA’s & UC’s

• All support groups should be made fully aware of these

timescales.

Incident Models An Incident model is predefined steps to handle a particular Incident.The incident model should include:• The steps that should be taken to handle the incident• The order in which these steps should be taken in.

• Responsibilities; who should do what

Major Incident An Incident Model to handle Incidents of Major Impacts and great Urgency.

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Lesson 2.9: Incident Management: Process Flow & Activities

183

• Service break/ degrading Events

• Potential problems

• RFC for resolving Incidents• Incidents from Failed

Changes

• SLA’s, OLA’s, UC’s

• Performance incidents

• Incident Workarounds

• Availability incidents

• CI data• Maintain faulty CI

Status

Lesson 2.10: Incident Management: Process Interfaces

Problem Manage

ment

Incident Management

Event Manage

ment

Change Manage

ment

Capacity Manage

ment

*SACM: Service Asset & Configuration Management

184

Presenter

Presentation Notes

The interfaces with Incident Management include: Problem Management: Incident Management forms part of the overall process of dealing with problems in the organization. Incidents are often caused by underlying problems, which must be solved to prevent the incident from recurring. Service Asset and Configuration Management: Provides the data used to identify and progress incidents. One of the uses of the Configuration Management System ( CMS) is to identify faulty equipment and to asses the impact of an incident. The CMS also contains information about which categories of incident should be assigned to which support group. In turn, Incident Management can maintain the status of faulty CIs. Change Management: where a change is required to implement a workaround or resolution, this will need to be logged as an RFC and progressed through Change Management. In turn, Incident Management is able to detect and resolve incidents that raise from failed changes. Capacity Management: Incident Management provides a trigger for performance monitoring where there appears to be a performance problem. Capacity Management may develop workarounds for incidents. Availability Management: Will use incident management data to determine the availability of IT services and look at where the incident lifecycle can be improved. Service Level Management ( SLM ): The ability to resolve incidents in a specified time is a key part of delivering an agreed level of service. Incident Management enables SLM to define measurable responses to service disruptions. SLM defines the acceptable levels of service within which Incident Management works, Including: Incident response times Impact definitions Target fix times Service definitions, which are mapped to users Rules for requesting services Expectations for providing feedback to users Event Management : Events may trigger incidents

Lesson 2.11: Problem Management: Objectives

DefinitionThe process responsible for managing the lifecycle of all problems.

Problem Management seeks to identify and remove the root-cause of Incidents in the IT Infrastructure.

ObjectivesTo prevent problems and resulting incidents from happening and to eliminate recurring incidents

To minimize the impact of incidents that cannot be prevented.

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Lesson 2.12: Problem Management: Scope and Value to Business

Scope

Activities required to diagnose the root cause of incidents and to determine the resolution to those problems.

Responsible for ensuring that the resolution is implemented through the appropriate control procedures, especially Change Management and Release Management.

Maintain information about problems and the appropriate workarounds and resolutions

Value to Business

Together with Incident and Change Management increases IT service availability and quality.

Reduction in downtimes and disruptions of Business critical systems.

Reduced expenditure on workarounds or fixes that do not work

Reduction in cost of effort in fire-fighting or resolving repeat incidents.

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Lesson 2.13: Problem Management: Basic Concepts

Reactive Problem Management

• Resolution of underlying cause (s)

• The activities are similar to those of Incident Management for the logging, categorization and classification for Problems. The subsequent activities are different as this is where the actual root-cause analysis is performed and the Known Error corrected.

• Covered in Service Operation

Proactive Problem Management

• Prevention of future problems by analyzing Incident Records, and using data collected by other IT Service Management processes and external sources to identify trends or significant problems.

• Generally undertaken as part of Continual ServiceImprovement (CSI)

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Lesson 2.14: Problem Management: Process Flow: Reactive Problem Management

Problem detection &

Logging

Problem Categorization & Prioritization

Problem Investigation &

Diagnosis

Workarounds & raising Known Error Records

Problem Resolution &

Closure

Major Problem Reviews

Errors from Development /

Suppliers

Known Error

Database

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Lesson 2.15: Problem Management: Process Flow: Interfaces with Other Processes

Problem Management

• ensures that all resolutions or workarounds that require a change to a CI are submitted through Change Management through an RFC.

• uses the CMS to identify faulty CIs and also to determine the impact of problems and resolutions.

• assists in ensuring that the associated known errors are transferred from the development Known Error Database into the live Known Error Database.

• contributes to improvements in service levels, and its management information is used as the basis of some of the SLA review components.

• Capacity Management helps in problem investigation and resolution

• When a significant problem is not resolved before it starts to have a major impact on the business, it interfaces with ITSCM

• Problem Management provides management information about the cost of resolving and preventing problems

Change Management

Configuration Management

Release & Deployment Management

• Is involved with determining how to reduce downtime and increase uptime through proactive problem management techniques

Availability Management

Capacity Management

IT Service Continuity Management

Financial ManagementService Level Management

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Lesson 2.16: Request Fulfillment Process

DefinitionThe processes of dealing with Service Requests from the users.

ObjectivesTo provide pre-defined pre-approved standard services to users.

To provide users with information on available services and procedures for obtaining them.

Deliver requested standard services.

Assist IT users with general information, comments and complaints

Basic ConceptsRequest models – Specific procedures for handling certain types of requests

For example; IMACS, Password resets, etc.

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Lesson 2.17: Access Management: Objectives

DefinitionThe process of granting authorized users the right to use a service, while preventing access to non-authorized users.

• Also referred to as Rights Management or Identity Management. • In practice, Access Management is the operational enforcement of the

policies defined by Information Security Management.

ObjectivesTo grant authorized users the right to use a Service and deny access to unauthorized users

To Execute policies and actions defined in Security and Availability Management

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Lesson 2.18: Access Management: Basic Concepts

Basic ConceptsAccess • Access refers to the level and extent of a service’s functionality

or data that a user is entitled to use.

Identity • The information about the user that distinguishes them as an individual, and which verifies their status within the organization.

• By definition, the identity of a user is unique to that user.

Rights • Also called privileges, refer to the actual settings whereby a user is provided access to a service or group of services.

• Typical rights or levels of access include read, write, execute, change, delete.

Service/ Service Groups

• Granting users/User groups access to similar set of services

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Lesson objectives


• Explain the role, objectives and organizational structures of Service desk

Lesson 3.0: Service Operations: Functions193

Lesson 3.1: Service Desk

DefinitionA Service Desk is a functional unit made up of a dedicated number of staffresponsible for dealing with a variety of service events, often made via telephone calls, web interface, or automatically reported infrastructure events.

Acts as daily Single point of contact for IT users

ObjectivesTo restore the ‘normal service’ to the users as quickly as possible.

Operate as Level 1 for Incident Management and Request Fulfillment i.e. Log calls, do initial diagnosis and investigation and if possible resolve and close.

Manage Incidents throughout its lifecycle, which also includes usercommunication and Technical & hierarchical escalations.

Conducting customer/user satisfaction survey.

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Lesson 3.1: Purpose of Service Desk

Purpose of Service Desk

Improved customer service, perception of IT and satisfaction with IT services

Increase accessibility to IT services through a single point of contact, communication and information.

Better quality and faster turnaround of customer or user IT requests

Enhanced focus and a proactive approach to IT service provisioning.

More meaningful management information for decision support

Improved teamwork and communication amongst IT staff.

A reduced negative business impact.

Improved usage of IT Support resources and increased productivity of business personnel.

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Lesson 3.2: Organization Structures

Type Description

1. Local Located physically close to the user community it serves.

2. Centralized Service desk is deployed at one central physical location.

3. Virtual Impression of single, centralized Service desk, through the use of technology and tools to create a virtual Service desk.

4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7 service.

5. Specialized ‘specialist groups’ within the overall Service Desk structure, so that incidents relating to a particular IT service can be routed directly (normally via telephony selection or IVR or a web-based interface) to the specialist group.

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Lesson 3.3: Service Desk Function: Organization Structures- Local

Service Desk (local)

Third Party Support

Application Support

Infrastructure Support

Local Users

LocalAids communication and gives a clearly visible presence

Can often be inefficient and expensive to resource due to low call volumes

Reasons for a Local service desk…• Language and cultural or

political differences• Different time zones• Specialized groups of users• VIP/criticality status of users.

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Lesson 3.4: Service Desk Function: Organization Structures- Centralized

Customer Site 1

Customer Site 2

Customer Site 3

Service Desk (centralized)

Second-Line Support

Third party Support

ApplicationSupport

InfrastructureSupport

Centralized

Local Service Desks merged into one or few locations.

more efficient and cost-effective, allowing fewer overall staff to deal with a higher volume of calls.

‘local presence’ to handle physical support requirements, but controlled and deployed from the central desk.

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Lesson 3.5: Service Desk Function: Organization Structures- Virtual

Virtual

Single Visible Service Desk which may actually be run by staff in multiple locations.

Allows for ‘homeworking’, secondary support group, off-shoring or outsourcing – or any combination necessary to meet user demand.

Safeguards are needed to ensure consistency and uniformity in service quality and cultural terms

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Lesson 3.6: Service Desk: Service Desk Staffing

Service Desk StaffingCorrect number and qualification at any given time, considering• Customer expectations and business requirements

e.g. call response time (SLA) , Budget

• Number of users to support, their language and skills

• Coverage period, out-of-hours, time zones/locations, travel time

• Processes and procedures in place, Infrastructure for short breaks

Minimum qualifications

• Interpersonal skills, Business and underlying IT understanding

• Skill sets

Customer and Technical emphasis, Expert

Typing skills

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Lesson 3.7: Service Desk: Service Desk Metrics

Service Desk MetricsPeriodic evaluations of health, maturity, efficiency, effectiveness and any opportunity to improve

Realistic and carefully chosen – total number of call is not itself good or bad

Some examples:

• First-line resolution rate

• Average time to resolve and/or escalate an incident

• Total costs for the period divided by total call duration minutes

• The number of calls broken by time of day and day of week, combined with the average call-time

• Customer/User Satisfaction surveys

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Lesson 3.8: Technical Management

Role of Technical Management FunctionThe groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure

Custodian of technical knowledge and expertise related to managing the IT Infrastructure.

Provides the actual resources to support the ITSM Lifecycle.- Ensures that resources are effectively trained and deployed to design,

build, transition, operate and improve the technology required to deliver and support IT services.

ObjectivesTo help plan, implement and maintain a stable technical infrastructure to support the organization’s business Processes

-Well designed and highly resilient, cost-effective infrastructure configuration- Use of adequate technical skills to maintain the technical infrastructure and to

speedily diagnose and resolve any technical failures that do occur.

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Lesson 3.9: Application Management

Role of Application Management FunctionResponsible for managing applications throughout their lifecycle.

• Custodian of technical Knowledge and expertise related to managing application, whether purchased or developed in-house.

• It provides the actual resources to support the ITSM Lifecycle• Providing guidance to IT Operations about how best to carry out the

ongoing operational management of applications.• The integration of the Application Management Lifecycle into the ITSM

Lifecycle

ObjectivesTo helping to identify functional and manageability requirements for application software so as to support the organization’s business Processes.

Assist in design and deployment of applications.

Assist in ongoing support/maintenance/improvement of applications.

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Lesson 3.10: IT Operations Management Function

Role of IT Operations Management Function

The function responsible for the ongoing management and maintenance of an organization ’s IT Infrastructure to ensure delivery of the agreed level of IT services to the business.

Operations Control - oversees the execution and monitoring of the operational activities and events in the IT Infrastructure.

Includes Console Management, Job Scheduling, Backup & restore, Print & output Management and Maintenance activities on behalf of Technical or Application Management teams.

Facilities Management - The management of the physical IT environment, typically a Data Centre or computer rooms and recovery sites together with all the power and cooling equipment.

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Lesson 3.11: IT Operations Management Objectives

Objectives

Maintenance of the as- is infrastructure and procedures to achieve stability of the organization’s day-to-day processes and activities.

Regular scrutiny and improvements to achieve improved service at reduced costs, while maintaining stability.

Swift application of operational skills to diagnose and resolve any IT operations failures that occur.

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Module 5 : Quiz206

Service Operations : Quiz

Question 1:

Major Incidents require:

A. Separate procedures

B. Less urgency

C. Longer timescales

D. Less documentation

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Question 2:Which of the following should be done when closing an Incident?

1: Check the Incident categorization and correct it if necessary2: Decide whether a Problem needs to be logged

A. 1 only

B. Both of the above

C. 2 only

D. None of the above

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Question 3:Which of the following is NOT a valid objective of Request Fulfillment?

A. To provide information to users about what services are available and how to request them

B. To update the Service Catalogue with services that may be requested through the Service Desk

C. To provide a channel for users to request and receive standard services

D. To source and deliver the components of standard services that have been requested

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Question 4:Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Application Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Technical Management

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Question 5:What is the BEST description of the purpose of Service Operation?

A. To decide how IT will engage with suppliers during the Service Management Lifecycle

B. To proactively prevent all outages to IT Services

C. To design and build processes that will meet business needs

D. To deliver and manage IT Services at agreed levels to business users and customers

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Question 6: Which of these activities would you expect to be performed by a Service Desk?

1: Logging details of Incidents and service requests2: Providing first-line investigation and diagnosis3: Restoring service4: Diagnosing the root-cause of problems

A. All of the above

B. 1, 2 and 3 only

C. 1, 2 and 4 only

D. 2, 3 and 4 only

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End of Module 5213

Module 6


214


• Understand the Goals and Objectives of Continual Service Improvement

Lesson 1.0: Continual Service Improvement

215

Presenter

Presentation Notes


Lesson 1.1: Continual Service Improvement -Goals

To continually align IT Services to the changing Business needsby identifying and implementing improvements.

Continually be on the lookout for improvements related toprocess effectiveness and efficiency.

To implement improvement plans in a cost-effective manner.

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Lesson 1.2: Continual Service Improvement -Objectives

•Review analyze and recommend improvement opportunities in all thelife cycle phases

•To make CSI activities, fact based, CSI Reviews and analyze Servicelevel achievement results

•Identify and implement activities for improve service efficiency andeffectiveness to improve service quality

•Improve cost effectiveness

•Ensure appropriate quality management methods are used tosupport CSI activities

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Lesson 1.3: Continual Service Improvement -Scope

Scope of CSI:

Overall health of ITSM. It takes care of entire ITSM as well as alldependent services.

Alignment of the service portfolio with business needs

After implementing and operating processes, CSI help Maturing theprocesses.

Organization need to:

•Review management information and trends of service delivery

•Ensure outputs of enabling ITSM are achieving results

•Conduct audits to access maturity of process, compliance of processes.

•Conduct customer satisfaction surveys.

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• Understand the Basic Concepts and Key Principles of Continual Service Improvement

• John Kotter’s eight steps for Organization Transformation

Lesson 2.0: CSI – Key Principles and Models

219

Lesson 2.1: CSI and Organizational Change

Successful CSI requires organizational change

Organizational change presents challenges

Use formal approaches to address people-related issues:

John Kotter’s “Eight steps to transforming your organization”

Project Management

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Lesson 2.2: John Kotter’s 8 steps to Organizational Transformation

Steps Quotes

1 Creating Sense of urgency

• 50% of transformations fail in this stage.• Without motivation, people won’t help and efforts goes nowhere• 76% of company’s management should be convinced of the need

2 Forming a guiding coalition

• Understand difficulties and producing change.• Lack of effective, Strong leadership• Not a powerful coalition. Opposition eventually stops the change initiatives.

3 Creating a Vision • Without a sensible vision transformation effort can easily dissolve into a list of confusing, incompatible projects.• An explanation of 5 minutes should obtain reaction of “understanding” and “Interest”.

4 Communicating Vision • Without credible communication, and lot of it, the hearts and minds of the troops are never captured.• Make use of all communication channels.

Reference: Crown copyright OGC.

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Lesson 2.3: John Kotter’s 8 steps to Organizational Transformation…contd

Steps Quotes

5 Empowering others to act on vision

• Structures to underpin the vision.. And removal of barriers to change.• More people involved, the better the outcome.• Reward initiatives.

6 Planning for and creating quick wins

• Real transformation takes time. Without quick wins too many people give up or join the ranks of those opposing change.• Actively look for performance improvements and establish clear goals.• Communicate success.

7 Consolidating improvements and producing more change

• Until changes sink deeply into the culture new approaches are fragile and subject to regressions.• In many cases worker revert to old practices.• Use credibility of quick wins to tackle even bigger problems.

8 Institutionalize the change

• Show how new approaches, behavior and attitude have helped improve performance. Ensure selection and promotion criteria underpin the new approach.

Reference: Crown copyright OGC.

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Lesson 2.4: Service Measurement

The ability to predict and report service performance against targets of an end-to-end service is known as Service Measurement.

Will require someone to take the individual measurements and combine them to provide a view of the customer experience.

This data can be analyzed over a period of time to produce a trend.

This data can be collected at multiple levels, (for example, CIs, processes, services).

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Lesson 2.5: Reasons to Monitor & Measure224

Lesson 2.5: Types of Metrics

Technology metrics: typically components and applications For example

•Performance

•Availability

Process metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes

Service metrics: end-to-end service metrics (often Service metrics are a sum of process and technology metrics)

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Lesson 2.6: Key Definitions

Improvement – Favorable Outcome showing a measurable increase in a desirable metric or a decrease in undesirable metric.

Benefit – Gain achieved from Improvement. This is generally associated with ROI or VOI.

Return on Investment (ROI) – Quantifiable monetary benefit achieved by expending a certain amount of money, usually expressed as a percentage.

Value on Investment (VOI) – Non monetary benefit, such as branding, achieved by expending a certain amount of money.

Baseline – Benchmark used as a reference point for later comparison.

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7 – Step Improvement Process – PDCA cycle

Lesson 2.7: Seven Step Improvement Process- PDCA Cycle

DEFINE WHAT YOU SHOULD MEASURE

DEFINE WHAT YOU CAN MEASURE

GATHER THE DATA – WHO, HOW, WHEN

PROCESS THE DATA

ANALYZE THE DATA

PRESENT AND USE THE DATA

IMPLEMENT CORRECTIVE

ACTION

PLAN

DO

CHECK

ACT

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Lesson 2.8: Continual Service Improvement Model

228

Module 6 : Quiz229

Module 6: Quiz

Question 1:Which of the following does CSI provide guidance on?1. How to improve process efficiency and effectiveness2. How to improve services3. Improvement of all phases of service lifecycle4. Measurement of processes and services

a) 1 and 2 only

b) All of the above

c) 2 only

d) 1, 3 and 4 only

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Module 6: Quiz

Question 2:Which is the first activity of the CSI model?

a) Carry out a baseline assessment to understand the current situation

b) Understand the Business Vision and Objectives

c) Agree on priorities for Improvement

d) Create and verify a plan

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Module 6: Quiz

Question 3:

Which of the following is NOT a metric described in CSI?

a) Process Metric

b) Personnel Metric

c) Service Metrics

d) Technology Metrics

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Module 6: Quiz

Question 4:Which of the following are objectives of CSI?1. To improve process efficiency and effectiveness2. To improve services3. To improve all phases of service lifecycle except Strategy4. To improve International standard such as ISO 20000

a) 1 and 2 only

b) 2 and 4 only

c) 1, 2 and 3 only

d) All of the above

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Module 6: Quiz

Question 5:Learning and Improvement is the PRIMARY concern of which of the following phases of service lifecycle?

a) Continual Service Improvement

b) Service Strategy and Service Design

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition and Service Operation

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Module 6 : Summary

Goals and Objectives of CSIJohn Kotter’s 8 steps of Organizational TransformationService Measurement and Metrics7 Step Improvement processCSI Improvement Model

235

Presenter

Presentation Notes

Module 7: ITIL V3 Foundation Exam Tips236

Presenter

Presentation Notes

ITIL V3 Foundation Certification ExamPractical Tips

• Read the question CAREFULLY

• At this level of exam the obvious answer is often the correct answer (if you have read the question carefully!)

• Beware of being misled by the preliminary text for the question

• If you think there should be another choice that would be the right answer, then you have to choose the “most right”

• Use strategies such as “What comes first?” or “What doesn’t belong?” to help with the more difficult questions

• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then try to eliminate combinations that are immediately incorrect (based on something you can remember) so that the question is broken into smaller, and more manageable pieces.

237

ITIL V3 Foundation Certification Exam : Practical Tips

Sample Question

Which of the following statements is CORRECT for ALL processes?

a) They define functions as part of their design

b) They should deliver value for stakeholders

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes

Lets see with an example how to answer the questions.

The question is asking “ What all statements given below are

applicable to all the processes ?”

After going through all the statements listed, This seems to be the obvious answer, But assuming this isn't an

obvious answer, lets evaluate other options.

Using Elimination Methodology, this statement is ruled out, as function design is not

applicable to ALL process designs.

Again Using Elimination Methodology, this statement is ruled out, as not all processes

are carried out by external service provider, some might be carried out by internal teams

as well.

This statement is also ruled out, as processes are not units of organizations, they are called functions. This leaves the Statement B as the

best answer.

238

ITIL V3 Foundation Certification Exam Practical Tips

Which of the following statements about a Definitive Media Library (DML) are CORRECT?

1. The DML can include a physical store2. The DML holds definitive hardware spares3. The DML includes master copies of controlled documentation

a) All of the above

b) 1 and 2 only

c) 2 and 3 only

d) 1 and 3 only

Let us look at another example.

Sample QuestionThe question is asking what all

statements are applicable for DML

Statement 2 is incorrect as DML stores only Media and related documentation, Hardware spares are

stored in DHS

Statement 1 & 3 are correct by the definition of DML

Based on the above three statements, Choices A, B and C are eliminated as they include statement 2, only Choice D is correct

239

Module 6 : Summary

Thank You

240

Presenter

Presentation Notes

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