The document discusses key concepts in IT service management (ITSM) and ITIL. It covers the core ITSM components including service strategy, service design, service transition, service operation, and continual service improvement. Some key processes explained in ITIL include change management, problem management, and incident management. The benefits of adopting ITSM best practices like ITIL are also highlighted.

1. Presented By: VIKAS

2. Today’s Topics
 IT Organizations Current Challenges
 IT Organization focus Today vs Tomorrow
 Service & IT Service Management
 ITIL
 History
 Problem Definition
 WHY ITIL
 Ten Core processes of ITIL
 Service Lifecycle
 Key Concepts to understand
 CORE ITSM Components

3. •Service Strategy
•Service Design
•Service Transition
•Service Operation
•Continual Service Improvement
•Benefits of These Core Components
•Change Management Process explained in ITIL
•Helpdesk Management Process explained in ITIL
•Benefits of ITSM
•Conclusions and Recommendations
Today’s Topics

4. Business Challenges
IT Responsibilities
Minimizing risk in a dynamic
business scenario
Minimizing cost & time-to-
market
Improving ROI
Increasing Business Performance
IT enables the business to meet its goals
Ensuring a stable & flexible IT
environment
Optimizing resources & costs
Minimizing costs & complexity
Adapting quickly to changing
needs
IT Organization Current Challenges

5. The IT organization of the future
will have a different focus
Today’s focus Tomorrow’s focus
Dependable and efficient
operations
Commodity computing utility
Broad technology focus Narrow technology focus;
broad business focus
Stretched across proprietary
technologies
Exploiting standards
Poorly documented, widely
variable procedures
Transparent, consistent, and
easily audited processes
Collection of stovepiped
functions
Process-based, both inside IT and
with the business

6. Drivers
for High
Quality IT
Services
Organizations
increasingly
dependent on
IT
High
visibility of
failure
User
Requirements
Competition
for Customers

7. SERVICE
“ A service is a means of delivering value to customers by
facilitating the outcomes that customers want to achieve
without the ownership of specific costs and risks.”
What is an IT Service?
An "IT Service" is a set of IT-related functions (HW & SW)
User Web Server Application Server Database Server

8. What is IT Service Management?
IT Service Management is the totality of IT
Service Provision, including the management of
the infrastructure and the environment
IT Service IT Service IT Service IT Service
INFRASTRUCTURE ENVIRONMENT
Good IT Service Management ensures that Customer
requirements; and expectations are met with consistency.

9. IT Service Management Objectives
•To align IT Services with the current and future needs of the
Business and its Customers
•To improve the quality of the IT services delivered
•To reduce the long term cost of service provision
Needs
Cost Quality

10. Key Elements
Customer / End Users Service Manager / Team
PEOPLE Production Acceptance
TeamExecutive Sponsor
Change Control Hardware
Problem Management
Software
PROCESS PRODUCTS
Project Manager / Team Suppliers / Outsourcers
Capacity Planning
Configuration
Management
PARTNERS
Tools / Technology

11. ITIL : Information Technology Infrastructure Library
• Developed in late 1980s in the UK in response to growing dependence on
IT
• Now a public body of knowledge for Service Management best practices
• Helps organizations improve service levels and reduce the cost of IT
operations
• A framework, defining ten interlocking processes for service support and
service delivery
• Also provides guidance on IT security, business management
• The ten ITIL processes are described in two volumes:
- Service Support focuses on management of essential operational
processes
- Service Delivery on strategic management of the IT services

12. 
The History behind ITIL
ITIL
Version 1 ITIL
Version 2
British civil
service
10+30 books
2+N books
The Netherlands
Rest of the
world
ITIL
Version 3
2+N books

13. 
Defining the Problem

14. WHY ITIL? Because IT is critical to the Busin

15. 
ITIL is process-oriented
Processes
Roles
People
Subtasks
Leaders
Middle mgmt
Employees
Areas of work
ITIL
Traditionally
Top-down, controlling
areas of responsibility
Task-oriented, non-hierarchical

16. 
Ten core processes of ITIL
(… and one function)
Service Desk
Incident mgmt
Problem mgmt
Config. mgmt
Change mgmt
Release mgmt
Service Level mgmt
Financial mgmt
for IT-services
Capacity mgmt
IT Services
Continuity mgmt
Availability mgmt
ITIL

17. What ITIL is not?
 A complete blue-print, but bricks and material from
which you can build your own building depending
on your needs.
 A quick fix, but a set of processes that you have to
build into the mind-set of your employees, and
which must be continually updated and improved.
 Something you buy, although you can buy help to
implement it, the core of the work is changing your
own organization and how it thinks and functions.
 Another method of control, but a way of setting up
your organizaton so that it works towards the goals
without controlling management.

18. ITIL Service Lifecycle

19. Five Phases of ITILv3

20. ITIL: the process improvement
program
Typical program elements
People • Allocate roles and responsibilities (reorganization?)
• Align skills to business needs
• Organize ITIL training and motivation
• Project/change management
Processes • Define processes and process tasks and document
• Define process metrics/KPIs
• Integrate process information
• Initiate customer survey cycle
Tools • Process automation, process integration
• Asset management repository
• Configuration management database (CMDB)
• Business service definition and mapping

21. “ Think of ITIL not as a destination, but
as a vehicle you can use to help you
travel more quickly and efficiently on
your ongoing journey of continuously
improving service levels”

22. ITIL is a CATALYST for transforming IT.
Traditionally IT has operated in functional silos
with separate goals and objectives.
But in Today’s environment, IT is changed with
transforming itself into a service oriented culture,
where cross functional teams are unified in the
common pursuit of service excellence and business
alignment.

23. ITIL is DESCRIPTIVE
versus
PRESCRIPTIVE
ITIL describes what needs to be done to improve service,
BUT
It does not explain how to do it.

24. Key Concepts
 Configuration Management System (CMS)
 Tools and databases to manage IT service provider’s
configuration data
 Contains Configuration Management Database (CMDB)
 Records hardware, software, documentation and anything else
important to IT provision
 Release
 Collection of hardware, software, documentation, processes or
other things require to implement one or more approved
changes to IT Services

25. Key Concepts
 Incident
 Unplanned interruption to an IT service or an unplanned
reduction in its quality
 Work-around
 Reducing or eliminating the impact of an incident without
resolving it
 Problem
 Unknown underlying cause of one or more incidents

26. Key Concepts
Processes(s): are structured sets of activities designed to
achieve a specific objective.
Function(s): are self-contained subsets of an organization
intended to accomplish specific tasks. They usually take
the form of a team or group of people and the tools they
use.
“Processes help organizations accomplish specific
objectives often across multiple functional groups”
whereas
“Functions add structure and stability to organization”

27. •Roles: are defined collections of specific responsibilities and
privileges. Roles may be held by individuals or teams. Individuals and
teams may hold more than one role. ITIL® emphasizes a number of
standard roles include, most importantly:
•Service Owner -- Accountable for the overall design, performance,
integration, improvement, and management of a single service.
•Process Owner -- Accountable for the overall design, performance,
integration, improvement, and management of a single process.
•Service Manager -- Accountable for the development, performance,
and improvement of all services in the environment.
•Product Manager – Accountable for development, performance, and
improvement of a group of related services.
Key Concepts

28. More Roles
 Business Relationship Manager
 Service Asset & Configuration
 Service Asset Manager
 Service Knowledge Manager
 Configuration Manager
 Configuration Analyst
 Configuration Librarian
 CMS tools administrator

30. Service Management
Service Support
Incident
Management
Problem
Management
Service Desk
Release
Management
Configuration
Management
Change
Management
Service Delivery
Service Level
Management
Capacity
Management
Availability
Management
Service
Continuity
Management
Financial
Management
CORE ITSM COMPONENTS

33. SERVICE STRATEGY
 What are we going to provide?
 Can we afford it?
 Can we provide enough of it?
 How do we gain competitive advantage?
 Perspective
 Vision, mission and strategic goals
 Position
 Plan
 Pattern
 Must fit organisational culture

34. SERVICE STRATEGY HAS FOUR ACTIVITIES
Define the Market
Develop the Offerings
Develop Strategic Assets
Prepare for Execution

35. SERVICE ASSETS
 Resources
 Things you buy or pay for
 IT Infrastructure, people, money
 Tangible Assets
 Capabilities
 Things you grow
 Ability to carry out an activity
 Intangible assets
 Transform resources into Services

36. SERVICE PORTFOLIO MANAGEMENT
 Prioritises and manages investments and
resource allocation
 Proposed services are properly assessed
 Business Case
 Existing Services Assessed. Outcomes:
 Replace
 Rationalise
 Renew
 Retire

37. Service Design
• How are we going to provide it?
• How are we going to build it?
• How are we going to test it?
• How are we going to deploy it?
Holistic approach to determine the impact of
change introduction on the existing services and
management processes

38. Processes in Service Design
• Availability Management
• Capacity Management
• ITSCM (disaster recovery)
• Supplier Management
• Service Level Management
• Information Security Management
• Service Catalogue Management

39. Service Level Management
• Service Level Agreement
– Operational Level Agreements
• Internal
– Underpinning Contracts
• External Organisation
• Supplier Management
– Can be an annexe to a contract
– Should be clear and fair and written in easy-to-
understand, unambiguous language
• Success of SLM (KPIs)
– How many services have SLAs?
– How does the number of breaches of SLA change over
time (we hope it reduces!)?

40. Things you might find in an SLA
Service
Description
Hours of
operation
User Response
times
Incident
Response
times
Resolution
times
Availability &
Continuity
targets
Customer
Responsibilities
Critical
operational
periods
Change
Response
Times

41. Types of SLA
• Service-based
– All customers get same deal for same services
• Customer-based
– Different customers get different deal (and
different cost)
• Multi-level
– These involve corporate, customer and service
levels and avoid repetition

42. Right Capacity, Right Time, Right Cost!
• This is capacity management
• Balances Cost against Capacity so minimises
costs while maintaining quality of service

43. Is it available?
• Ensure that IT services matches or exceeds
agreed targets
• Lots of Acronyms
– Mean Time Between Service Incidents
– Mean Time Between Failures
– Mean Time to Restore Service
• Resilience increases availability
– Service can remain functional even though one or
more of its components have failed

44. ITSCM – what?
• IT Service Continuity Management
• Ensures resumption of services within agreed
timescale
• Business Impact Analysis informs decisions
about resources
– E.g. Stock Exchange can’t afford 5 minutes
downtime but 2 hours downtime probably wont
badly affect a departmental accounts office or a
college bursary

45. Standby for liftoff...
• Cold
– Accommodation and environment ready but no IT
equipment
• Warm
– As cold plus backup IT equipment to receive data
• Hot
– Full duplexing, redundancy and failover

46. Information Security Management
• Confidentiality
– Making sure only those authorised can see data
• Integrity
– Making sure the data is accurate and not
corrupted
• Availability
– Making sure data is supplied when it is requested

47. Service Transition
 Build
 Deployment
 Testing
 User acceptance
 Bed-in

48. Good service transition
 Set customer expectations
 Enable release integration
 Reduce performance variation
 Document and reduce known errors
 Minimise risk
 Ensure proper use of services
 Some things excluded
 Swapping failed device
 Adding new user
 Installing standard software

49. Knowledge management
 Vital to enabling the right information to be provided at
the right place and the right time to the right person to
enable informed decision
 Stops data being locked away with individuals
 Obvious organisational advantage

50. Data-Information-
Knowledge-Wisdom
Data Information
- who, what , where?
Knowledge
- How?
Wisdom
- Why?
Wisdom cannot be assisted by technology
– it only comes with experience!
Service Knowledge Information
Management System is crucial to retaining
this extremely valuable information

51. Service Asset and
Configuration
 Managing these properly is key
 Provides Logical Model of Infrastructure and Accurate
Configuration information
 Controls assets
 Minimised costs
 Enables proper change and release management
 Speeds incident and problem resolution

52. Configuration Management
System
Service
Management
KB
Asset and
Configuration
Info
Change Data
Release Data
Application
Data
Document
Definitive
Media Library
Configuration
Management
DB

53. BASELINE
 A Baseline is a “last known good configuration”
 But the CMS will always be a “work in progress” and
probably always out of date.
 Current configuration will always be the most recent
baseline plus any implemented approved changes

54. Change Management – or
what we all get wrong!
 Respond to customers changing business requirements
 Respond to business and IT requests for change that will
align the services with the business needs
 Roles
 Change Manager
 Change Authority
 Change Advisory Board (CAB)
 Emergency CAB (ECAB)
 80% of service interruption is caused by operator error
or poor change control (Gartner)

55. Change Types
 Normal
 Non-urgent, requires approval
 Standard
 Non-urgent, follows established path, no approval needed
 Emergency
 Requires approval but too urgent for normal procedure

56. Change Advisory Board
 Change Manager (VITAL)
 One or more of
 Customer/User
 User Manager
 Developer/Maintainer
 Expert/Consultant
 Contractor
 CAB considers the 7 R’s
 Who RAISED?, REASON, RETURN, RISKS, RESOURCES,
RESPONSIBLE, RELATIONSHIPS to other changes

57. Release Management
 Release is a collection of authorised and tested changes
ready for deployment
 A rollout introduces a release into the live environment
 Full Release
 e.g. Office 2007
 Delta (partial) release
 e.g. Windows Update
 Package
 e.g. Windows Service Pack

58. Phased or Big Bang?
 Phased release is less painful but more work
 Deployment can be manual or automatic
 Automatic can be push or pull
 Release Manager will produce a release policy
 Release MUST be tested and NOT by the developer or
the change instigator

59. Service Operation
• Maintenance
• Management
• Realises Strategic Objectives and is where the
Value is seen

60. Processes in Service Operation
• Incident Management
• Problem Management
• Event Management
• Request Fulfilment
• Access Management

61. Functions in Service Operation
• Service Desk
• Technical Management
• IT Operations Management
• Applications Management

62. Service Operation Balances
A B
External
Quality
Stability
Proactive
Internal
Cost
Responsiveness
Reactive

63. Incident Management
• Deals with unplanned interruptions to IT
Services or reductions in their quality
• Failure of a configuration item that has not
impacted a service is also an incident (e.g.
Disk in RAID failure)
• Reported by:
– Users
– Technical Staff
– Monitoring Tools

64. Event Management
• 3 Types of events
– Information
– Warning
– Exception
• Can we give examples?
• Need to make sense of events and have
appropriate control actions planned and
documented

65. Request Fulfilment
• Information, advice or a standard change
• Should not be classed as Incidents or Changes
• Can we give more examples?

66. Problem Management
• Aims to prevent problems and resulting incidents
• Minimises impact of unavoidable incidents
• Eliminates recurring incidents
• Proactive Problem Management
– Identifies areas of potential weakness
– Identifies workarounds
• Reactive Problem Management
– Indentifies underlying causes of incidents
– Identifies changes to prevent recurrence

67. Access Management
• Right things for right users at right time
• Concepts
– Access
– Identity (Authentication, AuthN)
– Rights (Authorisation, AuthZ)
– Service Group
– Directory

68. Service Desk
• Local, Central or Virtual
• Examples?
• Single point of contact
• Skills for operators
– Customer Focus
– Articulate
– Interpersonal Skills (patient!)
– Understand Business
– Methodical/Analytical
– Technical knowledge
– Multi-lingual
• Service desk often seen as the bottom of the pile
– Bust most visible to customers so important to get right!

69. Continual Service Improvement
• Focus on Process owners and Service Owners
• Ensures that service management processes
continue to support the business
• Monitor and enhance Service Level
Achievements
• Plan – do –check – act (Deming)

70. Service Measurement
• Technology (components, MTBF etc)
• Process (KPIs - Critical Success Factors)
• Service (End-to end, e.g. Customer Satisfaction)
• Why?
– Validation – Soundness of decisions
– Direction – of future activities
– Justify – provide factual evidence
– Intervene – when changes or corrections are needed

71. Benefits of ITIL Service Strategy
 Alignment of new & changing services to
organizational strategy
 Supports business cases for investment
 Resolves conflicting demands for services
 Improves service quality by strategic planning
 Ensures that organizations can manage the costs
and risks associated with their Service Portfolios

72. Benefits of ITIL Service Design
 Agreeing service level agreements with
internal departments and external third
party suppliers
 Measuring IT quality in business terms
 Reduced total cost of ownership
 Improved quality/consistency of service
 Improved IT governance
 More effective Service Management

73. Benefits of ITIL Service Transition
 Align the new or changed service with the
Organization’s requirements & business
operations
 Ability to adapt quickly to new service
requirements
 Improved success rate of changes
 Improved organisational agility and flexibility
 Provides a consistent & rigorous framework for
evaluating the service capability & risk before a new
or changed service is released

74. Benefits of ITIL Service Operation
• Delivering & managing services at agreed
levels to Organizational customers & users
• Management & monitoring of the technology
that is used to deliver & support services
• Management of Incidents, including Major
Incidents, & ensuring recovery of service
• Ensuring the appropriate IT organisation is in
place to support the overall service
requirements of the Organization
• Cost-effective Service Delivery

75. Benefits of ITIL Continual
Service Improvement
 Commitment to ongoing service quality
 Ongoing improvements to service & supporting
processes
 Review & implementation of appropriate
business-focused service measures
 ROI (Return on Investment)
 VOI (Value on Investment)
 Continual improvement becomes part of
“Business as Usual”

76. Change Management process explained
in ITIL
It is one of the most central and most important
ITIL processes
Everything that changes a status in a CI in CMDB in
ITIL
Change mgr should have a good broad overview,
some in-depth knowlegde in key areas, and know
lots of the local history.

77. Relationship to other processes
Change
mgmt
Release
mgmt
Config.
mgmt
Problem mgmt
Incident mgmt
Capacity mgmt
Availability mgmtIT service
cont mgmt
Service level
mgmt

78. Goal
Ensure that all changes are performed in a
structured, documented and well-planned
process.
Balance between flexibility (what needs to
be done right now) and stability (so that
changes does not break anything.

79. Rôles
Change manager
Change coordinator
Change Advisory Board (CAB)
 Change mgr, Service Level mgr, repr/service desk,
repr/problem mgmt, management, business rep, user
reps, development rep, system administrators, vendor
reps.
CAB/Emergency Commitee (CAB/EC)
 Only the most essential members of CAB.

80. Activities
RFC submission, Recording
Acceptance; filtering RFCs
Configurationmgmtprocessesinfo
andmonitorsthestatusofCIs
Classification, category and priority
Urgent?
Planning; Impact and Resources
Coordination
Build Test
Implement Working
Evaluation and Close
Rejection,
possibly
new RFC
Start back-out
plan
Urgent
procedures
Yes
No

81. Registration of an RFC
Identification number
References to problems and known errors
Description and references to CIs involved
Rationale for the change
Current and future CIs that will be changed
Name and contact info for the person that
suggested the RFC
Date etc
Overview of resource usage and time
estimates

82. Acceptance
The process of accepting an RFC, has as its goal to
filter out proposed changes that are incomplete,
impractival, impossible, too expensive, unclear, that
is untimely (must wait to a better time), or that has
unwanted consequences.

83. Further information in an RFC
 Data on categorization and priority
 Estimate on how it will affect the rest of the system
 Recommendations from change mgr
 History of the handling of this RFC, including acceptance and
autorization
 Plans for backup
 Requirements for maintenance
 Plan for implementation
 Roles for the implementation phase, including casts
 Timing for the implementation
 Timing for evaluation
 Test results and observed problems
 If the change is rejected, a reason why
 Information on scenarios and evaluation

84. Classification
Priority:
 Low (postponable)
 Normal
 High
 Urgent (must do now)
Categories
 Low impact
 Significant impact
 Great impact

85. Planning and Acceptance
Three levels of
acceptance:
 Financial (can we afford
this? Cost/benefit?)
 Technical (is it doable and
is it smart to do it?)
 Business (is it constructive
compared to focus of what
we do as an organization?)
Forward Schedule of
Change (FSC):
overview over future,
planned changes
CAB should discuss:
1. Unautorized changes
2. Autorized changes that
shortcut the CAB
3. RFCs for review in CAB
4. Changes that is open or that
was recently closed.
5. Review of changes that
have been implemented.

86. Coordination
Key notions:
 Iterative process
 Should be tested in a
laboratory
 Holistic view: SW, HW,
docs, procedures etc…
 RFC is the plan that
controls the changes
 No change without a
RFC
Build
Test
Implement

87. Evaluation
There should be a Post-
implementation Review
(PIR) after the completion
of the change.
This must be governed by
the CAB.
 Was the goals for the
change achieved?
 What is (if relevant) the
satisfaction of the users?
 Was any side effects
discovered after this
change?
 Was the change on
budget and on time?
 Are there any points to
follow up?

88. Standard changes
For small, structured, frequent, trivial and
easily understandable changes, it is possible
to give acceptance in advance – as a standard
change.
Std chg are like templates or procedures
which are to be used in certain, predefined
situations with-out further process.
Std chg must be logged, but Change mgr is
not involved in each specific case.

89. Emergency changes
If absolutely necessary, every non-essential,
non-technical stage can be circumvented …
… but the procedures for such must be defined
for the organization in advance:
 CAB/EC is a sub-set of CAB and it is easier to
arrange for a meeting
 Change mgr can make decisions by himself
 Testing, documentation etc can be done post
factum.
Important: all shortcuts must be evaluated
afterwards.

90. Reporting
Reports:
 Number of changes pr
time unit and pr CI
 Overview of origin for
changes and RFCs
 No of successful changes
 No of back-outs
 No of incidents that can
be related to changes
 Graphs and trends
Performance indicators:
 No of changes pr time
unit.
 Avg time to perform a
change
 No of rejected changes
 No of incidents that can
be related to changes
 No of back-outs
 Costs related to changes
 Share of changes that is
within time and budget

91. Input and output
Change
mgmt
RFC
CMDB
FSC (forward schedule of change)
FSC
History
Reports
Triggers for
other proc

92. THE ROLE OF THE HELPDESK
Helpdesk
IT-sysadmin-
staff
Customers
Single
point of
entry
E-mail
Physical
access
Telephone
Web
ChatPorjects Interrupt-
controlled

93. SINGLE POINT OF ENTRY – WHY
 To maintain control over the speed
 To make things more uniform for the users
 To prioritize between different tasks
 To get an overview over which tasks
remains
 To limit interruptions to a small part of the
organization
 Centralize expertize on user communication

94. KEY POINTS FOR HELPDESK
 Not everybody is suitable for work there …
 Consider interior and location
 Estimate sufficient staffing
 Announce it actively, target user groups
 Monitor it for performance
 Use relevant tools to support the helpdesk

95. SUITABLE (?) PERSONALITIES
If we stopped caring about
the customers, maybe they
would stop bothering us?

96. LOCATION AND INTERIOR (IF PHYSICAL)
 Location
 An area where lots of people pass by
 Preferably a neutral area
 Interior:
 Sufficient room (space and air)
 Friendly colors and furniture
 No ’hang-arounds’, ’old friends’ or ’pentioneers’

97. HOW MUCH STAFF IS SUFFICIENT?
Ratio between helpdesk staff and users
depends on the situation:
 University environment (emploees): 50-100
 Students: 300-2000
 ISP: 5000-50000
Note: these numbers are only examples (and
they change all the time)

98. INFORMATION AND ANNOUNCEMENTS
“Nobody” read the
documentation
Docs must be
Especially designed
Location
Timing
Repetition
Variation
Focus
Briefness
ComprehensibleRelevance &
Usefulness

99. METRICS FOR HELPDESK
 Number of customers by helpdesk staffer
 Volume of contact, and the change over time
to this volume
 Degree of fulfillment of SLA
 Need for personalized training and education
 Share of incidents that is escalated

100. METRICS FOR TIMING
Problem
Symptom
Error message
First feedback
Analysis
Fixing Final
feedback
Closure
1 minute
10 minutes
1 hour
Note: the times
given is just
examples for
discussion

101. INCIDENTS IN A HELPDESK
 Priority
 Ownership
 Contact-info and
customer info
 Timestamps
 Refs to CIs
 Status
 Categorizations
 History
 Connect similar cases
 Close old cases
 Dispatch cases
 Make statistics
 Search in old cases
 Prioritize between
cases
 Escalate cases

102. PRIORITY AND PARAMETERS
Coverage – How many are covered by the error (1 – 5
– 100 – all)?
Severity – what is the consequence if the error is not
corrected (beauty-error – inconvenience – error –
crisis)?
Frequency – how often does this error ocurr?
(continually – daily – monthly – once)?
Status – how important is the reporter of the error
(your boss -- paying – non-paying)

103. STATE DIAGRAM FOR AN INCIDENT
New
Open
More info
Archived
ClosedWait
In work
Analysed

104. DEFINITION OF THE COVERAGE
 Which machines and applications
 Who can contact the helpdesk
 Where can they get help
 When can they get help
 How long must they expect to wait
 How is the incident escalated

105. HELPDESK – PHASES
Welcome
Problem
identification
Planning and
execution
Verification
Greet them Classification
Description
Verification
Alternatives
Selection a
Solution
Implementation
By sysadmin
By user
Closure

106. THE WELCOME PHASE
 This phase is often under-estimated (But, it is just a
nice ’hello’)
 It is often a critical phase – it is a first impression,
and some users can easily feel dismissed.
 If done well, it will facilitate the next message from
that user.

107. PROBLEM IDENTIFICATION
1. Classification – which area is this problem within.
Might be partly automatic
2. Description – Make a short and explicit description
of the incident,
3. Verification – check that the problem is
reproducible

108. EXECUTION PHASE
 Suggest different solutions – maybe on
temporary for ’today’ and a possible permanent
for the future. Often a task for experts
 Select a solution – prioritize between the
solutions, involve the user, and a suitable
solution.
 Execution – let a sysadmin execute the solution if
neccessary, or otherwise help the user

109. VERIFICATION PHASE
 Sysadm-verification – Let those who have changed
something or suggested a solution test it before
forwarding it to the user
 User-verification – Let the user himself test the
solution, and come with feedback on whether the
solution worked or not.

110. INCORRECT ROLES
The bogeyman – frightens the user away … no work
The forwarder – sends the user somewhere else
The assumptionist – knows what the problem is, even
without having studied the problem and symptoms
The conceptualist – who fixes minor things by
changing ’everything’
The typo-ist – who never is able to write docs,
commands, or scripts without typos.
Hit-and-run-Sysadm – comes, writes commands, runs
(doesn’t tests)
The Sandman – closes ticket – nice and quetly

111. The Benefits of ITSM
Cut IT costs
•Streamline IT support through automation of processes
•Optimize resource usage through better visibility and planning
•Measure, monitor and reduce cost of service provision
Maximize productivity and customer retention through better
services and support
•External IT support is more responsive and consistent, increasing customer satisfaction and
retention
•Internal IT support is more effective, keeping business users productive and increasing
capacity to generate revenue
Gain a competitive edge through increased agility
•Become more responsive to the needs of the business
•Streamline IT support and drive a transformation from reactive to proactive IT
•Take new lines of business to market quicker through faster delivery of supporting IT services
Mitigate risk and ensure business continuity
•Plan changes and assess impact
•Escalate decision-making to management

112. Conclusions and
recommendations ITIL is an enabler for process improvement
 A combination of processes/people/tools is required
 Only tools can provide effective automation
 The tool investments will generate ROI, not the “ITIL project”
 Always measure your progress by measuring before and
after process improvements
 IT process planning tool — other departments may already
have a tool to plan/measure business processes

113. ITIL v3 Certification Roadmap

114. Thank You