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7/31/2019 40437740 ITIL Foundation
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Slide 2
Course Objectives
To introduce ITIL -- Terms, Definitions, Phrases -- As Best
Practice
Gain an understanding of the essential ITIL processes and
how they relate to each other, in order to support and deliver
a quality IT service
An overview of ITIL processes and how they relate to eachother in order to support and deliver a quality IT service.
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Slide 3
Course Content - Morning
Implementation Configuration Management
Service Desk
Incident Management
Problem Management
Change Management
Release Management
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Slide 4
Course Content - Afternoon
Service Level Management
Financial Management for IT Services
Capacity Management
IT Service Continuity Management
Availability Management
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ITIL Overview
ITIL is a Best Practice Framework
Integrated into OGC and BSI guidance
Key Objective 1
Align IT services with the Current and Future needs of the
business and its Customers
Key Objective 2 To improveQuality of the services delivered
Key Objective 3
Reduce long term Cost of service provision
ITIL Philosophy Scaleable Process driven approach
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ITIL - IT Infrastructure Library
Mission
Statement
Strategy
Tactics
Planning
Operations
day-to-day
Business IT
Alignment
Service
Delivery
Service
Support
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Introduction to Service Management
The Service DeskConfiguration Management
Incident ManagementProblem Management
Change ManagementRelease Management
http://b%20%20intro%20service%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://d%20config%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://f%20problem%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://f%20problem%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://d%20config%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://b%20%20intro%20service%20mgt.ppt/7/31/2019 40437740 ITIL Foundation
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ITIL Service Management Foundation
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Course Objectives
To introduce ITIL As Best Practice framework
Terms, Definitions, Phrases
Gain an understanding of the essential ITIL processes and
how they relate to each other, in order to support and deliver
a quality IT service
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Course Content Day 1
Introduction
Introduction to IT Service Management
Service Desk
Configuration Management
Incident Management
Problem Management
Change Management
Release Management
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Course Content Day 2
Service Level Management
Financial Management for IT Services
Capacity Management
IT Service Continuity Management
Availability Management
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ITIL Overview
ITIL is a Best Practice Framework
Integrated into OGC and BSI guidance
ITIL Philosophy Scaleable Process driven approach
Key Objective 1
Align IT services with the Current and Future needs of the
business and its Customers Key Objective 2
To improveQuality of the services delivered
Key Objective 3
Reduce long term Cost of service provision
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ITIL - IT Infrastructure Library
Mission
Statement
Strategy
Tactics
Planning
Operations
day-to-day
Business IT
Alignment
Service
Delivery
Service
Support
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Slide 14
Introduction to Service Management
The Service DeskConfiguration Management
Incident ManagementProblem Management
Change ManagementRelease Management
http://b%20%20intro%20service%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://d%20config%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://f%20problem%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://f%20problem%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://d%20config%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://b%20%20intro%20service%20mgt.ppt/7/31/2019 40437740 ITIL Foundation
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Slide 15
INTRODUCTION TO
IT SERVICE MANAGEMENT
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Slide 16
IT Service Management Objectives
ITIL is a Best Practice Framework used..
To align IT services with the current and future
needs of the business and its Customers To develop the quality of the IT services delivered
To reduce the long term cost of service provision
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Slide 17
Why Service Management
Increasing IT visibility and Reliance
Increasing demand from Business to deliver effective IT
solutions/services (Cost Effective)
Increasing complexity of IT infrastructure and processes
Increasing competition
Increasing pressure to realise return on investment
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Slide 18
Considerations
Do not be over ambitious
Consider what elements already exist, are in use and
effective
Identify what can be re-used or needs to be developed
Adapt the guidelines to meet your requirements
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Slide 19
Process Improvement Model
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Slide 20
Process Improvement Stages
Process improvement definition
Communication
Planning
Implementation
Review and Audit
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Slide 21
ITIL Service Management
Service Support
Day to day operational support of IT services Service Delivery
Long term planning and improvement of IT service
provision
Key Definitions
Customer: recipient of a service: usually the Customer management
has responsibility for the fundingof the service.
Provider: the unit responsible for the provision of IT service.
Supplier: a third party responsible forsupplyingor supporting
underpinning elements of the IT service.
User: the person usingthe service on a daily basis.
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Slide 22
IT Service Management Overview
BUSINESS (Customer)
User User User
SD
IM
PROBLEM
CH REL
CONFIGURATION
SLM
AM CM
IT SCM
FINANCE
SERVICESUPPORT
SERVICE
DELIVERY
SPOC
SLA
SPOC Single Point of Contact
SD Service Desk
IM Incident Mngt
CH Change Mngt
REL Release Mngt
SLA Service Level Agreement
SLM Service Level Mngt
AMAvailability Mngt
CM Capacity Mngt
IT SCM IT Service Continuity Mngt
Service Support Process Model
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Slide 23
Service Support Process Model
Configuration
Management
Release
Management
Change
Management
Problem
Management
Incident
Management
Business, Customers or Users
Releases
Changes
Management Tools
Incidents Incidents Service Desk
Problems
Known ErrorsCIs
RelationshipsReleasesChangesIncidents
Difficulties
QueriesEnquiries
Communications
UpdatesWorkarounds
C M D B
S i D li P M d l
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Slide 24
Communications
Updates Reports
Capacity Plan
CDB
Targets/Thresholds
Capacity Reports
Schedules
Audit Reports
Service Delivery Process ModelBusiness, Customers and Users
Queries
Enquiries
SLAs, SLRs, OLAs
Service Reports
Service Catalogue
SIP
Exception Reports
Audit Reports
Service Level
Management
IT Continuity PlansBIA & Risk Analysis
Control Centres
DR ContactsReports
Audit Reports
IT Service Continuity
Management
Requirements
Targets
Achievements
Financial Plan
Types & Models
Costs & Charges
ReportsBudgets & Forecasts
Audit Report
Availability PlanDesign Criteria
Targets/Thresholds
ReportsAudit Reports
Financial Managementfor IT Services
Capacity
Management
Availability
Management
Alerts & Exceptions
Changes
ManagementTools
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Slide 25
The Service Desk
G l P i Obj ti
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Slide 26
Goal Primary Objective
To act as the central point of contact between the Userand IT
Service Management
To handle Incidents and request and provide an interface for
other activities such as
Change Management
Problem Management
Configuration Management
Release Management
Service Level Management
IT Service Continuity Management
Wh S i D k?
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Slide 27
Why a Service Desk?
Provide a single point of contact for Users
Deliver high quality support to meet business goals Help identify costs of IT services
Support and communication for changes
Increase user perception and satisfaction
Assist identification ofbusiness opportunities
R ibiliti
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Slide 28
Responsibilities
Receive and record ALL calls from users
Provide first line support Refer to second line (Generalists) support where necessary
Monitoring and escalation of incidents
Keep users informed on status and progress
Provide interface between ITSM disciplines Produce measurements and metrics
S tti S i D k
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Slide 29
Setting up a Service Desk
Understand the business needs and requirements
Define clear objectives
Obtain support, budget and resources
Advertise and sell benefits / communicate quick wins
Involve and educate users / train support staff
Types of Service Desk
Local Service Desk
Central Service Desk
Virtual Service Desk
Considerations of a Service Desk
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Slide 30
Metricsand management reporting
- Daily, weekly, monthly
- Incident / problem status against service levels
- Service availability / breaches
- Overall performance, achievements and trend analysis
Service Desk Technologies
- Integrated tool sets / Knowledge base / Diagnostic tools- ACD / IVR systems
- Internet / Intranet capability
- Pager systems / text messaging
Considerations of a Service Desk
Local Ser ice Desk
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Slide 31
Local Service Desk
Centralised Service Desk
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Slide 32
Centralised Service Desk
Virtual Service Desk
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Slide 33
Virtual Service Desk
Benefits of the Service Desk
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Slide 34
Improved User service, perception and satisfaction Increased User accessibility via the single point of contact
Improved quality and faster response to User requests
More effective and efficient use of support resources
Better management information to make decision on support
Benefits of the Service Desk
Exam Tips
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Slide 35
Exam Tips
A Service Desk staff should NOT be Forthright
Exam Questions
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Slide 36
Which of the following lists best describes the key attributesneeded by the Service Desk Staff?
A Good interpersonal skills; tenacious; technically astute; firm
B Business aware; articulate; methodical; tolerant; good
interpersonal skills
C Logical; methodical; tenacious; forthright; analytical
D Well presented; technical specialists; numerate; good
interpersonal skills
Exam Questions
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Exam Questions
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Slide 38
Consider the following metrics:
1 Number of incidents closed on without onward referral
2 Number of incidents correctly categorised at logging
3 Number of hardware faults reported
Which of the above are valid performance indicators for the
Service Desk?
A All three
B 1 & 2
C 1 & 3D 2 & 3
Exam Questions
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Slide 39
Configuration Management
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Types of CIs
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Slide 41
yp
4 CI Types
1. Hardware
2. Software
3. DocumentationProcesses and Procedures
Technical documentation
Diagrams/Charts
4. IT StaffNOT USERS
Why Configuration Management?
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Slide 42
Account forALL IT assets
Provide accurate information to support other Service
Management processes
Provide a sound basis for all other Service Management
disciplines
Verify records against the infrastructure and to correct
exceptions
Why Configuration Management?
5 Activities of Configuration Management
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Slide 43
Planning
- Strategy, policy, scope, objective, roles & responsibilities
- Config Mgt processes, activities and procedures- CMDB, Relationships with other processes and 3rd parties
- Tools and resource requirements
Identification
- Selection, identification and labelling of all CIs - Relationships
Control- Authorised additions, modifications and removal of CIs
StatusAccounting- The reporting of all current and historical data of each CI
Ordered, Under Repair, Live, Test .
Verification&Auditing- Reviews and audits to verify physical existence of CIs
g g
KeyConsiderations
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Slide 44
Configuration Items (CIs)
Component of an infrastructure that is (or is to be) under the control of
Configuration Management Configuration Management Database (CMDB)
A database that contains all relevant details of each CI and details of the
important relationshipsbetween CIs
Base Level
The lowest level at which CIs are uniquely identified Baseline A SNAPSHOT
The configuration of a product or system established at a specific point in
time, capturing both structure and details
y
Example Software Structure
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Slide 45
Programme
C
Example Software StructureSoftware
System
Subroutine
2
ProgrammeB
Application
2
Module
1
Application
1
Application
3
Programme
A
Subroutine
1
BASE LEVEL
(CI Level)
The lowest level at which CIs areuniquely identified
Attributes
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Slide 46
Attributes
- Unique Identifier- CI Type ID
- Name
- Version Number
- Model / type identification
- Place / location
- Supplier
- CI History
- Status
- Relationships
-VARIANTS
Relationships
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Slide 47
Relationships
- ..is a parent/child of..- ..is a version of..
- ..is connected to..
- ..applies to..(e.g. documentation)
- ..is used for.. (CIs related to service)
- ..is a variant of.. (MS Dictionary English vs. Dutch)
Any others that are meaningful and useful to the organisation can be used
Benefits
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Slide 48
Provides accurate information on CIs and their documentation to
support all other Service Management disciplines
Facilitates adherence to legal and contractual obligations
Improves security by controlling the versions of CIs in use
Setting up Configuration Management
The planning process for setting up could take up to 6 months.
Actual implementation may take much longer, but the benefits
of Configuration Management should outweigh the cost
Exam TipsCFig
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Slide 49
The key to configuration management is that it identifiesRELATIONSHIPS between CIs
Configuration Activities
Planning
Identification of Configuration item (CI)
Control
Status Accounting (ordered, delivered,tested, installed, under repair,
retired)Verification & Audit
Configuration Management Database
Hardware
Software
Documentation
IT Staff
Exam Tips Continued
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Slide 50
Documentation CIs
Processes and ProceduresTechnical Documentation
Organisational Charts / Diagrams
All CIs have a number ofATTRIBUTES
CISs ALWAYS have Unique ID and CI Type ID attributes
Base Level lowest level a CI is uniquely identified
Baseline = Snapshot of CMDB structure and detail
CI Variant is an additional CI attribute e.g. Keyboard CI may have
French and English variants
Exam Questions
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Slide 51
What information does Configuration Mgt provide to the IT
management of an organisation?
A Variations from agreed service levels (IM)
B Time spent on investigation and diagnosis by each support
group (IM)
C Number of incidents and problems per category (IM)
D Details and history of the IT infrastructure
Exam Questions
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Slide 52
A Configuration Management Database (CMDB) can contain
different Configuration Items (CIs). Which of the items belowwould NOT normally be regarded as a CI?
A A username
B A video monitor (SW)
C A bought-in software package (HW)
D A procedure (DOC)
Exam Questions
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Slide 53
What is the main difference between a CMDB (Configuration
Management Database) and a typical asset register?
A A CMDB is a computerised system most asset registers are not
B There is no difference
C Only hardware and software is recorded in a CMDB
D A CMDB is a database that shows the relationships between
items
Exam Questions
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Slide 54
Which of the following can be regarded as CIs?
1 Hardware
2 Documentation
3 Staff (NOT USERS)
4 Software
5 Network components
A 1,4 & 5
B 1,2,4 & 5
C 1 & 4
D All of them
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Slide 55
Incident Management
Goal - Primary Objective
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Slide 56
To restore normal service operation as quickly as possible with
minimum disruption to the business, thus ensuring that the best
achievable levels of availability and service are maintained
Why Incident Management
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Slide 57
Ensure the best use of resource to support the business
Develop and maintain meaningful records relating to incidents
Devise and apply a consistent approach to all incidents reported
Incident Definition
An incident is an event which is not part of the standardoperation of a service and which causes, or may cause aninterruption to, or a reduction in the quality of that service
Incident Lifecycle
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Slide 58
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Use of Support Teams
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Slide 60
Escalation
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Slide 61
2nd Line
Support Team
3rd Line
Support Team
Service Desk
Manager
Service Desk
Support Team
3rd Line
Manager
2nd Line
Manager
IT Service
Manager
Functional (competence)
Hierarch
ical(au
thority)
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Benefits
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Slide 63
Reduced business impact of Incidents by timely resolution
Improved monitoring of performance against targets
Elimination of lost Incidents and Service Requests
More accurate CMDB information
Improved User satisfaction
Less disruption to both IT support staff and Users
Possible Problems
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Slide 64
Lack of Management commitment
Lack of agreed Customer service levels Lack of knowledge or resources for resolving incidents
Poorly integrated processes
Unsuitable software tools
Users and IT staff bypassing the process
Exam TipsIM
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Slide 65
Restoring services is a PRIMARY objective of IncidentManagement
ALL calls should be logged
Incident - Problem - Known Error - Change
Exam Questions
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Slide 66
Salesmen are able to use their laptops from hotels to obtain
information on travel routes and travelling times. On several
occasions they have found that when a certain modem had beeninstalled, communication was unsatisfactory. A temporary solution to
this fault has been identified. Which processes other than Incident
Management are involved in achieving a structural solution?
A Change, Configuration, Release & Problem ManagementB Only Configuration, Problem & Release Management
C Only Change & Release Management
D Only Change, Release & Configuration Management
E Only Problem & Release Management
Exam Questions
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Slide 67
A trend analysis of incident data that over 30% of incidents
regularly recur. Which of the following activities will contribute
most to cutting down the percentage of regularly recurringincidents?
A A presentation to the board of directors to explain the importance
of Problem Management
B Implementation of the Problem Management process
C The selection of an appropriate tool to log all incident data more
accurately
D The introduction of a single Service Desk number so customers
know who to contact
Exam Questions
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Slide 68
Which of the following data is least likely to be used in the
incident control process?
A Incident category
B Make/model of faulty item
C Impact code
D Cost of faulty item
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Slide 70
Problem Management
Goal Primary Objective
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Slide 71
To minimise the adverse effect on the business of Incidents and
Problems caused by errors in the infrastructure and to proactively
prevent the occurrence of Incidents, Problems and Errors
Why Problem Management
Resolve Problems quickly and effectively
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Slide 72
Resolve Problems quickly and effectively
Ensure resources are prioritised to resolve Problems
Proactively identify and resolve Problems and Known Errorsthus minimising Incident occurrence / recurrence
Improve the productivity of support staff
Problems & Known Errors
A Problem is the unknown underlying cause of one or moreIncidents. It will become a Known Errorwhen the rootcause is known and a temporary work around or apermanent alternative has been identified
Service Desk IM PM (PC) (EC) - CM
ProblemPRRS
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Slide 73
User
Incident
DB
DB
Known Error
DB
Business Caseto FIX
Raise
RFC
ERROR CONTROL
PROBLE
MCONTROL
Known Error
One or More Incidents with
Unknown Underlying cause
Root Cause Known and Temp orPerm Fix found
STOP
NO
YES
Change Management
Incident
PM
PM
PM
SD/IM
IM
Activities
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Slide 74
Problem Control
Error Control
Major Incident Support
Management Information
Major Problem Reviews
ProactiveProblem Prevention
Proactive Activities
T d A l i
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Slide 75
Trend Analysis
- Post-Change occurrence of particular Problems
- Recurring Problems per type or per component
- Training, documentation issues
Preventative Action
- Raising RFC to prevent occurrence/recurrence
- Initiate education and training- Ensure adherence to procedures
- Initiate process improvement
- Provide feedback to testing, training and documentation
Benefits
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Slide 76
Reduction in volume of Incidents
Improved IT service quality
Better first time fix rate at service desk
Permanent solutions
Improved organisation learning and awareness
Exam TipsPM
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Slide 77
Unknown Underlying cause
Root Cause with workaround
Error Control
Problem Control
Exam Question
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Slide 78
What is the difference between a Problem and a Known Error?
A A Known Error is always the result of an incident, a Problem is not
B There is no real difference between a Problem and a Known Error
C In the case of a Known Error there is a fault in the IT
infrastructure, with a Problem there is notD In the case of a Known Error the underlying cause of the Problem
is known
A company has received messages concerning errors in the daily batch run which
h dl th d i f t i l f th f t i Thi i
Exam Question
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Slide 79
handles the ordering of raw materials for the manufacturing process. This is
probably due to an incorrect change in the software. The change involved extending
the stock number field by two positions. This change was also introduced in amonthly program that has not yet been run. The situation needs to be corrected very
quickly to avoid affecting manufacturing. What is the best possible solution to be
adopted by Problem Management when handling the error?
A The errors are reported and because the underlying cause is known, handled by
Change Management as a Request for Change with the status of urgent changeB The errors are reported as problems at the Service Desk and because
manufacturing is involved, are directly introduced as Changes
C The errors are reported as Incidents to the Service Desk and after some research
they are identified as Known Errors, which can then be changed
D The errors are reported as Incidents and a Problem is identified. After the cause of
the error has been established and a temporary workaround found, it is labelled as aKnown Error that can be corrected by raising a Request for Change
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Slide 80
Change Management
Goal Primary Objective
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Slide 81
To ensure that standardised methods and procedures are used
for efficient and prompt handling of all Changes, in order to
minimise the adverse impact of any Change-related incidents uponservice quality
Responsibilities
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Slide 82
Raising and recording Changes
Assessing the impact, cost, benefit, resource requirements andrisk of proposed Changes
Developing business justification and obtaining approval
Managing and coordinating Change implementations
Monitoring and reporting on the implementation Reviewing and closing Requests for Change (RFC)
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Types of Change
Basic Change
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Slide 84
- Priority: Based on Impact+Urgency
High, Medium, Low (Urgent?)- Category: Based on business impact
Minor, Significant, Major
Urgent Change
- A change that needs to be implemented more quickly
Standard Change
- An accepted solution to an identifiable and relatively common
set of requirements (e.g. set up of User profile, Password reset)
Change Control Process Basic (normal)Change Manager
Filters requests
StartChange Manager
Allocates initial
Change Manager
Decide category
Implement
change using
appropriate
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Slide 85Slide 85
Filters requestspriority and/or use of
standard modelStandard
Change model
Change Builder
Builds Change,
devises back-out &
testing plans
Independent tester
Tests Changes
Change Manager
Co-ordinates Change
implementation
Change Manager
Change review
Closed
Change Manager
Approves / rejectsand schedules
Changes, reports
action to CAB
Change Manager
Circulates RFCs to
CAB members
Change Manager
Circulates RFCs to
Board members
minormajor significant
Senior management /
board level
Approve / rejectChanges
(Financial / Technical /
Business)
Senior management /
board level
Approve / rejectChanges
(Financial / Technical /
Business)
Change Control Process - Urgent
Change ManagerStart
Change Manager Change Manager
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Slide 86Slide 86
Filters requests
StartAllocates initial
priorityCalls CAB or CAB /
EC meeting
CAB or CAB / EC
Quickly assesses
impact resources
and urgency
Independent tester
Urgent testing
Change Manager
Co-ordinates Changeimplementation
Change Manager
Ensures records are
brought up to date
Change Manager
Review Change
Closed
Change Builder
Builds Change,
devises back-out &
testing plans
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Considerations
Change Advisory Board (CAB)
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Slide 88
- RFC are circulated to selected members depending on
Change Category (Minor, Major, Significant)- Mandatory assessment of RFC
- Optional attendance of CAB meeting
- Meetings held on a regular basis
CAB / Emergency Committee (CAB/EC)
- Responsibility for impact assessment ofurgent changes
Forward Schedule ofChanges (FSC)
Projected ServiceAvailability (PSA) based on FSC
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Exam Tips
Basic and Urgent Change Control Process
CH
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Basic and Urgent Change Control Process
Change is associated with RISK
CAB Members Problem Manager Change Manager Customer Representatives
Exam Question
When can the building, testing and implementation of a change
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begin?
A If it is urgent, as soon as the Request for Change has been
classified
B As soon as there is a back-out plan for the change
C As soon as the impact analysis has been discussed by the
members of the Change Advisory Board
D As soon as the Request for Change has been formally
authorised
Exam Question
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How frequently should CAB/EC meeting be held?
A Daily
B Monthly
C Weekly
D As required
Exam Question
Consider the following statements:
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g
1 Effective Change Management ensures that urgency and impact
are keys to decisions made on the scheduling of changes
2 Change Management controls all aspects of the change process
Which of these statements is true?
A 1
B Neither of them
C 2
D Both of them
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Release Management
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Why Release Management
Managelarge orcritical hardware roll-outs
Manage major software roll-outs
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Manage majorsoftware roll outs
Bundling orbatching related sets of changes
Controlthe release of authorised CIs into the supported
environment
Release Policy
A release policy document should be produced to clarify theroles and responsibilities for Release Management. Theremay be one document per organisation or an umbrella set ofguidelines and specific details for each supported service
Responsibilities of Release Management
Controlled Test Environment Live EnvironmentDevelopment
E i t
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Release
Policy
Release
Planning
Develop
or
purchase
software
Build /configure
release
Fit for
purposetesting
Release
acceptanceRoll out
planning
Communication
preparation &training
Distribution
& installation
Configuration Management Database (CMDB)
and
Definitive Software Library (DSL)
RELEASE MANAGEMENT
Environment
Terminology Definitive Software Library (DSL)
Definitive Software Library where ALL authorised versions of software are stored
and protected. A Physical library or storage repository where master copies of software
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versions are kept. This one logical store may consist of one or more physical software
libraries or file stores.
Definitive Hardware Store (DHS)Definitive Hardware Store An area set aside for the secure storage of definitive hardware spares.
Types of Release- Delta, Full and Package
Definitions
Release:a collection of authorised Changes to an IT Service
Release Unit:the portion of the IT infrastructure that isnormally released together
Roll-out:deliver, install and commission an integrated set ofnew or changed CIs across logical or physical parts of anorganisation
Types of Release
Delta
Only those CIs that have actually changed since last release
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y y g
are included.
Full
All components of the Release are built, tested, distributed and
implemented together (whether they have changed or not).
Package
Individual Releases both Full and Delta are grouped together to
form a Package for release.
Build Management
Software and Hardware components for release should be
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assembled in a controlled, reproducible manner.
Build Management becomes the responsibility of Releasemanagement from the controlled test environment on wards.
Back out plans should be devised and tested as part of the
release.
Change Management allows CMDB to remain accurate.
Without Configuration data change impacts are not accurately
assessable.
Without Change and Configuration Management, Releases will
not be controlable.
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Exam Tips
Release is associated with ROLLOUT
U t S ft l d t i FULL t ti
RM
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Urgent Software releases do not require FULL testing
Exam Questions
One of Release Managements tasks is to set up a DHS. Which
statement most closely describes the DHS?
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statement most closely describes the DHS?
A A DHS is a number of physical locations where baselines are
stored
B Before setting up a DHS a tool should first be purchased for
releasing the hardware into the environment
C A DHS is an area set aside for the secure storage of definitive
hardware spares
D A DHS is a database in which all definitive hardware
Configuration Items are recorded
Exam Question
The words Delta Full and Package describe different types of
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The words Delta, Full and Package describe different types of
release. Which one of these following statements is true?
A A Package release contains hardware and software
B Urgent changes are always Delta releases
C A Delta release is only ever part of a Package release
D A Full release releases the normal release unit into the live
environment
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Goal Primary Objective
To maintain and gradually improve business aligned IT service
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To maintain and gradually improve business aligned IT service
quality, through a constant cycle of Defining
Agreeing
Monitoring
Reporting
Reviewing IT service achievements and through instigating
actions to eradicate unacceptable levels of service
Responsibilities
Produce and maintain the Service Catalogue
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Produce and maintain the Service Catalogue
Negotiate and agreeservice levels Measure and report actual service levels against targets
Maintain service levels in line with business requirements
Co-ordinate other ITSM functions and suppliers
Review all agreements and contracts against changing businessneed
Proactively improve Service Levels
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Structure of SLAs
Some organisations adopt a multi-layer structure:
Corporate Level
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Corporate Level
- Covering all generic SLM issues appropriate to every Customerthroughout the organisation
Customer level
- Covering all SLM issues relevant to the particularCustomer
group, regardless of the service being used
Service Level
- Covering all SLM issues relevant to the specific service, in
relation to a specific Customer group
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SLA Contents
Examples
- Introduction - Change
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g
- Service Hours - IT Service Continuity- Availability % - Security
- Reliability - Charging
- Support - Service Reporting
- Throughput and Reviewing- Transaction Response - Glossary of terms
Times - Escalation Path
- Batch turnaround times
Benefits
Actual service delivered measured against targets
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Allows Customer to weigh service against charges (Value forMoney)
Potential cost reduction in long term
Agreed conflict resolution route
Less unpredictable demands
Improved customer relations
Exam Tips
Negotiate and Agree
SLM
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Exam Question Which of the following are direct advantages of entering into
Service Level Agreements?
1 The expectations of both the IT customer and the provider
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1 The expectations of both the IT customer and the provider
should be aligned2 Fewer incidents will occur
3 Unambiguous measurements of service provision will be
provided
4 The number of changes that have to be backed out will decrease
A 2 & 4
B 1 & 2
C 3 & 4
D 1 & 3
Financial ManagementAvailability ManagementCapacity Management
IT Service Continuity Management
http://j%20%20financial%20mgt.ppt/http://k%20availability%20mgt.ppt/http://l%20capacity%20mgt.ppt/http://m%20%20it%20service%20cont%20mgt.ppt/http://m%20%20it%20service%20cont%20mgt.ppt/http://l%20capacity%20mgt.ppt/http://k%20availability%20mgt.ppt/http://j%20%20financial%20mgt.ppt/7/31/2019 40437740 ITIL Foundation
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Financial Management for IT Services
Goal Primary Objective
To provide cost-effective stewardship (management) of (ALL) the
IT assets and financial resources used in Services
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Why Financial Management
Identify the actual cost of services provided
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Provide accurate and vital financial information to assist indecision making
Make Customers aware of what services actually cost TCO
Assist in the assessment and management of changes
Help influence customer behaviour
Positioning forcharging
Concepts
Accounting and Budgeting (mandatory)
- Understand costs involved in providing a service
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Understand costs involved in providing a service
- Prediction of future costs
- monitor actual against predicted costs
- Account for monetary spend over given period
Charging (optional)
- Recovery of service costs from Customer
- Operate IT Division as a business unit if required
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Key elements in determining the cost of a service
INDIRECT COSTS NOT directly attributable but shared.
ABSORBED OVERHEADS Total cost of indirect materials and
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ABSORBED OVERHEADS Total cost of indirect materials and
expenses that are NOT passed onto the customer.
UNABSORBED OVERHEADS Total cost of Indirect materials;
wages; expenses that are apportioned and added to the cost of
each service.
DIRECT COST Directly attributable.
Charging
Based against Organisational policy on IT
- overhead/ break even / profit centre
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Prices should be simple, understandable, fair and realistic Charging mechanism to support policy
Cost: Price=cost
Cost plus: Price=cost +/-X%
Going rate: Price is comparable with other internal groups (internal X charge rate)
Market rate: Price matches that charged by external suppliers (open market price)
Fixed Price: Set price is agreed for a set period based on anticipated usage
Benefits
Reduced long term costs
Increased confidence in managing budgets
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Accurate cost information More efficient use of IT
Ensuring funds are available to provide service
Enables the recovery of costs
Influences customer behaviour Allows comparison with alternative providers
Exam Tips
ABC of Finance
Accounting (MAN)
Fin
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Budgeting (MAN)Charging (OPT)
You must have a cost model before you can charge
Charging shows Total Cost of Ownership
THE SPA Cost Types
Overhead orindirect cost total cost ofindirect materials wagesand expenses.
Direct cost can be traced in full to a product or service, cost centreor department e.g. Wages
Indirect Cost cannot be traced directly in full to product or service,
cost centre or department because it has been apportioned.
Exam Questions
Without a good Accounting System you cannot:
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1 Know the full cost of services provided2 Judge the efficiency of Problem Management
3 Recovercosts related to usage, should you wish
Which of the above is true?A 1,2 & 3
B 1 & 3 only
C 1 & 2 only
Note! The question is asking you is 2 or 3 correct as 1 appears in
all answers and must be correct.
Exam Questions
Consider the following statements:
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1. Customers should always be invoiced for the IT services they use2. The only reason services are charged for is to make customers
aware of the costs involved in using those services
A Both
B Only 1
C Neither
D Only 2
Exam Questions
Which of the following is NOT the concern of IT Financial
Management?
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A Telephone charges
B Invoicing
C Differential Charging (High and Low Tariffs) Demand
Management Method used in CAPACITY MANAGEMENT
D Reviewing IT service quality
Exam Questions
Which of the following statements on IT Financial Management is
correct?
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A An IT Financial Manager identifies the costs incurred by IT and
might propose prices for the services supplied
B In order to set up Budgeting and Accounting, SLAs and OLAs
need to have been agreed
C It is only possible to be cost conscious if the customer is chargedfor services (hinting at TCO)
D IT Financial Management must agree charges with the customer
before establishing a Cost Model (Cost Model comes before
charging)
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Availability Management
Goal Primary Objective
To optimise the capability of the IT infrastructure and supporting
organisations to deliver a cost effective and sustained level of
availability that enables the business to satisfy its objectives
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Principles
Availability is at the core of business & end user satisfaction
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When things go wrong, it is still possible to achieve business &end user satisfaction
Improving availability begins when it is understood how IT
services integrate with and support the business
Why Availability Management
To ensure services are available when the customer needs them
Influences
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Business Demand Cost required to meet demand
Complexity of IT Infrastructure
Levels ofRedundancy
Reliability of the Infrastructure
Level of Maintenance
Processes and procedures used by Services
Human Factors
Skill sets
Responsibilities
Determine availability requirements in business terms
Predictand design for expected levels of availability
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Optimise availability through monitoring and reporting Produce Availability Plan Long term for proactive improvement
Ensure SLAs are met and monitor OLA/UC availability obligations
Manage Service Outage Analysis (SOA)
Produce and maintain:
- Component Failure Impact Analysis (CFIA)
- Fault Tree Analysis (FTA)
Considerations
Availability
Reliability
M i t i bilit
Managed through OLAs
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Maintainability Serviceability
Resilience
- Related to Resource Capacity Management
Security
- Confidentiality, Integrity, Availability (CIA)
Managed through UCs
ITAMM IT Availability Metrics Model
Range ofmetrics and perspectives that should be considered
when establishing Measurement and Reporting
M t d t b i f l d dd l
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Measurements need to be meaningful and add value
Consider WHAT you measure and HOW you report it
Expanded Incident lifecycle
I id t D t ti Di i R i R R t ti I id t
DOWNTIME or MeanTime To Repair(M)TTR
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Incident Detection Diagnosis Repair Recovery Restoration Incident
UPTIME or MeanTime
Between Failures(M)TBF
Time between system incidents (M)TBSI
Time
Calculating Availability
% Availability =AST - DT
AST
X 100
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Further considerations:
Components in series or parallel
Weighting per number of users affected
Weighting per criticality period
Measuring Availability
Measurements need to be meaningful and add value to the IT and business organisation.
It would be necessary to consider both what is measured and how it is reported
Benefits
Services are designed and managed to meet specified business
availability requirements
Shortfalls in levels of availability are identified and corrective
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Shortfalls in levels of availability are identified and correctiveactions taken
Frequency and duration of IT failures is reduced
Availability levels are measured to fully support Service Level
Management
BUSINESS VALUE! Effective Availability Management will influence customer
satisfaction and determine the perceived Reliability of the
business on the market
Exam Tips
Remember the ABILITY
RELIABILITY
MAINTAINABILITY
AM
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MAINTAINABILITY SERVICEABILITY
But NOT VULNERABIILITY (ITSCM)
CIA (Confidentiality, Integrity and Availability)
Exam Questions
Availability Management is responsible for ..
1. Understanding the reliability of components to carry out a required
function under given conditions over a certain period of time
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function under given conditions over a certain period of time2. The ease with which maintenance (Maintainability) of service
components can be carried out
3. Negotiating availability levels with customers
Which of these is correct?
A Only 2 & 3
B Only 1 & 2
C 1, 2 & 3
D Only 1 & 3
Note !1 is definitely correct and 3 is definitely wrong (SLM)
2 is disguised!!!!
Exam Questions
Percentage availability is calculated as:
A DT * 100 C (AST DT) * 100
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------------- ----------------------
AST AST
B AST * 100 D AST------------- ---------------------
DT (AST DT) * 100
Note! It just is Remember it! Treat it as a gift
(100 20) * 100------------ = 80%
100
Exam Questions
In Availability Management terms, what do the letters CIA stand
for?
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A Component Impact Analysis (ITSCM)
B Confidentiality, Integrity, Availability
C Configuration Item Availability
D Central Intelligence Agency (A contradiction in terms)
Exam Questions
Managing service availability is now more important than ever
because
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A The dependence (Reliability prevention of failure) of customers
on their IT has grown
B System Management tools can now provide much more real time
performance management information
C More IT systems are outsourcedD More service providers now have Service Level Agreements with
their customers
C it M t
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Capacity Management
Goal Primary Objective
To understand:
- The future business requirements (the required service delivery)
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Thefuture business requirements (the required service delivery)- The organisations operation (the current delivery)
- The IT infrastructure (the means of service delivery)
Ensure that all current and future capacity and aspects of the
business requirements are provided cost effectively
Why Capacity Management
Monitorthe performance and throughput of IT services
Tuning activities to make efficient use of resources
Understand the current demands for IT services and producef t f f t i t
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Understand the current demands for IT services and produceforecasts for future requirements
Help to influence demands for IT resources
Production of a Capacity Plan predicting the IT resources needed
to achieve agreed or proposed service levels
Success Factors
Accurate business forecasts
Understanding of current and future technology
Ability to demonstrate cost effectiveness
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Ability to demonstrate cost effectiveness Interaction with other Service Management processes
Ability to plan for and implement appropriate IT capacity to match
business requirements and predictions
Responsibilities of Capacity Management
Business Capacity management (BCM)
- Ensuring future business requirements for IT services are
considered and matched to capability
Service Capacity Management (SCM)
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Service Capacity Management (SCM)
- Managing performance of IT services delivered to customers and
documented in SLAs
Resource Capacity management (RCM)
- Management of components ensuring that all resources aremonitored & measured
Business Capacity Management
Planning Future Business requirements
Requires a knowledge of..
Existing Service Levels, SLAsF t i l l SLR
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Existing Service Levels, SLA s Future service levels ans SLRs
Business Plan and Capacity Plan
Modelling Techniques
Analytical
Simulation
Trending
Baselining
Application Sizing
Service Capacity Management
Monitors and Measures services
Requires a knowledge of ..
Service Levels and SLAsS i th h t d f
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Service throughput and performance
Tuning and demand management
Resource Capacity Management
Management of Components of IT Infrastructure
Requires a knowledge of ..
Current technology and utilisationF t lt ti t h l i
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gy Future alternative technologies
Resilience of systems and services
Capacity Management Database (CDB)
Forms the basis for the production of all Capacity management
reporting
May consist of many physical data stores covering:
- Business data
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- Business data
- Service data
- Technical data
- Financial data
- Utilisation data
May form part of the CMDB
Iterative Activities The Cycle
I l t
Tune
Analyse
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Monitor
Implement Analyse
Iterative ActivitiesIterative Activities Inputs
Implement
Tune
Analyse
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SLM
ThresholdsResource
Utilisation
ThresholdsCapacity
ManagementDB
Monitor
Implement Analyse
Iterative ActivitiesIterative Activities Outputs
Implement
Tune
Analyse
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SLM
Exception
Reports
Resource
Utilisation
Exception
ReportsCapacity
ManagementDB
Monitor
Implement Analyse
Other Activities
Demand Management Differential Charging and Lock out
Modelling
- Trend Analysis,- Analytical Modelling
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- Analytical Modelling
- Simulation Modelling
- Baseline Modelling
Application Sizing
Production of the Capacity Plan
Capacity planning is essentially a balancing act:
Cost against CapacitySupply against Demand
Benefits of Capacity Management
Increased efficiently and cost savings resulting in more economic
provision of IT services
Elimination of unnecessary spare capacity
Elimination of panic buying
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p y g
Possibility for deferred expenditure
Reduced risk of performance Problems and failures
More confident and improved forecasting
Improved awareness of capacity issues within the developmentcycle
Exam Tips
Business Capacity Management - future business requirements
Service Capacity Management current service delivery
Resource Capacity Management underlying resource components
CM
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Demand Management Differential Charging Modelling
TuningAnalytical Simulation Baseline (what if?)
Application sizing
There are capacity threshold that generate alerts!
Exam Questions
Application Sizing is a technique used by Capacity Management.
Why is Application Sizing Important?
A The availability of an IT service can be measured (AM)
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y ( )
B The use of an IT application can be controlled
C The maintenance oftechnical skills is important to application
developers
D The resources needed (RCM) for an application and itsperformance can be predicted (BCM)
Exam Questions
Differential Charging is a technique used in ..
A FTA (Fault Tree Analysis ITSCM)
B Status Accounting (Configuration Management)
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g ( g g )
C Demand Management (Capacity Management Varying Tariffs)
D CRAMM (ITSCM Risk Analysis)
IT Service Continuity Management
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y g
Goal Primary Objective
To support the overall Business Continuity management
process by ensuring that the required IT technical services
and facilities can be recovered within required and agreed
business time-scales
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Why Continuity Management
Ensuring business survival by reducing the impact of a
disasteror major failure
Reducing the vulnerability and risk to the business byeffective risk analysis and risk management
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Preventing the loss of Customer and User confidence
Producing IT recovery plans that are integrated with and fully
support the organisations overall Business Continuity Plan
Considerations
IT Service Continuity options need to be understood and the
most appropriate solution chosen in support of BCM
requirements
Roles and responsibilities need to be identified and
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supported from a senior level
IT recovery plans and Business Continuity plans need to be
aligned regularly reviewed, revised and tested
The Business Continuity Life-cycle Overview
Stage 1 Initiation Initiate Business Continuity Manager
Stage 2 Requirements and Strategy
Stage 3 - Implementation
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Stage 4 - Operational Management
Stage 2 Requirements and Strategy
Business Impact Analysis
Identification of Critical Business Processes and Speed of Recovery
Risk Assessment and Methodology
Th t t A t
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Threats to Assets
CRAMM CCTAs Risk Analysis Management Methodology
(Central Computer and Telecommunications Agency)
Business Continuity Strategy
Based on Top Risks
Risk Analysis (CRAMM)
ANALYSIS
Assets Threats Vulnerabilities
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MANAGEMENT
Risks
Countermeasures
Risk Analysis
Asset Categorise and RANK 1-10
Hardware
Software People
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p
Buildings etc.
Threat List and RANK 1-3 Vulnerability against Assets Matrix RANK 1-3
Risk = Asset * Threats * Vulnerability
IT Recovery Options
Do nothing
Manual back-up revert to pen and paper
Reciprocal arrangements with another company Gradual recovery - Cold Standby
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y y
Intermediate recovery - Warm Standby
Immediate recovery - Hot Standby
Gradual Recovery COLD standby
Time to recovery > 72hrs
Empty Computer space
Remote Portable
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Nothing in the rooms
Requires contracts / procedures in place to set up
Intermediate Recovery WARM standby
Time to recovery 24hrs to 72hrs
Filled Computer space
Remote Portable
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Networked Computers but with NO Data
Immediate Recovery HOT standby
Time to recovery within the working day 0hrs to 8hrs
Filled Computer Space
Remote Portable
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Networked Computers with Data (but not necessarily up to
date)
Benefits of Continuity Management
Management of risk and the consequent reduction of the
impact of failure
Fulfilment of regulatory requirements
Potentially lower insurance premiums
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A more business focussed approach to IT continuity and
recovery
Reduced business disruption during an incident
Increased customer confidence and organisational credibility
Exam Tips
Know the Disaster Recovery options
ISCM
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Exam Questions
In relation to IT Service Continuity Planning, the severity of
a disasterdepends upon:
A The time of day it occurs
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B How many people are available to assist in recovery
C The type of disaster, whether flood, fire etc
D The impact (EFFECT) upon customers businesses
Exam Questions
Consider the following statements about IT Service ContinuityPlanning:
1 The intermediate recovery external option offers a remoteinstallation, fully equipped with all the required hardware,software communications and environmental control equipment
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software, communications and environmental control equipment
2 The intermediate recovery external option is often sharedbetween multiple customers and in the event of a disaster maynot be available due to over-subscription
A Both
B Neither
C Only 1
D Only 2
Exam Questions
Your organisation has just entered into a Gradual Recovery
(Cold Standby) IT service Continuity Agreement. Within the ITIL
definition, which of the following lists is INCORRECT for what you
could find at the contingency site?
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A A building, electricity, telecommunications equipment, office space
for technical staff
B Stand-by generator, telecommunications equipment, system
manuals, support staff, water
C A building, telecommunications equipment, a computer, support
staff, documentation
D A building, electricity, water, support staff, system manuals
Exam Questions
Which of the following would you NOT expect to see in an IT
Service Continuity Plan?
A Contact lists
B Th i b
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B The version number
C Reference to change control procedures
D Full Service Level Agreements (SLM)