ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
2. ITIL v3 Foundations
This set of presentations explains the terms, methods,
processes, functions and scope of the Service
Management Lifecycle Phases of ITIL v3
When the word “glossary” is used it refers to the ITIL
glossary.
3. Complementary Guidance and
Frameworks to ITIL
COBIT
ISO/IEC 20000
ISO/IEC 15504
All you really need to
understand is that ITIL is a
collection of practices
borrowed from other places
ISO/IEC 19700:2006
Management of Risk (M o R)
MOF
Project Management (PMI)
Six Sigma
CMMI
Terms are in the Glossary
4. Service Management
Lifecycle Phases
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Serve
Donuts
To
Our
Class
5. 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
These terms are fundamental to ITIL – Every part of the lifecycle identifies
who/what these are for that particular part of the lifecycle
6. Capabilities and Resources
Capabilities
Management
Resources
Financial Capital
Organization
Infrastructure
Processes
Applications
Knowledge
Information
People
(Experience, Skills, etc.)
People (number of them)
Resources are things – Capabilities are the ability to use resources to create value
7. Capabilities and Resources
Service Management – Organizations use Capabilities
and Resources to create value in the form of goods and
services for Customers
Value >
Value >
Value >
Customer
Stakeholders
Organizations
9. Value Creation
Reference Value is the starting point of Value
Perception
The more intangible the Reference Value the more
important the definitions and differentiation of value
becomes
Service Providers need to provide information to
influence the customer’s perception of Value.
Practice application of this is called “selling”
10. ITIL Benefits to the Customer
Focus on Business Needs
Value creation is base on customers perceptions of value
Aligns Services to the Business Activities
Services are created to serve the customers need
Services are Designed to Meet Business Needs
Differentiation and Definition of how value is created keep
ensure only positive value is created.
11. RACI and Organizational Structure
Under ITIL
RACI Model
Responsible
What needs to be done and by whom
Accountable
Who is the Owner of the Results
Consult
Who has the capability to assist and
guide
Inform
Who needs/desire to know
Could be
one or more
people
Under ITIL guidance
there can be only one
Referred to as a
Subject Matter
Expert
Stakeholders
12. The Role of Automation
Automation is an ITIL imperative
Automate where advantageous for any reason, in any
place, at any time.
Optimization
Data capture
Flexibility
Addition Capacity
Relief of Restrictions
On the paper if there’s an question as to automation - pick the
answer that says to automate
13. Governance
IT Governance is the responsibility of the Business Not IT
Board of Directors
Executive Management
Governance and Management have different definitions
Governance – Making sound decisions
Management – decision making and execution
This is an important distinction to understand the mindset of
ITIL
14. Risk Management
Identify the Risk
Name the Risk
Ascertain the consequences
Analyze the Risk
Quantify the impact
Estimate the probability
A 100% probability risk is not a risk it’s an Issue
Manage the Risk
Create an Action plan
Regularly review the Risk Management Plan
15. Summary
Lifecycle
Service Strategy
Plan
Service Design
Service Transition
Do
Service Operation
Check
Continual Service Improvement
Serve
Donuts
To
Our
Act
ITIL Vocabulary
Capabilities use Resources to Create Value
RACI Model used for control and management
16. Summary
Automate Everything possible
Governance vs. Management
Risk Management model
Which is essentially hand lifted from the PMBOK
Project Management Body of Knowledge
18. Process Model –
Triggering
Event
General Process Design
Process Control Owner, Documentation, Policy, Objective,
Feedback
Process –
Process
Inputs
Activities, Metrics, Roles, Improvements,
Procedures, Instructions
Process Enablers
–Resources, Capabilities
Includes
Process
Reports
and
Reviews
Process
Outputs
19. Process Model
All Processes have four key Characteristics
1. They are Measureable
2. They Deliver specific Results
3. They have customers or stakeholders
4. Respond to a specific triggering event
All Processes have three Distinct Components
1. Process Control
2. Process (which takes inputs and creates outputs)
3. Process Enablers
20. Process Components
Process Control
Process Design
Process Management
Change Control
Process
Collection of activates and roles required to move inputs
to outputs
Process Enablers
Appropriate Resource's and Capabilities to perform the
process activities
21. Process Key Characteristics
1.
Process Measurement
2.
Costs, Performance, Quality provided
Specific results
Delivered Consistently
Customers and Stakeholder
3.
Expectations are met
4. Triggering Event
Thus making the process traceable through it’s activities
23. …Ensure the 3 E’s of Quality
Management
Effectiveness
Efficiency
Economy
24. Summary
ITIL Processes have a standard,
common design
They have documented Triggers,
Inputs and Outputs
They have 3 Components
Process Control
Process (which takes inputs and creates outputs)
Process Enablers
27. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Transition Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
28. Service Strategy
Information Service and Technology Management
(ISTM) Starting Point
Aligns IT strategies to Business Strategies
Focuses is on Value to business
“Define the 4 P’s (perspective, position, plans and
patterns) that a service provider needs to be able to
execute to meet an organization business outcomes”
Service Strategy is part 1 of the “plan” phase of the Plan,
Do, Check, Act cycle
29. Service Strategy Key Concepts
Service Strategy –
Revolves around the needs of the customer
2. Seeks to understand the needs and requirements of the
business processes underpinned by IT services
3. Determines the best way to provision those services in order
to meet the business needs effectively.
4. Ensures IT perspectives and business perspectives are
properly aligned.
1.
1.
2.
Business perspective don’t start in IT
Infrastructure management doesn’t start with business processes.
30. Service Strategy Terms of Interest
Warranty
Usability of a Service or Application
Is it user Friendly ?
Utility
Functionality of the Service
Does it work as designed ?
Utility is what something does
Warrant is how well it does it.
31. Utility and Warranty Create Value
Performance Correct
Constraints Removed
Utility
OR
T/F
Fit for Purpose
Value
AND
Availability
Capacity
AND
Continuous results
Secure
Warranty
Fit for Use
T/F
T/F
32. Terms of Interest
Types of Service Providers
1.
Type I – Internal Service Provider
Embedded in the businesses units they service
Offer services specific to that business unit
2.
Type II – Shared Services
Internal to the organization
Usually not at the core of a businesses competitive advantage
Service multiple business units. (HR, Accounting, Finance)
3.
Type III – External Service Provider
Outsourced Service
33. The Service Strategy Processes
There are 5:
1.
2.
3.
4.
5.
Strategy Management for IT Service (Not covered)
Financial Management of IT Services
Service Portfolio Management
Demand Management (Not testable)
Business Relationship Management
34. Financial Management for IT
Services
Just know these things:
Its Purpose (in the glossary)
It Consists of there main processes
Budgeting
Charging
Accounting
All of which are defined processes in the glossary
35. Service Justification
Business Case:
Justification for a significant item of expenditure. The
business case includes information about costs,
benefits, options, issues, risks and possible
problems.
Usually judged on ROI - however ITIL suggests
organization use VOI (Value on Investment) methods to
better estimate the value of the process.
36. Service Portfolio Management
The Service Providers Collection of available services
Services defined in terms of business value
Repository detailing information about the service
Chargeback model
Resources and capabilities required
Means of comparing the service competitiveness
Provider type
Pricing
37. Service Portfolio Management
Scope Statement
The scope of Service Portfolio Management is all services
a service provider plans to deliver, currently delivered and
those that have been withdrawn from service
38. Service Portfolio Management
Methods – There are 4
Define – Inventory Services, build Business Cases
2. Analyze – Maximize Portfolio value
3. Approve – Authorize Services and Resources
4. Charter – Move the Service into the Service Catalog
1.
39. Service Portfolio Management
Key Attributes of Charter Services
Described in detail
SLR and SLA are defined
Business case for use of the service
Risk identified
Costs, Pricing models defined
Business owners and users are listed
Performance Metrics
OLA (Operating Level Agreement) is in place.
40. Business Relationship
Management
The process responsible for maintaining a positive
relationship with customers. Business relationship
management identifies customer needs and ensures
that the service provider is able to meet these needs
with an appropriate catalogue of services. This process
has strong links with service level management.
41. Business Relationship
Management
Scope Statement
The BRM Process Focuses on understanding:
Business outcomes
Services currently offered to the customer
How to optimize offering in the future
How the Service Provider is reprinted to the customer
Technology trends and their effects on services provided to
the customer
The way in which services are currently offered to the
customer, SLAs, quality control, and possible changes
required
Levels of customer satisfaction.
42. Summary
Service Strategy is the beginning of ITIL Process
implementation
Service Strategy revolves around creation of value for
customers.
The Three Process of Service Strategy that you will be
tested on are:
Financial Management of IT Services
2. Service Portfolio Management
3. Business Relationship Management
1.
44. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service
Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Transition Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
45. Service Design Purpose
Service design includes the design of the services,
governing practices, processes and policies required to
realize the service provider’s strategy and to facilitate
the introduction of services into supported
Environments ensuing quality service delivery.
Service Design is part 2 of “plan” in the Plan, Do, Check,
Act cycle
46. Service Design Objectives
Reduce TCO
Improve quality and consistency of service
Improve service performance, IT coherence,
information, decision making and service alignment.
More effective service performance, IT Processes,
service management
Easier implementation of new or changed services.
47. Service Design Key Concepts
Service Design –
1. Requires a holistic approach to both business and IT
infrastructure.
2. Requires functional elements of service be addressed
3. Include management and operational requirement for
provisioning, implementing and operations of services
delivery.
The be clear: Service Transition which is responsible for
provisioning, implementing and operations of services, just
builds the service from a blueprint provided as an output
from Service Design.
48. Service Delivery Terms of Interest
Service Provider
Customer vs. User vs. Stakeholder
Service Level Agreement
Operational Level agreement
Underpinning Contract
Service Design Package
Availability
Supplier
Vital Business Function.
See the glossary on this
49. Service Delivery Terms of Interest
Notes (you need to understand)
An SLA is an agreement of service targets with a
customer and an external service provider
An OLA is an agreement between a service provider
and an internal partner
Underpinning Contract is an agreement between a
service provider and an external partner
Service Level Management is the SLA’s AND the OLA
and/or Underpinning Contracts the underpin them.
50. Five Aspects of Service Design
1.
2.
3.
4.
5.
Design of Service Solutions
Design of Service Management Systems
Design of Technology Architectures and Management
Systems
Design of Processes
Design of Measurement Method and Metrics of the
Service
51. Service Design Processes
Design Coordination
Service Level Mgt (SLA)
Capability Mgt
Supplier Mgt
Service Catalog Mgt
Availability Mgt
IT Service Continuity
Mgt
Information Security
Mgt
53. Service Catalog Management
Dependent on Service Portfolio
2. Details all live and approved for live services
3. Two versions
1.
1.
2.
Business Services – Those services required to operate the
organization
Technical Services – Those services that are required to
support the business services.
54. Service Level Management
1.
2.
3.
4.
5.
6.
Design SLA framework
Gather and document SLR
Monitor Performance against SLA
Produce appropriate reports
Conduct Service Review (which could lead to SIP)
Manage the contracts and relationships
56. Availability Management
Key Concepts
1.
Service Availability
2.
Reliability
- A term used for Internal partners
3.
Maintainability - A term used for Internal partners l
4.
Serviceability - A term used for Internal External partners
refers to the ability to meet the terms
of an underpinning contract
5.
Proactive / Reactive Activities
58. IT Service Continuity Management
Objectives
1.
2.
3.
4.
5.
6.
7.
8.
IT Service 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 of Continuity
Ensure Proactive Measures
Negotiate with Suppliers for Continuity Needs
(This process is Disaster Recovery as opposed to Availability which is
more about the fault tolerance capabilities of the IT systems )
60. Information Security Management
1.
2.
3.
4.
5.
6.
7.
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 Improvement of Security
Integrate Security Aspects within other ITSM
61. Information Security Key Policy
1.
2.
3.
4.
5.
Passwords (Access Management)
Email
Virus Control
Encryption
Remote Access
Information Security Management System
62. Supplier Management
1.
2.
3.
4.
5.
6.
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
63. Summary
Design Services
Design Coordination
Service Level Mgt (SLA)
Capability Mgt
Supplier Mgt
Service Catalog Mgt
Availability Mgt
IT Service Continuity
Mgt
Information Security
Mgt
64. Summary
There are Specific Terms for Internal
and External Resources/Capabilities.
Availability and Contingency have
similar goals but are significantly
different in implementation
66. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Transition Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
67. Service Transition Purpose
The purpose of service transition stage of he lifecycle is o
ensure that new, modified or retired services meet the
expectations of the business as documented in the service
strategy and service design stages of the lifecycle.
Service Transition is the ‘DO’ in the Plan, Do, Check, Act
cycle.
68. Service Transition Objectives
Plan and mange service changes efficiently and effectively.
Manage risks relating to new, changed or retired services.
Successfully deploy service releases into supported
environments
Set correct exceptions on the performance and use of new
of changed services
Ensure that service changes create the expected business
value
Provide good-quality knowledge and information about
services and service assets.
69. Service Transition Key Concepts
Service Transition –
1. Quality Service Transition significantly improves a service
provider’s ability to handle high volumes of change and
releases to its customers and enables the provider to align
service with the business requirements. It aloes ensure that
users can use the service in a way that maximizes its value.
2. The Transition lifecycle phase is also used to retire services
that are no longer required and to transitions service
provision to or form an external service provider.
The be clear: Service Transition just builds the service from a
blueprint provided as an output from Service Design.
70. 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
Lets see the glossary on this
71. Service Delivery Terms of Interest
Notes
you need to understand
Configuration Item (CI) is an IT component in the
Configuration Management System.
Release Unit (RI) is a collection of CIs introduced into
the live environment.
The 7 R’s:
Raised, Reason, Return, Risks, Resources, Responsible
and Relationships.
72. Service Transition Processes
Three Processes support the complete, ongoing lifecycle
1. Change Management
2. Asset Management
3. Knowledge Management
Four Processes are utilized only in the transition from
Service Design to Service Transition
1. Transition Planning and Support
2. Release and Deployment Management
3. Service Validation and Testing (not testable at
Foundations level)
4. Change Evaluation (not testable at Foundations level)
73. Change Management Roles and
Resources
Request For Change (RFC)
Change Proposals
Change Advisory Board (CAB)
Emergency Change Advisory Board (ECAB)
Schedule of Changes (SC)
The Projected Service Outage Document (PSO)
Post Implementation Review (PIR)
This is a lifecycle Process
74. Change Mgt Roles and Resources
Request For Change (RFC)
The Trigger event for change control
Categorized as Normal, Standard or Emergency
Change Proposals
Used to initiate major changes that involve significant cost,
risk or organizational impact. Usually created in Service
Portfolio Management process (Service Strategy) and passed
to change control for implementation.
Change Advisory Board (CAB)
Assesses and Approves Changes to ensure proper transition.
75. Change Mgt Roles and Resources
Emergency Change Advisory Board (ECAB)
A specifically defined group responsible for assessing and
approving Emergency Changes.
Schedule of Changes (SC)
Documents changes approved for implementation
The Projected Service Outage Document (PSO)
Documents details when a service(s) will be unavailable
during the change
Post Implementation Review (PIR)
Assesses the performance of the change and take remediation
if necessary
77. Change Types
Normal Change
Considered any change NOT an Emergency change or Standard
Change. (“Normal” has no set definition in ITIL)
Standard Change
The set of changes that uses a Change Model that allows for preapproval. (These are changes and have known Good Practices that
can be standardized for use)
Emergency Change
Must be kept to a minimum and be clearly defined
Should always be considered a serious risk
Major Change
Usually require work orders for several departments
Generally require appropriate environmental preparation.
Can require a project manager.
78. Change Management 7 Rs
1.
2.
3.
4.
5.
6.
7.
Who Raised the change ?
What is the Reason for the change ?
What is the Required from the change ?
What are the Risks involved ?
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 ?
79. Service Asset and Configuration
Service Asset Management
Focused on Service Assets during the Service Lifecycle
Ensures IT controlled assets are managed properly during their
lifecycle
Manages and protects the integrity of CIs during their lifecycle
Configuration Management
Manages the logical Model of the infrastructure
Shows how Assets and Components interrelate
This is a Lifecycle Process
80. Knowledge Management
Purpose:
The purpose of the knowledge management process is to share
perspectives, ideas, experience and information to ensure that
these are available in the right place at the right time to enable
informed decisions.
Scope:
Knowledge management is a whole lifecycle-wide process in
that it is relevant to all lifecycle states.
Objective:
Gather, analyze, store, share, use and maintain knowledge,
information and data throughout the service provider
organization
This is a Lifecycle Process
81. Knowledge Management (DIKW)
Knowledge increases with understanding and contextual analysis. The
gathering of data leads to the creation of information, which leads to
knowledge and finally an underlying wisdom (DIKW)
82. Release and Deployment
Management
Purpose:
The purpose of the release and deployment management process
is to plan, schedule and control the build, test and deployment of
releases and to deliver new functionality required by the business
while protecting the integrity of existing services
This is a Design Service to Transition Service Process
83. Release and Deployment
Management
Four Phases of Release and Deployment
1.
2.
3.
4.
Release and Deployment Planning
Release Build and Test
Deployment
Review and Close
84. Release and Deployment
Management
Purpose:
1.
Deliver change faster, at lower cost, with reduced risk
2.
Assure the changed or new service supports the business
and its customers
3.
Ensure consistency in implementing changes
4.
Ensure traceability
Term of Interest
Release Package – a singe Release Unit, a collection of Release
Units or a subset of a Release Unit
85. Release and Deployment
Management
Objectives
Define and agree release and deployment plans
Create and test release packages
Ensure the integrity, records, and proper administration of
CIs, RUs and Release Packages.
Deploy Release Packages and record, manage risks and issues
and take corrective actions necessary .
Manage Change and Knowledge Transfer in the organization
Ensure the agreed upon Utility and Warranty of the changed
services.
Ensure there is a skills transfer to Operations Function so that
services can be delivered, supported and maintained.
86. Transition Planning and Support
Purpose:
The purpose of transition planning and support is to provide overall
planning for service transitions and to coordinate the resources that they
require.
Determine capacity and resources
Support transition teams
Ensure integrity of assets
Transition Planning and Support Manager is the equivalent to the
Design Process manager. High up the chain, a lot of power.
This is a Service Design to Service Transition Process
87. Transition Planning and Support
Objectives:
Plan and coordinate the resources to support transition.
Coordinate activities across projects, suppliers and service
teams Ensuring all parties adopt a common framework of
standard processes and support systems.
Establishes new systems and tools, technology and
management architectures, service management processes
and metrics to meet requirements established by the design
stage
Manage risks, minimize chance of failure and disruption
across the transitions systems.
88. Transition Planning and Support
Four Phases of Release and Deployment
1.
2.
3.
4.
Release and Deployment Planning
Release Build and Test
Deployment
Review and Close
89. Transition Planning and Support
Scope:
Guiding changes thought the transition processes
Coordinates several transitions simultaneously, prioritizing
conflicting requirements
Ensuring Service Transition is coordinated with program,
project management, service design and service development
activities.
Transition Planning and Support is where things come
together.
91. Service Validation and Testing
Purpose:
Service :
What is the intended effects of the change ?
Did the Change successfully meet its intentions ?
….and is not testable at the foundation level
92. Summary
Transition Coordination
Mgt
Service Level Mgt (SLA)
Capability Mgt
Supplier Mgt
Service Catalog
Availability Mgt
IT Service Continuity
Mgt
Information Security
Mgt
93. Summary
Changes are initiated from two sources
RFC’s which are the trigger of the change process
Change Proposals which are major changes services
usually initiated in Service Strategy
The goal of Knowledge Management is ensure the
right resources are in place to make informed
decisions
Capacity Planning involves both the technical
capabilities of the organization and the business
capabilities. A failure in capacity can occur in either
aspect
95. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Operation Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
96. Service Operation
Manage the Day to Day IT Activities
Operations – Things you do everyday to deliver a service
Provide Value to Customer through
Communications
Support
97. Service Operation Purpose
The purpose of service Operation stage of he lifecycle to carry
out the activities and processes required to deliver and
manage services at agreed levels to customers and users.
Also responsible for the ongoing management of the
technology that is used to deliver and support services.
Service Operation is the ‘Check’ in the Plan, Do, Check, Act
cycle.
98. Service Operation Objectives
Maintain business satisfaction and confidence in IT
through effective and efficient delivery and support of
agreed IT services
Minimize the impact of service outages on day to day
business activities
Ensure that access agreed IT services is only provided
to those authorized to receive those services
99. Service Operation Key Concepts
Operational Services are expected to work at agreed
levels and agreed costs.
Reduce unplanned labor and costs for both the
business and IT.
Reduce the duration and frequency of service outages
which will allow the business to take full advantage of
the value created by the services.
Provide operational results and data that can be used
to improve service delivery
100. Service Operation Key Concepts
Provide standard services that business staff can use to
increase productivity
Provide the basis for automated operations.
101. Service Operation Terms of Interest
Incident – Unplanned Interruption in the Quality of
Service –OR- the failure of a CI (even if the failure
did not impact a service)
Alert – A warning that some threshold has been reached
( May or may not constitute an “incident”)
Event – An Automated detectable occurrence of significance
Service Request – A user request for information or advice
Problem – An unknown underlying cause of an incident
Lets see the glossary on this
102. Service Operation Terms of Interest
Known Error – A problem that has a documented root
cause and a workaround
Known Error Database (KEDB)- The place Problems and
Work Arounds are documented.
Work Around – Means of reducing or eliminating the impact
of an incident for which no permanent solution is available.
Impact, Urgency, Priority – Priority determines the order
on the daily operation. Priority is a combination of Impact
and Urgency . Impact+Urgency = Priority
Lets see the glossary on this
103. Service Operation Processes
Incident Management
Problem Management
Request Management
Event Management
Access Management
104. Service Operation Processes
Incident Management
Scope of Incident Management - any event which
disrupts, or could disrupt, a service
Purpose of Incident Management
Restore Service as Soon as Possible
Minimize impact to business
Ensure Services are performing to agreed upon levels
Manage the Standard Incident Model
Own and operate the Major Incident Model
Include Problem Management when necessary
105. Service Operation Processes
Incident Management
Standard Model
A set of procedures used to guide the management of
common incidents, for example:
Forgotten password
Communications failure
Missing application on PC
Major Incident Model
Series of activities meant to resolve an uncommon incident
Service Deck owns problem from open to close
Problem management may be asked to assist.
106. Incident Management
Incident Management Interfaces
Service Level Management – Service Design
Information Security Management – Service Design
Capacity Management - Service Design
Availability Management – Service Design
Service Asset and Configuration Mgt – Service Transition
Change Management – Service Transition
Problem Management – Service Operations
Access Management - Service Operations
107. Problem Management
Service Level Management – Service Design
Information Security Management – Service Design
Capacity Management - Service Design
Availability Management – Service Design
Service Asset and Configuration Mgt – Service Transition
Change Management – Service Transition
Problem Management – Service Operations
Access Management - Service Operations
108. Problem Management
Purpose:
Manage the lifecycle of problems:
Identification
Investigation
Documentation
Removal
Proactively prevent recurrence of incidents
Minimize impact to business due to errors in the IT
infrastructure
109. Problem Management
Scope:
Diagnose Root Causes of incidents
Determine Resolution
Ensure Resolution Implementation
Engage Change Management
Trigger Release and Deployment Management
Maintain the Known Error Database
Create and manage Problem Models the manage problems
that have no permanent resolution or are too expensive to fix.
Review how Major Problems are handled to proactively
improve the Problem Management Model
110. Problem Management
Reactive Activities
Concerned with solving problems in response to one or
more incidents
Proactive Activities
Concerned with identifying and solving problems and
known errors before further incidents related to them
can occur again.
111. Event Management
Event Management is considered preventative in nature –
Management of events through their lifecycle
Detect Events and determine appropriate action
Detect Changes
Provide trigger for service operations and management
activities
Provide a means to compare performance against
standards and SLAs.
Provide a basis for service reporting and service
improvement
112. Event Management
Events have three classifications
1) Informational
2)
Warnings
3)
Notifications of activities of significance
Notifications that a threshold is about to be reached
Exceptions
Notifications of a failure
An “alert” is type of event – which type is determined
by which functional group / process is to be triggered.
113. Request Fulfillment
Purpose:
Mange the lifecycle of all service requests from the users.
Objective:
Maintain user and customer satisfaction through efficient
handling of all services
Provide a channel for user requests
Provide information to users and customers about the
availability of services
Delivers standard services
Assist in general information, complaints and comments
115. Access Management
Manage Access Rights
Verification of Legitimacy of Requests
Monitoring of Identity Status
Logging and tracking Access
Granting/Removing/Restricting Access
Note: Privileges are predetermined by Availability and Security Mgt
Service Operation implements them.
Physical Access Control is NOT within the scope of
Access Management.
Generally this is the responsibility of Facilities management
116. Service Operations
Functions
Remember:
A function is a team or group of people and tools and
resources that carry out processes.
In a large organizations the functions of Service
Management are usually broken into several Functional
Units
•
•
•
•
Service Desk
Technical Management
Applications Management
It Operations
117. Service Operations Functions
Service Desk
Service Desk
Single Point of Contact for the User Community
Manages Incidents and Service Requests
Owns incidents from open to close
First Level Support
Escalates as agreed
Keeps user informed
Closes incidents and service requests as agreed
Conducts Surveys to measure Satisfaction
Communicates with Users
Updates CMS
118. Service Operations Functions
Service Desk
Service Desk Organizational Structure
Can be organized any one of several ways
Three most Commonly Implemented
1)
2)
3)
Local Service Desk
Centralized Service Desk
Virtual Service Desk
May be implemented as a “Follow the Sun” Service Desk
119. Service Operations Functions
Service Desk
Local Service Desk –
Located physically close the user community it serves
This causes several Service Desks in a large organization
with many locations and can have a high level or
redundancy.
Central Service Desk –
Positioned in a single location. Less redundant. Builds
higher skill level in the staff and is more cost effective.
120. Service Operations Functions
Service Desk
Virtual Service Desk
Typically used by Global organizations
Service desks are located in several major locations and
share a common SKMS
It is possible for the Service Desks to collaborate to
perform “Follow the Sun” support across the
organization.
This allows Service Desks to support each others
customers and users and allow for 24 support across
the enterprise.
121. Service Operations Functions
Service Desk
Service Desk Metrics
Continuous Improvement requires quality
measurement
First line resolution rate
Average time to resolve an incident
Aver time to escalation of an incident
Average cost to handle an incident
Average number of calls per day/week/shift
Average time to review and close an incidents
122. Service Operations Functions
Technical Management
Objectives:
To plan, implement and maintain a stable technical
infrastructure to support the business processes
through:
Well Designed and highly resilient, cost-effective technical
topology
The use of adequate technical skills to maintain the technical
infrastructure in optimum conditions
Swift use of technical skills to diagnose and resolve any
technical failures that do occur.
Technical Managers are commonly Subject Matter Experts (SME)
123. Service Operations Functions
Application Management
Dual Role:
Keeps technical knowledge and expertise related to
managing applications ensuring that the knowledge
required to design, test, manage and impose IT services
Providing the actual resource to support the service
lifecycle
124. Service Operations Functions
Application Management
Plays a role in all applications, whether purchased or
developed in house
Ensuring:
Applications are well designed and cost-effective
Required functionality is available and will achieve business
outcomes
The organization as necessary technical skills to operate and
maintain the applications.
Swift diagnose and resolution of technical failures
Note: Application Management DOES NOT make the decision whether an
application should be developed in house or outsourced, this is done by Design
Management, they DO support the applications in either case
125. Summary
Operations Management is responsible for day-t0-day
activates for IT services
Consists of 5 processes
Incident Management
Problem Management
Request Management
Event Management
Access Management
126. Summary
Types of Events
Informational
2) Warnings
3) Exceptions
1)
Responsible for Security an Request fulfillment
Directly interfaces with the customers
128. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Operation Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
129. CSI
Purpose
Maintain the alignment of IT services to changing business needs.
Objectives
Review, analyze and recommend on improvement opportunities across
the lifecycle
Review Service Level Achievements
Identify and implement activities to improve IT services
Improve cost of service delivery without sacrificing overall customer
satisfaction
Understand what to measure, why and what successful outcome should
be
CSI ACT in the Plan, Do, Check, Act cycle
130. 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
131. Continual Service Improvement
Key Concepts
Scope of CSI
Overall health of IT Service Management
Continual alignment of the service portfolio to the
needs of the business
Maturity of IT processes for each service
Continual Improvement of all aspects of the IT service
and the assets that support them
132. Continual Service Improvement
Key Concepts
Three key guiding principles of CSI
You cannot manage what you cannot control
You cannot control what you cannot measure
You cannot measure what you cannot define
133. Continual Service Improvement
Terms of Interest
Baselines
An initial data point that establishes a marker or
starting point for comparison
Metrics – Three Types
Technology – focused on
component/application availability
Process – CSFs/KPIs for the service
management processes themselves
Service – measure end to end service
136. Continual Service Improvement
7 Step Improvement Process
Purpose
1.
2.
3.
4.
5.
6.
7.
Identify
Define
Gather
Process
Analysis
Present
Implement
Improvements to through lifecycle
137. ITIL Processes by Phase
Service
Strategy
• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt
Continuous
Improvement
Service Design
7 Step
Process
• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt
Service Transition
Service
Operations
Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt
• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Operation Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt
138. Continual Service Improvement
7 Step Improvement Process
Answer this question: How did we get here
Identify – Overall vision, business needs and
organizational goals
Define – What to measure
Gather – Assemble data (usually from Service
Operations)
Process – Turn the data into information
Analyze – The data and information
Present - and use the information to stakeholders
Implement – Improvements and establish a new
baseline
140. Continual Service Improvement
Model
1. What is the Vision (ITIL loves vision)
2. Where are we new
3. Where do we want to be
4.How do we get there
5. Did we get there
6.How do we keep the momentum going
142. Continual Service Improvement
The Role of Measurement
To Validate – the prior decisions
To Direct – Set a course for future action
To Justify – That a particular course of action as best
To Intervene – Identify an issue and apply corrective
action