ITIL Foundation IT Service Management Lifecycle Instructor: Tom
Vorves
Slide 2
Course Agenda Introductions Review of IT Service Management
(ITSM) and IT Infrastructure Library (ITIL) ITIL, a look at the
lifecycle: Service Lifecycle Approach Service Strategy Service
Design Service Transition Service Operation Continual Service
Improvement Introduction
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Course Design Coverage of the Service Lifecycle strategy within
ITIL: Lecture Case Study Practice Exams Foundation Certification
Exam (Optional) Introduction
Slide 4
Introductions Please Introduce Yourself Where do you work? What
is your title and key responsibilities? What is your IT experience?
What is your Service Management experience? What expectations do
you have for this course? Introduction
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Review of ITIL Introduction
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ITIL Review Conceived in the mid-1980s CCTA (Central Computer
and Telecommunications Agency) OGC (Office of Government Commerce)
Evolution 30 + titles in v1 7 (9) titles in v2 5 titles in v3
Standard for Service Management Best practice across many
industries Introduction
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ITIL v2 Books Review Introduction
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ITIL v3 Books Review Introduction
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ITIL v3 Areas of Management Introduction
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Why ITIL for Service Management? Best Practices
Non-Proprietary/Non-Prescriptive Guidance, not regulations
Innovative Introduction
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Complementary Guidance Commonly known frameworks and standards
that have synergy with ITIL: COBIT ISO/IEC 20000 ISO/IEC 15504
ISO/IEC 19770:2006 Management of Risk MOF Project management CMMI
Six Sigma Other ITSM publications ITIL Live The Official
Introduction to the ITIL Service Lifecycle Introduction
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Qualification Scheme Introduction
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This course is EXIN accredited: Independent exams in IT, based
on standards and best practices Worldwide recognition, in over 125
countries 40 years of experience, involving experts High quality,
web-based technology International certification for IT standards:
ITIL ASL ISO/IEC 20000/SQM BiSL MOF TMap Partner with The APM Group
Limited (APMG) who won the rights to administer ITIL accreditation,
certification and examination needs for the OGC. Introduction
Slide 14
More Complementary Material Pocket Guides Standards Alignment
Knowledge and Skills Case Studies Scalability Quick Wins
Qualifications Templates Study Aids Specialty Topics Software:
www.manageengine.com Introduction
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Overview of ITIL Key Concepts Lifecycle
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Five Core Books Lifecycle
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Lifecycle: Terms of Interest Service Management IT Service
Management Service Resource Capability Service Asset Function
Process Outcome Service Owner Process Owner Process Manager Process
Practitioner Lifecycle
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Capabilities and Resources Lifecycle Capabilities Management
Organization Processes Knowledge People (experience, skills and
relationships) Resources Financial Capital Infrastructure
Applications Information People (number of employees) Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
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Value Creation Lifecycle Preferences Perceptions Value Business
Outcomes Crown copyright 2011. Reproduced under license from the
Cabinet Office.
Slide 20
Value Diagram Lifecycle Crown copyright 2011. Reproduced under
license from the Cabinet Office.
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Lifecycle: Five phases Strategy Working with the business to
plan appropriately for both long- and short- term service needs
Design Planning and architecting services that fall within the
businesss strategy Transition Moving planned business initiatives
to live status Retiring old services no longer of value to the
business Improving services to keep the business at or above
required competitive levels Operation Managing the services
currently utilized by the business Continual Service Improvement
Implemented as part of every process Lifecycle
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Benefits of ITIL to the IT Provider Service Management Best
Practices Lifecycle Approach Better management of services Better
integration among: Business Services IT Services IT Functions Focus
on Value of Service Lifecycle
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Benefits of ITIL to the Customer Focus on Business Needs
Services Aligned to Business Activity Services Designed to Meet
Business Requirements Lifecycle
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RACI and Organizational Structure RACI Model: Responsible What
needs to be done and by whom Accountable Who are the Owners of the
results Consult Who has ability to assist, guide? Inform Who
needs/desires to know? Lifecycle
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The Role of Automation in IT Service Management Lifecycle
Service automation can play a significant role in improving the
effectiveness, efficiency and costs of IT services and in the end
provide a better value to the customer. Opportunities for
automation of processes and services should be identified and where
possible implemented throughout the service management lifecycle.
Areas that can benefit from automation include: Design and modeling
Service catalogue Pattern recognition and analysis Classification,
prioritization and routing Detection and monitoring
Optimization
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Governance Ensures that policies and strategy are actually
implemented, and that required processes are correctly followed.
Governance includes defining roles and responsibilities, measuring
and reporting, and taking actions to resolve any issues identified.
Lifecycle
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Risk Management Risk management is an integral part of IT
service management and involves the following activities:
Identifying Risk Analyzing Risk Managing Risk Lifecycle
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The ITIL Service Lifecycle Continual Service Improvement
Service Transition Service Strategy Service Operation Service
Design Crown copyright 2011. Reproduced under license from the
Cabinet Office.
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Process Model Lifecycle Process Control Process Owner Process
Policy Process Objectives Process Documentation Process Feedback
Process Activities Process Metrics Process Roles Process Procedures
Process Improvements Process Work Instructions Process Resources
Process Capabilities Process Process Enables Triggers Process
Inputs Process Outputs Including process Reports and reviews Crown
copyright 2007. Reproduced under license from the Cabinet
Office.
Slide 30
The Four Ps of Design: People, Processes, Products, Partners
Lifecycle People Products/ Technology Processes Partners/ Suppliers
Crown copyright 2007. Reproduced under license from the Cabinet
Office.
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Lifecycle ITIL Processes
Slide 32
Review Questions ITIL Foundation Examination: Lifecycle Sample
Questions Lifecycle
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1.Which of the following statements is CORRECT for ALL
processes? a)They define functions as part of their design b)They
should deliver value for stakeholders c)They are carried out by an
external service provider in support of a customer d)They are units
of organizations responsible for specific outcomes Answer: B
Lifecycle
Slide 34
2.Which of the following statements about processes is/are
CORRECT? 1.All processes must have an owner 2.A process takes one
or more inputs and turns them into defined outputs a)1 only b)2
only c)Both of the above d)Neither of the above Answer: C
Lifecycle
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3.Which of the following activities should a Service Owner
undertake? 1.Representing a specific service across the
organisation 2.Updating the Configuration Management Data Base
(CMDB) after a change 3.Helping to identify service improvements
4.Representing a specific service in Change Advisory Board (CAB)
meetings a)2, 3 and 4 only b)All of the above c)1, 2 and 3 only
d)1, 3 and 4 only Answer: D Lifecycle
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4.What roles are defined in the RACI model? a)Responsible,
Accountable, Consulted, Informed b)Responsible, Achievable,
Consulted, Informed c)Realistic, Accountable, Consulted, Informed
d)Responsible, Accountable, Corrected, Informed Answer: A
Lifecycle
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Service Strategy ITSM Starting Point Explore Business Needs,
Plans Align IT Strategies to Business Strategies Focus on Services
as Value to business Source Appropriately Everything in strategy is
very simple, but that does not mean that everything is very easy.
-- Carl von Clausewitz Service Strategy Carl von Clausewitz is
famously known as a strategic theorist, especially in the art of
war.
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Service Strategy Key Concepts Service Strategy
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Strategy Terms of Interest Warranty Usability of a service Is
it user-friendly? Utility Functionality of a service It does what
it was designed to do Open-Loop System Perform activity regardless
of environment conditions, i.e. Backup scheduled Closed-Loop System
Monitor environment and respond to changes, i.e. load balancing
Trigger Event that launches a process, i.e. a call to the Service
Desk begins Incident Management activities Service Strategy
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Utility and Warranty = Value Service Strategy Performance
supported? Constraints removed? Available enough ? Capacity enough?
Continuous enough? Secure enough? UTILITY OR AND T/F Fit for
purpose? Fit for use? T/F Value Created T: True F: False WARRANTY
Crown copyright 2007. Reproduced under license from the Cabinet
Office.
Slide 41
Service Provider Types Type I Internal Service Provider Type II
Shared Services (internal) Type III External Service Provider
Service Strategy
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Service Strategy Processes Service Strategy
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Financial Management for IT Services Service Strategy Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 44
Service Justification: Business Case Business Case Structure
A.Introduction Presents the business objectives addressed by the
service B.Methods and Assumptions Defines the boundaries of the
business case, such as time period, whose costs and whose benefits
C.Business Impacts The financial and non-financial business case
results D.Risks and Contingencies The probability that alternative
results will emerge E.Recommendations Specific actions recommended
Service Strategy Crown copyright 2007. Reproduced under license
from the Cabinet Office.
Slide 45
Service Portfolio Management The Providers collection of
services available to the customer Services defined in terms of
business value Repository detailing information about the services
throughout the lifecycle Means for comparing service
competitiveness Why should a customer buy from this provider? What
is a fair rate for the service? What are the strengths, weaknesses,
priorities, risks? Service Strategy
Slide 46
Service Portfolio Management Methods Service Strategy Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 47
Service Strategy Service Portfolio Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 48
Demand Management Service Strategy Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 49
Business Relationship Management Business Relationship
Management (BRM) is the process that enables business relationship
managers to provide links between the service provider and
customers at the strategic and tactical levels. The purpose of BRM
is establish and maintain a business relationship between the
service provider and the customer based on understanding the
customer and their business needs and to identify customer needs
and ensure that the service provider is able to meet these needs as
business needs change over time and between circumstances. Service
Strategy
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Business Relationship Management vs. Service Level Management
Business Relationship Management Service Level Management Purpose
To establish and maintain a business relationship between the
service provider and the customer based on understanding the
customer and their business needs. To identify customer needs
(utility and warranty) and ensure that the service provider is able
to meet these needs. To negotiate service level agreements
(warranty terms) with the customers and ensure that all service
management processes, operational level agreements and underpinning
contracts are appropriate for the agreed service level targets.
Focus Strategic and tactical the focus is on the overall
relationship between the service provider and their customer, and
which services the service provider will deliver to meet customer
needs. Tactical and operational the focus is on reaching agreement
on the level of service that will be delivered for new and existing
services, and whether the service provider was able to meet those
agreements. Primary Measure Customer satisfaction, also an
improvement in the customers intention to better use and pay for
the service. Another metric is whether customers are willing to
recommend the service to other (potential) customers. Achieving
agreed levels of service (which leads to customer satisfaction).
Service Strategy Crown copyright 2011. Reproduced under license
from the Cabinet Office.
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Review Questions Service Strategy ITIL Foundation Examination:
Service Strategy Sample Questions
Slide 52
1.Where would you find the answer to a question about how IT
resources and capabilities should be allocated across the service
lifecycle? a)Definitive media library b)Service portfolio
c)Schedule of change d)Performance review Service Strategy Answer:
B
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2.In which phase of the service lifecycle is it decided what
services should be offered and to whom they will be offered?
a)Continual service improvement b)Service operation c)Service
design d)Service strategy Service Strategy Answer: D
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3."Warranty of a service" means? a)The service is fit for
purpose b)There will be no failures in applications and
infrastructure associated with the service c)All service-related
problems are fixed free of charge for a certain period of time
d)Customers are assured of certain levels of availability,
capacity, continuity and security Service Strategy Answer: D
Slide 55
4.Which statement about value creation through services is
CORRECT? a)The customer's perception of the service is an important
factor in value creation b)The value of a service can only ever be
measured in financial terms c)Delivering service provider outcomes
is important in the value of a service d)Service provider
preferences drive the value perception of a service Service
Strategy Answer: A
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Service Design Design of Services to meet Business Needs Design
of Processes to maximize Service Management Manage Risk Design of
Measurements and Metrics to assist in Service Management and
Improvement Service Design
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Service Design Key Concepts Service Design
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Service Design Terms of Interest Service Provider Customer vs.
User/Consumer vs. Stakeholder Service Level Agreement Operational
Level Agreement Underpinning Contract Service Design Package
Availability Supplier Vital Business Function (VBF) Service
Design
Slide 59
Business Change Process Service Design Business Process Change
Business Requirements and Feasibility Business Process Development
Business Process Implementation Business Benefits Realization IT
Service Requirement IT Service IT Service Lifecycle Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 60
Design Management Strategy Governance Functionality Schedule
Resources Business functionality Management requirements
Legislative requirements Regulatory requirements etc Service Design
Crown copyright 2007. Reproduced under license from the Cabinet
Office.
Slide 61
Five Aspects of Service Design Design of Service Solutions
Design of Service Management Systems and Tools Especially the
Service Portfolio Design of Technology Architectures and Management
Systems Design of Processes Design of Measurement Methods and
Metrics of the Service Service Design
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Design of Service Solutions Focus on Business Needs Designed to
meet Functional Requirements Development of Resources and
Capabilities Service Design
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Design of Service Portfolio Service Design Service Knowledge
Management System Service Portfolio Service Pipeline Service
Catalogue Retired Services Customer/support team viewable section
of the service portfolio (the service catalogue, with selected
fields viewable) Service Lifecycle Service Status Requirements
Definition Analysis Approved Chartered Design Development Build
Test Release Operational/Live Retiring Retired Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 64
Design of Technology Architectures and Management Systems
Service Design Enterprise Architecture Business/Organization
Architecture Service Architecture Application Architecture
Data/Information Architecture Environmental Architecture IT
Infrastructure Architecture Management Architecture Product
Architecture Enterprise Architecture Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 65
Design of Processes Service Design Process Control Process
Owner Process Policy Process Objectives Process Documentation
Process Feedback Process Activities Process Metrics Process Roles
Process Procedures Process Improvements Process Work Instructions
Process Resources Process Capabilities Process Process Enables
Triggers Process Inputs Process Outputs Including Process Reports
and Reviews Crown copyright 2007. Reproduced under license from the
Cabinet Office.
Slide 66
Design of Measurement Methods and Metrics of the Service
Service Design Crown copyright 2011. Reproduced under license from
the Cabinet Office.
Slide 67
The Four Ps Service Design People Products/ Technology
Processes Partners/ Suppliers Crown copyright 2007. Reproduced
under license from the Cabinet Office.
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Design Constraints Service Design Design is the art of
gradually applying constraints until only one solution remains.
Level of warranty Resource constraints including schedules
Copyrights, patents and trademarks Values and ethics Technology
constraints Comparative unit costs Capability constraints Other
constraints: policy, governance etc. Existing commitments
Compliance with standards and regulations Utility to be provided
Acceptable service solution Desired service solution Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
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Service Design Processes Service Design
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Design Coordination Process Objectives: Ensure the consistent
design of the Five Aspects of Service Design Coordinate all design
activities Plan and coordinate the resources and capabilities
required to design new or changed services Produce Service Design
Packages (SDP) Ensure SDPs are produced and handed over to
transition Manage the quality criteria, requirements and handover
points between Service Design, Service Strategy and Service
Transition Ensure alignment with strategic, architectural,
governance and other corporate requirements Improve the
effectiveness and efficiency of Service Design Insure adoption of
common framework of standard, reusable design practices Monitor and
improve the performance of the design stage Service Design Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 71
Design Coordination Activities Service Design For the overall
service design lifecycle stage Define and maintain policies and
methods Plan design resources and capabilities Coordinate design
activities Manage design risks and issues Improve service design
Coordinate individual designs Monitor individual designs Review
designs and ensure handover of service design package Plan
individual designs For each design Crown copyright 2011. Reproduced
under license from the Cabinet Office.
Slide 72
Service Catalog Management Dependent on Service Portfolio
Details of all live and approved-for-live services Two versions
Business Service Catalog Technical Service Catalog Service
Design
Slide 73
Service Portfolio and Catalog Service Design Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 74
Two-View Service Catalog Service Design Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 75
Three-View Service Catalog Service Design Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 76
Service Level Management Design SLA framework Gather, document
SLRs Monitor performance against SLAs Produce appropriate reports
Conduct Service Reviews (could lead to SIP) Manage contacts and
relationships Agree, Monitor, Report, Review Service Design
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Scope of Service Level Management Service Level Agreements
Service Level Requirements Availability Targets Operational Level
Agreements Contracts Reporting and Reviewing Service Improvement
Service Design
Slide 78
SLA Structures Service Design Crown copyright 2011. Reproduced
under license from the Cabinet Office.
Slide 79
Service Level Manager Role Negotiates Ensures Targets Reviews
Manages Relationships Guides Improvement Service Design
Slide 80
Service Level Manager Interfaces Business Relationship
Management Service Catalog Management Incident Management Supplier
Management Availability, Capacity, IT Service Continuity and
Information Security Management Financial Management for IT
Services Design Coordination Service Design
Slide 81
Availability Management Objectives: Produce Availability Plan
Provide Guidance on Availability Issues Ensure Availability Targets
Assist on Availability Incidents and Problems Assess Change Plans
Proactive Improvements of Availability Service Design Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 82
Availability Management Responsibilities Service Design Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 83
Availability Management Key Components Service Availability
Component Availability Reliability Maintainability Serviceability
Service Design
Slide 84
Availability Activities and Methods Identify Vital Business
Functions Component Failure Impact Analysis Modeling Single Point
of Failure Analysis Fault Tree Analysis Management of Risk (M_o_R)
Testing and Maintenance Produce Projected Service Outage Document
Plan and Design for new/changed services Redundancy High
Availability Monitor, Measure, Analyze, Report, Review on Component
Availability Unavailability Analysis Expanded Incident Lifecycle
MTRS and MTBF Service Failure Analysis (SFA) Service Design
Slide 85
Capacity Management Business Capacity Management Service
Capacity Management Component Capacity Management (replaces
Resource Capacity Management) Capacity Plan Service Design
Slide 86
Capacity Management Objectives Capacity Plan Guidance and
Assistance on Capacity-related Issues Ensure Capacity Targets
Ensure Proactive Improvements Assist with incidents and problems
related to performance and capacity Assess the impact of change on
the capacity plan and all services and resources Service
Design
Slide 87
IT Service Continuity Management Objectives IT Service
Continuity Plans Business Impact Analysis (BIA) Management of Risk
(M_o_R) Guidance on Continuity and Recovery Ensure Continuity and
Recovery Measures in Place Assess Impact of Change on Continuity
Plans Ensure Proactive Measures Negotiate with Suppliers for
Continuity Needs Service Design
Slide 88
ITSCM Lifecycle Service Design Crown copyright 2011. Reproduced
under license from the Cabinet Office.
Slide 89
Information Security Management IT Information Security Policy
(ISP) Ensure Security Requirements Document and Implement Security
Controls Manage Supplier Access to Systems Manage Security Breaches
and Security- related Incidents Proactive Improvements of Security
Integrate Security Aspects within other ITSM processes Service
Design
Slide 90
Information Security Key Components Information Security
Policy: Passwords (Access Management) Email Virus Control
Encryption Remote Access Information Security Management System
Service Design
Slide 91
Supplier Management Objectives Supplier Policy Obtain Value
from Suppliers Ensure Supplier Contracts are Business- aligned
Manage Supplier Relationships and Performance Negotiate Supplier
Contracts and Manage them through their lifecycle Supplier and
Contract Management Information System (SCMIS) Service Design
Slide 92
Supplier Management Components Service Design Crown copyright
2007. Reproduced under license from the Cabinet Office.
Slide 93
Supplier Categorization Service Design Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 94
The Supplier Management Process Service Design Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 95
Review Questions Service Design ITIL Foundation Examination:
Service Design Sample Questions
Slide 96
1.Input from which processes could be considered by service
level management when negotiating service level agreements (SLA)?
a)All other ITIL processes b)Capacity and availability management
only c)Incident and problem management only d)Change management,
and release and deployment management only Service Design Answer:
A
Slide 97
2.Which process would assist with the identification and
resolution of any incidents and problems associated with service or
component performance? a)Capacity management b)Supplier management
c)Technology management d)Change management Service Design Answer:
A
Slide 98
3.Which two processes will negotiate and agree the necessary
contracts for the provision of recovery capability to support all
continuity plans? a)Service level management and capacity
management b)Supplier management and service level management c)IT
service continuity management and service level management d)IT
service continuity management and supplier management Service
Design Answer: D
Slide 99
4.Which of the following are valid elements of a service design
package (SDP)? 1.Agreed and documented business requirements 2.A
service definition for transition and operation of the service
3.Requirements for new or changed processes 4.Metrics to measure
the service a)1 only b)2 and 3 only c)1, 2 and 4 only d)All of the
above Service Design Answer: D
Slide 100
Service Transition Enable Effective Business Change Manage
Change and Risk Guide New IT Services into Operation Ensure Service
Quality Minimize adverse impact of Change Service Transition
Slide 101
Service Transition Key Concepts Service Transition
Slide 102
Service Transition: Terms of Interest Service Knowledge
Management System Configuration Item Configuration Management
System Definitive Media Library Change Normal, Standard, Emergency
Seven Rs of Change Management Release Unit Release Policy Service
Transition
Slide 103
Service Transition Processes Service Transition
Slide 104
Change Management Focus on changes to assets and CIs across the
whole lifecycle Change Activities: Planning and Controlling Changes
Change and Release Scheduling Communications Change Decisions and
Authorizations Ensuring that remediation plans are in place
Measurement and Control Management Reporting Continual Improvement
Service Transition
Slide 105
Change Scope Service Transition Crown copyright 2007.
Reproduced under license from the Cabinet Office.
Slide 106
Change Management Roles and Resources Request For Change (RFC)
Change Proposals The Change Advisory Board (CAB) The Emergency
Change Advisory Board (ECAB) The Schedule of Changes (SC) The
Projected Service Outage Document (PSO) Post Implementation Review
(PIR) Service Transition
Slide 107
Normal Change Service Transition Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 108
The Seven Rs of Change Who RAISED the change? What is the
REASON for the change? What is the RETURN required from the change?
What are the RISKS involved in the change? What RESOURCES are
required to deliver the change? Who is RESPONSIBLE for the build,
test and implementation of the change? What is the RELATIONSHIP
between this change and other changes? Service Transition
Slide 109
Change Management Interfaces Service Transition Interfaces with
the business and partners/suppliers Integration with business
change processes Programme and project management Organizational
and stakeholder change Sourcing and partnering Interfaces with
service management processes Service asset and configuration
management Problem management IT service continuity management
Information security management Capacity and demand management
Service portfolio management
Slide 110
Service Asset and Configuration Management Service Asset
Management focus: Service Assets during Service Lifecycle
Configuration Management focus: Manage Logical Model of
Infrastructure Show how Assets and Components interrelate Service
Transition
Slide 111
Service Asset and Configuration Management Key Components:
Configuration Items Configuration Management System Configuration
Management Databases Definitive Media Library Configuration
Baseline Configuration Model Service Transition
Slide 112
Configuration Model Service Transition Crown copyright 2007.
Reproduced under license from the Cabinet Office.
Slide 113
Knowledge Management Service Knowledge Management System (SKMS)
Right information to the right people at the right time. Service
Transition Crown copyright 2011. Reproduced under license from the
Cabinet Office.
Slide 114
Knowledge Sharing Service Transition Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 115
Release and Deployment Management Deliver change faster, at
lower cost, with reduced risk Assure the changed or new service
supports the business and its customers Ensure consistency in
implementing changes Ensure traceability Service Transition
Slide 116
Release and Deployment Objectives Define and agree release and
deployment plans Create and test release packages Ensure the
integrity of the release packages and their CIs and ensure they are
stored in the DML and recorded in the CMS Deploy release packages
from the DML Ensure release packages can be tracked, installed,
tested, verified and/or uninstalled or backed out Ensure
organization and stakeholder change is managed during a release
Ensure that the new or changed service is capable of delivering the
utility and warranty agreed Record and mange deviations, risks and
issues and take necessary corrective action Ensure there is
knowledge transfer to enable the user and customer to optimize use
of the new or changed service Ensure there is skill and knowledge
transfer to the operations function so they can effectively and
efficiently deliver, support and maintain the service as agreed
Service Transition
Slide 117
Phases of Release and Deployment Management Service Transition
Crown copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 118
Transition Planning and Support Determine capacity and
resources Support transition teams Ensure integrity of assets
Service Transition
Slide 119
Service Validation and Testing Service Validation Is the change
fit for purpose (Utility)? Is the change of good quality
(Warranty)? Testing Is the change going to achieve its intended
results (Utility)? Is the change going to work without adverse
affects (Warranty)? Service Transition
Slide 120
Change Evaluation Determines a means of answering these two
questions: What was the expected result? Did the change succeed?
Service Transition
Slide 121
Review Questions Service Transition ITIL Foundation
Examination: Service Transition Sample Questions
Slide 122
1.Which activities does service asset and configuration
management ensure are performed on configuration items (CIs)? 1.
CIs are identified 2. Baselines of configuration are kept 3.
Changes to CIs are controlled a)All of the above b)1 and 2 only c)1
and 3 only d)2 and 3 only Service Transition Answer: A
Slide 123
2.What types of changes are NOT usually included within the
scope of change management? a)Changes to a mainframe computer
b)Changes to business strategy c)Changes to a service level
agreement (SLA) d)The retirement of a service Service Transition
Answer: B
Slide 124
3.Which of the following does service transition provide
guidance on? 1. Introducing new services 2. Decommissioning
services 3. Transfer of services between service providers a)1 and
2 only b)2 only c)All of the above d)1 and 3 only Service
Transition Answer: C
Slide 125
4.Which of the following are the purposes or objectives of the
release and deployment management process? 1. To define and agree
release and deployment plans 2. To ensure release packages can be
tracked 3. To authorize changes to support the process a)1 and 2
only b)All of the above c)2 and 3 only d)1 and 3 only Service
Transition Answer: A
Slide 126
Service Operation Manage Day to Day IT Activities Operations
Provide Value to Customer Communication Support Service
Operation
Slide 127
Service Operation Key Concepts Service Operation
Slide 128
Service Operation: Terms of Interest Incident Alert Event
Service Request Problem Known Error Known Error Database (KEDB)
Workaround Impact, Urgency, Priority Service Operation
Slide 129
The Role of Communication in Operations Service Operation Good
communication is needed with other IT teams and departments, with
users and internal customers, and between the service operation
teams and departments themselves. The types of communication that
take place include: Routine operational communication Communication
between shifts Performance reporting Communication in projects
Communication related to changes Communication related to
exceptions Communication related to emergencies Training on new or
customized processes and service designs Communication of strategy,
design and transition to service operation teams
Slide 130
Service Operation Processes Service Operation
Slide 131
Incident Management Restore Service as Soon as Possible
Standard Incident Model Assist in speedy Incident Management Major
Incident Management Problem Management may be asked to assist
Service Operation
Slide 132
Incident Management Workflow Crown copyright 2011. Reproduced
under license from the Cabinet Office. Service Operation
Slide 133
Incident Management Workflow (continued) Service Operation
Crown copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 134
Incident Management Workflow (continued) Service Operation
Crown copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 135
Incident Management Interfaces Service Level Management
Information Security Management Capacity Management Availability
Management Service Asset and Configuration Management Change
Management Problem Management Access Management Service
Operation
Slide 136
Problem Management Eliminate Problems and Incidents in the IT
Infrastructure Minimize impact of incidents that cannot be
prevented Problem Models Used to enable quick elimination for
similar problems Major Problem Review Service Operation
Slide 137
Proactive and Reactive Problem Management Problem management
has both proactive and reactive activities: Reactive activities are
concerned with solving problems in response to one or more
incidents Proactive activities are concerned with identifying and
solving problems and known errors before further incidents related
to them can occur again. Examples include conducting periodic
reviews of incident date, event data, operations logs etc. to
identify trends possible root cause Service Operation
Slide 138
Problem Management Workflow Service Operation Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 139
Problem Management Workflow (continued) Service Operation Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 140
Problem Management Workflow (continued) Service Operation Crown
copyright 2011. Reproduced under license from the Cabinet
Office.
Slide 141
Problem Management Interfaces Financial Management for IT
Services Availability Management Capacity Management IT Service
Continuity Management Service Level Management Change Management
Service Asset and Configuration Management Release and Deployment
Management Knowledge Management The Seven-Step Improvement Process
Service Operation
Slide 142
Event Management Scope focused on specific events vs. general
monitoring Early Detection Preventative Basis for key automated
operations Detect Make sense of Act on Classifications based on
significance: Informational Warnings Exceptions Service
Operation
Slide 143
Request Fulfillment Handles non-incident requests: Service
Requests RFCs (Standard Changes) Request Models Self-Help
Opportunities Service Operation
Slide 144
Access Management Access Rights Verification of legitimacy of
requests Monitoring Identity Status Logging and Tracking Access
Granting/Removing/Restricting Privileges predetermined
(Availability and Security) Physical Access control not within
scope Facilities Service Operation
Slide 145
Service Operation Functions Service Operation
Slide 146
Service Desk Single Point of Contact for User Community Manages
Incidents and Service Requests First level of support Escalates as
agreed Keeps users informed Closes Conducts Satisfaction Surveys
Communicates with Users Updates CMS Service Operation
Slide 147
Service Desk Organizational Structures Local Service Desk
Centralized Service Desk Virtual Service Desk May be structured as
Follow the Sun Service Desk Service Operation
Slide 148
Local Service Desk Service Operation Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 149
Centralized Service Desk Service Operation Crown copyright
2011. Reproduced under license from the Cabinet Office.
Slide 150
Virtual Service Desk Service Operation Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 151
Service Desk Metrics First line resolution rate Average time to
resolve an incident Average time to escalate an incident Average
cost of handling an incident Specific to Service Desk Percentage of
user updates as agreed by SLA Average time to review and close a
resolved call Average number of calls per day and per week Service
Operation
Slide 152
Technical Management Custodian of Technical Knowledge and
Expertise Provides the Resources to Support the ITSM Lifecycle
Service Operation
Slide 153
Application Management Assists in application sizing and
workload forecasts Assists in identifying ongoing operational costs
of applications Assists in determining support skills required
Assists in determining costs of customization Assists in
determining to build or buy Assists in data access requirements
Service Operation
Slide 154
Application Management vs. Application Development Service
Operation Application DevelopmentApplication Management Nature of
Activities One-time set of activities to design and construct
application solutions Ongoing set of activities to oversee and
manage applications throughout their entire lifecycle Scope of
Activities Performed mostly for applications developed in
housePerformed for all applications, whether purchased from third
parties or developed in house Primary Focus Utility focus Building
functionality for their customer What the application does is more
important than how it is operated Both utility and warranty focus
What the functionality is as well as how to deliver it
Manageability aspects of the application, i.e. how to ensure
stability and performance of the application Management Mode Most
development work is done in projects where the focus is on
delivering specific units of work to specification, on time and
within budget This means that it is often difficult for developers
to understand and build for ongoing operations, especially because
they are not available for support of the application once they
have moved on to the next project Most work is done as part of
repeatable, ongoing processes. A relatively small number of people
work in projects This means that it is very difficult for
operational staff to get involved in development projects, as that
takes them away from their ongoing operational responsibilities
Measurement Staff are typically rewarded for creativity and for
completing one project so that they can move on to the next project
Staff are typically rewarded for consistency and for preventing
unexpected events and unauthorized functionality (e.g. bells and
whistles added by developers) Cost Development projects are
relatively easy to quantify because the resources are known and it
is easy to link their expenses to a specific application or IT
service Ongoing management costs are often mixed in with the costs
of other IT services because resources are often shared across
multiple IT service and applications Lifecycles Development staff
focus on software development lifecycles, which highlight the
dependencies for successful operation, but do not assign
accountability for these Staff involved in ongoing management
typically only control one or two stages of these lifecycles
operation and improvement. Crown copyright 2011. Reproduced under
license from the Cabinet Office.
Slide 155
IT Operations Management Operations Control Console Management
Job Scheduling Back-up and Restore Print and Output Management
Maintenance Activities Facilities Management IT Environment i.e.
Data Center Service Operation
Slide 156
Functional Overlap Service Operation Crown copyright 2011.
Reproduced under license from the Cabinet Office.
Slide 157
Review Questions Service Operation ITIL Foundation Examination:
Service Operation Sample Questions
Slide 158
1.Which of the following activities is carried out by
facilities management? a)The management of IT services that are
viewed as "utilities", such as printers or network access b)Advice
and guidance to IT operations on methodology and tools for managing
IT services c)The management of the physical IT environment such as
a data centre d)The procurement and maintenance of tools that are
used by IT operations staff to maintain the infrastructure Service
Operation Answer: C
Slide 159
2.Which of the following is the BEST example of a workaround?
a)A technician installs a script to temporarily divert prints to an
alternative printer until a permanent fix is applied b)A technician
tries several approaches to solve an incident. One of them works,
although the technician does not know why c)After reporting the
incident to the service desk, the user works on alternative tasks
while the problem is identified and resolved d)A device works
intermittently, allowing the user to continue working at degraded
levels of performance while the technician diagnoses the incident
Service Operation Answer: A
Slide 160
3.Which of the following should be treated as an incident? 1.A
user is unable to access a service during service hours 2.An
authorized IT staff member is unable to access a service during
service hours 3.A network segment fails and the user is not aware
of any disruption to service 4.A user contacts the service desk
about slow performance of an application a)All of the above b)1 and
4 only c)2 and 3 only d)None of the above Service Operation Answer:
A
Slide 161
4.Which of the following areas would technology help to
support? 1. Self help 2. Reporting 3. Release and deployment 4.
Process design a)1, 2 and 3 only b)1, 3 and 4 only c)2, 3 and 4
only d)All of the above Service Operation Answer: D
Slide 162
Continual Service Improvement Continual Re-alignment of IT to
Meet Business Requirements Improve Services Assist/Guide growth and
maturity of Service Management Processes Measure, Analyze, Review
Continual Service Improvement
Slide 163
Continual Service Improvement (CSI) Key Concepts Continual
Service Improvement
Slide 164
Continual Service Improvement Key Terms Baseline CSI Model
Metrics Technology Process Service CSI Register Used to record,
categorize and prioritize all the improvement opportunities. The
CSI Register should be stored as part of the SKMS. Continual
Service Improvement
Slide 165
Constant Improvement: Deming Crown copyright 2007. Reproduced
under license from the Cabinet Office. Continual Service
Improvement
Slide 166
Seven-Step Improvement Process Crown copyright 2011. Reproduced
under license from the Cabinet Office. Continual Service
Improvement
Slide 167
CSI Model Crown copyright 2007. Reproduced under license from
the Cabinet Office. Continual Service Improvement
Slide 168
Role of Measurements Crown copyright 2007. Reproduced under
license from the Cabinet Office. Continual Service Improvement
Slide 169
Focus on the Business Needs Crown copyright 2007. Reproduced
under license from the Cabinet Office. Continual Service
Improvement
Slide 170
Methods and Techniques of Continual Service Improvement
Assessments Gap Analysis Balanced Scorecard SWOT Strengths
Weaknesses Opportunities Threats Deming Cycle of Improvement Plan
Do Check Act Continual Service Improvement
Slide 171
Review Questions ITIL Foundation Examination: Continual Service
Improvement Sample Questions Continual Service Improvement
Slide 172
1.Which is the first activity of the continual service
improvement (CSI) model/approach? a)Understand the business vision
and objectives b)Carry out a baseline assessment to understand the
current situation c)Agree on priorities for improvement d)Create
and verify a plan Answer: A Continual Service Improvement
Slide 173
2.What are the four stages of the Deming Cycle? a)Plan,
Measure, Monitor, Report b)Plan, Check, React, Implement c)Plan,
Do, Act, Audit d)Plan, Do, Check, Act Answer: D Continual Service
Improvement
Slide 174
3.Which of the following does continual service improvement
(CSI) provide guidance on? 1.How to improve process efficiency and
effectiveness 2.How to improve services 3.Improvement of all phases
of the service lifecycle a)1 and 2 only b)1 and 3 only c)2 and 3
only d)All of the above Answer: D Continual Service
Improvement
Slide 175
4.Which of the following is NOT a type of metric described in
continual service improvement (CSI)? a)Process metrics b)Service
metrics c)Personnel metrics d)Technology metrics Answer: C
Continual Service Improvement
Slide 176
Questions and Wrap-up
Slide 177
Notes RACI Example from Graphic Simple Map SKMS Details
Overlay