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Itil Mind Maps
1. ITIL Books
Models
Fixed Components
Organisations
Information Technology
Generic framework to manage IT Infrastructure Library (ITIL) Certification Exams
infrastructure and services.
Consultants
Variable Components Trainers
details the process of planning and managing a defined level of security for information Suppliers
and IT services, including all aspects associated with reaction to security Incidents. It Security Management:
also includes the assessment and management of risks and vulnerabilities, and the
covers the processes required for the planning and delivery of
implementation of cost justifiable countermeasures. Service Delivery: quality IT services and looks at the longer term processes
associate with improving the quality of IT services delivered.
provides advice and guidance to help IT personnel to Service Support: describes the processes associated with the day-to day support and
maintenance activities associated with the provision of IT services
understand how they can contribute to the business The Business Perspective: Core of ITIL
objectives and how their roles and services can be better
aligned and exploited to maximise that contribution. 06/03/2005 - v4 ICT Infrastructure covers all aspects of ICT Infrastructure Management from
Management (ICT IM): identification of business requirements through the tendering
process, to the testing, installation, deployment, and ongoing
operation and optimisation of the ICT components and IT services.
describes how to manage applications from the initial business need, through all
stages in the application lifecycle, up to and including retirement. It places
emphasis on ensuring that IT projects and strategies are tightly aligned with Application Management: examines the issues and tasks involved in planning, implementing
Planning to Implement
those of the business throughout the application lifecycle, to ensure that the and improving Service Management processes within an
business obtains best value from its investment. Service Management: organisation. It also addresses the issues associated with
addressing Cultural and Organisational Change, the development of
a vision and strategy and the most appropriate method of approach.
2. Good IT infrastructure in terms of
tools and technology
Well defined organisation mission, Service management is a methodical approach to delivering services
objectives and policies Success(13) by structuring the firms relationships with its internal customers and Providing high quality, reliable
Competent and trained people to What (2) multiple service providers to ensure business objectives are met. The main objective of ITSM is to and cost effective services
improve the service culture A service level and a cost target ensure that the IT services are Maintaining effective IT
Effective and efficient ITSM process combine to define an SLA
aligned to the business needs (5) customer-supplier relationships
Mission Statement Continuously improving the quality of IT services
Organisational
Strategies & Policies Considerations (15) Using the IT services effectively to meet the
current and changing business requirements
Objectives
Productivity enhancement of the IT
staff by increasing their skill levels Enhanced Quality of business
Better communication between IT departments Organisational Culture (16) operations by ensuring IT services
(Shared values) support business processes
Shift from a product culture towards a service culture
Business Benefits Improved Working Relationships between
Improvement of the relationships customers and IT service organisation
between users and IT specialists
Increased Productivity of
A logically related set of activities needs to be defined. Organisation should have a business and customer staff
Activities to be measured at every process orientated approach to implemented changes
stage to ensure the objectives are met facilitate changes (17)
Financial Benefits Cost justification for estimated capacity requirements
If targets are not achieved, org should Organisational
planned IT services continuity expenditure
modify its plans and policies Approach to
What is the objective of the process ITSM (12) Clear understanding of required IT services for
Vision and business objective ITSM has the following benefits (6)
better Delivery
What is the expected results of the process Increased flexibility and adaptability of IT services
Assessments Innovation Benefits
Process to coexist with each other
What are the criteria to determine whether the Questions (18)
process has delivered the desired results IT Service Improved ability to recognised and adapt
Process improvements to changing business trends
Management
What is the impact of the output of the
Increased productivity of IT staff
Metrics process on other processes
Increased transparency between
Each process has a clear objective and is defined through a series of activities Process Employee Benefits management and employees of the firm
leading to highly motivated staff
Each activity has a defined input and output
Processes(19) Better motivated staff through
Activities are executed using a set of procedures and working instructions improved job satisfaction
Responsibility of executing these procedures is assigned to appropriate role(s)
Responsible for results/output of the process. Defines Quality is defined by 'all the characteristics of a product or service that has
Process Owner the ability to satisfy the stated and implied needs of the customer'(26)
the activities in the process and determines that the
actual performance matches the expected results Overall quality of the service is determined by the effectiveness of its
component processes
Responsible for structuring the process - controls
Process Roles (20) These component processes form a chain of activities that need to
the day to day activities and operations. Also Process Manager Principles of Quality(29)
be well coordinated to deliver consistent quality.
generates the reports to help the process owner in
comparing actual and expected results. Control and coordinate these activates the following principles should be
applied: Quality Management, Quality Assurance and Quality Systems
Responsible for executing the defined activities. Process Operatives Principle involves the cost effective and systematic management of all the
Report to the process manager
organisational activities such as design, development and implementation
Aim is to direct these activities to efficiently meet
Quality Management(30)
the organisational and user requirements
Specifies continuous identification, modification and
implementation of the quality improvement activities
Procedures help the organisations to ensure that
In hierarchically structured firms the departments, Principles specify the complete set of measures the IT services continuously and consistently
Department Orientated
processes and tasks are usually based on specific Quality Assurance(31) and procedures for ensuring quality. fulfil the expectations of the customer
customers, products, disciplines or regions. Two Approaches to Delivering Measures help in identifying the improvement
Service(22) steps needed to enhance service quality.
In process orientated firms several departments together Quality within ITSM
perform different activities of one process. Roles and Process Orientated Quality Requirements
responsibilities are assigned according to the activities Principles specify the Steps for meeting these requirements
defined to deliver a particular service. organisation wide processes
Procedures for improving the quality standards
Principles Quality Systems(32)
Methods for assuring the service quality levels
Principle defines the responsibilities, procedures and
resources required to implement quality management
Plan
Do
Deming Circle(34)
Check
Act
Quality Improvement Tools(33)
Model is used to determine the
European Foundation for Quality
maturity of the organisation
Management (EFQM) Model(35)
Organisational maturity is defined by
the levels of:
3. 1. Objectives
2. Benefits to the IT Organisation
3. Concepts
Input
Output 4. Process
Activities
5. Roles Model
Demonstrates the relationships
SEMI Model 6. Relationships with other ITIL Processes
and interrelationships between all
of the ITIL processes
7. Bottlenecks
8. KPI'S
9. Critical Success Factors Service
Management
Covers the processes required for the planning and delivery of quality IT services and looks at Describes the processes associated with the day-to-day support
longer term processes for improving the quality of IT services delivered and maintenance activities for the provision of IT services
Capacity Service
Aims to consistently provide the required IT This function facilitates quick resolution
Management Desk (SD)
resources at an acceptable cost and in line with the of user queries by serving as a Single
current and future requirements of the customer Point Of Contact for the user
Availability Incident
Helps manage the IT resources and services and deliver Management_1 Helps to resolve errors that interrupt or
Management
the quality of service expected by the customer reduce the quality of the business processes
with minimal impact on the business
Service Continuity
ITSCM enables firms to continue to provide the Configuration
Management Database contains the relationships
pre-determined and agreed level of IT services even Management
Service Delivery Service Support of the IT components to provide
after a calamity or disaster
accurate information to the business
Financial
Helps the firm plan and implement their Problem
Management
business objectives by keeping in mind the Management Database contains the r-relationships of the IT
costs associated with providing each service components to provide accurate info to the business
Service Two key components Change
Bridges gap between customer requirements and Standard method for implementing
Level Management Management
quality of service provided by firm by drafting an change with minimum errors in the
agreement on the services to be provided infrastructure and IT services
Security Release
Bridges gap between customer requirements and Ensures a stable production environment by using
Management Management
quality of service provided by firm by drafting an formal procedures and checks for implementing
agreement on the services to be provided new versions of software and hardware
4. Users should be able to access the Service Desk
Users should be encouraged
to approach Service Desk 9. Critical Success
Users should be discouraged from Factors
bypassing the Service Desk
Users should clearly understand Service Desk Provide a Single Point of Contact (SPOC)
Function e.g. Provision of SLA, Service Ensure Restoration of Service
Catalogues, Product Catalogues etc. Guarantee access for all users to IT Organisation
1. Objectives
Average duration and answer time per call. Reduce workload on other IT departments by
Average time to resolve routing only specific and relevant queries to each
% of incidents resolved - first call fix 8. KPI'S department
Number of calls processed per workstation
Total number of calls to the Service Desk
SPOC reduces the time and effort spent by Users resolving issues
2. Benefits to the IT
Organisation Provides an Information source to other IT departments
Limited understanding of Business needs
Provides Long Term Customer Retention through
Inadequate investment in training efficiency of Service Provision
Unrealistic Service Levels 7. Bottlenecks
Insufficient Significance attributed to the
Service Desk Cost & resource constraint
Organisation hierarchy
Considerations
Expertise of service desk staff
Incident Management
6. Relationships with Functional Skill of Users
Change/ Release Management
other ITIL Processes
Configuration Management Integrated Service Desk: Business Operations are
Service Level Management part of the Overall Service Desk
Centralised Service Desk Split Function Centralised Service Desk: Business
Service Desk/Centralised Service Desk where users
Service can go to either Service Desk for support
Record the call - don't provide a solution - route call to
Call centres Desk (SD)
Departments e.g. automated. (Potentially no human Central Point of Contact All Users phone the SPOC. SPOC then routes the
interaction - therefore no skill required) call to the appropriate Service desk.
Record the call details in general terms - route Structure Deals with Queries of Local Users
to departments - often seen as the most Acts as a single cost centre
Unskilled SD Distributed Service Desk: Multiple Service Local Point of Contact
efficient/cost effective SD Type - Requires
Desks across various locations Interacts with Central Point of Contact for
Standard Procedure Scripts. (Basic human
recording incidents
interaction with script - minimal skill required)
5. Roles
SPOC but voice activated
Use previous experience - usually resolve
- otherwise route call to departments Skilled SD Call Centre Routes calls to specific teams for resolution
(human interaction, skill & experience 3. Concepts Provides local language benefits
required)
Widespread Network of Service Desks
Have specialist knowledge of IT
Around the Clock Support
Infrastructure - Resolve the call Expert SD Virtual Service Desk
single-handedly. (Human interaction End User is unaware of multiple Desks
and highly skilled individuals required) No on-site support to Users
Enhances the interaction between
Monitoring Progress the Service Desks and the Users.
Providing Metrics Objective Tracks the users data for input
Resolving Complaints into the ITIL processes
CTI (Computer Telephony Integration)
Responding to User Calls
4. Process VOIP (Voice Over Internet Protocol)
Providing Info to Users Technology
IVR (Interactive Voice Response)
Communicating with Suppliers Activities
Internet Gateways
Performing Ops Management Tasks Includes
Automated System Management Tools
Monitoring Infrastructure
Networking Tools
Call Forwarding Facilities Emails, Faxes,
Telephones etc
5. An up-to-date CMDB that is a must to estimate
the impact and urgency of Incidents
A Knowledge Base, which is necessary to record 9. Critical Success Timely Solutions to incidents
Incidents, their solutions or workarounds Factors Correct identification of incidents
An automated system that is necessary for 1. Objectives Monitoring of Incidents
recording, tracking and monitoring Incidents
Increased Productivity
Close ties with Service Level Business Management Info
Number of recorded Incidents
Improved monitoring, allowing performance against
Average time to resolve the prioritized SLAs to be accurately measured
and not prioritized Incidents
Accurate recording of Incidents and service requests
Number of resolved Incidents per work station or per Service
Elimination of lost or incorrect Incidents and service
Desk, within the time duration specified in the SLAs 8. KPI'S requests
Percentage of Incidents resolved by the First-line support 2. Benefits to the IT
Organisation Organized and efficient use of personnel for resolving
Average support cost per Incident Incidents
Total Incidents solved without the Support Groups Availability of information on IT errors for effective
needing to visit the User's location management
Users bypass Incident Management procedures More accurate CMDB information for ongoing
audit while registering Incidents
Overload of Incidents
Improved User and Customer satisfaction
Increase in escalation of Incidents 7. Bottlenecks Incident
Service Level Agreements not clearly defined Management Applications
Categories of Incidents Hardware
Change in culture in the organization
Service Requests
Configuration Management Impact - High, Medium, Low
Problem Management Criteria for solving Incidents Urgency - High, Medium, Low
Change Management 6. Relationships with 3. Concepts Priority
Service Level Management other ITIL Processes 1st Line - SD, Report, Monitor, Close
Availability Management Support Groups 2nd, 3rd, 4th Line - Management Department,
Capacity Management software, architects, suppliers
Creating Process Reports
Service Desk Hierarchical - lack of resources or authority
Organising Management Information Escalation
Developing and maintaining incident mgmt system Incident Manager Functional - 1st line to 2nd line
Monitoring responsibility of IM support Incidents from different parts of the
Inputs:
groups infrastructure
Recording reported incidents
Outputs:
Infomation about the incidents and their solutions
Classifying and matching incidents
Routing incidents to other support groups First line & Service Desk 5. Roles Accepting and Recording Incidents
Resolving incidents Classifying Incidents and providing First-line
Support
Closing solved incidents Support Groups 4. Process
Matching new Incidents with the previously
Handling incidents not solved by 1st line recorded Incidents
Activities
Investigating incident details Investigating and Diagnosing Incidents
Other Support Groups
Diagnosing the cause of incidents Resolving and Recovering Incidents
Recovering solved incidents Monitoring and tracking the progress of the
Incidents
Closing the Incidents
6. Configuration Management Database (CMDB: Details:
Numbers, Versions, Values, Locations of IT components etc
Providing reliable and up-to-date details about
CM provides information about the IT infrastructure and services
Identifying clear process objectives components of IT Infrastructure and
Ensuring implementation of all stages in the helps Organisations by providing: Managing the economic value of the IT
1. Objectives services (customer requirements, quality, and
process
costs)
Deleting the existing records before 9. Critical Success Effective Management of IT Components
introducing the process to avoid duplicate data Providing accurate information and
Factors documentation to support the other ITIL Provision of High-quality Commercial Services
Ensuring that the Configuration Management processes
team has the required skills and attitude Effective Problem-solving
Rapid Implementation of Changes
Close coordination with the Change 2. Benefits to the IT
Management process to ensure accuracy of the Better Control of Software and Hardware
information in the CMDB Organisation
Improved Security
Number of unauthorised Configuration Items
Compliance with Legal Requirements
Number of refused RFC's as a result of incomplete
CMDB data Effective Expenditure Planning
CI's and CMDB
Identification of Hidden Costs
Number of changes to CMDB per month
Support for Other ITIL Processes
Number of unauthorised IT components detected in use
8. KPI'S Hardware and software
Ratio of calls resolved immediately
Documentation, such as agreements,
Average Time and cost of diagnosis and resolution of Service Desk procedures, and manuals Hardware, Software, Network Components,
Service Desk Calls Scope Servers, Processors, Documents, Procedures,
Technical specifications Services and other IT Components Environments
CI - Configuration Items
Cycle Time for Change Approvals Organization charts and project plans CI's must be: Uniquely Identifiable, Changeable,
ITIL processes Manageable
Wasted Licences Environment
The CI Baseline consists of
Configuration frozen CI's (CI attributes are not
Level of detail in CMDB
Management 3. Concepts CI Baseline changed) ; Baseline is used for: Configuration Audit, Release, Change, Product Catalogue,
Collection of Standard CI's for costing, Testing new Configurations,
Manual Systems Backout Problems, Standard Supply to Users
Urgent Changes
Over ambitious schedules CMDB - Configuration Item Information is Component and version, CI affected by a
Unrealistic Expectations 7. Bottlenecks Information about changes in the organization logged in the CMDB as follows Schedule, CI purchased by Supplier, CI history,
Inputs Location of CI info, Schedules for upgrading, CI
Lack of Commitment Information about the new IT components affected by a problem
Bureaucratic Process
Reports to other processes and to the IT management
Isolated Implementation Outputs
New and updated records in the CMDB
Inflexible Tools
Defining the strategy, policy, and objectives of the process
Incident Management Analyzing the information that is available for the process
Problem Management 1. Planning Identifying the tools and resources required for the process
Release Management Creating interfaces with other ITIL processes,
6. Relationships with projects, and third parties like the suppliers
Service Level Management
other ITIL Processes
Financial Management Define the scope of the Configuration
Availability Management Management process
Service Continuity Management Specify the level of detail for recording the information
Capacity Management 2. Identification Identify the relationships of the Configuration Items (CIs)
Determine the depth of information that needs to be recorded
4. Process Create Naming Conventions
Attributes
Making proposals on the scope of Configuration Management
Activities
Planning and populating the Configuration 3. Status Monitoring A status code is assigned to each of the
Management Database (CMDB) statuses for easy identification
Evaluating existing and implementing new
Configuration Management systems Record the details of the hardware and
software in the CMDB
Developing identification system and naming Configuration Manager 4. Control
5. Roles Changes made to the IT infrastructure and IT
conventions for the Configuration Items (CIs)
components
Developing interfaces to other processes
Automatically analyze workstations using audit tools report
Creating reports and audits on the Current situation and status of the IT infrastructure
5. Verification
Communicating the process and conducting
training Check and update the CMDB
Assess the efficiency and effectiveness of the
process
6. Reporting
Review of the expected growth of the demand of the
process activities are scheduled on a regular basis
7. Detect causes of errors or Incidents in the IT
infrastructure
1. Objectives Eliminate Problems in the IT infrastructure
Provide permanent solutions to Problems
Prevent the recurrence of Problems
Manual Systems are Error Prone In terms of IT Service Quality -
Effective Automated Incident
Documents and eliminates errors
Registration System
Automated Systems save time and improve the 2. Benefits to the IT
quality of Service Delivery Reduces the number of Incidents
Organisation
9. Critical Success Factors Provides permanent solutions to
Feasible objectives problems in the IT Infrastructure.
Dedicated team required (not part-time)
Higher First Line Resolution Rate
Effective Coordination of Incident Resolution and
Problem Prevention Identify the root cause of the Problem
Problem Control Activities Provide the Service Desk with information
Number of Incidents by resolving problems and advice on workarounds
Time needed to resolve problems 8. KPI'S
Spot, monitor, and eliminate
Costs (people, material resources) incurred during resolving a Problem Scope
Implement solutions as suggested Changes by
Error Control Activities following the Change Management process errors
Poor link between the Incident Management Evaluate Changes to ensure effective
process and the Problem Management process resolution and prevention of problems
Inefficient communication of Known Errors from the 7. Bottlenecks Known Errors - Known Root Causes
development environment to the Live environment
Workarounds - Temporary Fixes,
Lack of commitment on the management's part no disruption to the Client
3. Concepts Reactive PM Activities - Finding Root
Configuration Management Problem
Cause to aid in Permanent Solutions
Change Management Management
6. Relationships with Proactive PM Activities - Prevention
Incident Management before the errors/incidents occur
other ITIL Processes
Service level Management Incident details from the Incident Management process
Capacity Management Workarounds defined by the Incident
Availability Management Management process
Developing and maintaining the Problem Configuration details from the Configuration
Control and Error Control processes Inputs Management Database (CMDB)
Assessing the effectiveness of the Problem Details of products (hardware and software)
Control and Error Control activities used in the IT infrastructure from the suppliers
Providing Problems-related information to the management Details about the IT infrastructure and its behaviour, for
Problem Manager
example, registration of capacity and performance monitoring
Managing the Problem support staff
Allocating resources for the support activities Known Errors
Evaluating the effectiveness of the Proactive Requests for Changes (RFCs)
Problem Management process Up-to-date Problem records
Outputs
Identifying and recording Problems by Closed Problem records for resolved Problems
analyzing Incident details 5. Roles
Management information to help monitor the
Investigating Problems based on their priority effectiveness of the Problem Management
process
Submitting RFCs to remove errors Reactive
Monitoring the resolution of Known Errors 4. Process Identification and reporting
Advising the Incident Management team about Support Group Personnel Classifying - Category (Hardware or Software),
workarounds and quick fixes Impact, Urgency, Priority
Problem Control - Trend Analysis
Investigation & Diagnosing - Diagnosis by
Identifying trends and potential sources of Problems recreating error in a test environment, Diagnosis
Submitting RFCs to prevent the recurrence of Problems Proactive examples: Hardware, Software, Document Error,
Human Error, Procedural Error
Preventing the replication of Problems across multiple systems
Error Identification and recording
Activities Error Assessment
Error Resolution recording & raising
Error Control - Monitoring Known Errors and RFC's
RCFs
Error Closure
Problem/error resolution monitoring
Incident Management team
Providing Information - Solution to Problems Service Desk
End User