ITILV3F

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Vinsys IT Services (I) Pvt. Ltd.

ITIL V3 Foundation training

ITILV Foun at on ourse

ITILV3:conceptualoverview

CourseStructure

Service Strategy

Process orientationService Design

Service Transition

Service OperationITILV3Overview

Terminology

Inputs and outputs

Activities

Process flow / diagram

Process Roles

Challenges

KPIs

CSI

ITIL V3 Foundation Course Structure

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Service

Serviceis: ameanso e ver ngva ue ocus omer y

facilitatingoutcomescustomerswanttoachieve

withouttheownershipofspecificcostsandrisks

Servicemanagementis: setofspecializedorganizationalcapabilities

forprovidingvaluetocustomers

intheformofservices

Servicesmay

be

defined

by

specifications,

but

Customer

outcomesarethegenesisofservices

Roleof

IT

Governance

ENTERPRISE GOVERNANCE

AccountabilityAssurance

Value CreationResource Utilization

Corporate Governancei.e. Conformance

Business Governancei.e. Performance

Enterprise Governance. a framework that covers Corporate Governance and ITGovernance

Corporate Governance it is about promoting corporate fairness transparency andaccountability.

IT Governance - Leaderships organizational structures and processes that ensurestrategies and objectives are achieved.

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People

4Ps in Service Management.

ProcessesProducts/

Technology

Partners/Suppliers

ITSM NeedandConcepts.

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WhatareGoodPractices

Goodpractices:

Practices

that

are

widely

used

in

industry

by

com anies ettin oodresults

Reasonstoadoptgoodpractice:

Dynamicenvironments

Performancepressure

Benefits:Theyhelporganizationsbenchmarkthemselvesagainstpeersinthesameandglobalmarketstoclosegapsincapabilities

Sources:Public

frameworks,

standards,

proprietary

knowledge

ofindividualsandorganizations,communitypractices,etc.

SourcingGood

Practices

Employees

Customers

Suppliers

Standards

Industry practices

Academic researchSources

(Generate)

Enablers

(Aggregate)

Competition

Com liance

Advisors

Technologies

Training & education

Internal experience

Substitutes

Re ulatorsDrivers (Filter) Scenarios

CommitmentsCustomers

(Filter)

Knowledge fit for business objectives,context, and purpose

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Processes,Roles&Functions

Processes: Aprocessisasetofcoordinatedactivities

inordertoproduceanoutcome which,directlyorindirectly,createsvalue foranexternalcustomerorstakeholder

Roles: Asetofresponsibilities

definedinaprocess andassignedtoapersonorteam

One ersonorteamma havemulti leroles

Functions: Functionsareunitsoforganizations

specializedto

perform

certain

types

of

work

andberesponsibleforspecificoutcomes

ProcessModel

Process Control

Process Owner

Process Policy

Process Objectives

Process

Process

Inputs

DocumentationProcess Feedback

Process ActivitiesProcess Metric

Process

Procedures

ProcessOutputs

Process Roles

Process

Improvements

Process WorkInstructions

Process Enablers

Including process

reports and reviews

Process ResourcesProcess

Capabilities

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CharacteristicsofProcesses

Theyaremeasurable

Theyhavespecificresults

rocesses avecus omers

Theyrespond

to

specific

events

RACIModel

Responsible(thedoer)

Theindividual(s)whoactuallycompletesthetask

Accountable(theManager)

Theindividualwhoisultimatelyresponsible

Only1personcanbeaccountableforeachtask

yesornoauthorityandvetopower

Consulted(thegyannis)

Theindividual(s)tobeconsultedpriortoafinaldecisionoraction

involvementthroughinputofknowledgeandinformation

Theindividual(s)whoneedstobeinformedafteradecisionoractionistaken.

Thisincorporatesonewaycommunication

receivinginformationaboutprocessexecutionandquality

RACImodelensuresadequatespreadofresponsibilities

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KeyrolesinServiceMgmt

ProcessOwner

: Accountable

for

the

overall

process

performance

ServiceOwner: Accountableforaspecificservicewithinanorganizationregardlessofwheretheunderpinningtechnologycomponents,processesorprofessionalcapabilitiesreside.

Responsibilityofownersisto: .

accountability)2. Identifyareasofimprovementsandrecommending

appropriatechanges

3. Guideprocessandserviceimprovementinitiatives

TheServiceLifecycle

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ITILV3Core

Service

ContinualService

ImprovementService

Strategy

Service

Transition

Servicees gn opera on

ChangingTrends

in

Business

Organizationswishtouseresourceswithoutowningthem

(websites,kiosks,etc)

Physicalcapacityisnotaqualityconstraint

NewServicesarecomposedfromexistingservicesavailableinpublicspace

Informationitselfisabasisforvalue,notmerelyasupportingelement

ITcapabilitiesandresources basisforcreatingvalue

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Strategic.

Strategicperspective

needs

to

understand

how

services

providedifferentiated value

Beinglowestcostproviderisnotsufficientunlesstheprovidercangivestrategicadvantage

Strategicassetsprovide: Basisforcorecompetence

Distinctiveperformance

Durableadvantage,and

Meanstobecomenotoptional Differentiatingyouroffering(what,form,terms,etc.)tooutperform

thealternatives

available

to

the

customer

ServiceManagementlifecycle overview

ServiceStrategy

ConstraintsRequirements

Requirements The Business / Customers

1. Service Catalogue Mgt

1. Strategy Generation2. Sourcing Strategy3. Service Portfolio Mgt4. Finance Management5. Demand Management

S

ervicePortfolio

S

erviceCatalogue

Service

Design

ServiceTransition

Strategies

Solution

Designs

ArchitecturesStandards

SDP s

Transition

Plans

Tested

solutions

SKMS1. Transition Planning and Support2. Change Management3. Service Asset and Configuration Mgt

4. Release and Deployment Mgt

2. Service Level Mgt3. Capacity Mgt4. Availability Mgt5. Service Continuity Mgt6. Information Security Mgt7. Supplier Mgt

Operation

Improvement

actions and plans

Operational

Plans

Continual ServiceImprovement

Operational

Services

1. The 7 Step Improvement Process2. Service Reporting3. Service Measurement4. ROI for CSI5. Business Questions for CSI6. Service Level Management

1. Event Management2. Incident Management3. Request Fulfillment4. Problem Management5. Access Management

5. Service Validation and Testing6. Evaluation7. Knowledge Mgt

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CSI Runningacrossallphases

Feedback

Lessons Learned

for ImprovementFeedback

Lessons Learned

for Improvement

Service Strategies

Strategies,

Policies,

Standards

Output

Output

Feedback

Lessons Learned

for Improvement

Service Design

Plans to create and modify

services and service

management processes

Service Transition

Manage the transition of

new or changed services

or service management

process into production

Feedback

Lessons Learned

for Improvement

Feedback

Lessons Learned

for Improvement

Output

Service Operation

Day-to-day operations of

services and service

management processes

Continual Service ImprovementActivities are embedded in the service lifecycle

ServiceStrategy

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Goals&ObjectivesofSS

Goal isto

help

service

providers

to

operateandgrowsuccessfullyinthelongterm providetheabilitytothinkandactinastrategicmanner

Objectives:

Toprovidedirectionfor Growth

Prioritizinginvestmentsand

Definingoutcomes

Toinfluenceorganizationalattitudesandculturetowardsthecreationofvalueforcustomersthroughservices

Toensure

effective

communication,

coordination,

and

control

among

various

partsofaserviceorganization

BusinessValue

of

SS

Setscleardirectionforeveryoneforquickerdecisionmaking

Helpsserviceorganisationtoprioritizeinvestmentstogetplannedreturns

Helpsbuildingstrategicassetswhichaddvaluetobusiness

GuidesentireSD,ST&SOinacoherentmannerforeffective

serviceo erations

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ServiceAssets ResourcesandCapabilities

Capabilities Resources

A1

A2

A3

A9

A8

A7

Management

Organization

Processes

Financial capital

Infrastructure

Applications

A4

A5

A6Knowledge

People

Information

People

ServiceAssets:BasisforValueCreation

+ +

Performance

potential

Customer

AssetsServices Service

Assets

Service

potential

+

Business

outcomes

Value

potential

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ServiceModel

(Structure)

Service models describe the structure and dynamics of a

service

Configuration of

service assets

(Service Design)

Service

Model

interact with customer asset

and create value

(Dynamics)

erv ce

OperationActivities, events

and interactions

(Service Design)

EconomicValue

of

Using

Service

Negative

difference

Positive

difference

Losses from

utilizing the

Net

difference

+Gains from

utilizing theservice

Based on DIY strategy or

existing arrangements

Reference

Value

Economic value

of service

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SS FourMainActivities

1. Definethe

market

Servicesandstrategy

Understandthecustomer

Understandtheopportunities

Classifyandvisualize

2. Developtheofferings Understandmarketspace

Outcomebaseddefinitionofservices

ServicePort o io Pipe ine,Cata ogue Retire services

3. Developstrategicassets Service

management

as

a

closed

loop

control

system

Servicemanagementasastrategicasset

4. Prepareforexecution.

SSActivity

Prepare

for

execution

4. Prepareforexecution

Strategicassessment

Settingobjectives

Aligningserviceassetswithcustomeroutcomes

Definingcriticalsuccessfactors

Criticalsuccessfactorsandcompetitiveanalysis

Prioritizin

investments Exploringbusinesspotential

Alignmentwithcustomerneeds

Expansionandgrowth

Differentiationinmarketspaces

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ServiceProvider&Types

ServiceProvider:Anorganizationsupplyingservicestoone

Pleasenote:ServiceProviderisoftenusedinshortforITServiceProvider

Therearethreearchetypesofbusinessmodelsforserviceprovisioning:

T eI internalservice rovider

TypeII sharedservicesunit

TypeIII externalserviceprovider

Processesin

Service

Strategy

(SS)

1. ServicePortfolioManagement(SPM)

.

3. FinanceManagement

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SPM Goal&Objectives

GoalofSPMistomanageServicePortfoliobyconsideringservicesin terms of the business value the rovide

Objectives Define:inventoryservices,ensurebusinesscase&validateportfoliodata

Analyze:maximizeportfoliovalue,align&prioritizeandbalancesupplyvs

demand

Approve:finalizeprocessportfolio,authorizeservices&recourses

Charter:communicatedecision,allocaterecoursesandcharterservices

Service Portfolio Management is a dynamic method forgoverning investments in service management across the

enterprise and managing them for value.

SPMProcess

Service Strategy

Define

Analyse

Inventories

Business Case

Value Proposition

Prioritization

Service Portfoliopprove

Charter

Authorization

Communication

Resource allocation

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ServicePortfolio

ServiceImprovement

Plan

Customer Market

Service Portfolio represents thecommitments and investments

made b service rovider across3

Customer

2

Space 1

Market

Space 2

Linked by

services

Market potential

Service

Portfolio

all customer and market spaces

Customer

1

Market

Space 3

Third-party

Services

Service Portfolio

ServiceCatalogue

Service Pipeline


Market

Third-partycatalo ue

spaces

Serviceconcepts

Customer

s

Servicedesigns

Servicetransitio

n

Serviceoperation

Retired

services

Resourcesengaged

Return on assetsearned from

Service operation

Resourcesreleased

Common pool of resources

Area of circle is proportional to resources currently engaged in the

lifecycle phase (Service Portfolio and Financial Management)

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ServiceComposition

ServiceDecomposition

Business Services

Business

Processes

IT Services

Decompos

iti

Internet

Resources and Capabilities

Personnel

on

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Risk&InvestmentDecision

VentureNew Market

Transform the

Business (TTB)

Growth

New services Existing market

DiscretionaryEnhance existing services

Grow the Business

(GTB)

Non-DiscretionaryMaintain Existing services

Core

Maintain Business critical services

Run the Business

(RTB)

DemandMgmt

Goal

&

Objectives

Goalofdemandmanagementisto:

un ers an an n uence us omer eman or erv cesand

providecapacitytomeetthesedemands

Pleasenote:

AtaStrategiclevelDemandManagementcaninvolveanalysisof

Patternso

Business

Activity

an

User

Pro i es.

AtaTacticallevelitcaninvolveuseofDifferentialChargingto

encourageCustomerstouseITServicesatlessbusytimes.

Itisverycloselylinkedtocapacitymanagement

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DemandMgmt BasicConcepts

Demand pattern

Demand

Capacity

management

plan

Delivery schedule

Incentives and penalties to

Pattern of

business

activity

Process

Process

Service belt

managemeninfluence consumption

UnderstandingSLP

Customer

Se ment X

Customer

Segment Z2

Customer

Segment Y

Customer

Segment Z

OEM

Segment

Service

Level

Package D

Service Level Package C

Service

Level

Service

LevelPackage BPackage A

Core Service Package

SLP is a defined level of Utility and Warranty for a particular Service Package. Each

SLP is designed to meet the needs of a particular PBA

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FinanceManagement Objectives

Enhanceddecisionmaking

ServicePortfolioManagement

Financialcomplianceandcontrol

Operationalcontrol

Valuecaptureandcreation

Activitiesof

FM

1. ServiceValuation

.

3. Fundingmodelalternatives

4. BIA BusinessImpactAnalysis

ImportantConcepts:

.

2. Accounting

3. Reporting

4. Charging

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Businesscasestructure

A.Introduction

B.Methodsandassumptions

Definestheboundariesofthebusinesscase,suchastimeperiod,whosecostsandwhosebenefits

C.Businessimpacts

Thefinancialandnonfinancialbusinesscaseresults

D.Risksandcontingencies

Theprobabilitythatalternativeresultswillemerge.

E.Recommendations

Specificactionsrecommended.

SS Roles

DirectorofServiceManagement

ProductManager

ProcessOwner

BusinessRepresentative

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ServiceStrategy KeyRoles

Product Mana er

Business Representative

(Business Relationship Manager)

Lines of

Service (LOS)

Sources of

demandService

Catalogue

ServiceDesign

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ServiceDesign

Objective Designservicestosatisfybusinessobjectives,basedonthequality,compliance,riskandsecurityrequirements

DeliveringmoreeffectiveandefficientITservices

CoordinatingalldesignactivitiesforITservicestoensureconsistencyandbusinessfocus

BusinessValue ReducedTotalCostofOwnership(TCO)

Im roved ualit & consistenc of service

Betterhandlingofneworchangedservices

Improvedservicealignmentwithbusiness

ImprovedIT

governance

MoreeffectiveSMandITprocesses

Improvedinformationanddecisionmaking

Focalpoints

in

Service

Design

ServiceStrategy Requirements


e

rvice

Portfolio

e

rvice

Catalogue

Service

Design

ServiceTransition

StrategiesPolicies

SolutionDesigns


SDP s

TransitionPlans

Testedsolutions

SKMS

1. Service Catalogue Mgt2. Service Level Mgt3. Capacity Mgt4. Availability Mgt5. Service Continuity Mgt6. Information Security Mgt7. Supplier Mgt

S S ServiceOperation

Improvementactions and plans

Operational

Plans

Continual Service

Improvement

Operational

Services

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FivemajorareasofServiceDesign

1. ServicePortfolioDesign

. ,requirementsanddesignofServices

3. Technologyandarchitecturaldesign

4. Processdesign

5. Measurementdesign

ServiceDesign

Package

AServiceDesignPackageisproducedforeachnewITService,, .

Document(s)definingallaspectsofanITServiceanditsRequirementsthrougheachstageofitsLifecycle.

SDPisthenpassedfromSDtoServiceTransition.

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ServiceRequirements DesignPhases

Business

requirements

Business

requirements

Business

requirements

Business

requirementsPilot or warranty

period

Liveoperation

Design and development

Project (Project Team)

SDP

SAC SAC SAC SAC SAC SAC

Document &agree businessrequirements(Strategy & Design)

Designservicesolution(Design)

Developservicesolution(Design)

Buildservice solution

(Transition)

Testservice solution

(Transition)

Strategy

Design

Transition

Improvement

SLR SLA

pilot

SLRSLRSLRSLR SLA

Live

SLM

Approved for

build

Transition & Operation involvement

Change Management:RFC

released

Approved for

design

Approved for

test

Approved for

development

Approved for

warrantyApproved for

live releaseReview &

closure

Build, Test, Release and Deployment Management

Operation

Technologyand

architectural

design

Business/Organization Architecture

Delivery,feedback &

monitoring

ServicePortfolio

Service Architecture

Supported

by

Application ArchitectureInfluenced

by

Information/Data

Architecture

Using

Environmental Architecture

IT Infrastructure

Architecture

Management

Architecture

Product

Architecture

ServiceKnowledge

Management

System

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Measurementdesign

If

you

cant

measure

it

you

cant

manage

it.

our ypeso me r cs:

Progress:milestonesanddeliverablesinthecapabilityoftheprocess

Compliance:complianceoftheprocesstogovernancerequirements,regulatoryrequirementsandcomplianceo peop etot euseo t eprocess.

Effectiveness:theaccuracyandcorrectnessofthe

processand

its

ability

to

deliver

the

right

result

Efficiency:theproductivityoftheprocess,itsspeed,throughputandresourceutilization.

Differentsourcing

approaches

Insourcing Utilizinginternalresources . Cosourcing Oftenacombinationofin&outsourcing Partnershipormultisourcing Strategicpartnerships BusinessProcessOutsourcing(BPO) Entirebusiness

processorfunctionoutsourced

ApplicationServiceProvision(ASP) Applicationsoneman

KnowledgeProcessOutsourcing(KPO) Domainbasedprocessesandbusinessexpertise

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SLM Goals

ThegoalofServiceLevelManagementistoensurethat:

futureservicesaredeliveredtoagreedachievabletargets

Proactivemeasuresaretakentoseekandimplement

improvementstothelevelofservicedelivered

Objectivesof

SLM

TheobjectivesofSLMareto:

Define document a ree monitor measure re ort and review thelevelofITservicesprovided

Provideandimprovetherelationshipandcommunicationwiththebusinessandcustomers

EnsurethatspecificandmeasurabletargetsaredevelopedforallITservices

Monitor

and

improve

customer

satisfaction

with

the

quality

of

servicedelivered

EnsurethatITandthecustomershaveaclearandunambiguousexpectationofthelevelofservicetobedelivered

Ensurethatproactivemeasurestoimprovethelevelsofservicedeliveredareimplementedwhereveritiscostjustifiabletodoso

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SLM BasicConcepts

SLA ServiceLevelAgreement

UC UnderpinningContract

ServiceCatalogue(Technical&Business)

SLR ServiceLevelRequirements

SIP ServiceImprovementProgram

ServiceLevel

Agreement

(SLA)

AnAgreementbetweenanITServiceProviderandaCustomer

,

Targets,andspecifiestheresponsibilitiesoftheITService

ProviderandtheCustomer

AsingleSLAmaycovermultipleITServicesormultipleCustomers.

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OperationalLevelAgreement

AnAgreementbetweenanITServiceProviderand.

AnOLAsupportstheITServiceProvider'sdeliveryofITServicestoCustomers.

TheOLAdefinesthegoodsorServicestobeprovidedandtheresponsibilitiesofbothparties.

Forexamp et erecou eanOLA

betweentheITServiceProviderandaprocurementdepartment

toobtain

hardware

in

agreed

times

betweentheServiceDeskandaSupportGrouptoprovide

IncidentResolutioninagreedtimes.

UnderpinningContract

Contract:Anagreementenforceableatlaw

Underpinningcontract(withreferencetoanSLA)

ContractbetweenanITServiceProviderandaThirdPartyprovider

TheThirdPartyprovidesgoodsorservicesthatsupportdeliveryofanITServicetoaCustomer

definestargetsandresponsibilitiesthatarerequiredtomeetagreedServiceLevelTargetscommittedinanSLA

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SLMProcessEstablish Function

Periodic review

SLM

ProcessThe business

3

2Business

Process 1

6

5Business

Process 4

Business Unit A Business Unit B

SLM

GFDCBService A SLA(s)SLA(s)SLR(s)

Determine,

document & agree

requirements for new

services SLRs &

make SLAs

Monitor service

performance against

SLA & produce

service reports

Conduct service

review & instigate

improvements within

an overall SIP

Document

standards &

templates

Assist with the

Service Catalogue

& maintain document

templates

Develop contacts

& relationships,

record & manage

Collate, measure

& improve

Service

Contracts

complaints &

complimentssatisfaction

Review & revise

SLAs, service

scope & underpinning

agreements

Catalogue

Service

Reports

OLAs

Support teams Supplier Management Suppliers

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SLM KPIs

PercentagereductioninSLAtargetsmissed

ercentagere uct on n targetst reatene

Percentageincreaseincustomerperceptionand

satisfactionofSLAachievements,viaservicereviewsand

CustomerSatisfactionSurveyresponses

PercentagereductioninSLAbreachescausedbecauseof

t ir partysupportcontracts un erpinningcontracts &

internalOperationalLevelAgreements(OLAs).

SLM Challenges

Identifyingsuitablecustomerrepresentativeswithwhom.

Alackofaccurateinput,involvementandcommitmentfromthebusinessandcustomers

Thetoolsandresourcesrequiredtoagree,document,monitor,reportandreviewagreementsandservicelevels

T eprocess

ecomes

a

ureaucratic,

a ministrative

processratherthananactiveandproactiveprocess

deliveringmeasurablebenefittothebusiness

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ServiceCatalogueManagement Scope,Goals&Objectives

Thegoal is

to

ensure

:

thataServiceCatalo ueis roducedandmaintained,

itcontainsaccurateinformationonalloperational&plannedservices

Objectives: managetheinformation containedwithintheServiceCatalogue

ensureaccuracyin , ,

ofallservicesinscope

Scope: Allservicesthatarebeingtransitionedorhavebeentransitionedto

theliveenvironment

SCM Basic

Concepts

BusinessServiceCataloguecontains

e a so a e serv ces romcus omersperspec ve

relationshipstothebusinessunitsand

businessprocessthatrelyontheITservices

(ThisisthecustomersviewoftheServiceCatalogue)

detailsofalltheIT servicesfromITperspective

relationshipstothesupportingservices

sharedservices,componentsandCIsnecessarytosupportthe

provisionoftheservicetothebusiness

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ServiceCatalogue(Business&Technical)

Business

Process 1Business

Business

Process 3

Business Service Catalogue

Service A Service B Service C Service D Service E

ec n ca ervce ata ogue

Support

Services

Hardware Software Applications Data

SCM Activities

Ensuringthatalloperationalservicesandallservicesbeingpreparedforoperationalrunningarerecorded

EnsuringthatalltheinformationwithintheServicecatalogueisaccurateanduptodate

EnsuringthatalltheinformationwithintheServiceca a ogue

scons s en

w

e

n orma on

w n

e

ServicePortfolio

EnsuringthattheinformationwithintheServicecatalogueisadequatelyprotectedandbackedup

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Availability BasicConcepts

Faulttolerance (Resilience)

Reliability

Maintainability

Serviceability

VitalBusinessFunction

Whatis

Availability

?

AbilityofaConfigurationItemorITServicetoperformitsagreedFunctionwhenrequired.

Note:

AvailabilityisdeterminedbyReliability,Resilience,Maintainability,Serviceability,Performance,andSecurity.

Availabilit

isusuall

calculated

as

a

ercenta e.

This

calculationisoftenbasedonAgreedServiceTimeandDowntime.

ItisGoodPracticetocalculateAvailabilityusingmeasurementsoftheBusinessoutputoftheITService.

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AvailabilityManagement Goals&Scope

Goal:toensurethat

eve o serv ceava a y e vere na serv ces s

matchedtoorexceeds

thecurrentandfutureagreedneedsofthebusiness

inacosteffectivemanner

cope:

designing,implementation,measurement,management

andimprovement

of

ITserviceandcomponentavailability

AM Objectives

ProduceandmaintainAvailabilityPlanreflectingcurrent

Provideadviceandguidanceonallavailabilityrelatedissues

Ensureavailabilityachievementsmeetagreedtargets

Assistwiththediagnosisandresolutionofavailabilityre ate

inci ents

an

pro ems

Assessimpactof changesonAvailabilityPlan

Ensureproactiveandcosteffectivemeasurestoimprovetheavailability

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AM Activities

Ensuring

that

all

existing

services

deliver

the

levels

of

availability

agreedwiththebusinessinSLAs

Ensuringthatallnewservicesaredesignedtodeliverthelevelsofavailabilityrequiredbythebusiness,andvalidationofthefinaldesigntomeettheminimumlevelsofavailabilityasagreedbythebusinessforITservices

Assistin withtheinvesti ationanddia nosisofallincidentsandproblemsthatcauseavailabilityissuesorunavailabilityofservicesorcomponents

ParticipatingintheITinfrastructuredesign,includingspecifyingtheavailabilityrequirementsforhardwareandsoftware

InformationSecurity

Management

Goal

and

scope

Thegoal oftheISMprocessistoalignITsecuritywith

effectivelymanagedinallserviceandService

ManagementactivitiesISMmustensurethatanInformationSecurityPolicyisproduced,maintainedandenforced

Scope TheISMprocessshouldcoveruseandmisuseofallITsystemsandservicesforallITsecurityissues

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ISM Objective

Theobjectiveofinformationsecurityisto

information,systemsandcommunications

fromharmresultingfromfailuresof

Availability

confidentialityand

ISM Basic

Concepts

Confidentiality

Availability

Security framework

The Information Security Policy

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ISM Responsibilities

Developingand

maintaining

the

Information

Security

Policyandasupportingsetofspecificpolicies

Ensuringappropriateauthorization,commitmentandendorsementfromseniorITandbusinessmanagement

CommunicatingandpublicizingtheInformationSecurityPolicytoallappropriateparties

EnsuringthattheInformationSecurityPolicyisenforcedandadheredto

IdentifyingandclassifyingITandinformationassets(ConfigurationItems)andthelevelofcontroland

protectionrequired

ISM Key

Activities

Production,reviewandrevisionofanoverallInformationSecurityPolicyandasetofsupporting

specificpolicies Communication,implementationandenforcementofthesecurity

policies

Assessmentandclassificationofallinformationassetsanddocumentation

Implementation,review,revisionandimprovementofasetofsecuritycontrolsandriskassessmentandresponses

Monitoring

and

management

of

all

security

breaches

and

major

securityincidents

Analysis,reportingandreductionofthevolumesandimpactofsecuritybreachesandincidents

Scheduleandcompletionofsecurityreviews,auditsandpenetrationtests

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Supplier

AThirdPartyresponsibleforsupplyinggoodsorServicesthat.

Examplesofsuppliersincludecommodityhardwareandsoftwarevendors,networkandtelecomproviders,and

OutsourcingOrganisations.

WehavetosigncontractswithsuppliersandthesecontractsareknownasUnderpinningContracts(UC)

SupplierManagement

Goal

and

Scope

Thegoal oftheSupplierManagementprocessistomanage,

qualityofITservicetothebusiness,ensuringvalueformoney

isobtained.

ScopeTheSupplierManagementprocessshouldincludethemanagementofallsuppliersandcontractsneededtosupport

theprovisionofITservicestothebusiness

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SM BasicConcepts

TheSupplierandContractsDatabase(SCD )

SupplierandContractManagementandperformanceinformationandreports

Suppliercategorization

Supplier&ContractsDatabase

Supplier strategy

& policy

Supplier categorisation

& maintenance of the

SCD

Establish new

suppliers &

contracts

Evaluation of new

suppliers & contracts

upp er con rac

management &

performance

Contract renewal

and/or

termination

Supplier & Contract

Database

SCD

Supplier reports

and information

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SM Responsibilities

Providingassistance

in

the

development

and

review

of

SLAs,contracts,agreementsoranyotherdocumentsfor

EnsuringthatvalueformoneyisobtainedfromallITsuppliersandcontracts

EnsuringthatallITsupplierprocessesareconsistentandinterfacetoallcorporatesupplierstrategies,processesandstandardtermsandconditions

MaintainingandreviewingaSupplierandContractsDatabase(SCD)

CapacityManagement

Goal

and

Scope

Thegoal oftheCapacityManagementprocessistoensure

costjustifiableITcapacity

Ismatchedtothecurrentandfutureagreedneedsofthe

business

Inatimelymanner

Scope

: ITServices

ITComponents

Resources

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CapM BasicConcepts

Balancingcostsagainstresourcesneeded

BusinessCapacityManagement

ServiceCapacityManagement

ComponentCapacityManagement

Modelling

DemandManagement

ApplicationSizing

CapM

Activities

Review current Ca acitcapacity &

performance

Improve currentservice & component

capacity

Assess, agree &

document new Forecasts

Capacity &performance

reports & data

Management

Information System(CMIS)

requirements &capacity

Plan newcapacity

Capacity plan

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CapM Responsibilities

Ensuring adequateITcapacitytomeetrequiredlevelsof

Identifyingcapacityrequirementsofbusiness

Understandingthecurrentusageprofileandthemaximumcapacity

Sizingallproposednewservicesandsystems,

(Abovepoints

apply

to

IT

Services

as

well

as

IT

Components)

ITServiceContinuityManagement Basic

Concepts

Disaster aneventthataffectsaserviceorsystemsuch

performancelevel

BusinessImpactAnalysis

ThepurposeofaBusinessImpactAnalysis(BIA)isto

quantifytheimpacttothebusinessthatlossofservice

wouldhave

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ITSCM Goal&Scope

Goal:Support

the

larger

business

continuity

plan

Scope

Services,computersystems,networks,applications,datarepositories,telecommunications,environment,technicalsupportandServiceDesk

Alsoincludesresources(People)

Theobjectivesareensuringthat

requiredITtechnicalandservicefacilitiescanberesumed

withinrequired,andagreed,businesstimescales

Followinga

major

disruption

ITSCM Responsibilities

PerformingBusinessImpactAnalysesforallexistingandnewservices

ImplementingandmaintainingtheITSCMprocess,inaccordancewiththeoverallrequirementsoftheorganizationsBusinessContinuityManagementprocess,and

RepresentingtheITservicesfunctionwithintheBusiness

Continuit

Mana ement

rocess EnsuringITSCMplans,risksandactivitiesarecapableof

meetingtheagreedtargetsunderallcircumstances

Performingriskassessmentandriskmanagementtoavertdisasterswherepractical

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ServiceTransition

Goalsof

Service

Transition

Setcustomerexpectationsonhowtheperformanceanduse of the new or chan ed service

Enablethebusinesschangeprojectorcustomer

Reducevariationsinthepredictedandactualperformanceofthetransitionedservices

Reducetheknownerrorsandminimizetherisksfrom

transitioning

the

new

or

changed

services

into

production Ensurethattheservicecanbeusedinaccordancewith

therequirementsandconstraintsspecifiedwithintheservicerequirements

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ServiceTransition

Objective Planandmanagetheresources

Increasethecustomer,userandServiceManagementstaffsatisfaction

Increaseproperuseoftheservicesandunderlyingapplicationsandtechnology

solutions

Provideclearandcomprehensiveplans

BusinessValue

Theabilit toada t uickl tonewre uirementsandmarketdevelo ments

(competitiveedge)

Transitionmanagementofmergers,demergers,acquisitionsandtransferof

services Thesuccessrateofchangesandreleasesforthebusiness

Thepredictionsofservicelevelsandwarrantiesfornewandchangedservices

Focalpoints

in

Service

Transition

ServiceStrategy Re uirements


ervicePortfolio

erviceCatalogue

ServiceDesign

ServiceTransition

StrategiesPolicies

ons ran

Solution

Designs


SDP s

Transition

Plans

Tested

solutions

SKMS1. Transition Planning and Support2. Change Management

3. Service Asset and Confi uration M tS S ServiceOperation

Improvement

actions and plans

Operational

Plans


Operational

Services

4. Release and Deployment Mgt5. Service Validation and Testing6. Evaluation7. Knowledge Mgt

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ServiceChange

Theaddition,modificationorremovalofauthorized,

itsassociateddocumentation.

TheServicePortfolioprovidesacleardefinitionofallcurrent,plannedandretiredservices.

UnderstandingtheServicePortfoliohelpsallparties

potentialimpactoftheneworchangedserviceon

currentservices

and

other

new

or

changed

services.

ChangeManagement

Purpose

&

Goals

Purpose:

Standardizedmethodsandproceduresareusedfor

AllchangestoserviceassetsandconfigurationitemsarerecordedintheConfigurationManagementSystem

Overallbusinessriskisoptimized.

ThegoalsofChangeManagementareto:

requirementswhilemaximizingvalueandreducing

incidents,disruptionandrework

RespondtothebusinessandITrequestsforchangethatwillaligntheserviceswiththebusinessneeds

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ChM Objectives

TheobjectiveoftheChMProcessis:

,

authorized,prioritized,planned,tested,implemented,

documentedandreviewedinacontrolledmanner.

Scopeof

Change

Management

SupplierBusiness Service Provider

Manage the

business

Strategic

change

Manage the

suppliers

businessManage IT services

Tactical

change

Manage the

business

processes

Service

Manage external

servicesService

portfolio

ServiceOperations

Operational

change

Manage the

businessoperations

change

External

operations

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Changetypes

StandardChange Preapprovedchanges

(forroutinetasks)

NormalChangeProcessCreateRFC

Change

proposal

(optional)Record the

RFC

Review RFC

Initiatorrequested

Up

Authorize

Change proposal

Assess and evaluate

change

Authorize

Change

Planu dates

Change

Management Ready for evaluation

Change

authority

Work orders

authorized

Ready for decision

atechangeandconfigurationinformatio

scheduled

closed

*Includes build and test the change

Co-ordinate change

implementation*

Change

Management

Change

Management

Evaluation report

implemented

Review and close

change record

Work orders

inCMS

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SevenRsofChangeManagement

ImpactAssessment

WhoRAISEDthechange?

at st e ort ec ange

WhatistheRETURNrequiredfromthechange?

WhataretheRISKSinvolvedinthechange?

WhatRESOURCESarerequiredtodeliverthechange?

WhoisRESPONSIBLEforthebuild,testandimplementationofthechange?

What

is

the

RELATIONSHIP

between

this

change

and

otherchanges?

ChangeAuthorization

Model

Communic ation s,decisions

and actions

Communic ation s,escalation for RFCs,

risks, issues

Changeautho rity

Examples ofconfigu rationlevel impact ed

Businessexecuti ve board

High cost/ riskchange requires

decision f romLevel 1

ITmanageme nt boa rd

CAB orEmergency CAB

execut ves

Change impa ctsmultiple se rvices or

organiz ationaldivisions

Change whichimpa cts only local

or service group

Level 2

Level 3

Local autho rization Standa rd changeLevel 4

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RFCWorkflowandInterfaces

Change Management

Raise & record

change request

Assess changeApprove

reject

change

Co-ordinate

change

implementation*

Review

changeClose

change

Release and deploy

New/changed CIs

Configuration Management

Reports &

audits

Identify affected

items

Update

records

Capture

release and

environment

baselines

Audit

items

Check

records

updated

Configuration Management System

*Includes build and test where applicable

ChM KPIs

ThetopfiveriskindicatorsofpoorChMare:

Unplannedoutages

Alowchangesuccessrate

Ahighnumberofemergencychanges

Delayedprojectimplementations.

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ChM Challenges

Lackofownershipoftheimpactedsystems

Inaccurateconfigurationdatamayresultinpoorimpact assessments

Bypassingtheagreedprocedures

TheremayberesistanceagainstanumbrellaofChan eMana ementauthorit

ServiceAsset&ConfigurationMgmt Goal

ThegoalsofConfigurationManagementareto:

Supportthebusinessandcustomerscontrolobjectives

andrequirements

SupportServiceManagementprocessesbyproviding

accurateconfigurationinformationtoenablepeopleto

make

decisions

Minimizethenumberofqualityandcomplianceissues

Optimizetheserviceassets,ITconfigurations,capabilities

andresources.

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SACM Objectives&Scope

Objective: Todefineandcontrolthecomponentsofservices

informationonthehistorical,plannedandcurrentstateofthe

servicesandinfrastructure.

Scope:

AssetManagementcoversserviceassetsacrossthewhole

serv ce ecyc e.

Itprovidesacompleteinventoryofassetsandwhois

responsiblefor

their

control.

ConfigurationItem

(CI)

CI:AnyComponentthatismanagedthethroughformal

InformationabouteachCIisrecordedinaConfigurationRecordwithintheConfigurationManagementSystemandis

maintainedthroughoutitsLifecyclebyConfiguration

Management.

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ConfigurationItem CI

Scope:

hardware

software

accommodation

people

Distinguish

between

logical

and

physical

CIs

ConfigurationManagement

System

AsetoftoolsanddatabasesthatareusedtomanageanITServiceProvider'sConfi urationdata.

TheCMSalsoincludesinformationaboutIncidents,Problems,KnownErrors,ChangesandReleases;andmaycontaindataaboutemployees,Suppliers,locations,BusinessUnits,CustomersandUsers.

TheCMSincludestoolsforcollecting,storing,managing,

u datin

and

resentin

dataabout

all

Confi uration

Items

andtheirRelationships.

TheCMSismaintainedbyConfigurationManagementandisusedbyallITServiceManagementProcesses.

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SACM LogicalConfigurationModel

CustomerService

level package

Service

portfolio

Banking

E-banking

support

service

ApplicationApplication

hosting

service

Technical

infrastructure

service

core service

Serviced by

Supported by Hosted Uses

AvailabilityUser

experience

Business

logicMessaging

Data

services

Web

servicesNetwork

topologyAuthentication

Network

service

ChM&

SACM

Roles

Serviceassetmanager

Configurationanalyst

Configurationadministrator/librarian

CMS/toolsadministrator

Changemanager

CAB

ECABorCAB/EC

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DefinitiveMediaLibrary(DML)

Oneor

more

locations

in

which

the

definitive

and

securelystored.

TheDMLmayalsocontainassociatedCIssuchaslicensesanddocumentation.

TheDMLisasinglelogicalstorageareaeveniftherearemultiplelocations.

AllsoftwareintheDMLisunderthecontrolofChangeandReleaseManagementandisrecordedinthe

ConfigurationManagement

System.

OnlysoftwarefromtheDMLisacceptableforuseinaRelease

RDM

Goal

ReleaseandDeploymentManagementaimstobuild,test

byServiceDesignandthatwillaccomplishthe

stakeholdersrequirementsanddelivertheintended

objectives.

ThegoalofReleaseandDeploymentManagementisto

useoftheserviceinordertodelivervaluetothe

customerandbeabletohandovertoserviceoperations.

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RDM Objectives

Toensureclearandcomprehensiveplansareinplace

o u , nsta ,test ep oyre easepac age

Toensuretheneworchangedservicesarecapableofdeliveringtheagreedrequirementsw.r.tutilities,

warrantiesandservicelevels

Tominimizetheunpredictedimpactonoperations

Toensurecustomer,userandSMstaffaresatisfiedwiththeoutputslikeuserdocumentationandtraining

RDM Scope

ThescopeofReleaseandDeploymentManagementincludes:

,

topackage,build,testanddeployareleaseintoproduction

andestablishtheservicespecifiedintheServiceDesignpackage

beforefinalhandovertoserviceoperations.

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ReleaseUnit

ComponentsofanITServicethatarenormallyReleased.

AReleaseUnittypicallyincludessufficientComponentstoperformausefulFunction.

ForexampleoneReleaseUnitcouldbeaDesktopPC,includingHardware,Software,Licenses,Documentation

.

AdifferentReleaseUnitmaybethecompletePayroll

Application,including

IT

Operations

Procedures

and

User

training.

RDM Common

Approaches

Bigbangvs phased

Automationvs manual

Designingreleaseandreleasepackages

ReleaseanddeploymentModeldefine:

Re easestructure

re ease

pac age

an

t e

target

environments

Theexitandentrycriteria

Therolesandresponsibilitiesforeachconfigurationitemateach

releaselevel

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ELS EarlyLifeSupportStart

Operate Service

Collect service

Incident and Problem

Management

Change and

Configuration

SKMS/CMS

performance data

Plan and manage

improvements/risk

mitigation/change

Report service

performance

achieved

Compare progress

against ELS plan

Verify service

anagement

Service Level

Management

End

Yes

No

stability

Exit criteria

met?

Identify quick wins/

improvements/risk

mitigation/changes

Service

V

model

ExampleDefine Customer/Business Requirements

Define ServiceRequirements

Service Acceptance

Test

1a 1b

Level 1

Level 2

Service Review Criteria/Plan

Service Acceptance Criteria/Plan

Validate Service

Packages, Offerings and

contracts

Design ServiceSolution

Design ServiceRelease

Develop Service

Solution

Component

and Assembly Test

a

3a

4a 4b

3b

Level 5

Level 4

Level 3 Service Operational Criteria/Plan

Service Release TestCriteria and Plan

Service Operational

Readiness Test

Service Release

Package Testleft-hand side

represents thespecification of

the service5a 5b

Service

Component

Build andTest

Internal and externalsuppliers

BL

Levels ofconfiguration and

testing

Baseline point

Deliveries from

internal and external

suppliers

requirements

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ServiceKnowledgeManagementSystem(SKMS)

Asetoftoolsanddatabasesthatareusedtomanage.

TheSKMSincludestheConfigurationManagementSystem,aswellasothertoolsanddatabases.

TheSKMSstores,manages,updates,andpresentsallinformationthatanITServiceProviderneedstomanagethe

fullLifecycleofITServices.

ST Activities

ServiceTransitionmanagement Planningandsupport

ChangeManagement Performanceandriskevaluation ServiceKnowledgeManagement Servicetestmanagement Releaseanddeployment

e easepac ag ng

an

u

Deployment Earlylifesupport Buildandtestenvironmentmanagement

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DIKW

Knowledge managementistypicallydisplayedwithinthe

Dataisasetofdiscretefactsaboutevents

Informationcomesfromprovidingcontexttodataorbyasking

questionsonthedata

Knowledgeiscomposedoftheconcepts,tacitexperiences,

ideas,insights,valuesandjudgmentsofindividuals

Wisdomgivestheultimatediscernmentofthematerialand

guidesapersonintheapplicationofknowledge

CMS Configuration

Mgmt

System

Presentation

LayerPortal

Change and ReleaseView Schedules/plans

Change RequestStatus Change

Advisory Board agendaand minutes

Asset Management ViewFinancial Asset

Asset Status ReportsAsset Statements and

BillsLicence ManagementAsset Performance

ConfigurationLifecycle View

Project configurationsService, Strategy,Design, Transition,

Operationsconfigurationbaselines and

changes

TechnicalConfiguration ViewService Applications

ApplicationEnvironment

Test EnvironmentInfrastructure

Quality ManagementView

Asset and ConfigurationManagement

Policies, Processes,Procedures, forms,

templates, checklists

Service Desk ViewUser assets

User configuration,Changes, Releases, Asset

and Configuration itemand related incidents,

problems, workaroundschanges

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

W

KnowledgeProcessing

Layer

InformationIntegration

Layer

Query and Analysis Reporting Performance Management

Forecasting, Planning, Budgeting ModellingMonitoring Scorecards,

Dashboards Alerting

Customer/ User Service Application Infrastructure mapping

ServicePortfolio Service

Package

ServiceRelease

ServiceChange

Integrated Asset and Configuration Information

Common ProcessData and

Information

Schema

Mapping

Meta Data

Management

Data

Reconciliation

Extract,Transform,

Load

Data

Synchronization

Mining

K

I

Structured

CMDBs

CMDB1

CMDB2

CMDB3

Data andInformation

Sourcesand Tools

Project DocumentFilestore

ProjectSoftware

Definitive MediaLibrary

Definitive DocumentLibrary

DefinitiveMedia Library1

DefinitiveMedia Library2

Data Integration

Discovery,Asset

Managementand audit tools

Software ConfigurationManagement

Platform ConfigurationTools e.g. Storage

Database MiddlewareNetwork MainframeDistributed Desktop

Enterprise

Applications Access Management

Human ResourcesSupply Chain Management

Customer RelationshipManagementD

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ServiceKnowledgeManagementSystem

Configuration Management System

erv ce now e ge

Management System Decisions

CMDB, KEDB, IDB, PDB, AMIS,

CMIS, SCD etc

ServiceOperation

Realizingvalue

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ServiceOperations

Goals&Objective

Coordinate and carr out the IT o erational activities

Workonprocessesrequiredtodeliverandmanageservicesatagreedlevels

Managethetechnologythatisusedtodeliverandsupportservices

BusinessValue Balancebetweencostvsquality

Clearerandimprovedcommunication

IT o erational health mana ement

Balancesin

Service

Operation

Internalversusexternalfocus(ITServicesversusTechnology

StabilityversusResponsiveness

QualityofServiceversusCostofService

ReactiveversusProactive

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CostversusQuality

Costofservice

Ran e of o timal

Service

Quality of Service

(Performance, Availability, Recovery)

balance between

Cost and Quality

Communicationsin

SO

Routineoperationalcommunication

Performancereporting

Communicationinprojects

Communicationrelatedtochanges

Communicationrelatedtoexceptions

Communicationrelatedtoemergencies

Trainingonneworcustomizedprocessesandservicedesign

CommunicationofstrategyanddesigntoServiceOperationteams.

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IM Scope,Goals&Objectives

Objective:

Restorenormalserviceoperationasquicklyaspossibleandminimizetheadverseimpactonbusinessoperations,thusensuringthatthebestpossiblelevelsofServicequalityandavailabilityaremaintained.

Scope:

Anyeventwhichdisrupts,orwhichcoulddisrupt,aservice. Eventscommunicateddirectl b users technicalstaff IncidentManagementistheprocessfordealingwithallincidents;

thiscanincludefailures,questionsorqueriesreportedbytheusers

(usuallyvia

a

telephone

call

to

the

Service

Desk),

by

technical

staff,

orautomaticallydetectedandreportedbyeventmonitoringtools.

Incident

AnunplannedinterruptiontoanITServiceorareductionin.

FailureofaConfigurationItemthathasnotyetimpactedServiceisalsoanIncident.

ForexampleFailureofonediskfromamirrorset.

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IM BasicConcepts

Normalservice

operation

is

defined

here

as

service

.

Majorincidents

Aseparateprocedure,withshortertimescalesandgreaterurgency,mustbeusedformajorincidents.

A definition of what constitutes a ma or incident must beagreedandideallymappedontotheoverallincidentprioritizationsystem

Theywill

be

dealt

with

through

the

major

incident

process.

IM Important

Concepts

Timescales

IncidentModel

ChronologicalorderoftheIHsteps/ Ownerofactions/

TimescalesandthresholdsforcompletionoftheActions

Majorincident

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Impact,UrgencyandPriority

ImpactHi h Medium Low

Highcritical -1

< 1 hour

high -2

< 8 hours

medium -3

< 24 hours

Mediumhigh -2

< 8 hours

medium -3

< 24 hours

low -4

< 48 hoursUrgency

Priority = Impact X Urgency

Lowmedium -3

< 24 hours

low -4

< 48 hours

Planning/

planned

IncidentManagement

Process

From Event Mgmt From Web Interface User Phone call

Incident Identification

Email Technical Staff

ServiceRequest

To Request FulfillmentY

Incident logging

Incident Categorization

Initial Diagnosis

Incident Prioritization

MajorIncident

Major IncidentProcedure

N

Y

N

Investigation &Diagnosis

Functional Escalation tonext level

Resolution & Recovery

HierarchicalEscalationNeeded ?

ManagementEscalation

IncidentClosure

FunctionalEscalationNeeded ?

Y

N

Y

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IM Challenges

Theabilitytodetectincidentsasearlyaspossible.

.

AvailabilityofinformationaboutproblemsandKnownErrors.

IntegrationintotheCMS.

IntegrationintotheSLMprocess

IM KPIs

TotalnumbersofIncidents

Sizeofcurrentincidentbacklog

Numberandpercentageofmajorincidents

Meanelapsedtimetoachieveincident resolutionorcircumvention,brokendownbyimpactcode

ercen ageo

nc en s

an e

w n

agree

response

me.

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EventManagement Scope,Goals&Objectives

ProvidestheentrypointfortheexecutionofService.

ProvidesawayofcomparingactualperformanceandbehavioragainstdesignstandardsandSLAs.

ProvidesabasisforServiceAssuranceandReporting;andServiceImprovement.

EM Basic

Concepts

Aneventcanbedefinedasanydetectableordiscernible

thathassignificanceforthemanagementoftheIT

InfrastructureorthedeliveryofITservice

PleaseNote:

,

ConfigurationItem(CI)ormonitoringtool

Eventsthatsignifyregularoperation

Eventsthatsignifyanexception

Eventsthatsignifyunusual,butnotexceptional,operation

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Alert

Awarningthatathresholdhasbeenreached,somethinghas, .

AlertsareoftencreatedandmanagedbySystemManagementtoolsandaremanagedbytheEvent

ManagementProcess.

ServiceRequest

ArequestfromaUserforinformation,oradvice,orfora.

Forexampletoresetapassword,ortoprovidestandardITServicesforanewUser.

ServiceRequestsareusuallyhandledbyaServiceDesk,anddonotrequireanRFCtobesubmitted.

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RequestFulfillment Scope,Goals&Objectives

Toprovideachannelforuserstorequestandreceive

qualificationprocessexists

Toprovideinformationtousersandcustomersabouttheavailabilityofservicesandthe procedureforobtaining

them

standardservices(e.g.licensesand softwaremedia)

Toassist

with

general

information,

complaints

or

comments

RF Basic

Concepts

ServiceRequestswillusuallybesatisfiedbyimplementinga,

TheownershipofServiceRequestsresideswiththeServiceDesk,whichmonitors,escalates,dispatchesandoftenfulfils

theuserrequest.

PredefinedRequestModelswhichtypicallyincludesome

form

of

pre

approval

by

Change

Management

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ProblemManagement Scope,Goals&Objectives

Goal&Objective

,

toeliminaterecurringincidentsandtominimizetheimpactof

incidentsthatcannotbeprevented

Scope:

Problem

Unknownunderlying causeofoneormoreIncidents(RCA)

ThecauseisnotusuallyknownatthetimeaProblemRecordiscreated,andtheProblemManagementProcessis

responsibleforfurtherinvestigation.

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Workaround

ReducingoreliminatingtheImpactofanIncidentorProblem.

ForexamplebyrestartingafailedConfigurationItem.

WorkaroundsforProblemsaredocumentedinKnownErrorRecords.

WorkaroundsforIncidentsthatdonothaveassociatedProblemRecordsaredocumentedintheIncidentRecord.

KnownError

and

KEDB

AProblemthathasadocumentedRootCauseandaWorkaround.

nown rrorsarecreate an manage t roug outt e rLifecyclebyProblemManagement.

KnownErrorsmayalsobeidentifiedbyDevelopmentorSuppliers.

KnownErrorDataBase(KEDB)

A

database

containing

all

Known

Error

Records.

ThisdatabaseiscreatedbyProblemManagementandusedbyIncidentandProblemManagement.

TheKnownErrorDatabaseispartoftheServiceKnowledgeManagementSystem.

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PM Roles

ProblemManager

.

OwnershipandprotectionofKEDB

Formalclosureofproblemrecords.

ProblemSolvingGroups.

Actualproblemsolvingtechnicalteams

.

AccessManagement

Goal

serviceorgroupofservices

ActualexecutionofpoliciesandactionsdefinedinSecurityandAvailabilityManagement

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AccessMgmt BasicConcepts

Access:level

and

extent

of

a

services

functionality

or

datathatauserisentitledtouse

Identity:distinguishinginformationaboutanindividualwhichverifiestheirrankorstatusontheorgchart

(EveryuserMUSThaveauniqueidentity)

Rightsorprivileges:setofservicesauserispermittedtouse

(actualsettingspermitingaccesstoaserviceorservicegroup)

Servicesorservicegroups: Servicesclubbedtogetherintoagrouptofacilitateaccessmanagementaccordingto

functional

relevance DirectoryServices:atoolortechnologyusedtomanageaccessandprivileges

ContinualServiceImprovement

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Goal&ObjectivesofCSI

Theprimary

purpose

of

CSI

is

to

continually

align

and

identifyingandimplementingimprovementstoITservicesthatsupportbusinessprocesses

Objectives:

Review,analyzeandmakerecommendations:

n mprovemen oppor un es

Servicelevels

Improveeffectiveness

and

efficiency

in

delivering

services

byensuringapplicablequalitypracticesareused

BusinessValue

of

CSI

Increasedorganizationalcompetency

Reductionofredundancyincreasesbusinessthroughput

Minimizedlostopportunities

Assuredregulatorycompliancethatwillminimizecostsandreducerisk

y

oreac

o

c ange

rap y.

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PDCAModel

requirements

External

requirements

Request for

new service

Service and process

measurements

New changed

services

More effective and

efficient processes

Customer

satisfaction

us ness

results

Management

responsibilities

DO

ImplementCSI

ACT

ModifyCSI

Continual Service Improvement

PLAN

CSI

Securityrequirements

Improved employee

morale

Monitor, measure

and review CSI

CSIModel

What is the vision?

Business vision,

mission, goals and

objectives

Where do we want

to be?

How do we get there?

Where are we now?

How do we keep

the momentum going?

Service & process

Measurable

targets

Baseline

assessments

Did we get there?Measurements &

metrics

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Measurement Businessvalue

Why Measure ? Purpose of reports

To Validate To Direct

To InterveneTo Justify

Your Measurement Framework

PerformanceBaselines

Purpose:

ar ers ar ngs ar po n

Forlatercomparison

Decisionmaking Doesitneedimprovement?

Wheretoestablish:

Strategicgoalsandobjectives

Tacticalprocessmaturity

OperationalmetricsandKPIs

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Typesofmetrics

Technologymetrics

omponen app ca onper ormance,ava a ye c

Processmetrics

CSFs,KPIsandactivitymetricsfortheservicemanagement

processes

Servicemetrics

eseme r csare eresu so een oen serv ce.

Componentmetricsareusedtocomputetheservicemetrics.

The7Step

Improvement

Process

Identify Vision Strategy Tactical Goals Operational Goals

1. Define what you

should measure

7. Implement

corrective action

6. Present and use the

information, assessment

summary, action plans, etc.

2. Define what you

can measure

3. Gather the data

Who? How? When?

Integrity of data?

Goals

4. Process the data

Frequency? Format?

System? Accuracy?

5. Analyze the data

Relations? Trends?

According to plan?

Targets met?

Corrective action?

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FunctionsinITILV3

Whatare

functions

?

Afunctionisalogicalconcept

thatexecute

adefinedprocess

anactivity

oracombinationofprocessesoractivities

Inlargerorganizationsafunctionmaybebrokenupandperformedbyseveraldepartments,teamsandgroups,orit

maybeembodiedwithinasingleorganizationalunit.

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MajorSMFunctionsinITILV3

TMF Technical

Management

Function

CustodianoftechnicalknowledgeandexpertiserelatedtomanagingtheIT

AMF ApplicationManagementFunction Custodianoftechnicalknowledgeandexpertiserelatedtomanaging

applications OverlapswithApplicationDevelopment

ITOMF ITOperationsManagementFunction ResponsibleforthedailyoperationalactivitiesneededtomanagetheIT

Infrastructure

OverlapswithTMF&AMF

SDF ServiceDeskFunction SPOC Focusesonservicerestoration

TMF Roles

in

Service

Management

Itisthecustodianoftechnicalknowledgeandexpertise.

Inthisrole,itensuresthattheknowledgerequiredtodesign,

test,manageandimproveITservicesisidentified,developed

andrefined.

ItprovidestheactualresourcestosupporttheITSMLifecycle.

Inthisroleitensuresthatresourcesareeffectivelytrainedand

deployedtodesign,build,transition,operateandimprovethe

technologyrequiredtodeliverandsupportITservices.

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AMF Objectives

TheobjectivesofApplicationManagementareto:

Identifyfunctionalandmanageabilityrequirementsforapplicationsoftware

Assistinthedesignanddeploymentofapplications

Assisttheongoingsupportandimprovementofapplications

AMF Organisational

OverlapRequirements

Design

Build and TestOperate

Optimize

IT Service

Management

Strategy,

Design,

Transition and

Improvement

Deploy

ApplicationDevelopment

ApplicationManagement

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ITOMF Objectives

ITOperationsManagementis

managetheITInfrastructure

DoneaccordingtothePerformanceStandardsdefinedduringServiceDesign

Insomeorganizationsthisisasingle,centralizeddepartment,

whilein

others

some

activities

and

staff

are

centralized

ITOMF Role

Functions:

Ensuresthatroutineoperationaltasksarecarriedout Providescentralizedmonitoringandcontrolactivities UsesanOperationsBridgeorNetworkOperationsCentre

FacilitiesManagement ManagementofthephysicalITenvironment

(Datacenters,computerrooms,etc)

Pleasenote: InlargeDataCentersTechnicalandApplicationManagementarecolocatedwith

ITOperations InsomeorganizationsmanyphysicalcomponentsoftheITInfrastructureare

outsourcedandFacilitiesManagementmayincludethemanagementoftheoutsourcingcontracts

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ITOMF OrganisationalOverlap

Service DeskTechnical

Management

Mainframe

ApplicationManagement

Financial AppsIT Operations Control

Console Management

Server

Network

Storage

Database

HR Apps

Business Apps

Backup and Restore

Print and Output

Facilities Management

Data Centres

Recovery Sites

Consolidation

Contracts

Directory

Services

Desktop

Middleware

SDF Objectives

Primaryaim restorethenormalservicetotheusersas

(Inthiscontextrestorationofserviceismeantinthewidestpossiblesense)

Pleasenote:

ItisSPOC Singlepointofcontact

Whilethiscouldinvolvefixingatechnicalfault,itcould

queryoranythingthatisneededtoallowtheuserstoreturn

toworkingsatisfactorily

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LocalServiceDesk

ForLocalbusinessneeds

andonsite

support LocalUser

LocalUser

LocalUser

Desktopsupport

Networksupport

Applicationsupport

Service Desk

First line support

support

Thirdparty

support

Third

PartySupport

Network &

OperationSupport

ApplicationSupport

DesktopSupport

CentralizedService

Desk

In multi location environment

local SD becomes expensive

Central SD is established

Customer

Site 1

Customer

Site 2

Customer

Site 3

serving all locations

All service request are logged

at a central physical location

Key benefits

Reduced operational costs

Consolidated M mt re orts.

CentralizedService Desk

Second Line Support

Better resource allocation

Third

Party

Support

Network &

OperationSupport

ApplicationSupport

DesktopSupport

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VirtualServiceDesk

Virtualservicedeskcanbeaccessedfromanywhereinthe

world

Sydney

Service Desk

AmsterdamService Desk

Paris

Service Desk

London

Service Desk

ModemWan

IftheorganizationisMNCitgivessamebenefitsofcentralizedservicedesk

Maintains centraldatabaseaccessiblefromalllocations

Service

Mgmt

Database (S)

ModemVirtual Service Desk

Internet

Toranto

Service Desk

Telephone

Lan

TheonlydifficultyisthepersonrequiredatVirtualSDneedstobespecialist

FollowTheSunModel

User Site 1 User Site a

Fax

La

n

Service Desk

Local Users

Local Users Remote UsersThird Party Supplier

Service Desk

SDF Staffing

TechnicallyUnskilled

TechnicallyExperts

SuperUser

Staffingdependsoncomplexityofsystemsupportedandwhat

businesscanpayfor.

Canbeusedasasteppingstoneformoretechnicaland

supervisoryjob.

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SDF Metrics

Customer/User

satisfaction

(CSAT

/USAT)

Averagehandlingtime(AHT)me yesca a onsan reso u ons

Firstcallresolution(FCR)

Timewithinwhichcallsareanswered.

CallescalationsasspecifiedinSLA

Restorationofservicewithinacceptabletimeandinaccordancewiththe

SLA

Timelyinformationtousersaboutcurrentandfuturechangesanderrors.

Conductcustomersurveystodetermine

Isthe

telephone

answered

courteously? Areusersgivengoodadvicetopreventincidents?

TechnologyandArchitecture

AutomatingValueDelivery

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GenericRequirement

SelfHelpcapability

or owor rocess ng ne

IntegratedCMS

Discovery/Deployment /LicensingTechnology

RemoteControl

Dia nosticUtilities

Reporting

Dashboards IntegrationwithBusinessServiceManagement

WhyService

Automation.

HowServiceAutomationassistswithintegratingService

Thevariationinhumanperformancewithworkload,timecanbe

disadvantageous

Automatedresourcecanbeusedtoserveacrosstimezonesand

duringafterhours.

Capacityofautomatedresourcescanbetunedeasily.

Itreducesdepreciationofknowledgeduetoattrition.

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ITIL

Qualificatio

n scheme

P&R-Service Portfolio & Relationship

O&S-Service Operation and Support

M&C-Service Monitoring and Control

D&O-Service Design and Optimization

Goodluckforexam

Documents

ITILV3F