Student Guide r3.4

8/8/2019 Student Guide r3.4

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ITIL Foundations based on Version 3 – Student Guide – R3.4

Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.

Course Description:

ITIL v3 Foundations is an intensive three-day course. Success in the one hour multiple-choice examination at theend of the course will lead to award of the Foundation Certificate in IT Service Management. This interactive

computer based training course is expected to take approximately 20 hours to complete.

Objectives:

Provides an essential level of knowledge in the following areas: Service Management as a practice Service Lifecycle Key Principles and Models General Concepts and Definitions Selected Processes Selected Roles Selected Functions Technology and Architecture

ITIL v3 Qualification scheme Prepares students to pass the ITIL Foundation exam. Helps students leverage ITIL concepts and practices in their daily work. Certification Exam from EXIN or ISEB

This document is provided as a printable version of the course to support the students need for distance learningwhen access to a computer is not convenient.

Participant Workbook V3.4

FoundationsCourse for IT

ServiceManagement

(Based on ITIL ® V3)









Notes:

The exam is a one hour (maximum), „closed book‟exam. The exam will be proctored. The proctor willprovide you everything you need for the exam,

including: Exam Paper (questions) Answer sheet Pencils

Notes:

Notes:

Notes regarding IT Performance (from Gartner): 38% - no consistency in the delivery

of changes 29% - more than half the IT effort

spent is on firefighting Up to 75% of calls to the Service Desk

are due to failed changes Up to 50% of calls to the Service Desk

are repeat incidents Less than 35% of IT organizations

produce business focused metrics 50% of IT organizations produce only

IT performance metrics

Learning Objectives

To provide a basic understanding of the ITSM framework

as described by the I T Infrastructure Library (ITIL)

To understand how ITSM can be used to enhance thequality of IT service management within an organization

To enable comprehension and / or awareness of key

areas of the 5 ITIL core books: Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

To prepare to sit the ITIL Foundation Exam

Format

40 Multiple Choice Questions (26 correct to pass)

ITSM as a Practice

Understand the Differencebetween ITIL and ITSM

Business Issues and Drivers forITSM

Value of IT Service Management

Key Concepts of IT ServiceManagement

Market Drivers / Issues for IT

Business reliance on IT is growing

There is a higher demand for tangible, real business value

Business enterprises require theability to plan, monitor andmanage the value they get from IT

IT must help the business defineand manage its own businessvalue by providing the framework and mechanisms for measuring,articulating and controllingbusiness value – top to bottom

Increasing regulatory businesscontrol and reportingrequirements (e.g. SOX)

Global 24 / 7 operations are amust

Perception of IT Service quality= poor or unclear

Infrastructure behavior isunpredictable and impact onthe business is intangible

The valuable use of IT andresources is hard to define

Major commercial failures areat risk from IT failures

Budgets are being tightly justified

Competition (e.g. outsourcing)is increasing

Considerations:

Get Pay

The Value Equation*

*for non-MBAs





Notes:

Notes:

Challenges include:

■ Intangible nature of the output and intermediate

products of service processes: difficult to measure,

control, and validate (or prove).

■ Demand is tightly coupled with customer‟s assets:

users and other customer assets such as processes,

applications, documents and transactions arrive with

demand and stimulate service production.

■ High-level of contact for producers and consumersof

services: little or no buffer between the customer, the

front-office and back-office.

■ The perishable nature of service output and servicecapacity: there is value for the customer in receiving

assurance that the service will continue to be supplied

with consistent quality. Providers need to secure a

steady supply of demand from customers.

(ITIL text)

IT‟s Key: Managing to Business Value

Quality

Risk Management

Compliance

Marketpenetration

Time to market

What May be Value (indicators):

Managing Value means:

Understanding how the businessdelivers and manipulates value

Linking business value drivers to ITservices that deliver value

Designing, operating andoptimizing services to ensure therealization of value

P&E Ratio

Share price

Rating

Flexibility

Security

Status

Deliverables

Project “on budget”

“on time”

What is NOT Value?

System Availability

What is IT Service Management (ITSM)?

ITSM transforms resources and capabilities into value-adding

services

Capabilities represent a service organization‟s capacity,competency and confidence for action

Incorporates functions and processes across a service lifecycle

Service management is a set of specialized

organizational capabilities for providing valueto customers in the form of services.

Customer ProviderService

© Crowncopyright 2007Reproducedunder licensefrom OGC





Notes:

Notes:

The UK‟s Office of Government Commerce (OGC) hasdocumented a set of processes and procedures for the

delivery and support of high quality IT services,designed and managed to meet the needs of anorganization.

Its full title is ITIL Service Management Practices. Theoriginal meaning of the words behind the initials isunimportant and not used any longer.

It is described not as a Standard or a methodology butas a description of good practice to be adopted by anorganization and adapted to meet its specific needs.

Notes:

IT Service Management Goals

Align IT services with the current and future business

needs of the customers

Also referred to as BITA (Business IT Alignment)

Improve the quality of IT services – in whatever way

the customer expresses „quality‟, e.g.,

Dependability

Timeliness

Accuracy of predictions

Reduce the long term cost ofservice provision

i.e. more for the sameor less cost

What is ITIL?

A set of books describingaccepted world-wide „bestpractice‟ for quality IT ServiceManagement

Originally developed in the 1980sin the UK with publicand private sector contributions

OGC - Officeof GovernmentCommerce ownsthe copyright

Used as the foundation ISO 20000

Maintained by the itSMF (the ITServiceManagement Forum)representing IT ServiceManagement professionals world-wide

Common language

Reasons for Adoption in North America

35%Improve Quality ofIT Services

25%IT and Business

Alignment

20%Cost Reduction /

Increase Efficiencies

17%IT Governance /

Compliance

3%IT Accountability /Transparency

Source: CMP Research, 2006





Notes:

Notes:

KEY: Good practices are in wide industry usebecause they work.

Good practice results from a combination of effects.Public frameworks and standards (such as ITIL) areattractive when compared with proprietary knowledgedeeply embedded in organizations and thereforedifficult to adopt, replicate, or transfer even with thecooperation of the owners. Best practice oftenpresents a generic view of proven quality practices,but it is unlikely that every organization can, or willwish to, implement a solution in an identical way. Thusorganizations adapt and adopt, developing goodpractice within their own enterprise – which may feedback into the evolution/improvement of best practice.

Publicly available frameworks and standards such as

ITIL, COBIT, CMMI, PRINCE2, ISO 9000, ISO/IEC20000, and ISO/IEC 27001 are validated across adiverse set of environments rather than the limitedexperience of a single organization or person.

(ITIL text)

Notes:

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperation

Continual ServiceImprovement

Integration of the 5 Core Books

The business/customersRequirements

StrategiesPolicies

Resource &constraints

Objectives fromRequirements

SolutionDesigns

Architectures Standards

SDPs

SKMSTransition

Plans

Testedsolutions

S e r v i c e P o r t f o l i o

S e r v i c e C a t a l o g

Improvement

actions & plans

Operationalservices


Good Practice

Competition

Compliance

Commitments

Employees

Customers

Suppliers

Advisors

Technologies

Standards

Industry practices

Academic research

Training and education

Internal experience

Substitutes

Regulators

Customers

S

o u r c e s

( G e n e r a t e )

D r i v e r s

( F i l t e r )

E n a b l e

r s

( A g gr e g

at e )

S c en ar i o s

( F i l t er )

Knowledge fit for business objectives,context, and purpose


What is a „Service‟?

Service

+

+ –

Performance

potential

Risks

Demand

++

–

Service

potential

Costs

Idlecapacity

Provider

Capabilities

Resources

Customer

Capabilities

Resources

A service is a means of delivering value tocustomers by facilitating outcomes customers

want to achieve without the ownership ofspecific costs and risks. D

e f i n i t i o n

enhance the performance of tasks

reduce the effect of constraints © Crowncopyright 2007

Reproducedunder licensefrom OGC





Notes:

Capabilities focus on the soft assets of theorganization and resources on the hard, tangibleassets such as, money, hardware, software and

information. Capabilities like management,organization, people, and knowledge are used totransform resources into valuable services.Capabilities represent an organization‟s ability to dosomething, i.e. coordinate, control, and deployresources to produce value. Capabilities are:

• experience-driven, knowledge-intensive, information-based

• embedded within an organization‟speople, systems, processes, andtechnologies.

Assets are used to create value throughout the entireService Lifecycle.

•

These are an important part of theoverall concept of People, Process,Products, and Partners found inService Design, and in the need to notonly manage the technology, but theorganization, knowledge , skills andcompetencies needed to provideservice to the business.

• The assets are important also intesting and change and releasemanagement in Service Transition.

• In Service Operation, the assets aremanaged through the operationprocesses that are executed by theService Desk, second and third linesupport and the technology andapplication management functions.

(ITIL text)

Notes:

Although ITIL recognizes a distinct difference betweenprocesses and functions,, it is possible in manyorganisations for a process and a function to have thesame name (e.g. Change Management, ProblemManagement, Security Management)

Functions• provide structure and stability to

organizations• are self-contained units with their own

capabilities and resources• rely on processes for cross-functional

coordination and control

Service Assets

Resource

The term „resource‟ is a generic termthatincludes ITInfrastructure,people, money or anything else that mighthelp to deliver an IT service

Resources areconsidered to be assets of an organization

Capability

Capability refers to the ability of a service organization,person, process, application, configuration item or IT serviceto carry out an activity

Capabilities are intangible assets of an organization

Service assets are usedto createvalue in theform of goods and services

Service Management Key Concepts (1)

Process

Function

Role

A set of co-ordinated activitiescombining resources and capabilities toproduce an outcome that creates valuefor the customer

A position, responsibility or duty

Units of organizations specializedtoperform certain types of work andresponsible for specificoutcomes





Notes:

Notes:

A process is a structured set of activities designed toaccomplish a specific objective. A process takesinputs and produces defined outputs. A process maydefine policies, standards, guidelines, and workinstructions.

A process Has defined information inputs and

outputs Consumes resources Subject to management controls over

time, cost and quality Need to balance benefits against risks Process defines what is to be

achieved Procedures define how the objectives

are to be achieved

Measures should help to determine value for money• Economy = Cost of inputs to an

activity, resources needed to deliver aservice

• Efficiency = Ratio of inputs to outputs – “bang per buck”

• Effectiveness = Cost of outputs froman activity and the conformance ofthose outputs to the specifications

Processes must be audited for quality – when

Service Management Key Concepts (2)

Customer

User

Provider A company or unit of a company that

provides IT services to customers

A person who uses the IT service ona day-to-day basis

Supplier

Someone who buys goods or services -the customer is the person or group thatdefines and agrees the service leveltargets

A third party responsible for supplyinggoods or services that are required todeliver IT services

Generic Process Model

Activities, RolesProcedures, Metrics,

Improvement

Process

INPUTS

Resources CapabilitiesEnablers

ProcessObjectives

ProcessOwner

Control

ProcessDocumentation

ProcessFeedback

OUTPUTS

Triggers

ProcessPolicy






implemented, regularly and when process failures arediscovered

People and tools enable processes – toolspecification, design / build and implementation followprocess design

Process control is the activity of planning andregulating a process, with the objective of performingthe process in an effective, efficient, and consistentmanner.

(ITIL text)

Notes:

All processes must have certain characteristics.

Measurable - We must be able to measure theprocess. The performance of the process is incrediblyimportant. Managers will want to measure the cost

and quality. People involved operationally with theprocess are concerned with how long it takes and howeasy it is.

Specific results - The reason a process exists is todeliver a specific result. This result must beindividually identifiable and countable.

Customers - Every process delivers its primary resultsto a customer or stakeholder. They may be internal orexternal to the organization but the process must meettheir expectations.

Responds to a specific event - While a process maybe ongoing or iterative, it should be traceable to aspecific trigger.

Notes:

Process Characteristics

Measurable

Performance driven

Managers measure cost andquality

Practitioners measure durationand productivity

Specific Results

Individually identifiable andaccountable

Delivers to Customers (of processes)

It must meet their expectations

Responds to Specific Events

Should be traceable to aspecific trigger

Specific Roles

ITIL describes several key rolesthat assist in the provision ofquality services:

Service Owner - providing

focus for their Services

Process Owner - for everyProcess - Service

Management, IT and

Business

Process Manager - for each

process





Notes:

Service Owner responsible for specific service. Notresponsible for execution of design, transition oroperation activities.

Service Owner should represent their service inChange Advisory Board (CAB) meetings.

Notes:

The process owner is not responsible for executingactivities within the process.

Notes:

Service Owner

Initiation, transition and ongoing

maintenance

Prime contact for servicerelated issues

Ensure service delivery meets

customer requirements

Identify service improvementsand raise Requests for Change

Liaise with Process Owners throughout theService Management lifecycle

Effective reporting and monitoring

Accountable to the IT Director for the delivery

of the service

Process Owner

Define process strategy,policy and standards

Assist with process design

Ensure process

documentation is availableand current

Audit the process for efficiency, effectiveness andcompliance

Communicate information toensure awareness

Provide resources andtraining

Provide input to ServiceImprovement Programs

Process Manager

Responsible for the operational

management of a process

Responsibilities include planning

and coordinating all activitiesrequired to carry out, monitor andreport on the process

There may be several ProcessManagers for one process (e.g.

regional Change Managers)

The Process Manager role is oftenassigned to the person who carriesout the Process Owner role, but thetwo roles may be separate in larger

organizations





Notes:

The RACI matrix documents the roles andrelationships of stakeholders in a process or activity. Itis used to clarify to all involved which activities and

roles they are expected to fulfil, as well as identifyingany gaps in process delivery and responsibilities. It isespecially helpful in clarifying the associated staffingmodel.

Notes:

Business cases are developed to support:• The definition of services (in terms of the

value for both customers and the provider• Requests for Change (RFCs)• Improvements to services and service

management processes

Examples of Models in ITIL include:• Incident Models• Change Models• Request Models• Configuration Models• Service Models

Examples of Packages in ITIL include:• Service Package• Service Level Package

• Service Design Package• Release Package

Notes:

Business Cases are used heavily in both ServiceStrategy and Continual Service Improvement.Conceptually, business cases are considered in allphases of the lifecycle of a service – for example:

• As justification for requested changes• As a component of a Capacity Plan• As a component of an Availability Plan• As a consideration in implementing a

structural problem resolutionSee also reference to business cases for ContinualService Improvement (page 166).

RACI Model

Responsible: The person or

people responsible for

getting the job done

Accountable: Only 1 person

can be accountable for

each task

Consulted: Involved through

input of knowledge and

information

Informed: Receiving

information about process

execution and quality

IT Service Management Reusable Concepts

Business Cases Means of quantitativelysupporting action or decision(for services, changes,improvements, etc.)

Models

Packages

Baselines Descriptions of a state at aparticular point in time (for services, configurations, processperformance, etc.)

Templates for common activitiesor structures (for changes,incidents, configurations, etc.)

Complete descriptions andspecifications (for releases,designs, etc.)

The Business Case

A decision support andplanning tool that projectsthe likely consequences ofa business action

Business CaseDimensions

A. IntroductionThe business objectives addressed by the service

B. Methods and assumptionsDefines the boundaries of the business case, such astime period, whose costs and whose benefits

C. Business impactsThe financial and non-financial business case results

D. Risks and contingenciesThe probability that alternative results will emerge

E. RecommendationsSpecific actions recommended

Qualitative

Quantitative





Notes:

Notes:

Notes:

Managing Risk

An uncertainty ofoutcome,whether positiveopportunity or negative threat

Risk

DefineFramework

IdentifyRisks

IdentifyOwners

EvaluateRisks

Set Risk Levels

IdentifyResponses

Embed &Review

GainAssurance

ImplementResponses

management analysis

businessoperations

serviceoperations

supplyrisk

demandrisk

customerassets

serviceassets

ITSM


The Service Lifecycle

The Integrated Service Lifecycle

Objectives of each of the Service

Lifecycle Phases

Value of each of the Service

Lifecycle Phases

The Service Lifecycle






Notes:

Notes:

Service Strategy is about ensuring that organizationsare in a position to handle the costs and risks

associated with their Service Portfolios, and are set upnot just for operational effectiveness but also fordistinctive performance.

Setting policies and objectives is a primary concern ofService Strategy.

This volume of ITIL encourages readers to stop andthink about why something is to be done beforethinking of how. Answers to the first type of questionsare closer to the customer‟s business.

Topics covered in Service Strategy include thedevelopment of markets, internal and external, serviceassets, Service Catalogue, and implementation ofstrategy through the Service Lifecycle. Financial

Management, Service Portfolio Management,Organizational Development, and Strategic Risks areamong other major topics.

Notes:

The key message from Service Design is that new orchanged services, processes, technology such asmonitoring systems should not be implemented inisolation. Service Design is required to enable thecontinuation of all current operational aspectsconsidering the impact of changes on these at theoutset and not as an afterthought when the change isabout to go live.

Service Design relates to significant change ratherthan everyday (simple) changes. The classification ofsignificant must be determined by each adoptingorganization.

The Lifecycle Approach

BusinessneedSTRATEGY

Deployment

Develop,build and test

TRANSITION

Requirementsdefinition

DESIGN

Design Evaluation

ProcurementOperation

OPERATION

Business need

IMPROVEMENT

Optimization

Retirement


Service Strategy - Overview

Financial Management

Service Portfolio

Management (including

methods)

Demand Management

Processes

How to design, develop, and implement servicemanagement not only as an organizational

capability but as a strategic asset P u r p o s e

Primary deliverable: chartered service with business case

SS

Organizations use theguidance to set objectivesand expectations ofperformance towards servingcustomers and market spaces,and to identify, select, andprioritize opportunities.

Service Design - Overview

Service Catalog Management

Service Level Management

Capacity Management

Availability Management

Service Continuity Management Information Security Management

Supplier Management

Processes

A holistic approach to all aspects of the design

of new or changed service for introductioninto the live environment P

u r p o s e

The 5 Aspects

Primary deliverable: Service Design Package

Service solutions

ITSM systems and tools

Technology architecture& management systems

Processes (ITSM)

Metrics and methods

SD





Notes:

Notes:

Notes:

Learning and Improvement is a primary concern ofContinual Service Improvement.

Service Transition - Overview

Processes

Transition Planning & Support

Change Management

Service Asset & ConfigurationManagement

Release & DeploymentManagement

Service Validation & Testing

Evaluation

Knowledge Management

Assist organizations seeking to plan and manage

service changes and deploy service releases intothe production environment successfully P

u r p o s e

Primary deliverable:

established (changed)service, implemented andtransitioned according tothe specifications in theService Design Package

ST

Service Operation - Overview

SO

Coordinate and carry out the activities and

processes required to deliver and manage servicesat agreed levels to business users and customers(including the ongoing management of technology

to deliver and support services)

P u r p o s e

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Processes

Primary deliverable: intendedbusiness outcomes

ITSM Functions

Service Desk

Technical Management

Application Management

IT Operations Management(incl. Operations Control andFacilities Management)

Continual Service Improvement - Overview

CSI

The overall health of ITSM as a discipline

The continual alignment of the portfolio of ITservices with the current and future business needs

The maturity of the enabling IT processes required

to support business processes in a continual servicelifecycle model

Continually align and realign IT services to the

changing business needs by identifying and

implementing improvements to IT services thatsupport business processes P

u r p o s e

Primary deliverable: business justified improvement





Notes:

Notes:

The guidance answers questions of the following kind:• 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?• How can we make a case for strategic

investments?• How should we define service quality?• How do we efficiently allocate

resources across a portfolio ofservices?

Approaches to value creation include:• Minding the gap between the

customers perception and the definedbusiness outcomes

• Creating a marketing mindset• Framing the value of services in terms

of utility and warranty that clearlydefine the output that the customercan expect

Once service management is viewed as patterns ofcollaborative exchanges, rather than an assembly line,it is apparent that it is more useful to think of servicemanagement as a value network or net. In

constructing and analyzing the dynamics of a servicestructure, Service Strategy answers critical questionsregarding services:

• Who are all the participants in theservice?

• What are the overall patterns ofexchange or transactions?

• What are the impacts or deliverablesof each transaction on each

3 7

F o un d a t i on s C o ur s ef or I T S M

( I T I L v 3 )

© DreamC atchers,Inc.

c o ur s ev 3 .4

Service Strategy

Activities of Service Strategy

Key concepts

Objectives of Service Strategyprocesses

Goals, Purpose & Scope of Service Strategy

How to design, develop, and implement servicemanagement not only as an organizationalcapability but as a strategic asset P

u r p o s e

Principles useful for developingpolicies, guidelines and processes

The development of

Markets (internal and external)

Service assets

Implementation strategy

Setting objectives andexpectations of performancetowards serving customers andmarket spaces

Identifying, selecting andprioritizing opportunities

Scope

Value creation

Service Assets

Service Provider Types

Service Structures

Principles for strategy

Key activities

SS





participant?• What is the best way to generate

value?

Organizations already practicing ITIL may use thispublication to guide a strategic review of their ITIL-

based service management capabilities and toimprove the alignment between those capabilities andtheir business strategies. This volume of ITILencourages readers to stop and think about whysomething is to be done before thinking of how.

Notes:

Notes:

For a service to offer value to a customer, it must meetits purpose (utility) and perform within statedparameters (warranty).

These two aspects of a service are key to how the

Service Lifecycle works in all other stages.• The concepts of utility and warranty

are used within Service Design as astarting point for defining functionaland performance designspecifications - in other words, howthe business will use the service(utility) and what the SLA will be for itsperformance (warranty).

• Within Service Transition, utility andwarranty translates to testing andvalidation processes such as usertesting (utility) and availability testing

(warranty).• The link to Service Operation is seen

in the definition and management ofevents, incidents, problems, andaccess, all of which can reportexceptions to (or meeting theexpectations of) utility and warranty.

The Activities of Service Strategy

Understand the customer

Understand the opportunity

Clarify and visualize

Understand market space

Define outcome-based services

Service Portfolio, Catalog and Pipeline

Define theMarket

Prepare forExecution

Develop theAssets

Develop theOfferings

Customer and service assets Service Management as an asset

Enhancing performance and potential

Assessment and objectives

Prioritizing

Potential, expansion and growth

SS

Utility & Warranty

From the customer‟s perspective,the business value of a

service is created by the combination of two elements:

Utility - the functionality offered by a product or servicefromthe customer‟s perspective (Fitness for Purpose)

Warranty - a promise or guarantee that a product or

service will meet its agreed requirements (expressed in a

formal agreement e.g. Service Level Agreement or

Contract (Fitness for Use )

Fit for purpose?

Fit for use?

ORPerformance supported?

Constraints removed?

AND

Available enough?

Capacity enough?

Continuous enough?

Secure enough?

Value-createdAND

SS © Crowncopyright 2007






Notes:

A Service Portfolio describes a provider‟s services interms of business value.

By considering services as a system for creating and

capturing value, regardless of sourcing orunderpinnings, the line between IT Services andbusiness services begins to blur.

A Service Portfolio describes a provider‟s services interms of business value. It articulates business needsand the provider‟s response to those needs.. By actingas the basis of a decision framework, a ServicePortfolio either clarifies or helps to clarify the followingstrategic questions:

• Why should a customer buy theseservices?

• Why should they buy these servicesfrom us?

• What are the pricing or chargebackmodels?

• What are our strengths andweaknesses, priorities and risk?

• How should our resources andcapabilities be allocated?

ITSM means thinking of IT as a cohesive set ofbusiness resources and capabilities. These resourcesand capabilities are managed through processes andultimately represented as services.

Business perspectives often do not easily relate to ITinfrastructure. A strategy aimed at this challenge isBusiness Service Management (BSM). BusinessService Management is the ongoing practice ofgoverning, monitoring and reporting on IT and thebusiness service it impacts. BSM differs from previousstrategic methods by offering a holistic top-downapproach aimed at aligning the IT infrastructure withthe business.

BSM sets forth a model for developing business-focused metrics, enabling adaptation to future needsas driven by the business requirements. Thecornerstone to BSM is the ability to link service assetsto their higher-level business services.

(from ITIL text)

Service Portfolio Management

SS

“The value of aService Portfoliostrategy isdemonstratedthrough the ability toanticipate changewhile maintainingtraceability to strategyand planning.”

Understand the

customer‟s business anddefining businessservices

Aligning IT services and

business services

Linking IT service assets

to higher-level businessservices – BusinessService Management

To govern investments in service management

dynamically across the enterprise andmanage them in the provision of value G

o a l





Notes:

Included in the Service Pipeline is the „RequirementsCatalog‟

„The Requirements Catalog is the central repository of

the users‟ requirements, and all the requirementsshould be documented here, following the analysis ofthe list defined above. The Requirements catalogshould form part of the overall Service Pipeline withinthe overall Service Portfolio. Each requirement thathas been analyzed is documented using a standardtemplate …‟ Service Desk § 5.1.5.1

A Service Catalog is also a collection of Lines ofService (LOS), each under the control of a ProductManager. Definition of a Line of Service: A core orsupporting service that has multiple service packages.Each LOS provides a combination of utility andwarranty most preferred by a segment of customers.

Customer segments are defined in terms of businessoutcomes. Each LOS has one or more serviceofferings. Business Relationship Managers helprepresent the interests of customer segments toProduct Managers and vice versa.

Notes:

The primary goal of Demand management is to helpensure the ability to supply services (via capacity).Demand Management is most tightly integrated withCapacity Management and seeks to eliminate excesscapacity. (ITIL text)

Notes:

Demand Management techniques such as off-peakpricing, volume discounts and differentiated servicelevels can influence the arrival of demand in specificpatterns. However, demand still pulls capacity.

Key Demand Management concepts include thefollowing:

• Activity-based demand management• Patterns of business activity (PBAs)• User profiles (UPs)• Differentiated offerings• Differentiated service levels

Patterns of demand generated by the customer's

Service Lifecycle within the Service Portfolio

SS

Service Portfolio

Service Pipeline

Services under development, build or test

Retired Services Services no longer live

ServiceCatalog

Customer/supportteam viewable sectionof the Service Portfolio

ServiceLifecycle

Service Status:Requirements

DefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperationalRetired


Demand Management Objectives

SS

Understand thecustomer‟s business toidentify, analyze and

codify patterns ofbusiness activity (PBAs) &User Profiles

Reduce the risk of

uncertainty in demand

Avoid excess capacity

that generates costwithout creating value

Visualize the customer‟s business activity andplans in terms of the demand for required

supporting services G o a l

Demand Management Concepts

Challenges in Managing Demand for Services

Demand “pulls” capacity – capacity can not be

stored to meet future demand

Excess capacity increases costs without increasing

value

Insufficient capacity will result in unmet demand /

poor service

Activity-based Demand Management – Analyzing andtracking Patterns of Business Activity (PBAs) helps

predict demand for services

Business Activity Patterns – can be determined basedon User Profiles, consisting of one or more PBAs

PBAs and User Profiles are documented and subject to

change control

SS





business are driven by patterns of business activity.

User profiles may refer to applications or processes aswell as to user roles in the more traditional sense

(from ITIL text)

Notes:

Notes:

Notes:

Financial Management Objectives

SS

G o a l

Financial Management provides thebusiness and IT with the

quantification, in financial terms, of:

the value of IT services

the value of the assets underlyingservices

the qualification of operational

forecasting

A key source of input for BusinessCases

Bring to the enterprise the core capabilities ofoperational visibility, insight and superior decision making

Service Strategy - Review

SS

Define the market

Develop the offerings

Develop strategic assets

Prepare for execution

4 Main Activities

Service Portfolio

Management

Demand Management


Processes

How to design, develop, and implement servicemanagement not only as an organizational capability

but as a strategic asset P u r p o s e

Service assets for valuecreation:

Resources – tangible assets

Capabilities – intangibleassets

Value to the business isdefined by: Utility - Fit for Purpose

Warranty – Fit for Use

Service portfolio andService lifecycle

Patterns of business activity

4 7

F o un d a t i on s C o ur s ef or I T S M ( I T I L v 3

)


c o ur s ev 3 .4

Service Design

Objectives & scope

Value of Service Design

The 4 P’s of Service Design

5 major aspects of design

In depth look at Service LevelManagement

Objectives and concepts forother Service Design processes





Notes:

Satisfy the business needs - design services to satisfybusiness objectives, coordinating all design activitiesfor IT services to ensure consistency and business

focus.Cost effective design - design services that can beefficiently developed as well as enhanced, consideringlong-term cost of providing the service as well.

Relevant process throughout the Service Lifecycle -design efficient and effective processes for design,transition, operation and improvement of high qualityIT services along with supporting tools (especially theService Portfolio), systems and information, tomanage services through their lifecycle.

Notes:

An investment in Service Design will pay off in lessrisk and lower long-term costs of the services. Yetoften this is overlooked in the rush to market.

Notes:

The scope of Service Design incorporates the fiveaspects of design (see page 53).

Service Design – Goals

SD

Design services to satisfy the business objectives

Design for efficient development / enhancement

Design effective service lifecycle processes

Identify and manage risks

Define measures for design effectiveness

Produce and maintain plans, policies, architectures,

frameworks, documents, etc.

Design for security, resilience, reliability, etc.

Assist in efforts to develop standards and policies

Contribute to improvement efforts

A holistic approach to all aspects of the design

of new or changed service for introduction intothe live environment P

u r p o s e

Service Design - Value to the Business

SD

Reduced Total cost of ownership (TCO) Improved quality and consistency of service

Easier implementation of new/ changed services

Alignment and effective performance of services

Improved governance and decision making

Effective IT and IT Service Management processes

Service Design Scope

New or changed services (requirements extracted fromthe Service Portfolio)

Service Management systems and tools, especially theService Portfolio, including the Service Catalog

Technology architecture and management systems

The processes required

Measurement methods and metrics

Service Level Service Catalog Availability Capacity

Continuity Supplier Security

Portfolio

ServiceCatalog

MeasuresArchitecture

Strategy

Improvement

Transition

Operation

SD © Crowncopyright 2007






Notes:

The 4 P‟s represent the four major areas that need tobe considered in the design of effective servicemanagement.

As processes are designed, it is important that qualitybe "baked in". There will never be another opportunityto make up for what is omitted in this phase andcertainly quality will never be less expensive to obtain.

For new or changed services:• supporting processes should be

defined and documented• they should be streamlined for

effectiveness• as requirements change, they should

be realigned• activities must be measurable or

opportunities for improvement are lost

Products (or Technology) designed to be used todeliver service and information to the right person inthe right place at the right time. The Design phase isthe most effective and economical time to assurequality.

Partners are a critical element of Service Design.Specialist suppliers will often be needed to providesome aspects of a service. These may be availableinternally or external providers may have to beidentified.

Whether with internal or external suppliers, there mustbe clear agreements and contracts in place to assure

the needed levels of service support. Communicationis an important aspect of maintenance of goodrelationships with suppliers so it is important thatchannels be clear and used regularly.

(from ITIL text)

Notes:

Good Service Design brings a consistent and holisticapproach to the design of new and changed services,assuring integration in 5 key areas.

• Designing Service Solutions:requirements are taken from the

Service Portfolio and a solution isdesigned conforming to constraintsidentified in Service Strategy.

• SM Systems and Tools, esp. theService Portfolio: not only must thenew service integrate with existingservices but the tools must be capableof supporting the new service.

The 4 P‟s of Service Design

People

ProcessesProducts/

Technology

Partners/Suppliers

Staffing levels Skill sets Training Communication

Tools to assist inservice generation

Technology thatincreaseefficiency

Specialist suppliers Appropriate &

documentedagreements

Communicationchannels

Objectives Inputs / Outputs Ownership Activities Measurements



5 Key Aspects of Service Design

1. Designing Service Solutions -including all of the functionalrequirements, resources andcapabilities needed and agreed

2. Service management systemand tools - especially the ServicePortfolio

3. Management and technologyarchitectures and tools

4. Processes needed to design,transition, operate and improvethe services

5. Measurement systems, methodsand metrics for the services, thearchitectures and their constituent components and theprocesses

„The main problemtoday is that

organizations oftenonly focus on the

functionalrequirements. A

design orarchitecture by

definition needs toconsider all design

aspects.‟

SD





• The Technology Architectures &Management Systems: must either becapable of supporting the new serviceor changes must be made to theexisting systems or to the newservice.

• Processes: all IT & SM processesmust be capable of supporting thenew service or either the servicechange will need to be amended orthe processes revised.

• Measurement Methods & Metrics:must either exist or be added tosupport the new reporting needs orthose needs must be revised.

(from ITIL text)

Notes:

Slide acronyms:• Reqs – requirements for the service• SDP – Service Design Package• SAC – Service Acceptance Criteria• SLR – Service Level Requirements• SLA – Service Level Agreement• SLM – Service Level Management

Service Design is constrained by several factors:

Notes:

This is a key document which enables all the variousdesign activities to be recorded and progressedthrough the life of the service. It is initially created foreach new service and then updated associated withmajor changes and at the retirement of the service.

Service Requirements include:• Business Requirements• Service Applicability• Service contacts

Service Design includes:• Service Functional Requirements

• Service Level Requirements• Service and Operational Management

Requirements• Service Design and Topology

(from ITIL text)

Designing Service Solutions Approach

Create a repeatable process Ensure cost, quality and functionality

Iterative and incremental

Assisted by Project Management

Design

SLR SLA

Pilot Live

SAC SAC

sample approach

SLR = Service Level Requirements

SAC = Service Acceptance Criteria

SLA = Service Level Agreement

SDP = Service Design Package

OperationTransitionSDP

ASPECT

1



The Service Design Package (SDP)

ASPECT

1

SD

Defines all aspects of IT service throughout lifecycle

Created for new services, major change, retirement

Service requirements

Service design

Organizational readinessassessment

Service lifecycle plan

Service program, servicetransition plan

Service operational

acceptance plan

Service acceptancecriteria

Contents:





Notes:

Services go through numerous states through theirlifecycle. The Service Portfolio, which is a subset ofthe Service Knowledge Management System (SKMS),

contains services in all their phases, but only theService Catalog subset will be accessible to thecustomer. Once chartered, resources and budget willbe allocated and the service enters the ServiceCatalog.

The data held in the Service Catalog should answer acustomer's questions such as why they would buy thisservice from you and what are pricing and chargebackmodels if applicable.

(ITIL text)

Notes:

Architectural design activities within IT provide overallstrategic „blueprints‟ for the development anddeployment of the IT infrastructures. Enterprisearchitecture should be integrated with the businessarchitecture and should include architectures for:

• Applications• Data/information• IT infrastructure• Environments

Service Architecture translates applicationsinfrastructure, organization and support activities into aset of services.

Application Architecture provides a blueprint fordevelopment and deployment of individualapplications, maps business and functionalrequirements onto applications and showsinterrelationships between applications.

Data / Information Architecture describes the logicaland physical data assets of the enterprise and thedata management resources.

IT Infrastructure Architecture describes the structure,functionality and geographic distribution of thehardware, software and common componentssupporting overall architecture.

(from ITIL text)

Designing the Service Portfolio and ContentsASPECT

2

SD

ServiceCatalog

Service Portfolio

ServicePipeline

Retired Services

Services with status betweenchartered and operational(different status whileundergoing changes ?)

Requirements

Defined

Analyzed

Approved

Chartered

Designed

Developed

Built

Test

Released

Operational

Retired

Captures details for allservices

Access to informationcontrolled

Requirements are recordedconsidered and prioritizedforming the Service Pipeline


Architectural Relationships

„… translating

business visionand strategyinto effective

enterprise change,by creating,

communicatingand improving key

principles andmodels thatdescribe the

enterprise‟s future

states andenable itsevolution.‟

EnterpriseArchitecture defined

by Gartner

ServiceArchitecture

ApplicationArchitecture

InfrastructureArchitecture

BusinessArchitecture

DeliveryFeedback &Monitoring

Supportedby

Using

DataArchitecture

ServicePortfolio

ServiceKnowledgeMgt System

ASPECT

3







Notes:

In addition to technology needed to provide theservices, IT must now also consider technology tosupport the service using technical solutions to assist

their processes. Tools should provide cost effectivesolutions and benefits to the business as well as to ITservices.

Notes:

A process is a structured set of activities designed toaccomplish a specific objective. Processes should be

defined, documented and controlled so that they canbe repeated and become manageable. (ITIL text)

Notes:

Degrees of control over processes can be defined andthen process measurement and metrics can be built into the process to control and improve the process.

Metrics are powerful tools. They will change the waypeople behave and can have tremendous influenceover how things are done. But like any powerful tool,you must know how to use it or that power may beused destructively.

Before deciding what to measure, consider how themeasurement can encourage business objectivesbeing met and assist behavioral change in the desireddirection.

Measurement should be used to assist understandingand to identify excellence as well as areas for

improvement.

Measurement Systems and Metrics Design shouldinclude measures for:

• Progress – milestones achieved• Compliance – process conformance• Effectiveness – results against

objectives• Efficiency – process productivity and

Technology Architecture

Technology needed to provide the service (e.g.

invoicing service)

Technology to support the service (e.g. end-to-endtransaction timing monitors)

Business Requirements

People, Roles & Activities

Processes & Procedures

Management Tools

Technology

Integrated end-to-end

D e s i gnt o p d own

I m p l e m e n t b o t t o m u p

ASPECT

3



Process Design

Defined anddocumented

Enables consistentapproach

Allows measurement

Proves effectiveness andefficiency

Process Models

Process Controls

Improve understanding

Articulate key features

ASPECT

4

SD

Measurement Systems, Methods and Metrics

Knowing what ishappening

Identification of

excellence

Need for improvement

„If you cannot measure it, how can you manage it?‟

Encourage that businessobjectives are met

Assist in behaviouralchange

Measurement should:

Measure for:

Customer

Business

Innovative

Financial

Perspectives:*

* From the Balanced Scorecard

ASPECT

5

SD





resource utilization

(from ITIL text)

Notes:

Fit for purpose - these will be metrics to the customershowing whether SLA's were met which are quitedifferent than metrics to be used for process tuning.

Not over or under engineered & right the first time - itis much easier and cheaper to design right than tocorrect later

Align to current level of capability - as the organizationmatures, it may move from simple metrics to higherlevels of sophistication

KPI - specific metric type that shows how well aservice or process is performing; a "report card"

Metrics can be consolidated in the areas whereinformation is required leading to good decisionsbased on sound information. Ultimately, businessdecisions will be made based on metrics derived fromdata at lower levels. It is important that those metricsbe accurate and reliable, without gaps orinconsistencies.

Management will not have time or even necessarilyunderstand minute low-level data but should beprovided with a top-level dashboard view summarizinginformation of value to them.

Notes:

Measurement Design Criteria

Fit for purpose

Not over or under engineered

Require minimal re-engineering

Effective and efficientsolutions

Align to current level ofcapability

Stick to key performanceindicators (KPIs)

Metric: Something measured and reported on to

help manage a process, service, activity, etc.

Guidelines:

Business

IT

OverallService

Process

SpecificMetrics

Component

ASPECT

5



Service Design Processes


Service CatalogManagement

Capacity Management


IT Service Continuity

Management

Information SecurityManagement

Supplier Management

SD





Notes:

Notes:

Analysis of the cost and impact of service breachesprovides valuable input and justification of SIP

activities and actions. The constant need forimprovement needs to be balanced and focused onthose areas most likely to give the greatest businessbenefit. Reports should also be produced on theprogress and success of the SIP, such as the numberof SIP actions that were completed and the number ofactions that delivered their expected benefit. (from ITILtext)

Notes:

A rule of thumb for SLAs - "If something cannot bemeasured, it should not be documented.“

Wording of an SLA should be clear and concise, withany ambiguous terms defined, so that all parties willunderstand it. It will generally be written in businesslanguage, while OLA's may use technical languageand Contracts may contain legal terminology.

The customer's relationship with IT is defined throughthe SLA or Service Level Agreement. The customer'sinterest is in the overall level of service it receives fromIT at the service level vs. the component level. Acustomer's SLA should focus on whether a servicewas available and of sufficient quality.

However, IT services rely upon many suppliers and

providers and it is important to have underpinningagreements to assure service can be delivered. Theseagreements may be at more of a component level. Ifthe agreement is with another provider within thesame organization it is referred to as an OLA orOperational Level Agreement. If it is with an external,3rd party supplier, it is called a UC or UnderpinningAgreement

Service Level Management - Objectives

SD

Define, document, agree, monitor, measure, report andreview the level of IT service provision

Provide and improve relationships with the business andcustomers

Monitor and improve levels of customer satisfaction

Develop specific and measurable targets

Define levels of service clearly and unambiguously

Proactively improve service levels where cost justifiable

“Service Level Management negotiates, agrees anddocuments appropriate IT service targets with

representatives of the business, and then monitors andproduces reports on the service provider’s ability to

deliver the agreed level of service.”

Service Level Management - Scope

SD

Provide key interface between the business and I Tservice provider

Negotiate and agree on Service Level Agreements for current services in conjunction with Operational Level

Agreements and Contracts Capture Service Level Requirements for future business

needs and changes

Investigate and eradicate poor service

Create and manage Service Improvement Plans

Service Level Management – Key Documents

Service LevelAgreement

(SLA)

OperationalLevel

Agreement(OLA)

UnderpinningContract (UC)

Legally binding agreement between anIT service provider anda third party(supplier)

Underpinning agreement between an ITservice provider andanother part of thesame organization that assistswith

provision of services

A writtenagreement between thecustomers andthe IT service provider that quantitatively details the IT service,

documents service level targets, andspecifies the responsibilities of the ITservice provider and the customer

SD





The Service Level Management process will work withthe Supplier Management process with respect to thecreation of Underpinning Contracts.

(from ITIL text)

Notes:

Notes:

Notes:

SLM structure options include the following.• Service-based SLA - This is where an

SLA covers one service, for all thecustomers of that service – for

example, an SLA may be establishedfor an organization‟s e-mail service – covering all the customers of thatservice.

• Customer-based SLA - This is anagreement with an individualcustomer group, covering all theservices they use.

• Multi-level SLAs - Some organizations

Service Level Management - Structure

Customer Customer Customer Customer

Service Level Agreement

Service A Service B Service C

IT Infrastructure

Operational Level Agreements Underpinning Contracts

Internal Organization External Organization



Service Level Management Process

Determine,Document

& Agree

Review &Improve

ImproveCustomer

Satisfaction

DevelopContacts &Relationship

Monitor& Report

Review SLAs,OLAs & UCs

Standards &Templates

Assist withServiceCatalog

SLRs SLAs

ServiceCatalog

OLAs

UCs

Customer

SupportTeam

Supplier

Service

Reports



Service Level Management - Activities

Determine SLA structure

Customer-based

Service-based

Multi-level

Produce Service Level Requirements (SLRs)

Manage customer relationships & satisfaction

Provide service reporting – including SLAM charts

Conduct Service Reviews

Initiate improvements (via Service Improvement Plans)

Conduct annual SLA reviews (including revisiting OLAsand contracts)

SD





have chosen to adopt a multi-levelSLA structure. For example, a three-layer structure as follows:

• Corporate level: covering allthe generic SLM

• Customer level: covering allSLM issues relevant to theparticular customer group orbusiness unit

• Service Level: covering allSLM issues relevant to thespecific service, in relation toa specific customer group(one for each service coveredby the SLA)

It can be difficult to draw out requirements to beincluded in the SLR, as the business may not knowwhat they want and they may need help inunderstanding and defining their needs, particularly interms of capacity, security, availability and IT servicecontinuity. The requirements initially expressed maynot be those ultimately agreed. Several iterations ofnegotiations may be required before an affordablebalance is struck between what is sought and what isachievable and affordable.

SLA Monitoring (SLAM) charts at the front of a servicereport to give an „at-a-glance‟ overview of howachievements have measured up against targets.These are most effective if color coded (Red, Amber,Green, and sometimes referred to as RAG charts as aresult).

(from ITIL text)

Notes:Service Level Management - KPIs

Success of SLM

How many services haveagreements

Time to create agreements

% of review meetings held onscheduled date

Success of services delivered

% reduction in SLA breaches

Breaches caused by OLA issues Breaches caused by contract issues

„Key Performance Indicators (KPIs) and metrics … should be

developed from the service, customer and business perspective

and should cover both subjective and objective measurements.‟

KPIs should cover:

SD





Notes:

Key challenges of SLM implementation include:• Identifying the correct customer: the

customer must have authority to make

agreements for services• Lack of prior experience: when first

implementing, a customer should bechosen based on relationship andopportunity, who will be willing to workwith a draft SLA while baselinemetrics are acquired and experienceis gained

• Before go live, the agreement must besigned

• The Service Desk represents a greatopportunity to build support and evenenthusiasm for the process, but if theService Desk does not promote anduse SLA's, they have little likelihood ofsuccess

• Be sure SLA's are well communicatedto both users and IT support staff andthat the Service Desk particularly iswell-trained on expectations of them

Notes:

Service Level Management - Key Challenges

Identifying the correct

customer

No prior experience ofService Level Management

Drafting SLAs Gathering initial baseline

information

Ensuring agreement issigned

Gaining Service Desk andsupport groups „buy in‟

Advertising SLAs

SD

Service Level Management - Interfaces

Service Level Management is a source of valuableinformation to all processes, providing the Service LevelRequirements by which success may ultimately be measuredas well as Service Improvement Plans identified in reviews. Inreturn, SLM needs input from the processes regarding theability and cost to perform to these requirements .

Service Portfolio Management & Service Catalog Management

providing SLM with details of current and planned services

receiving information on changing customer needs or plans

Change Management

provides a vehicle for all changes

receiving information regarding upcoming business changes

Configuration Management

providing SLM with a complete view of services offered

Strong interfaces exist with:





Notes:

Notes:

Notes:

The Service Catalog can contain more than one view.The business may not require a view into the technicaldetails that support the service and the techniciansmay not necessarily require a view into the businessinformation.

Services are entered into the catalog once they atchartered status.

Each Service should be held as a Configuration Itemto ensure the effective recording of incidents,problems, RFCs, etc. against services.

The Service Catalog is subject to ChangeManagement.

(from ITIL text)

Service Level Management - Interfaces

Availability Management & Capacity Management Availability Management in particular, along with I ncident

Management, are key focus areas for SLAs and as such havevery strong ties to SLM

Incident Management & Problem Management provide SLM with information on the performance of the

processes themselves provide SLM with information to identify weaknesses in

performance of the services receive information on business requirements in order to better

prioritize and evaluate performance

Strong interfaces exist with (cont.):

P u r p o s e

Service Catalog Management - Objectives

SD

Define the service within the Service Catalog

Produce and maintain the Service Catalog

Ensure interfaces, dependencies and consistency

between

the Service Catalog and the Service Portfolio

all services and supporting services

all services, and supporting components and items

Manage the information contained within theService Catalog, and to ensure that it is accurateand reflects the current details, status, interfaces anddependencies of all services that are being run, or

being prepared to run, in the live environment.

Service Catalog Management - Basic Concepts

services delivered to thecustomer, including

relationships to thebusiness units and thebusiness process

services delivered to thecustomer, includingrelationships to thesupporting services,shared services,components and items

BusinessProcess

BusinessProcess

BusinessProcess

Servi ce A Servi ce B

SW HW App Data

Business Service Catalog

Technical Service Catalog







Notes:

Notes:

The Service Design process of Capacity Managementfocuses on assuring sufficient capacity is available to

keep services running at agreed levels.Capacity Management is divided into 3 sub-processes,each with a different focus:

• Business Capacity Management -focused on current and futurebusiness requirements

• Service Capacity Management -focused on delivery of existingservices that support the business

• Component Capacity Management -focused on the performance of theindividual components comprising theservice. Overlaps in some areas with

Service Capacity Management, butwith a different emphasis.

Data from Capacity Management is stored in theCapacity Management Information System (CMIS)

(from ITIL text)

Notes:

The iterative activities of Capacity Management aremonitor, analyze, tune and implement. Componentsand services should be monitored with the dataanalyzed and reported on, resulting in improvementsas identified and implemented as appropriate. Theimprovements continue to be monitored. (ITIL text)

Capacity Management - Objectives

Create the Capacity Plan

Provide advice and guidance toIT and the business regardingperformance and capacityissues

Ensure performance meets or exceeds targets

Assist Incident and ProblemManagement on capacityrelated issues

Assist in Change Managementassessment of impact oncapacity and performance

Proactively look for cost effectivesolutions to enhanceperformance

SD

Capacity Management - Basic Concepts

Business Capacity

Management (BCM) Aligning IT to business plans

and strategy

Modeling

Service CapacityManagement (SCM) Ensuring capacity underpins

service

Managing demand

Tuning

Component Capacity

Management (CCM) Understanding technical

components

Analyzing future technologies

Tuning

BCM

SCM

CCM

ReviewCurrent

Agree &Document

Tools

Improve

Plan

CMIS*

Plan

Forecast

Reports

*Capacity Management Information System



CMIS

Capacity Management - Activities

Monitoring

Implementation Analysis

Tuning

1

1

Changes to capacity are changes, and thus areimplemented through Change Management

SLMThresholds

ResourceUtilizationThresholds

SLMExceptions

Resource

UtilizationExceptions







Notes:

“The main objective of Availability Management is toensure that service availability matches or exceeds the

agreed needs of the business”

The distinct objectives of Availability Management aredesigned to achieve the main objective stated above.

Notes:

Service availability is sometimes referred to as „end toend‟ availability, i.e. the end to end provision of service

aligned to Service Level Agreements. This is theavailability which the customer is directly concernedwith.

Component Availability is the IT side. Capability ofsingle infrastructure components to support therequired agreed levels.

Notes:

Actual Down Time (ADT) does not include planneddowntime (i.e. pre-determined and agreed to outagesfor maintenance periods, etc.)

Availability Management - Objectives

Create and maintain theAvailability Plan

Provide advice andguidance for servicedesign, transition, operation

and improvement

Assist with availabilityrelated incidents andproblems

Assess the impact ofchanges

Produce cost effectiveproactive measures

Measure and monitor

SD

Availability Management – Concepts

the ability of an IT Service, componentor configuration item to perform itsrequired function when required

Availability =

Intentionally defining „availability‟ based on business

value and requirements

Looking at all aspects of „availability‟

Monitoring „availability‟

Driving capability and improvement into „availability‟

Managing Availabilitymeans ….

Availability

Service Availability

Component Availability



Availability Management – Terms

Agreed Service Time (AST) Actual Down Time (DT)

Agreed Service Time (AST)x 100

Fault Tolerance

Reliability

Maintainability

Serviceability

How long a service or componentperforms without interruption

How quickly a component can berestored to an operational state

Ability of a third-party to meet their contract terms

The ability of a service to mask (component) failure

Calculating Availability







Notes:

Notes:

In order to meet its objective of optimal Availability, theAvailability Management process focuses on

maximizing uptime, known as MTBF and minimizingdowntime, known as MTRS. The total cycle is calledtime between system incidents and is measured fromincident start to the next incident start.

In order to improve the MTRS, AvailabilityManagement considers the Availability IncidentLifecycle from an extended viewpoint. The incidentlifecycle is broken up into 5 parts: Detect, Diagnose,Repair, Recover and Restore. Improvement in any ofthese phases will result in shortening MTRS ordowntime.

(from ITIL text)

Notes:

ITSCM provides an invaluable role in supporting theBusiness Continuity Planning process. In manyorganizations, ITSCM is used to raise awareness ofcontinuity and recovery requirements and is oftenused to justify and implement a Business ContinuityPlanning process and Business Continuity Plans.ITSCM should be driven by business risk as identifiedby Business Continuity Planning, and ensures that therecovery arrangements for IT services are aligned toidentified business impacts, risks and needs.

The first real ITSCM task is to produce an ITSCMstrategy that underpins the BCM strategy and itsneeds.

The Business Continuity Strategy should principallyfocus on business processes and associated issues(e.g. business process continuity, staff continuity,buildings continuity). Once the Business ContinuityStrategy has been produced, and the role that ITservices has to provide within the strategy has been

Availability Management Process

Reports

AvailabilityPlan

DesignCriteria

TestingSchedule

AMIS*Monitor,Measure,Analyze,Report,

Review

AnalyzeFailures &

Remediation

ManageRisk

Plan &Design

ImplementCounter-Measures

Review &Test

Reactive Activities

Proactive Activities *Availability ManagementInformation System



The Expanded Incident Lifecycle

detect diagnose repair recover

MTBSI

MTBF

MTRS

incident restore

MTBF

MTRS

MTBSI

Mean time to restore service („downtime‟)

Mean time between system incidents

Mean time between failures („uptime‟)



IT Service Continuity Management - Objectives

Maintain IT service continuity

and recovery plans thatsupport overall BusinessContinuity Plans (BCPs)

Conduct Business Impact

Analysis (BIA)

Conduct Risk Assessments

Provide advice and guidanceon recovery issues

Support the business with

appropriate recoverymechanisms

SD





determined, an ITSCM strategy can be produced thatsupports and enables the Business ContinuityStrategy.

(from ITIL text)

Notes:

IT Service Continuity Management, or ITSCM, is aService Design process focusing on disaster recovery.IT Service Continuity must be based on the BusinessContinuity Plan for understanding of which servicesmust be restored in given timescales.

The Business Continuity Strategy and Plans will formthe basis for ITSCM requirements and strategy andimplementation.

Invocation in the event of a crisis must be based uponauthorized roles and defined requirements.

Any IT Service Continuity Plan must include plans forreturn to ongoing operations after invocation.

(from ITIL text)

Notes:

IT Service Continuity Management - Concepts

SD

Policy settingScopeInitiate a project

Business Impact AnalysisRisk AssessmentIT Service Continuity Strategy

Develop IT Service Continuity Plans

Develop IT plans,recoveryplans

andproceduresOrganization planningTesting strategy

Education, awareness and trainingReview and auditTesting

Change Management

Initiation*

Requirements& Strategy*

Implementation*

On GoingOperation*

Strategy

Plans

Invocation*

BusinessContinuityManagement

* = Stages of the ITSCM lifecycle © Crowncopyright 2007


Information Security Management - Objectives

Align with business security objectives and processes

Protect information, including

Business transactions

Exchanges of information between organizations Ensure confidentiality, integrity and availability

SD

I

Framework for Managing Information Security

Plan

Evaluate

Maintain

Implement

Control






Notes:

The Information Security Policy should be widelyavailable to all customers and users, and theircompliance should be referred to in all SLRs, SLAs,

contracts and agreements.The Information Security Policy should have the fullsupport of top executive IT management and ideallythe support and commitment of top executive businessmanagement. The policy should cover all areas ofsecurity, be appropriate, meet the needs of thebusiness and should include:

An overall Information Security Policy Use and misuse of IT assets policy An access control policy A password control policy An e-mail policy An internet policy

An anti-virus policy An information classification policy A document classification policy A remote access policy A policy with regard to supplier access of IT

service, information and components An asset disposal policy

(from ITIL text)

Notes:

The process should be set up to facilitate themonitoring and control of the suppliers as well as

formal processes for engaging new supplierorganizations. There should be guidelines set up andadhered to for contractor negotiations so that theprocess can be as transparent as possible.

NOTE: There is an overlap between Service LevelManagement and Supplier Management with respectto the negotiation of contracts with suppliers.

(from ITIL text)

Information Security Management - Concepts

SD

Security ManagementInformation System (SMIS)

Enforce

SecurityPolicy

Risk &Vulnerability

Report

Control &Mitigate

Monitor& Manage

Report &Review

Information SecurityPolicy

Strategy

Organizational

structure

Security controls

Management of risks

Process management

Communications

Training and

awareness


Supplier Management - Objectives

Manage supplier relationships and performance

Negotiate and monitor contract performance

Create Supplier Policy

Create and maintain Supplier and Contract Database(SCD)

Supplier

Supplier MgtProcess Owner

ContractsManager

SupplierManager

SupplierManager

Supplier Supplier

Purchasing

Legal







Notes:

All Supplier Management process activity should bedriven by a supplier strategy and policy from ServiceStrategy. In order to achieve consistency and

effectiveness in the implementation of the policy aSupplier and Contracts Database (SCD) should beestablished, together with clearly defined roles andresponsibilities.

Basic activities of Supplier Management include:• Evaluation of new suppliers and

contracts• Establish new suppliers and contracts• Supplier and contract management

and performance evaluation• Contract renewals and terminations• Supplier categorization and

maintenance of the Supplier and

Contract DB(from ITIL text)

Notes:

Notes:

Supplier Management - Basic Concepts

Categorize &Maintain

Evaluate

Establish

Manage

Renew /Terminate

Supplier &ContractDatabase

Supplier Strategy& Policy



Summary of Service Design Processes

SLM CAP AVAIL ITSCM SEC SUPP

SDP

Analyze

Requirements

Design

Solution

Evaluate

Solution

Prepare

Solution

Develop

Solution

ServiceDesign

MeasurementMethods

Architectures

Strategy

NewRequirements

Portfolio

Catalog



Service Design - Review

SD

Goals

Value to the Business

4 P‟s of Service Design

Design aspects

The Service DesignPackage

Service Catalog Management


Capacity Management


Service Continuity Management

Information Security Management

Supplier Management

Processes

A holistic approach to allaspects of the design of new or changed service for introduction into the liveenvironment

P u r p o s e

The 5 Aspects

Service solutions

ITSM systems and tools Technology architecture

& management systems

Processes (ITSM)

Metrics and methods





Notes:

Notes:

Service Transition provides guidance on• Moving new and changed services

into production• Testing• The transfer of services to or from an

external service provider• Retirement of services

(from ITIL text)

Notes:

There may be situations when some activities do notapply to a particular transition. For example thetransfer of a set of services from one organization toanother may not involve release planning, build, testand acceptance. The following lifecycle processes inthis publication support all lifecycle stages:

• Change Management• Service Asset and Configuration

Management• Knowledge Management

Service Transition uses all the processes described inthe other ITIL publications as it is responsible fortesting these processes, either as part of a new orchanged service or as part of testing changes to theService Management processes. Service levelmanagement is important to ensure that customerexpectations are managed during Service Transition.Incident and problem management are important forhandling incidents and problems during testing, pilotand deployment activities.

The following activities are excluded from the scope ofService Transition best practices:

Service Transition Key terminology and concepts

Service Asset and Configuration

Management (SACM) in depth Change Management in depth

Objectives and basic concepts for

Release and DeploymentManagement


Highlight other processes

Service Transition

Provide guidance on thedevelopment andimprovement of capabilitiesfor transitioning new and

changed services intooperations

Purpose

Scope

Management and co-ordination of the processes,systems and functions topackage, build, test anddeploy a release intoproduction, and establishthe service specified in thecustomer and stakeholder requirements

ST

ServiceTesting and

Pilots

Review &Close

TransferDeploy

Retire

Build and

Test

ServiceDesign

ServiceStrategy

Plan andpreparerelease

Change Management

Service Asset and Configuration Management


Service Validation and Testing

Release and Deployment Management

Plan andPrepare for

Deployment

Scope of Service Transition


Service or Change Evaluation

ITIL process that supports whole service lifecycle

Focus of activity related to service transition

ITIL process in other core publication

ServiceOperation

ST © Crowncopyright 2007






• Minor modifications to the productionservices and environment, e.g.replacement of a failed PC or printer,installation of standard software on aPC or server, or a new user

• Ongoing Continual ServiceImprovements that do not significantlyimpact the services or serviceprovider‟s capability to deliver theservices, e.g. request fulfillmentactivities driven from ServiceOperations.

(from ITIL text)

Notes:

More details regarding goals:• Set customer expectations on how the

performance and use of the new orchanged service can be used toenable business change

• Enable the business change project orcustomer to integrate a release intotheir business processes and services

• Reduce variations in the predictedand actual performance of thetransitioned services

• Reduce the known errors andminimize the risks from transitioningthe new or changed services intoproduction

•

Ensure that the service can be used inaccordance with the requirements andconstraints specified within the servicerequirements.

(from ITIL text)

Notes:

Additional points of value:• Competitive edge – Ability to adapt

quickly to new requirements andmarket developments

• Management of mergers, de-mergers,

acquisitions, transfer of services• Success rate of changes and releases

for the business• Predictions of service levels and

warranties for new / changed services• Confidence in the degree of

compliance with business andgovernance requirements during

Service Transition Goals and Objectives

Set customer expectations

Enable integration

Reduce performance variation Reduce known errors and

minimize risk

Ensure proper use of services

Goals

Objectives

Provide clear and

comprehensive plans

Plan and manage the resources

Increase satisfaction

Increase use of services

ST

Service Transition Value to the Business

Enables the service provider to:

Handle high volumes of change and releases across its

customer base

Align the new or changed service with the customer‟s

business requirements and business operations

Ensure that customers and users can use the new or changed service in a way that maximizes value to the

business operations

ST





change• Variation of actual against estimated

and approved resource plans andbudgets

• Productivity of business and customerstaff because of better planning anduse of new and changed services

• Timely cancellation or changes tomaintenance contracts for hardwareand software when components aredisposed or de-commissioned

• Understanding of the level of riskduring and after change, e.g. serviceoutage, disruption and re-work

(from ITIL text)

Notes:

Notes:

The purpose of SACM is to:• Protect the integrity of service assets

and configuration items (CI)• Place IT assets and designated CIs

under configuration management• Ensure the integrity of assets and

configurations by maintaining acomplete Configuration ManagementSystem (CMS)

• Support processes through accurateinformation

• Provide a logical model of the ITinfrastructure correlating IT servicesand IT components (physical, logical,etc) needed to deliver these services

(from ITIL text)

Service Transition Processes & Roles

Transition Planning and

Support

Change Management

Service Asset andConfiguration

Management

Release and DeploymentManagement

Service Validation and

Testing

Evaluation


Process Owner

Service Owner

responsible to the customer for the initiation, transitionand ongoing maintenanceand support of a particular service

responsible for ensuring thatall activities defined withinthe process are undertaken

“These owner roles are notnecessarily a person dedicated

for each process or service.”

ST

Service Asset & Configuration Mgt Objectives

Compliance with corporategovernance

Control of asset base

Cost optimization

Effective change and release

management

Faster incident and problem

resolution

define and control the components of services andinfrastructure and maintain accurate configuration

information on the historical, planned and currentstate of the services and infrastructure P

u r p o s e

Configuration Management enables

ST





Notes:

The CMS holds all the information for CIs within thedesignated scope. Some of these items will haverelated specifications or files that contain the contents

of the item, e.g. software, document or photograph.The CMS maintains the relationships between allservice components and any related incidents,problems, known errors, change and releasedocumentation and may also contain corporate dataabout employees, suppliers, locations and businessunits, customers and users.

At the data level, the CMS may take data from severalphysical CMDBs, which together constitute afederated CMDB. Other data sources will also pluginto the CMS such as the definitive media libraries.The CMS will provide access to data in assetinventories wherever possible rather than duplicating

data.

A configuration baseline is the configuration of aservice, product or infrastructure that has beenformally reviewed and agreed on, that thereafterserves as the basis for further activities and that canbe changed only through formal change procedures. Itcaptures the structure, contents and details of aconfiguration and represents a set of configurationitems that are related to each other.

(from ITIL text)

Notes:

Organization CIs include strategy and internal policies

Internal CIs include tangible and intangible assetssuch as software for individual projects

External CIs include external customer agreements,releases for suppliers or sub-contractors

Key Concepts for SACM

Service Asset &Configuration Mgt Policies

Configuration Model

Configuration Items (CIs)

Attributes

Configuration ManagementSystem (CMS)

Configuration Management

Database (CMDB)

Definitive Media Library(DML)

Configuration Baselines

Snapshot

ST

A Configuration Item (CI) is an asset, servicecomponent or other item which is, or will be, under thecontrol of configuration management.

Configuration Items

Service lifecycle CIs - plans, business case, SDP

Service CIs

Service capability assets - people, knowledge

Service resource assets - systems, data, facilities, capital

Organization CIs – business strategies and policies

Internal CIs

External CIs

Interface CIs – required to deliver end-to-end serviceacross a service provider interface

Configuration Item categories:

ST





Notes:

Understanding the relationships between thecomponents will enable other processes to accessvaluable information that will enable:

•

Assessing the impact of proposedchanges• Assessing the impact and cause of

incidents and problems• Planning and designing new or

changed services• Planning technology refreshes and

software upgrades• Planning release packages and

migrating services• Optimizing utilization of assets

(from ITIL text)

Notes:

Configuration identification covers all aspects ofnaming and labelling assets, defining classes andtypes of assets and how they are to be grouped andclassified, together within ownership of the CI atdifferent stages of the Lifecycle.

Configuration control ensures that there are adequatecontrol mechanisms so that information is keptaccurate and up-to-date. It is particularly important toensure that the logical and physical informationmatches.

Each CI can posses a number of different statesthrough which in can pass. The status links to the usethat can be made of the item at that point in time.

Verification and audit ensures that regular reviews areperformed to ensure conformity between thedocumented baselines and the actual environment.

(from ITIL text)

BankingCore Service

Serviced by

Supportedby Hosted

Uses

Configuration Model

Technical Infrastructure Service

ApplicationE-bankingSupport Service

Network

topologyAuthentication

Network

service

Application Hosting Service

MessagingData

services

Webservices

Availability

User

experienceBusiness

logic



C o n f i g u r a t i o n

M a n a g e m e n t S y s t e m

Managementand planning

Configurationidentification

Configurationcontrol

Statusreporting

Verificationand audit

SACM - Activity Model







Notes:

The Definitive Media Library (DML) is the securelibrary in which the definitive authorized versions of allmedia CIs are stored and protected. The Definitive

Media Library (DML) stores the definitive, approvedversions of all software CIs along with associatedlicenses and documentation. The DML, therefore,stores:

• Master copies of all controlledsoftware in an organization, including

• master copies of versions thathave passed qualityassurance checks

• definitive copies of purchasedsoftware (along with licencedocuments or information), aswell as software developed onsite.

• master copies of controlleddocumentation for a system (inelectronic form)

NOTE: Business application data would not be storedin the Definitive Media Library.

The exact configuration of the DML is defined duringthe planning activities.

Definitive versions of electronic media, includingsoftware, are captured in a Definitive Media Libraryprior to release into the service operations readinesstest environment.

Only software from the DML is authorized for use in arelease. Software in the DML is under Change andRelease & Deployment Management and informationabout it is recorded in the CMS.

This library may in reality consist of one or moresoftware libraries or file-storage areas, separate fromdevelopment, test or live file-store areas.

(from ITIL text)

Platform for Release & Deployment

ST

ProdProd

PhysicalCIs

Electronic

CIs

CMDB

DML

ReleaseRecord

CIs are storedin the DML

Informationabout CIs is in

the CMDB

DML

Build

Test

Prod

Definitive Media Library and CMDB

Software Distribution






Notes:

Notes:

Notes:

Some changes may be defined to lie outside thescope of Change Management. These may be widerorganizational and/or business changes, that wouldgive rise to RFCs that relate to services. Or they mayinclude operational changes, such as printer repairs,may be deemed outside the scope. (from ITIL text)

Configuration Baseline

ST

Serves as the basis for further activities

Build a service component from a defined set of inputs

Change or rebuild a specific version

Assemble all relevant components for a release

Basis for audit and back out

Can be changed only th rough formal change procedures

A configuration baseline is the configuration of aservice, product or infrastructure that has beenformally reviewed and agreed on.

Configuration Baseline

Snapshot

Documents a state, which may contain faults and is notnecessarily agreed on

May be used for comparison to a baseline

Service Asset and Configuration Mgt - Interfaces

Financial Management SACM provides financial information critical to determine cost of

services and cost allocationAvailability Management

SACM assists in detection of points of failure

Change Management SACM provides information needed to assess impact of changes

IT Service Continuity Management SACM provides information on assets supporting services, allowing

ITSCM to plan for continuity and to assess the state to restore to

Incident Management and Problem Management Provides and maintains key diagnostic information as well as

providing data to the Service Desk

Service Asset and Configuration Management gives insightto all processes regarding assets and their relationships.


The addition,modification or removal of anyauthorized,planned or supported serviceor servicecomponent and its

associateddocumentation

To ensure that changes are recorded, evaluated,authorized, prioritized, planned, tested,implemented, documented and reviewed in a

controlled manner P u r p o s e

Change Management – Scope & Objective

Service Change

Legal/regulatory

Organizational policy andstandards

Business, customer and user activity analysis

New service

Updates to existing portfolio

Sourcing model

Technology innovation

Sources of Change

ST





Notes:

Notes:

Once the approach to manage standard changes hasbeen agreed, standard change processes and

associated change workflows should be developedand communicated. A change model would normallybe associated with each standard change to ensureconsistency of approach.

All changes, including standard changes, will havedetails of the change recorded.

Emergency change is reserved for changes intendedto repair an error in an IT service that is negativelyimpacting the business to a high degree. Changesintended to introduce immediately required businessimprovements are handled as normal changes,assessed as having the highest urgency.

(from ITIL text)

Notes:

When conducting the impact and resourceassessment for RFCs referred to them, ChangeManagement, CAB, ECAB or any others who areinvolved in this process should consider relevantitems, including:

• the impact that the change will makeon the customer‟s business operation

• the effect on the infrastructure andcustomer service, as defined in theservice requirements baselines,service model, SLA, and on thecapacity and performance, reliabilityand resilience, contingency plans, andsecurity

• the impact on other services that runon the same infrastructure (or onprojects)

• the impact on non-IT infrastructures

The Truths of Change

Change is an everyday part of life.The only constant in life is change!

Change = Risk

Change Management Concepts

Optimize risk exposure (supporting the risk profile

required by the business)

Minimize the severity of any impact and disruption

Be successful at the first attempt

Changes should be managed to:

ST

Change Types

Requires full assessment and authorization

Normal Change

A change for which the approach is pre-authorized andhas an accepted and established procedure to provide

a specific change requirement

Approval granted by the delegatedauthority

Standard Change

Changes intended to repair an error in an IT service that is

negatively impacting the business to a high degree

May have different authorization and may bedocumented retrospectively

Should be kept to an absolute minimum

Emergency Change

ST

Normal Change Process

RFC

Assess and EvaluateChange

Authorize Change

Plan Updates

CoordinateImplementation *

Review and closechange record

Record &Review RFC

C o n f i g u r a t i o n

M a n a g e m e n t S y s t e m

EvaluationReport

* Includes Build& Test







within the organization – for example,security, office services, transport,customer help desks

• the effect of not implementing thechange

• the IT, business and other resourcesrequired to implement the change,covering the likely costs, the numberand availability of people required, theelapsed time, and any newinfrastructure elements required

• the current change schedule (CS) andprojected service outage (PSO)

• additional ongoing resources requiredif the change is implemented

• impact on the continuity plan, capacityplan, security plan, regression testscripts and data and test environment,Service Operations practices.

(from ITIL text)

Notes:

Notes:

Defined authorization levels will exist for anemergency change, and the levels of delegatedauthority must be clearly documented and understood.In an emergency situation it may not be possible toconvene a full CAB meeting. Where CAB approval isrequired, this will be provided by the Emergency CAB(ECAB).

Not all emergency changes will require the ECABinvolvement; many may be predictable both inoccurrence and resolution and well understoodchanges available, with authority delegated, e.g. toOperations teams who will action, document andreport on the emergency change.

It may not be possible to update all ChangeManagement records at the time that urgent actions

Standard Changes

Defined trigger

Tasks are well-known,documented and

proven

Authority is effectivelygiven in advance

Budgetary approval

pre-ordained or within

control of requestor

Risk – usually low;

always wellunderstood

Create RFC

Assign for Work

Review and closechange record

Elements

requested

implemented

closed



Emergency Changes

Response to errors causingsignificant negativebusiness impact

Goal: as few emergencychanges as possible

Differences in approach:

Authorization must beclearly defined anddocumented (ECABadvises)

Build, test and implementpath is accelerated (fulltesting may be foregone

as necessary) Some documentation may

be completed after thechange is implemented

ST





are being completed (e.g. during overnight or weekendworking). It is, however, essential that temporaryrecords are made during such periods, and that allrecords are completed retrospectively, at the earliestpossible opportunity.

(from ITIL text)

Notes:

The questions posed by the 7 R‟s of Change must beanswered for all changes. Without this information, theimpact assessment cannot be completed, and thebalance of risk and benefit to the live service will notbe understood. This could result in the change notdelivering all the possible or expected business

benefits or even of it having a detrimental, unexpectedeffect on the live service.

(from ITIL text)

Notes:

Notes:

As and when a CAB is convened, members should bechosen who are capable of ensuring that all changeswithin the scope of the CAB are adequately assessedfrom both a business and a technical viewpoint. The

CAB may be asked to consider and recommend theadoption or rejection of changes appropriate for higherlevel authorization and then recommendations will besubmitted to the appropriate change authority. Toachieve this, the CAB needs to include people with aclear understanding across the whole range ofstakeholder needs. (from ITIL text)

The 7 “Rs” of Change Management

ST

Must be answered for all changes Balance risk and benefit to live service Help assure delivery of expected business benefits Reduce risk of detrimental effects on live service

Who raised the change? (requested it)

What is the reason for it?

What is return required?

What are the risks involved?

What resources are required to deliver it?

Who is responsible for build, test andimplementation?

What is the relationship with other changes?

Remediation Planning

ST

All changes should includea Remediation Plan,

considered and testedprior to implementing the

change

Back-out plan to restore to

previous, baselined state if

possible Where back-out is not an

option, may entail:

More change

Invoke continuity plan in

extreme situations

Change Advisory Board (CAB)

ST

Change Manager

Customers

User managers / reps

Service operations

Application development

IT technical staff

Process managers (e.g. Problem)

Office services staff

Contractors or 3rd parties

A body that exists to support the authorizationof changes and to assist Change Managementin the assessment and prioritization of changes

C A B

ECAB

A smaller organizationwith authority tomakeemergencydecisions

Meets asneeded





Notes:

Notes:

Notes:

Change Management Roles

ST

May be a role, person or a group of people

The culture of the organization dictates, to a large extent,

the manner in which changes are authorized

Change Authority

Receives,logs and allocates a priority to all RFCs

Chairs and facilitates CABmeetings

Authorizes acceptablechanges

Issues change schedules, via the Service Desk

Coordinate change building, testing and implementation

Updates the change log with all progress

Reviews all implementedchanges

Analyzes change records to determine any trends

Change Manager

Change Management Metrics & Challenges

ST

The distribution of stakeholders, participants, et al.

Balancing risk and need

Balancing stability and responsiveness

Balancing control and bureaucracy

Culture

Using the right measurements

Number of successful changes

Number of failed changes

Service disruptions caused by poor change

Unplanned changes

Change request backlog and why

Metrics

Challenges

Change Management - Interfaces

Service Asset and Configuration Management SACM provides information needed to assess impact of changes SACM helps assure all assets impacted by a change are noted SACM tracks change work flow

Capacity (and Demand), Availability and Security Management provide CAB with relevant information to assist in assessment all process related changes must go through Change Management

IT Service Continuity Management ITSCM changes must be updated through Change Management to

assure accuracy and awareness to stakeholders

Problem Management RFCs required to handle problem fixes Problem management is major contributor to CAB


Change Management oversees changes needed for each process.





Notes:

The scope of Release and Deployment Managementincludes the processes, systems and functions topackage, build, test and deploy a release into

production and establish the service specified in theService Design package before final handover toservice operations. (from ITIL text)

Notes:

Well-planned and implemented release anddeployment will make a significant difference to an

organization‟s service costs. A poorly designedrelease or deployment will, at best, force IT personnelto spend significant amounts of time troubleshootingproblems and managing complexity. At worst, it cancripple the environment and degrade the live services.

Effective Release and Deployment Managementenables the service provider to add value to thebusiness by:

• Delivering change, faster and atoptimum cost and minimized risk

• Assuring that customers and userscan use the new or changed servicein a way that supports the business

goals• Improving consistency in

implementation approach across thebusiness change, service teams,suppliers and customers

• Contributing to meeting auditablerequirements for traceability throughService Transition.

(from ITIL text)

Release and Deployment Management

A collection of

hardware, software,documentation,processes or other componentsrequired toimplement one or more approved

changes to ITservices

To build, test and deliver the capability to providethe services specified by Service Design and thatwill accomplish the stakeholders‟ requirements and

deliver the intended objectives P u r p o s e

Release

Services / changes establishedinto production

Effective use of services

Realization of business value bycustomer

Satisfied customers, users and staff

Effective and efficient service

operations

Key Outcomes

ST

Release and Deployment - Objectives

Provide clear and comprehensive plans enablingchange projects to align their activities

Ensure release packages can be built, installed, testedand deployed efficiently

Ensure new or changed services meet the utility,warranty and service levels

Ensure knowledge transfer enabling full utilization by the

consumer

Ensure knowledge and skills transfer to support staff

enabling full delivery and support of the service

Minimize unpredicted impact

Satisfy customers and users

ST





Notes:

Notes:

Notes:

Release and Deployment - Concepts

ST

A portion of a service or infrastructure that is normally

released together

Release Unit

A single Release Unit or a structured set of release units

Release Package

Release Options

Big-bang – to all users at once

Phased – partial then scheduled roll-out

Incremental changes to all users

Unit by unit

Element by element

Combinations of these

Push vs. pull

Automation vs. manual

Plan and prepare release

Plan and prepare deployment

Service testing and pilots

Build and test

Transfer, deploy, retire

Review and close Early Life Support

Release and Deployment - Basic Process




Enable the service provider to be more efficient, improvequality of service, increase satisfaction and reduce the

cost of service

Ensure staff have a clear and common understanding ofthe value that their services provide to customers andthe ways in which benefits are realized from the use ofthose services

Ensure that, at a given time and location, serviceprovider staff have adequate information

Ensure that the right information is delivered to

the appropriate place or competent person at

the right time to enable informed decision P u

r p o s e

ST





Notes:

Notes:

Notes:

Data

C o n t e x t

Understanding

Why?

How?

Who, What,When, Where?

Information

Knowledge

Wisdom

“The quality and relevance of

knowledge rests on theaccessibility, quality and

continued relevance of theunderpinning data and

information.”

DIKW Model



Knowledge Processing Layer(Query and analysis, reporting, Performance management, Modelling, Monitoring)

Presentation Layer(Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate)

Service Knowledge Management System (SKMS)

Data and Information sources

Information Integration Layer

CMDB1

CMDB2

DML1

Integrated Asset and Configuration Information

DML2

Service Management Knowledge Base

Configuration Management System (CMS)

DocumentsApplication data

Change data Release data

Managing Knowledge through the SKMS



Additional Service Transition Processes

Plan and coordinate the resources to ensure that therequirements in the service design are effectively realized

Identify, manage and control the risks of failure and disruptionacross transition activities



Evaluation

Ensure that a release will deliver the expected outcomes

Validate that a service is fit for purpose and fit for use

Confirm that the customer and stakeholder requirements for the new or changed service are correctly defined andremedy any errors or variances

Provide a consistent and standardized means of determiningthe performance of a service change in the context of existingand proposed services and IT infrastructure

ST





Notes:

Notes:

Service Operation is the bread and butter phase for allIT Services. Based on requirements identified in

Service Strategy, we have now designed our services,transitioned them in and are ready to start deriving thevalue.

Notes:

The Service Operation phase is concerned withdelivery and support of services. The scope of thisphase includes:

• Principles - using a balancedapproach to the many competingneeds of running services.

• The Organization of ServiceOperation - focusing on the manyroles involved in support ofoperations.

• The Services Themselves - anyactivity undertaken as part of aservice, regardless of who performs it.This may be the service provider, anexternal supplier, or even a user or

customer.• Service Management Processes - of

course the Service Operationprocesses are within ServiceOperation scope but many of theother ITIL processes, including thoseintroduced in other phases, are eitherin constant use in Service Operation

Service Transition – Review

Goals & objectives

Value to the business

7 R‟s of change

Types of changes

Release options

CI types

Technologies – CMS, CMDB,DML, SKMS

Processes

Change Management

Service Asset & Configuration

Management

Release & Deployment

Management



Evaluation


Assist organizations seeking to plan and manage servicechanges and deploy service releases into the productionenvironment successfully

P u r p o s e

Key Concepts

ST

Service Operation Key terminology and concepts

Incident Management (in depth)

Problem Management (in depth) Objectives and basic concepts for

Event Management

Request Fulfilment

Access Management

Service Desk function

Role, objectives and overlaps:

Technical Management

Application Management

IT Operations Management

Service Operation - Principles & Purpose

Managing day-to-day activities and technology

Executing processes to optimize cost and quality Enabling the business to meet its objectives

Effective functioning of components

Coordinate and carry out the activities andprocesses required to deliver and manage

services at agreed levels to business users andcustomers

Also responsible for ongoing management ofthe technology

Service Operation concerns

P u r p o s e

SO





or influenced by outputs from thisphase. One example of this isAvailability Management, introducedin Service Design but of vitalimportance to Service Operation.

• Technology - because all servicesrequire technology in some way fordelivery, the technology itself must beincluded in management of services.Infrastructure management is asignificant consideration of ServiceOperation.

• People - those who drive demand forservices and products as well asthose who determine how thisdemand will be met. Failure torecognize the importance of thiscomponent will undermine anyService Management project.

(from ITIL text)

Notes:

By ITIL definition, a Service is a means of deliveringvalue to customers by facilitating outcomes customerswant to achieve without the ownership of specific costsand risks.

It is apparent by this definition, that Service Operationis the phase in which value to the business is realized.Service Strategy, Service Design and ServiceTransition considered the value proposition and

assured this value could be derived but within ServiceOperation value is seen through:

• Services running within budget andROI targets

• Design flaws fixed and the satisfactionof unforeseen requirements

• Gains to efficiency• Optimization of services

(from ITIL text)

Service Operation - Value to the Business

SO

‘Service Operation is where the value

is seen’

Services run within budget and ROI targets

Design flaws fixed and unforeseen requirements

satisfied

Efficiency gains achieved

Services optimized

A means of delivering value to customers byfacilitating outcomes customers want toachieve without the ownership of specific

costs and risks.

Service





Notes:

Good communication is essential for successfulService Operation, just as it is for any other phase ofthe lifecycle.

Notes:

The processes of Service Operation are:• Event Management - which monitors

all events that occur throughout the ITInfrastructure to allow for normaloperation and also to detect andescalate exception conditions.

• Incident Management - concentrateson restoring the service to users asquickly as possible in order tominimize business impact.

• Problem Management - involves root-cause analysis to determine andresolve the cause of events andincidents. It also includes pro-activeactivities and Known ErrorManagement.

• Access Management - the process ofgranting authorized users the rights touse a service while restricting accessto non-authorized users.

• Request Fulfillment - involves themanagement of customer or userrequests that do NOT result from anunexpected delay or disruption.

Other processes introduced in other ServiceManagement phases still have a significant role inService Operation:

• Financial Management• Availability Management• IT Service Continuity Management• Capacity Management• Change Management• Service Asset and Configuration

Management• Release and Deployment

Management• Knowledge Management

Communication

Routine operational communication

Communication between shifts

Performance reporting

Communication in projects

Communications related to changes

Communications related to exceptions or to emergencies

Training for new or customized processes and service designs

Communication of strategy and design to operational teams

Not a process, but is required foreffective Service Operation

1. Must have an intendedpurpose or action

2. Audience should be involvedin determining need

Considerations

SO

Event Management

Incident Management

Problem Management

Access Management

Request Fulfillment

Service Operation - Processes

SO





(from ITIL text)

Notes:

3 suggested categories of events are:• Informational - an event that does not

require action nor represent anexception. These may be used tocheck status, confirm completion,generate statistics or assist

investigations. Examples: user logson, job in a batch queue completes,device comes online, transactioncompletes successfully.

• Warning - event that is generatedwhen a threshold is approached suchas when memory utilization is at 65%and increasing where 75% will breakthe OLA. Warnings allow action to betaken to prevent an exception.

• Exception - when a service or deviceis operating abnormally, probablymeaning OLA & SLA breached and

business is impacted, such as when aserver is down or excess users havelogged on.

Notes:

Event Management

SO

To detect events, make sense of them, and

determine appropriate control action

To act as a basis for automating routine

operations management activities P u r p o s e

Informational

Warning

Exception

Types of Events

Service Desk

Technical and Application Management

IT Operations

Key Roles

There is no definitive ruleabout delineation

Each relies on the sending

and receipt of a message

Notes

any detectable or discernible

occurrence (including achange of state) that hassignificance for themanagement of a

configuration item or service

A warning that a

threshold has beenreached, something haschanged, or a failure hasoccurred

Event Management – Key Terms

Event

Alert

SO





Notes:

Failure of a Configuration Item that has not yetimpacted service is also an incident. For examplefailure of one disk from a mirror set.

Notes:

Notes:

The Incident Management process may be triggeredby any number of notifications, whether through EventManagement, web interface, user phone call, email oranother means.

The Service Desk logs the incident, categorizes theincident, and makes a determination whether this is aService Request and should be fulfilled throughRequest Fulfillment process.

If not, the incident will be prioritized based uponimpact and urgency. (from ITIL text)

“An unplanned interruption to an IT

service or reduction in the quality of

an IT service”

The process of dealing with allincidents including failures,

questions or queries reported byusers (via Service Desk), by

technical staff or automaticallydetected and reported by eventmonitoring tools

Incident Management - Overview

Incident

Incident Management

SO

Any event which disruptsor could disrupt a service

– including user reported

ones Incidents can also be

reported/logged bytechnical staff

“Normal serviceoperation” means

within agreed service

levels (in SLAs)

Incident Management - Scope & Objectives

Not all events are incidents

Service requests are notincidents

Notes

To restore normal service operation as quickly aspossible and minimize the adverse impact upon

business operations, thus ensuring that the bestpossible levels of service quality and availability are

maintained O b j e c t i v e

Scope

SO

Incident Management – Process (1)

ServiceRequest?

Prioritization

RequestFulfillment

Identification

Logging

Categorization

A

User Call

StaffEvent

Web

No

Yes

SO © Crowncopyright 2007






Notes:

The Service Desk will determine whether this is aMajor Incident. If it is a Major Incident, it will fall underthe Major Incident procedure. If not, the Service Desk

will perform an initial diagnosis.The Service Desk will next determine whetherescalation is needed. There are 2 types of escalationin the Incident Management process; hierarchical andfunctional.

Hierarchical Escalation refers to the more traditionalescalation to management and should be performedwhen called for by the process, for instance when auser is very upset or when SLAs are threatened.

Functional Escalation refers to reassignment of anincident to another IT technician whether becauseadditional expertise is needed or because the ServiceDesk can not resolve the incident within SLAs.

Whether or not an incident is escalated, it will continuethrough investigation and diagnosis and then on toresolution and recovery.

Investigation & diagnosis and resolution & recoverymay be performed by technicians not part of theService Desk staff, but the incident must be returnedto the Service Desk for final closure. The Service Deskwill verify closure with the user, assure the incidentrecord is properly updated and finally will close theincident.

(from ITIL text)

Notes:

Priority is based upon 2 inputs - urgency and impact.Impact refers to the impact on the business whileurgency refers to how quickly that impact will be felt oris already being experienced. Impact and urgencyshould be defined as unambiguously as possible, suchas Low Impact affects 1 or very few users in non-critical tasks. The example given in the chart above isone way in which impact and urgency could be used todetermine impact, although an organization wouldassign its own timescales to the given priorities.

Incident Management - Process (2)

MajorIncident?

Initial Diagnosis

Major IncidentProcedure

Escalation*?

Investigation &Diagnosis

A

Resolution &Recovery

Close

Escalation*

* Functional or Hierarchic

No

No

Yes

Yes



Incident Management - Prioritization

SO

Priority = Impact + Urgency

Impact = Effect of the incident on the business

Urgency = A measure of how long it will be until the businessexperiences significant impact

Planned< 24 hours

< 24 hours

< 24 hours < 48 hours

< 48 hours

< 1 hour < 8 hours

< 8 hours

5

2

1 2

3

3

3

4

4

U r g e n c y

Impact

High Medium Low

Low

Medium

High

Resolutiontime

Priority

Sample model






Notes:

A workaround is a way of reducing or eliminating theimpact of an incident or problem for which a fullresolution is not yet available.

Timescales must be agreed for all incident handlingstages – based upon agreed response times andresolution targets documented in SLAs. These mustbe reflected as targets within OLAs and underpinningContracts. All support groups must be aware of thesetimescales and tools may be used to automateescalation.

Incident models define the specific steps to be takenassociated with recurring incidents that have standardresponses defined. Tools can be used to manage theprocess and ensure that a consistent approach isalways followed.

Major incidents represent the highest category ofimpact for an incident. A major incident results insignificant disruption to the business. Specialprocedures need to be followed to ensure that allresources are available to deal with the incidentspeedily. Each organization defines what constitutes amajor incident.

(from ITIL text)

Notes:

Incident Management - Other Concepts

Workarounds - reduce or eliminate the impact

Timescales - agreed for all

incident handling stages Incident models - standard

responses formulated to deal

with common incidents

Major incidents - highestcategory of impact for anincident

SO

J a n u a r y

M a r c h

F e b r u a r y

Incident Management - Metrics

Number of incidents

Breakdown by stage

Incident backlog

Number and percentage of major incidents

Mean time to resolve by impactcode

Percentage handled within SLA

Number and percentage ofincidents handled per SD agent

Number and percentage handledremotely

Number of incidents per incident

model

Incident occurrence by time of day

SO





Notes:

Common challenges for implementation of effectiveIncident Management include:

• Unable to detect incidents early - this

can be overcome through educationof users and effective EventManagement

• Self-help not used or incidents notlogged - which can be offset throughtraining technicians and user to log allincidents and by provision of andeducation in the use of web-basedself-help capabilities

• Lack of Problem and Known Errorinformation due to immature or non-existent Problem ManagementProcess

• Lack of Integrated ConfigurationManagement System (CMS) enablingimproved 1st line support

• Not integrated into SLM process,which impedes ability to assessimpact and priority of incidents as wellas to escalate properly

(from ITIL text)

Notes:

Incident Management – Challenges

Early detection ability

Need for logging and useof self-help

Availability of problem andknown error information(and relevant knowledge)

Integration intoConfigurationManagement System

Integration into Service

Level Managementprocess

SO

Incident Management - Interfaces

Service Asset and Configuration Management SACM provides information to assess and work incidents, including

users affected, faulty equipment, and routing Incident Management maintains status of faulty Cis Incident Management helps audit infrastructure

Change Management receives incident information on incidents resolved by or resulting

from changes Incident Management resolves incidents caused by failed change

Capacity Management receives incident information pointing to capacity related issues helps develop workarounds for capacity related incidents


Incident Management provides information useful toother processes in assessing and addressing issues relatedto the respective processes.





Notes:

Notes:

It is important to understand the distinction betweenincidents and problems.

It is important to understand that not all incidentsshould initiate problem management. Problemrecords may be generated as a result of analysis ofevents or incidents, from proactive trend analysis, orsimply be reported from a variety of sources.

Notes:

Incident Management – Interfaces (cont‟d)

Availability Management uses incident data to determine availability of services uses incident data to assess where the incident lifecycle can be

improved

Service Level Management receives information on the performance of the processes

themselves receives information to identify weaknesses in performance of the

services provides information on business requirements in order to better

prioritize and evaluate performance

Problem Management receives information to assist in assessing and resolving problems provides workarounds to reduce impact of incidents and fixes to

prevent recurring incidents


To prevent problems and resulting incidents fromhappening

Eliminate recurring incidents

To minimize the impact of incidents that cannotbe prevented

Problem Management

O b j e c t i v e

The unknowncause of one or

more incidentsProblem

SO

Problem Management – Key Concepts

Known Errors - A problem that

has a documented root causeand a workaround (or

permanent solution) identified

Known Error Database (KEDB) – Stores known errors

Workaround – Allows restoration

of service, leading to closure ofincidents

Resolution – removes the root

cause of a problem andinvolves change, release and

deployment processes

SO





Notes:

Detection may occur in many ways including detectionby the Service Desk from a major incident or byanalysis of data to identify trends frequently recurring

incidentsLogging to include all relevant details and cross-referencing incident records

Categorizing should use the same coding system asincidents for meaningful analysis and ManagementInformation

Prioritization includes impact and urgency but will alsoconsider severity of the problem and resourcesneeded to resolve it

Diagnosis may use techniques such as IshikawaDiagrams, Pareto and brainstorming

Identification of workarounds allows more rapid

restoration of serviceOnce diagnosis is complete and a workaround orresolution identified a Known Error record should berecorded in the Known Error Database

A Request for Change will be submitted to correctKnown Errors

Resolution will involve Change Management andRelease & Deployment Management

Once a solution has been released and accepted, theProblem record will be closed

A Major Problem Review will be performed to allowcapture of process improvement opportunities as well

as to acknowledge what was done well

(from ITIL text)

Notes:

Problem Management - Process Activities

SO

Detection

Logging

Categorization & prioritization

Investigation & diagnosis

Identification of Workaround

Create Known Error record

Initiate Change Management

Resolution (via ChangeManagement)

Closure

Major Problem Review

Problem Management - Interfaces

Incident Management provides information to assist in assessing and resolving problems helps reduce incident i mpact (workarounds) and occurrence (fixes)

Financial Management helps assess impact of r esolutions or workarounds receives information on cost of resolution and prevention

Service Asset and Configuration Management SACM provides information to assess and work problems may hold Known Error DB and integrate with problem records

Change Management Problem Management submits RFCs for resolutions or workarounds Change Management monitors progress Problem Management contributes to CAB as well as assessment of

success of changes


Problem Management provides information useful to other processes in assessing and addressing problems related tothe respective processes.





Notes:

Notes:

The term service request describes requests forstandard services by users. Many are actually small

changes – low risk, frequently occurring, low cost, etc(e.g. password reset, software installation on a singlePC) – or information requests.

Changes of core service functionality are not servicerequests.

Service Requests are usually handled by a ServiceDesk, and do not require an RFC to be submitted.

(from ITIL text)

Notes:

Access Management does NOT define policies around

who receives what access. Confidentiality, Integrityand Availability requirements are set by InformationSecurity and Availability Management process. AccessManagement grants or restricts access based onthose requirements.

Access Management does not require a new function.Access Management may be executed by Technicaland Application Management functions and isgenerally coordinated in IT Operations Management orthe Service Desk. A Service Request through theService Desk may initiate Access Management.

(from ITIL text)

Problem Management – Interfaces (cont‟d)

Release and Deployment Management rolls out problem fixes into live environment assists in transfer of known errors from development to live KEDB Problem Management assists in resolving problems caused during

release

Availability Management proactive problem management assists in reduction of downtime

Capacity Management problem information assists in evaluating Capacity Plan some problems require Capacity Management input Capacity Management helps evaluate proactive measures

IT Service Continuity Management Problem Management may be entry point if not resolved before

major impact to businessService Level Management

Problem Management contributes to improved Service Levels provides Problem Management with parameters receives information forming basis of some SLA review components


Request Fulfilment - Overview

Provide a regular channel for users to request andreceive standard services

Provide information to users about service availability

and access requests

Source and deliver components of standard services

Assist with general information, complaints or comments related to service requests

A request from a user for information,advice, for a standard change or for

access to an IT service, e.g. to reset apassword or to provide standard IT

services for a new user

ServiceRequest

Objectives

SO

Process of grantingauthorized users the right to

use a service, whilepreventing access to non-

authorized users

Sometimes called Rights Management or Identity Management

Access Management – Objectives & Roles

Execute the policies and actions defined inSecurity and Availability Management

Provide the right for users to be able to use aservice or group of services O

b j e

c t i v e

Service Desk Technical and

ApplicationManagement

IT Operations

Management

Roles Access Management

SO





Notes:

Notes:

Requesting Access - often through a Service Requestthrough the Service Desk or Request Fulfillment or by

Human Resources upon hiring or change of position.Verification - that the user is who they claim to be andthat they have a right to that access

Providing of Rights - is executed by AccessManagement upon completion of verification, oftengenerating requests to other involved departments

Monitoring Identity Status - as users' roles change,access should be changed accordingly. Likelychanges should be monitored for automatically, suchas job changes, retirement, dismissal.

Logging and Tracking Access - Access Managementis responsible for ensuring rights, once granted (by

Information Security Management) are properly used.Note that access to this information should berestricted.

Removing or Restricting Rights - Decisions made byother parts of the organization, but executed byAccess Management (much as granting of access wasdone)

(from ITIL text)

Access Management - Concepts

Access: the level and extent ofa service‟s functionality or datathat a user is entitled to use

Identity: the information aboutthem that distinguishes them asan individual and verifies their

status within the organization Rights (privileges): settings

whereby a user is providedaccess – read, write, execute,change, delete

Service groups: aggregation ofa set of users accessing acommon set of services

Directory services: a specifictype of tool used to manageaccess and rights

SO

Access Management - Process Activities

Requesting access

Verification

Providing rights

Monitoring identity status

Logging and tracking

access

Removing or restrictingrights

SO





Notes:

Operations Control refers to overseeing the executionand monitoring of IT operational events and activities.

Facilities Management refers to the management of

the physical IT environment such as a data center.

Notes:

As the single point of contact for an IT serviceprovider, the Service Desk provides a single

consistent way to communicate with an organization orbusiness unit. (from ITIL text)

Notes:

Types of Service Desks include: Local - Situated in the same location as the

users it serves Centralized – Has a central location, enabling

greater efficiency and cost-effectiveness Virtual – Achieves centralization virtually.

Members may be located in numerouslocations

Follow-the-sun – Utilizes support groupsaround the world to assure seamless, 24 X 7support. Passes incidents, problems, etcbetween groups in different time zones

Specialized – Allows certain types of calls toautomatically route to specialist groups(based, for example, on specific platforms,

applications, business units, etc)

Special consideration should be given to the followingstaffing points:

• Making sure that staffing is at anadequate level to meet SLAs and thatstaffing levels conform to the likelyneeds of specific days and times

• Skill levels should be mixed at any

Logical functions to perform specific activities andprocesses – not necessarily mapping on toorganizational structures or individuals

Service Desk

Service Operation - Functions

Operations Control

Facilities Management

IT OperationsManagement

TechnicalManagement




Service Desk – Objectives & Responsibilities

Logging all incidents/service requests, allocatingcategorization and prioritization codes

First line investigation and diagnosis

Resolving incidents/service requests

Escalation as necessary

Closing all resolved incidents and requests

Conducting customer satisfaction surveys

Communication with users - progress, information

Updating Configuration Management System as agreed andauthorized

The primary aim of the Service Desk is to restore the„normal service‟ to users as quickly as possible (in thewidest possible sense)

Fixing a technical fault, it could equally involve fulfilling

a service request or answering a query

O b j e c t i v e

SO

Service Desk – Types

Local – co-located with users

Centralized – central location,

enabling greater efficiencyand cost-effectiveness

Virtual – achieves

centralization virtually.

Follow-the-sun – utilizes

support groups around theworld to assure seamless, 24 X

7 support

Specialized – allows certaintypes of calls to automaticallyroute to specialist groups

SO





given point to assure neededexpertise is at hand at all times

• Training is critical to Service Desksuccess including use of tools,awareness of business services asthey relate to IT, strongcommunication and customer serviceskills, knowledge of SLAs

(from ITIL text)

Notes:

Notes:

Application Management is responsible for managingapplications throughout their lifecycle. The ApplicationManagement function is performed by anydepartment, group or team involved in managing andsupporting operational applications. Application

Management also plays an important role in thedesign, testing and improvement of applications thatform part of IT services. As such, it may be involved indevelopment projects, but is not usually the same asthe Applications Development teams. (from ITIL text)

Notes:

Help plan, implement and maintain a stable technicalinfrastructure to support the organization‟s businessprocesses through:

Technical Management - Objectives & Role

A well designed and highly resilient, cost-effectivetechnical topology

The use of adequate technical skills to maintain theinfrastructure in optimum condition

The swift use of technical skills to diagnose and resolveany technical failures

Custodian of technical knowledge and expertise

related to managing the IT Infrastructure Provides the resources to support the IT management

lifecycle

Objectives

Role

SO

Application Management - Objectives & Role

To support the organization‟s business processes by

helping to identify functional and manageabilityrequirements for application software

To assist in the design and deployment of applications

To assist in the ongoing support and improvement ofapplications

Contributes to the decision on whether to buy an

application or build it Custodian of technical knowledge and expertise

relating to the management of applications Provides resources to support the Service Management

Lifecycle

Role

Objectives

SO

IT Operations Management – Objectives & Role

Role

Objectives

Executes the ongoing activities and procedures requiredto manage and maintain the IT infrastructure to deliver and support IT services at the agreed service levels

Continually adapts to business requirements anddemand

To maintain the „status quo‟ to achieve stability of theorganization‟s day-to-day processes and activities

To regularly scrutinize and improve service at reduced

cost, while maintaining stability

To swiftly apply operational skills to diagnose and resolveany IT operations failures that occur

SO





Notes:

Facilities Management also includes the coordinationof large-scale consolidation projects, e.g. Data Centerconsolidation or server consolidation projects. In cases

where the management of a data center is outsourced,Facilities Management is responsible for themanagement of the outsourcing contract. (from ITILtext)

Notes:

Notes:

Operations Control and Facilities Management

Oversees execution and monitoring of operational activitiesand events in the IT Infrastructure.

Assisted by Operations Bridge or Network OperationsCenter.

Executes routine tasks from all technical a reas.

Specific tasks:

Console Management

Job Scheduling

Backup and Restore

Print and Output Management

Operations Control

Facilities Management

Manages physical IT environment (Data Center)includingrecovery sites, power and cooling.

Service Operation - Function Overlaps

IT Operations

Management

TechnicalManagement


Ops Mgt Tech Mgt App Mgt

management of ITinfrastructure

applicationmaintenance & support

design, testing and

improvement of CIs



Common Service Operation Activities

Security Management & ServiceOperation

Facilities and Data Center

Management Internet / Web Management

Middleware Management

Desktop Support

Directory Services Management

Database Administration

Storage and Archive

Network Management

Server Management & Support

Mainframe Management

IT Operations

Improvement of Operational Activities

SO





Notes:

Notes:

Notes:

Service Operation – Review

Coordinate and carry out the activities and processesrequired to deliver and manage services at agreed levels tobusiness users and customers (including the ongoingmanagement of technology to deliver and support services) P

u r p o s e

Incident Management

Event Management

Request Fulfillment

Problem Management

Access Management Service Desk

Technical Mgt

Applications Mgt

IT Operations Mgt - IT Operations Control & Facilities Mgt

Processes

Functions

Purpose & value

Achieving balance

Communication

Realization of service value

SO

1 6 1

F o un d a t i on s C o ur s ef or

I T S M ( I T I L v 3 )


c o ur s ev 3 .4


Importance of Continual ServiceImprovement

Continual Service ImprovementModel

Deming Cycle

Measurement

Governance

The 7 step improvement process

CSI and the ITIL Core

CSI

CSI exists in allphases of

the ServiceManagement

Lifecycle






Notes:

Notes:

CSI provides guidance on• how to improve process efficiency and

effectiveness• how to improve services• the improvement of all phases of the

service lifecycle• the measurement of processes and

services

(from ITIL text)

Notes:

„ROI‟ - Amount of gain taking into account theinvestment required (financially oriented)

„VOI‟ - Additional advantages not focussed on monetary gain (e.g. competitive advantage, credibility,customer loyalty, etc.)

CSI Objectives & Scope

CSI

To ensure that ServiceManagement processes continueto support the business

To monitor service level

achievements and wherenecessary enhance processes

The health of the ITSM discipline is

maintained

The service portfolio is aligned tocurrent and future business needs

The continual maturing of IT

service processes

Objectives

Scope

Purpose of Continual Service Improvement

CSI

Validate services deliveredremain in line with ever changing business needs

Align and realign IT with thebusiness

Identification andimplementation ofimprovements

Consider processes throughoutthe service lifecycle

Improve effectiveness andefficiency of existing processes

Understand cost implications

Ensure all processes containgoals, objectives and aremeasurable

Return on Investment for CSI

Investment Cost

money an organization pays toimprove services and service

management processes

Benefit

what an organizationcan gain in a return

“The Business Case should articulate the reason forundertaking a service or process improvement initiative.”

ROI

Business Case

„As-is‟ & „to-be‟ states

Clearly defined success criteria

Balanced focus – people,process & technology

the business valuethat service

improvementbrings (beyond

financial)

VOI

CSI





Notes:

Notes:

Dr. W. Edwards Deming is considered the father ofmodern quality control

From Wikipedia.com: PDCA should be repeatedlyimplemented, as quickly as possible, in upward spiralsthat converge on the ultimate goal, each cycle closerthan the previous. This approach is based on theunderstanding that our knowledge and skills arealways limited, but improving as we go. Often, keyinformation is unknown, or unknowable. Rather thanenter "analysis paralysis" to get it perfect the first time,it is better to be approximately right than exactlywrong. Over time and with better knowledge and skills,PDCA will help define the ideal goal, as well as helpget us there.”

In Six Sigma programs, this cycle is called "Define,

Measure, Analyze, Improve, Control" (DMAIC).

Notes:

Continual Service Improvement Model

How do weget there?

Where do wewant to be?

Where arewe now?

What is thevision?

How do we knowwe‟ve arrived?

Process

Improvement

Assessments

Vision and businessobjectives

Metrics &Measurements

MeasurableTargets

C o n t i n u o u

s

I m p r o v e m e

n t

CSI © Crowncopyright 2007


The Deming Cycle

Plan

Do

Act

Implement the processes

Monitor, evaluate andreport the outcome

Apply actions to the

outcome for necessaryimprovement

Check

Establish objectives and processes necessary todeliver results in accordance with the specifications

Continuous

improvement over time

Used to control and manage quality

Repeatable, but allows for periods of stabilization

Supports identification and implementation of improvements

Relies on a process led approach



Continual Service Improvement Metrics

metrics often associated withcomponents and applications – e.g. performance, availability, etc

captured in the form of CSFs, KPIs

and activity metrics for the servicemanagement processes *

the results of the end-to-endservice (component metrics are

used to compute service metrics)

TechnologyMetrics

ProcessMetrics

ServiceMetrics

key questions that KPIs can help answer: quality,performance, value and compliance*CSI





Notes:

It is recommended that in the early stages of a CSIprogram only two to three KPIs for each CSF aredefined, monitored and reported on. As the maturity of

a service and service management processesincrease, additional KPIs can be added.

Based on what is important to the business and ITmanagement the KPIs may change over a period oftime.

Key questions for KPIs include: What does the performance indicator really tell

us about goal achievement? How easy is it to interpret the performance

indicator? Does it help us to decide on a course of

action? When do we need the information?

To what extent is the performance indicatorstable and accurate?

How easy is it to change the performanceindicator itself?

To what extent can the performance indicatorbe measured now?

Who owns this KPI?

Requirements for IT services and IT componentsdetermine how processes in the lifecycle aremeasured and managed, and thus how theperformance and growth of professionals should bemeasured.

(from ITIL text)

Notes:

Validate Monitoring and measuring tovalidate previous decisions

“The metrics tell us that wewere we right to …”

“Our numbers show we arerealizing value from …”

Direct Monitoring and measuring toset direction for activities inorder to meet set targets

The most prevalent reason formonitoring and measuring

“The metrics reveal that weare meeting our targets …”

“The numbers show that weare not adequately …”

Justify Monitoring and measuring to

KPIs and the Improvement Process

KPIs may change over time

Should be fit for purpose and use

Tension metrics allow balance

Resources – people and money

Features

Schedule

Should focus on results, not efforts

Scope

Quality Performance Value

Compliance

CSI

Objective

CSF

KPI

CSF

KPI

Metric

Metric


CSI - Why Do We Measure?

Validate

StrategyVision

Direct

Targets &Metrics

Justify

Factual

Evidence

Intervene

Changes &

Corrective Actions

Measurement Framework







justify, with factual evidenceor proof, that a course ofaction is required

“The metrics are clear, wemust … “

“According to the numberscollected, we should …”

Intervene Monitoring and measuring toidentify a point of interventionincluding subsequentchanges and correctiveactions

“Based on the metrics, ourbest option is to …”

“The numbers suggest thatwe should …”

(from ITIL text)

Notes:

Notes:

Enterprise governance describes a framework thatcovers both the corporate governance and thebusiness management aspects of the organization.Enterprise governance considers the whole picture toensure that strategic goals are aligned and goodmanagement is achieved.

Corporate governance is about promoting corporatefairness, transparency and accountability.

IT governance an integral part of enterprisegovernance and consists of the leadership,organizational structures and processes that ensurethat the organization‟s IT sustains and extends theorganization‟s strategies and objectives.

The new reality of IT is one in which IT must complywith new rules and legislation and continuallydemonstrate their compliance through successful

CSI - Baselines

A baseline provides:

A clear starting point for later comparison

An initial data point todetermine if a service or process needs to beimproved

Baselines need to bedocumented

Baselines should beestablished at all levels

Strategic goals andobjectives

Tactical process maturity

Operational metrics andKPIs

CSI

CSI - Governance

“Governance is back with a vengeance.”

Corporate Governance

promoting corporatefairness, transparencyand accountability

a framework that coversboth the corporategovernance and thebusiness managementaspects of the organization

Enterprise Governance

IT Governance

the leadership, organizational structuresand processes that ensure that IT sustainsand extends the organization‟s strategies

and objectives







independent audits by external organizations, whilesimultaneously and increasingly being called upon todo more with less. These challenges fit perfectly intothe basic premise of ITIL, in which IT is recognized asa service business. This continual drive towardgreater business value with greater internal efficiencyis at the heart of CSI, and within the scope of ITgovernance.

(from ITIL text)

Notes:

The 7 Step Improvement Process can most accuratelybe described as a process for defining what is to bemeasured, gathering the data, processing the dataand using it to take corrective action.

What you measure will dictate how well you can makedecisions, see improvement opportunities and identifytrends. The primary focus should be on businessfocused metrics, not only those related to theoperational environment. The differences betweentechnology, process and service metrics must beunderstood, as well how data, information andknowledge support the objectives of making wisedecisions.

(from ITIL text)

Notes:

The 7 Step Improvement Process

Identify - Vision,Strategy & Goals

Implementcorrective action

Present and usethe information

Analyze the data

Define what youshould measure

Define what youcan measure

Gather the data

Process the data

Goals

1

7

6

5 4

3

2



Key Roles for Continual Service Improvement

Understand business and commercial strategy

Manage the full lifecycle of products and services Manage customer relationships

Recognize new opportunities

Service Manager

Continual Service Improvement Manager

Responsible for all improvement initiatives

Communicate CSI vision

Provide resources

Coordinate with Service Owners

Prioritize required improvements

Ensure service requirements are defined, and supportedby service improvement plans, metrics & measurements

Lead, mentor, and influence

CSI





Notes:

Notes:

Service Management tools are a great boon to ServiceManagement processes, but it is important to

understand the requirements of the process before thetool is selected. The tool should support theprocesses, not the other way around. Where possible,purchase an integrated tool to support as manyService Management processes as practical.Interfaces between the tools must also be givenconsideration.

Notes:

Tools exist to assist with design of services and theirassociated components, including:

• Hardware and software design• Environmental design• Process design• Data design• Management of all stages of the

Service Lifecycle

These tools can help:• Speed up the design process• Ensure standards and conventions

are followed• Offer prototyping, modeling and

simulation facilities• Enable examination of "what if"

scenarios• Allow interfaces and dependencies to

be checked and correlated• Validate designs to assure they meet

intended requirements

(from ITIL text)

Continual Service Improvement - Review

CSI

Continually align and realign IT services to the changingbusiness needs by identifying and implementingimprovements to IT Services that support business processes

P u r p o s e

Define what youshould measure

Define what you canmeasure

Gathering the data

Processing the data

Analyzing the data

Presenting and usingthe information

Implementingcorrective action

The 7 StepImprovement Process Purpose & scope

Business case for improvement

Deming cycle

Used to control and managequality

Plan, do, check, act

CSI model

Measurement: Baselines

Types of metrics – technology,process & service

Roles for CSI

Service ManagementTechnology

Service Automation Assists with:

Service Design

Service Transition

Service Operation


Service Design Tools

Hardware and software

design Environmental design

Process design

Data design

Service lifecyclemanagement

Service design tools can provide asignificant aid for all 5 aspects ofdesign.





Notes:

Technology plays a major role in Service Transitionand should be designed into solutions. ServiceTransition is supported by both:

•

Enterprise-wide tools supportingsystems and processes within whichService Transition delivers support(Application Management tools,Service Dashboards & Reportingtools)

• Tools targeted specifically atsupporting Service Transition or partsof Service Transition (Data Miningtools, Measurement and ReportingSystems, Test Management andTesting tools, Deployment andLogistics Systems and tools)

There are a number of tools to support specificService Transition processes of Change, ServiceAsset and Configuration Management, Release andDeployment Management.

(from ITIL text)

Notes:

Integrated technology is needed to support ServiceOperation, including the following core functionality:

• Web-based front-end allowing menu-driven Self-Help and ServiceRequests and directly interfacing to

the back-end process-handlingsoftware

• Workflow or process control engineallowing control of processes. Thisgives the ability to pre-define andautomatically manage responsibilities,timescales, escalation paths andalerting

• Integrated Configuration ManagementSystem allowing the organization's ITInfrastructure assets, components,services and other CIs to be heldalong with relationships in a

centralized location• Remote control capability allowing

Service Desk and other technicians toperform investigation and makecorrections to users' PCs remotely

• Diagnostic utilities allowing creationand use of diagnostic scripts to assistin early diagnosis of incidents

Service Transition Tools

Application managementtools

Service dashboards andreporting tools

Data mining tools

Measurement and

reporting systems

Test management andtesting tools

Deployment and logisticssystems

Service Operation Tools

Self help functionality

Workflow/process control

engine

Integrated and verified CMS

Control of user „desktop‟

Diagnostic scripting

Reporting and dashboardcapability





• Data should be readily retrievable anduseable in reporting formatscompatible with standard packagesand capable of being displayed indashboards for see-at-a-glancevisibility of overall performance

(from ITIL text)

Notes:

Software vendors now provide tools and suites of toolsto provide integration between processes and theirassociated record types, providing valuable inputs toCSI. (from ITIL text)

Notes:

Notes:

Continual Service Improvement Tools

Systems and network

management

Event Management

Incident/Problem

Management

Service request and

fulfilment

Knowledge Management Performance management

Security Management


ITIL Qualification

ITIL certification model

Migration / upgrade from ITILversion 2

Rapid advancement to ITILExpert

ITIL Version 3 Certification Scheme - Overview

Multiple levels of certification

Foundation

Intermediate

Lifecycles

Capabilities

Expert

Credit based scheme

Credits gained from previous version 2 awards

Modular in design

Oriented to support individual career paths

Provides for on-demand examinations

Version 2 to version 3 bridging courses available




Notes:

For additional information on combining v2 and v3credits, go to http://www.itil-officialsite.com/itilmapping/v2/map.asp

Capability Modules:• Planning, Protection and Optimization• Service Offerings and Agreements• Release, Control and Validation• Operational Support and Analysis

Managing Across the Lifecycle focuses on theancillary knowledge required to implement andmanage the necessary skills associated with the useof the Lifecycle practices and includes:

• Introduction to IT Service Management Business &Managerial Issues

• Managing the Planning and Implementation of IT

Service Management• Management of Strategic Change

• Risk Management

• Managerial Functions

• Understanding Organizational Challenges

• Lifecycle Project Assessment

• Understanding Complementary Industry Guidance

Training Certification Model for ITIL V3

ITIL Expert

Managing Across the Lifecycle

ITIL V3 Foundation Certificate in IT Service Management

ITIL Master

Lifecycle Modules

SS SD ST SO CSI

Capability Modules

PPO SOA RCV OSA

2

5

3 3 3 3 3 4 4 4 4


http://www.itil-officialsite.com/itilmapping/v2/map.asp




