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ITIL Foundations Certification Course
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ITIL V3 Foundations Certification Course
ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of
Government Commerce, and is Registered in the U.S. Patent and Trademark Office.
IT Infrastructure Library is a Registered Trade Mark of the Central Computer andTelecommunications Agency which is now part of the Office of Government Commerce.
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Agenda
Day 1
Introduction
Module 1 Service Management as a Practice
Module 2 Service Lifecycle
Module 3 Key Principles, Models and Concepts
Day 2
Module 4 Concepts, Processes, Roles & Functions
Module 5 Service Management Technology & Architecture.
Quiz
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Why ITIL?
Adopting ITIL guidance can provide such benefits as:
Continuous improvement in the delivery of quality IT services
Reduced long term costs through improved Return On Investment through processimprovement
Demonstrable Value For Money to the business, the board and stakeholders,through greater efficiency
Reduced risk of not meeting business objectives, through the delivery of rapidlyrecoverable, consistent services
Improved communication and better working relationships between IT and thebusiness
The ability to absorb a higher rate of Change with an improved, measurable rate ofsuccess
Processes and procedures that can be audited for compliance to best practiceguidelines
Introduction
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Remember :
ITIL describes what needs to be done but NOT how it should be done
ITIL does NOT define:
Every role, job or organisation design
Every tool, every other equipment, every required customisation
Every process, procedure and task required to be implemented
ITIL does NOT claim to be a comprehensive description of everything within IT, but it
instead contains best practices that have observed and accepted in the industry
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Why ITIL V3?
ITIL V2 was all about What not How
ITIL V2 did not address Supply Chain
Better synergy with other best practices like CMMI, COBIT, Quality, etc.
V3 includes Integrated Value Service Network
V3 provides guidance on selecting good tools.
V3 addresses both ROI and ROV
V3 focuses on Service driven lifecycle approach
Introduction
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ITIL V3 Framework
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Service Management as a PracticeModule 1
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What is a Service?
A service is a means of delivering value to customers by facilitating outcomes customerswant to achieve without the ownership of specific costs and risks.
Some services enhance performance of tasks, others have a more direct impact, and someperform the task itself.
What is Service Management?
It is a set of specialized organizational capabilities for providing value to customers in theform of services.
A set of functions and processes for managing services over their lifecycle.
THE ACT OF TRANSFORMING RESOURCES INTO VALUABLE SERVICES IS THE CORE OF SERVICE MANAGEMENTTHE ACT OF TRANSFORMING RESOURCES INTO VALUABLE SERVICES IS THE CORE OF SERVICE MANAGEMENT
Module 1
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Functions, Roles and Processes
Function A team or group of people and the tools they use to carry out one or moreprocesses or activities.
Role A set of responsibilities, activities and authorities granted to a person or team.
Processes A set of activities designed to accomplish a specific objective. Process takesdefined inputs, turns them into a desired output.
Recognizing a process
Process has to be measurable
It delivers specific resultsPrimary results are delivered to customers or stakeholders
Responds to specific events
Module 1
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A Process Model
Process
Owner
Process
Objectives
Process
Documentation
Process
Feedback
Process
Activities
Process
Metrics
Process
Roles
Process
Procedures
Process Work
Instructions
Process
Improvement
Process
Resources
Process
Capabilities
Process Control
Process inputs Process outputs
Process Enablers
Module 1
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Summary
What is a Service?
What is Service Management?
What are Functions?
What are Roles?
What is a Process?
Process Model
Module 1
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The Service Lifecycle
Module 2
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Module 2
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ITIL is used by organizations world wi de to establish and improve capabilities i n service management.
ISO/IEC 20000 provides a formal and universal standard for organization seeking to heir service m anagement capabilities audited and certified.
ITIL Library has the foll owing components:
ITIL CORE
ITIL Complementary Guidance
ITIL Web
Service Strategy
Service Design
Service Transition
Service Operations
Continual Service Improvement
Publications
Module 2
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Service Strategy - provides guidance on how to design, develop and implement service
management not only as an organizational capability but as a strategic asset. Service Strategyincludes, development of markets, service assets; service catalog; Financial Management,
Service portfolio management, organizational development and strategic risks.
Module 2
It helps answers questions like:
What services should we offer and to whom?
How to create value for customers?
How do we define service quality?
How to efficiently allocate resources across a portfolio of services?
How can financial management provide visibility and control over value creation? Etc.
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Service Design - provides guidance for design and development of services and service
management processes. Scope of Service design is not limited to new service, it also includes
changes and improvements necessary..
Module 2
Goals of Service Design:
Design services to meet business objectives.
Design services that can easily and efficiently developed and enhanced
Design efficient and effective processes for design, transition, operation and improvementof high quality IT Services.
Identify and manage risk
Design Measurement methods and metrics
Produce and maintain IT plans, processes, policies, architectures, frameworks and
documents, etc
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Module 2
Scope of SD:
New and Changed Services
Service Portfolio
Technology architecture and Management Systems
The processes
Measurement methods and metrics
Value to Business of SD
Reduced total cost of ownership (TCO)
Improved quality of service
Improved consistency of service
Improved IT governance
Improved information and decision making
Improved service alignment.
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Service Transition - provides guidance for development and improvement of capabilities for
transitioning new and changed services into operations. It combines practices in release
management, program management and risk management and places them in practical context
of Service management..
Module 2
Goals of Service Transition:
Plan and implement deployment of all releases
Assure the proposed changes in Service Design are realized
Decommission or terminate services
Reduce variations in the predicted and actual performance
Plan and manage resources to successfully establish a new or changed service
Set customer expectations on how performance and use of new or changed service can be
used to enable business change.
Provide consistent and rigorous framework for evaluation service capability and risk profile.
Provide efficient, repeatable build and installation mechanisms that can be used to deploy
releases to test and production environments
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Module 2
Scope of ST:
Management and coordination of processes, systems and functions to:
Package, build, test and deploy a release into production.
Establish the service specified in customer and stakeholder requirements.
Change Management, Service Asset and Configuration Management, Knowledge
Management
Value to Business of SD
Ability to react quickly
Management of Mergers, de-mergers, acquisitions, transfer of services
Better prediction of service levels and warranties
More confidence in governance and compliance
Reduced level of risk
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Service Operations - provides guidance on achieving effectiveness and efficiency in delivery
and support of services. Coordinate and carry-out day-to-day activities and processes to deliver
and manage services at agreed levels.
Module 2
Scope of Service Operations:
Ongoing management of:
The services themselves
The Service Management processes
Technology
People
Value to Business of SO
Where actual value of strategy, design and transition are realized by the customers and
users.
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Achieving balance (Conflicting Motives)
IT Services Vs Technology
Stability Vs Responsiveness
Quality of Service Vs Cost of Service
Reactive Vs Proactive
Module 2
The value of communication
Communications must have an intended purpose
Must have a resultant action
Must have a target audience
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Continual Service Improvement - provides instrumental guidance in creating and maintaining
value for customers through better design, introduction and operation of services. It combines
principles of quality management, change management and capability management..
Module 2
Objective of CSI
Review, analyze and make recommendations on improvement opportunities in each
lifecycle phase
Review and analyze Service Level Achievement results
Identify and implement individual activities to improve IT Service Quality and improve the
efficiency and effectiveness of enabling ITSM processes.
Ensure applicable Quality Management methods are used to support continual
improvement activities.
Overall health of
ITSM
Continual alignment
of portfolio with IT
Services
Maturity of enabling
IT processes
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Value to Business of CSI
Improved service quality, higher availability
Gradual cost reductions and better cost-justification
Better information about existing services
Better business/IT alignment
Increased flexibility and adaptability
Improved communication
ROI / VOI
Module 2
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Interfaces with other Methodologies, standards.
CMMI Carnegie-Melon Capability Maturity Model Integration
TOGAF The Open Group Architecture Framework
eTOM Enhance Telecom Operations Map
Six Sigma Quality Management System
PMBOK Project Management Book of Knowledge.
SOA Service Oriented Architecture
PRINCE 2 Project Management System developed by OGC
COBIT Control Objectives for Information & Related Technology
M-o-R Management of Risk
ISO /IEC 20000 International Standard for IT Service Management
SOX Sarbane-Oxley
ISO/IEC 27001 International Standard for IS Security
ISO/IEC 19770 International Standard for Software Asset Management.
Module 2
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Summary
ITIL CORE
Service Strategy
Service Design
Service Transition
Service Operations
Continual Service Improvement (CSI)
Interface with other methodologies and standards
Module 2
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Key Principles, Models and Concepts
Module 3
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Agenda
Service Provider RACI Model
Process Owner
Service Owner
Suppliers and Contracts
Service Portfolio
Service Catalog
Risk Management & Analysis
Plan, Do, Check, Act Model
Governance
Module 3
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RACI Model
Responsible, Accountable, Consulted and Informed
To build a RACI:
Identify activities/processes
Identify and define functional roles
Conduct meetings and assign the RACI codes
Identify gaps
Ensure allocations are followed.
Module 3
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Process Owner
Responsible For:
Assisting with Process Design
Documenting the Process
Monitoring Process Performance
Ensuring objectives are met
Improving process over time.
Defining Key Performance Indicators (KPIs)
Module 3
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Service Owner
Responsible For:
Initiation and Transition
Ongoing maintenance and support
Monitoring and reporting
Identifying improvement opportunities
Prime Customer Contact
Module 3
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Service Portfolio
The most effective way of managing all aspects of services through their lifecycle is by usingappropriate management systems and tools to support and automate efficient processes.
Service Portfolio is the most critical management system used that describes a providers
services in terms of business value.
Why should a customer buy these services?
Why should they buy these services from you? What are pricing or chargeback models?
What are my strengths, weaknesses, priorities and risk?
Module 3
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Service Portfolio should contain details of every service and its current status wi thin the organization.
Some of the status values include:
Requirements
Defined
Analyzed
Approved
Chartered Designed
Developed
Built
Test
Released
Operational
Retired.
Module 3
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Service Catalog
Part of the Service Portfolio
Services available for deployment or use
Information to be shared with customers
Business Service Catalog
Services of interest to customer
Technical Service Catalog
Underpinning services of interest to IT
Module 3
Catalog contains details of all operational services being provided or those being prepared for
transition to live environment, a summary of their characteristics and details of the customers
and maintainers of each.
Business Service Catalog: Containing details of all IT Services delivered to the customer together withrelationships to the business units and the business process that rely on IT Services
Technical Service Catalog: Containing details of all the IT Services delivered to customer, along with
relationships to the supporting services, shared services, components and CIs necessary to support the
provision of such service.
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Service Portfolio should contain details of every service and its current status wi thin the organization.
Some of the status values include:
Requirements
Defined
Analyzed
Approved
Chartered Designed
Developed
Built
Test
Released
Operational
Retired.
Module 3
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Risk Management and Analysis
Identification and Control of exposure to risk
Aims at supporting better decision-making through a good understanding of risks and their
likely impact.
2 Phases Risk Analysis and Risk Management
Risk Management includes Business Continuity Management, Security, Program/Project risk
management and operational service management.
Module 3
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Plan, Do, Check, Act Model
Planning for Improvement Initiatives (Plan)
Implementation of Improvement Initiative (Do)
Monitor, Measure and Review Services and Service Management Process (Check)
Continual Service & Service Management process Improvement (Act)
Module 3
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Module 3
Service Provider
RACI Model
Process Owner
Service Owner
Suppliers and Contracts
Service Portfolio
Service Catalog
Risk Management & Analysis
Plan, Do, Check, Act Model
Governance
Summary
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Concepts, Processes, Roles and Functions
Module 4
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Module 4
Service Operation Processes
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
Functions Service Desk Technical Management
IT Operations Management
Application Management
Agenda
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Module 4
Objectives
Basic Concepts
Roles
Event Management
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Module 4
Detect Events, make sense of them and determine appropriate control action Event management is basis for Operational Monitoring and Control
It facilitates a way of comparing actual performance and behavior against design standardsand Service Level Agreements.
Event Management - Objectives
Event An alert, a notification.
Event Management Process responsible for managing events throughout their lifecycle.
Alert Something that happens that triggers an event or a call for action.
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Module 4
Event Management Logging and Filtering
Filtered
Exception
Warning
Information
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Module 4
Event Management Managing Exceptions
Filtered
Incident
Problem
RFC
Exception
Incident
Management
ProblemManagement
Change
Management
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Module 4
Event Management Information & Warnings
Incident
Problem
RFC
Warning
Incident
Management
Problem
Management
Change
Management
Alert Human
Intervention
Auto response
InformationLog
ITIL F d ti C tifi ti C
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Module 4
Service Desk
Technical Management
Applications Management
IT Operations Management
Event Management - Roles
ITIL F d ti C tifi ti C
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Module 4
Objectives Scope
Business Value
Basic Concepts
Activities
Interfaces
Key Metrics Roles
Challenges
Incident Management
ITIL F d ti C tifi ti C
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Module 4
To restore normal service operation as quickly as possible and minimizeadverse impact on the business.
Ensuring best possible levels of service quality and availability are maintained.
Incident Management is the process for dealing with all incidents; this caninclude failures, questions or queries reported by the users (usually via a
telephone call to the Service Desk), by technical staff, or automatically detectedand reported by event monitoring tools.
Incident Management - Objective
Managing any disruption or potential disruption to live IT services.
Incidents are identified. Directly by users through the Service Desk
Through an interface from Event Management to Incident Management tools.
Reported and/or logged by technical staff
Incident Management - Scope
Service requests are different from IncidentsService requests are different from Incidents
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Module 4
Incident Management - Activities
From EventMgmt
From WebInterface
User
PhoneCall
EmailTechnical Staff
IncidentIdentification
IncidentLogging
IncidentCategorization
Service request?
Incidentprioritization
Major incident Initial DiagnosisInvestigation &
Diagnosis
Resolution &Recovery
Incident Closure
END
No
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Module 4
Identification Logging
Categorization
Prioritization
Initial Diagnosis
Escalation
Investigation and diagnosis Resolution and recovery
Closure
Incident Management - Steps
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Module 4
Identification Logging
Categorization
Prioritization
Initial Diagnosis
Escalation
Investigation and diagnosis Resolution and recovery
Closure
Incident Management - Steps
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Module 4
Incident Prioritization
Priority CodePriority Code DescriptionDescription Target Resolution TimeTarget Resolution Time
1 Critical 1 hour
2 High 8 hours
3 Medium 24 hours
4 Low 48 hours
5 Planning As planned
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Module 4
Problem Management Service Asset and Configuration Management (SACM)
Change Management
Capacity Management
Availability Management
Service Level Management
Event Management
Incident Management - Interfaces
Total number of incidents
Breakdown of incidents
Size of incident backlog
Mean elapsed time to resolution
% resolved by the Service Desk % handled within agreed response time
% resolved within agreed SLA
No & % of major incidents
No & % of incidents incorrectly assigned
Avg Cost of incident handling
Incident Management Key Metrics
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Module 4
Incident Manager Super Users
First Line Support
Second-Line Support
Third-Line Support (Technical Mgmt, IT Ops, App Mgmt, 3rd party)
Incident Management - Roles
Ability to detect incidents as quickly as possible
Ensuring all incidents are logged
Ensuring previous history is available
Integration with Configuration Management System, SLM and KEDB
Incident Management Challenges
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Module 4
Service Request Request from user for information or advice, or for a standardchange.
Self Help
Request Fulfillment Basic Concept
Not usually a dedicated staff
Service Desk staff
Incident Management staff
Service Operations teams
Request Fulfillment - Roles
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Module 4
Objectives Basic Concepts
Roles
Problem Management
To prevent problems and resulting Incidents from happening
To eliminate recurring incidents
Minimize impact of incidents that cannot be prevented.
Problem Management - Objectives
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Module 4
Problem Problem Models
Workaround
Known Error
Known Error Database
Reactive Problem Management
Proactive Problem Management
Problem Management Basic Concepts
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Module 4
Problem Problem Models
Workaround
Known Error
Known Error Database
Reactive Problem Management
Proactive Problem Management
Problem Management Basic Concepts
Problem Manager
Supported by technical groups Technical Management
IT Operations Application Management Third-Party suppliers
Problem Management Roles
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Module 4
Objectives Basic Concepts
Roles
Access Management
Granting Authorized users the right to use a service
Preventing access by non-authorized users.
Execution of policies and actions defined in Information Security Management
and Availability Management.
Access Management - Objectives
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Module 4
Access Identity
Rights
Service or Service Groups
Directory Services
Access Management Basic Concepts
Not usually dedicated staff
Access management is execution of Availability Management and Information
Security Management
Service Desk staff
Technical Management staff
Application Management staff
IT Operations staff.
Access Management - Roles
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Module 4
Service Operations Functions
Service Desk
IT OperationsManagement
Operations ControlFacilities Management
Technical Management Application Management
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Module 4
A Service Desk is a functional unit made up of a dedicated number of staffresponsible for dealing with a variety of service events, often made viatelephone calls, web interface, or automatically reported infrastructure events.
Improved customer service, perception and satisfaction
Increased accessibility through a single point of contact, communication
and information
Service Desk
Logging all relevant incident/service request details, allocating categorization
and prioritization codes
Resolving those incidents/service requests they are able
Closing all resolved incidents, requests and other calls
Service Desk - Responsibilities
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Module 4
There are many ways of structuring Service Desks and locating them and the correct solution
will vary for different organizations.
1.Local Service Desk
2.Centralized Service Desk
3.Virtual Service Desk
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Local Service Desk
This is where a desk is co-located within or physically close to the user community it serves,
Service Desk
Technical
Management
Application
Management
IT Operations
Management
3rd Party
Support
Request
Fulfillment
Users
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There may, however, be some valid reasons for maintaining a local desk, even where call
volumes alone do not justify this. Reasons might include:
Language and cultural or political differences
Different time zones
Specialized groups of users
The existence of customized or specialized services that require specialist knowledge
VIP/criticality status of users
Centralized Service Desk
It is possible to reduce the number of Service Desks by merging them into a single location (or
into a smaller number of locations) by drawing the staff into one or more centralized Service
Desk structures
More Efficient
Cost Effective
Better resource utilization
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Service Desk
Technical
Management
Application
Management
IT Operations
Management
3rd Party
Support
Request
Fulfillment
Site 1
Second Line
Support
Site 2 Site 3 Site 4
Centralized Service Desk
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Virtual Service Desk
Through the use of technology, particularly the Internet, and the use of corporate support tools,
it is possible to give the impression of a single, centralized Service Desk when in fact thepersonnel may be spread or located in any number or type of geographical or structural
locations
Work-from-home
Second support group
Off-shoring or outsourcing
Site2
Site 1
Site 3
Virtual
Servic
e Desk
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Follow-the-Sun:
Some global or international organizations may wish to combine two or more of their
geographically dispersed Service Desks to provide a 24-hour follow-the-sun service
Specialized Service Desk groups
For some organizations it might be beneficial to create specialist groups within the overall
Service Desk structure, so that incidents relating to a particular IT service can be routed
directly (normally via telephony selection or a web-based interface) to the specialist group.
This can allow faster resolution of these incidents, through greater familiarity and specialist
training
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An organization must ensure that the correct number of staff are available at any given time to
match the demand being placed upon the desk by the business.
Factors when deciding Staffing:
Business requirements, such as budget, call response times, etc.
The number of customers and users to support
Incident and Service Request types (and types of RFC if appropriate):
Duration of time required for call types
The volume and types of incidents and Service RequestsThe period of support cover required, based on:
Hours covered
Out-of-hours support requirements
Time zones to be covered
Locations to be supportedThe service level targets in place (response levels etc.)
The type of response required:
TelephoneE-mail/fax/voice mail/video
Physical attendance
Online access/control
Service Desk staffing
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Metrics should be established so that performance of the Service Desk can be evaluated at
regular intervals. This is important to assess the healthy, maturity, efficiency, effectivenessand any opportunities to improve Service Desk operations.
Some Example of Metrics Include:
First-line Resolution Rate
Average time to resolve/escalate an Incident
Total cost for period divided by total call duration minutes
Number of calls broken down by time of day and day of week, combined with average call-
time.
Service Desk Metrics
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Change Management
A change is an event that results in a new status of one or more configuration
items (CI's)
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The goal of Change Management is to ensure that standardised methods and
procedures are used for efficient handling of all Changes, in order to minimise
the impact of Change-related incidents and to improve day-to-day operations.
The main aims of Change Management are :
Minimal disruption of services
Reduction in back-out activities
Economic utilisation of resources involved in the change
Change Management
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Change Management Terminology
Change
the addition, modification or removal of CIs
Request for Change (RFC)
form used to record details of a request for a change and is sent as an input to ChangeManagement by the Change Requestor
Forward Schedule of Changes (FSC)
schedule that contains details of all the forthcoming Changes
Change Management
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Change Categories
Category 0 : Is executed without prior contact. Used for workarounds/
temporary fixes
Category 1 : Little or no impact. Change Manager authorises this RFC
Category 2 : Significant impact. CAB discussion needed. Change Manager
requests advice on authorisation and planning
Category 3 : Major impact. Considerable resources required. Senior
Management need to be a part of the CAB.
Change Priorities
Urgent: change is required now, in order to achieve the service levels
High: as soon as possible, otherwise risk to current or future production
Normal: change solves serious mistakes or a lack in functionality Low: change yields improvements that are not required by contract
Change Management
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Request for Change ( RFC) - Contents
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Change Management (contd..)
Request for Change ( RFC)
It is a formal document sent to Change Management by the Change Requestorrequesting for a change.
Every RFC runs through a number of stages before the change can be implemented
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Change Management (contd..)
Change Review
All implemented changes must be reviewed to establish whether: The change has had the desired effect and met its objectives
There have been no unexpected or undesirable side-effects
The resources used to implement the change were as planned
Change Advisory Board (CAB) The CAB is an advisory board that reviews RFCs and determines and provides detail
of likely impact CAB participants include :
Customers/users affected by the change
Representatives of Service Management areas
Application development teams
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Change Management (contd..)
Change Advisory Board/ Executive Committee (CAB/EC) The CAB/EC is responsible for authorising urgent changes
The members vary depending on their involvement with the urgent change, and their
availability at the time
What the CAB discusses : Failed or backed-out Changes
Changes applied without reference to the CAB by Incident Management
RFCs to be assessed by CAB
Change reviews
Change management process
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Change Management - CAB attendees
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Change Management (contd..)
Change Approval Process
Financial approval
Indicates costs are within budgetary limits or cost-benefit criteria are met
Technical approval
Assurance that the Change is feasible, sensible and can be performed without seriousinterruptions to the business
Customer approval
To ensure that business managers are satisfied with the proposals and accept any impact totheir requirements
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Change Management - Tasks
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The benefits of Change Management are :
increased visibility and better communication of changes improved risk assessment of changes
fewer backed-out or failed changes
better productivity of Users (fewer disruptions) and IT Staff (duties clearly planned)
ability to absorb large number of changes
reduction in the number of incidents and problems caused by changes
Change Management - Benefits
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The critical success factors for Change Management are :
Be prepared for dealing with Urgent Changes Integrate with Configuration and Release Management
Ensure management commitment is present and let them set the example
Choose appropriate Project Management methodologies
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Release Management (contd..)
Release Categories
A Release consists of the new or changed software and/or hardware required to implement
approved Changes
Releases are categorised as :
Majorsoftware Releases and hardware upgrades, normally containing large areas of
new functionality, some of which may make intervening fixes to Problems redundant. A
major upgrade or Release usually supersedes all preceding minor upgrades, Releases
and emergency fixes Minorsoftware Releases and hardware upgrades, normally containing small
enhancements and fixes, some of which may have already been issued as emergency
fixes. A minor upgrade or Release usually supersedes all preceding emergency fixes
Emergency software and hardware fixes, normally containing the corrections to a
small number of known Problems
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Release Management (contd..)
Releases can be divided based on the release unit into :
Delta Release : is a release of only that part of the software which has been changed.For ex: Security patches to plug bugs in a software
Full Release : means that the entire software program will be release again. For ex :
an entire version of an application
Packaged Release : is a combination of many changes . For ex : an Operating System
image containing the applications as well
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Release Management (contd..)
Release PolicyA Release policy should include :
Release naming and numbering conventions
A definition of major and minor Releases, plus a policy on issuingemergency fixes
Frequency of Releases
Expected deliverables for Releases (e.g. installation instructions and
Release notes) Guidance as to how and where Releases should be documented (e.g.
which tool to use and how)
A policy on the production of back-out plans
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Release Management (contd..)
One of the main activities of Release Management is managing the Definitive
Software Library (DSL) and the Definite Hardware Storage (DHS)
Definitive Software Library (DSL) Secure compound in which the authorised versions of all software CIs are stored and
protected. Includes copies of purchased software (along with the license documents)
as well as the software developed on site
Definite Hardware Storage (DHS) An area set aside for secure storage of hardware spares
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Release Management - Tasks
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The critical success factors for Release Management are :
Align with Change and Configuration Management
Create test environments that represent the live hardware and software environments
as closely as possible
Release Management (contd..)
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Configuration Management
Almost every Service Management process depends upon accurate IT
infrastructure information. Configuration Management :
Provides accurate information on configurations and their documentation to support all
the other Service Management processes
Accounts for all the IT assets and configurations within the organisation
Verifies the configuration records against the infrastructure and corrects any exceptions
Configuration Management v/s Asset Management
Configuration Management revolves around the lifecycles of CIs and their
relationships, whereas Asset Management is primarily concerned with the
financial value of assets
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Configuration Management (contd..)
A configuration item (CI) is a component of, or directly related, to the IT-infrastructure. CI'sinclude: hardware, software, documentation, processes and procedures
Examples of CIs :
Personal computers, Network components, Service Level Agreements, Manuals,
Applications, etc.
Examples of the relationships between CIs :
Hierarchically subjected to (parent-child relation)
Is part of (a processor is part of a PC)
Interfaced with (a system is connected to a printer)
Uses (a program uses a subroutine)
Is a copy of (program is a copy of...)
Is related to (attribute) (serial number, location, status)
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Details about CIs are stored in the Configuration Management DataBase (CMDB) from
which queries about the IT Infrastructure can be answered
The details of a CI that are mentioned in a CMDB include : Unique Identifier (service tag)
Attributes (supplier, price) Status (ordered, testing, production, archived) History (past incidents, applied changes) Category (hardware, software) Relationship (is connected to, is a part of)
The scope of the Configuration Management database is defined by the area ofresponsibility of the IT organization
The level of detail is defined by the need for information of the IT managementprocesses, the control of the information and the costs and benefits of a CMDB
Configuration Management DataBase (CMDB)
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Configuration Management DataBase (CMDB)
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Configuration Management (contd..)
Configuration Management Database (CMDB) Change Management interfaces with Configuration Management to obtain information
about a CI and then provides input on what the status of the CIs will be after a change
Configuration Management will then update the CMDB to reflect the changed status of
the CI
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Configuration Management - Process
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Configuration Management (contd..)
PlanningDuring the planning, define :
Purpose, scope and objectives
Related policies and standards
Roles and responsibilities
CI naming conventions
CMDB design, including scope and key interfaces
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Configuration Management (contd..)
Identification
The Identification activity addresses : Configuration, structures and the selection of CIs
CI types and life-cycles
CI relationships
Identification of software and document libraries
Identification of configuration baselines
Naming conventions
Labelling CIs
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Configuration Management (contd..)
Control
The Control activity organises :
Registration of new CIs and versions
Updating of CI records
Archiving of CIs and their associated records
Protection of the integrity of configurations
Updating of the CMDB after periodic checking
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Configuration Management (contd..)
Status Accounting
Status reports should be produced on a regular basis listing, for all CIs under Control, their current version
and history.
Status Accounting reports can be used to establish baselines and enable Changes between baselines andReleases to be traceable.
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Configuration Management (contd..)
Verification and Audit
Before acceptance into the environment, new Releases, builds, equipment and standardsshould be verified against the contracted or specified requirements.
Physical configuration audits should be carried out to verify that the as-built configuration
of a CI confirms to its as-planned configuration and its associated documents.
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Configuration Management (contd..)
Configuration BaseLines
A BaseLine is the configuration of a product or system established at a specific point in time,
which captures both the structure and the details of that product or system and enables that
product or system to be re-built at a later date.
Configuration BaseLines and approved Changes to those BaseLines together constitute the
Currently Approved Configuration .
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The benefits of Configuration Management are :
helps to minimize the impact of changes
provides accurate information on CIs
improves security by controlling the versions of CIs in use
facilitates adherence to legal obligations
helps in financial & expenditure planning
Configuration Management - Benefits
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The critical success factors for Configuration Management are : Select the appropriate tool at the start of the process
Ensure no one bypasses Change Management
Make use of Inventory Systems
Configuration Management (contd..)
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ConfigurationManagement
Identification
Control
StatusAccounting
IncidentManagement
Detection& Recording
Classification &Initial Support
Investigationand Diagnosis
Resolution& Recovery
Closure
ProblemManagement
Problem Control
Error Control
ProactivePreventionof Problems
ChangeManagement
Accept &Classify Changes
Evaluate
Authorize &Schedule Changes
CoordinateImplementation
ReleaseManagement
ReleasePlanning
Design, Build,Configure
Test, Accept
Verification& Audit
Monitor & Report
Review & Close
Plan Roll Out
Communicate,Prepare, Train
Distribute& Install
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Capacity Management
Ensure that capacity and performance aspects of the business requirements areprovided timely and cost effectively
Availability Management
Optimize the capability of the IT Infrastructure and supporting organization to deliver acost effective and sustained level of availability to satisfy business objectives
Service Level Management Maintain and improve IT service quality through a constant cycle of agreeing,
monitoring, reporting and reviewing IT service achievements
IT Service Continuity Management
Ensuring that the required IT technical and service facilities can be recovered within thetime scales required by Business Continuity Management
Financial Management for IT Services
Provide cost effective stewardship of IT assets and resources used in providing ITservices
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Capacity Management
The objective of Capacity Management is to ensure the optimum use of ITresources for the performance agreed upon with the client
Capacity Management is needed to support the optimum and cost-effective
provision of IT services by helping organizations to match their IT resources to
the current and future demands of their business
The main tasks of Capacity Management are :
Match capacity and demand by increasing or managing available capacity
Ensure that existing capacity is used in an optimum manner
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Capacity Management (contd..)
The main types of Capacity Management are :
Business Capacity Management Trend, forecast, model, prototype and document future business requirements
Service Capacity Management Monitor, analyse, tune and report on service performance, establish baselines and
profiles of use service, manage demand for services
Resource Capacity Management Monitor, analyse, tune and report on utilisation of components, establish baselines
and profiles of use of components
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Capacity Management (contd..)
Demand Management (covers the management of users' demands for IT resources) Short-term: optimization
Long-term: have an insight into future projects
Workload Management (concerned with identifying and understanding the applications,their work patterns and peaks, and their use of hardware resources)
Resource Management (storage management, assessment of new HW technology)
Performance Management (measure, control and tuning of performance of components ofthe IT infrastructure)
Application Sizing (forecast for HW resources for new and changed applications)
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p y g ( )
Modelling (trend analysis, estimation, simulation, analytic modeling)
Capacity Planning (Capacity plan which details the current levels of resourceutilisation and service performance, and forecasts the future requirements forresources)
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Capacity Management (contd..)
Capacity Management DataBase (CDB)Capacity Management collects data from a variety of hardware platforms and software
applications that could be widely distributed and stores the data in a CDB.
The components of a CDB include :
service data from SLAs
business data from the business plans and strategy
technical data from the manufacturers specification of the hardware and software
components
financial data
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Capacity Management - Tasks
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C it M t
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0
The benefits of Capacity Management are :
Reduced risk of performance problems and failure Cost savings
Both achievable through:
Planned buying
Deferring expenditure until really needed (but in a controlled way)
Matching capacity to business need
Ensures that systems have sufficient capacity to run the applications required by the
business for the foreseeable future Provides information on current and planned resource utilization of individual
components allowing decisions on which components to upgrade, when to do so, and
how much it will cost.
Capacity Management - Benefits
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The critical success factors for Capacity Management are :
Interface with Availability and Financial Management
Ensure business expertise is available, especially for Business Capacity
Management
Capacity Management (contd..)
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Availability Management (contd..)
Availability Management Terminology
Availability
The extent that a CI or an IT service is able to perform the expected functionality of the CI orIT service over a specified time period
Reliability
Refers to the extent that an IT service is able to perform the expected functionality, over acertain period of time, under prescribed circumstances OR freedom from operational failure.
Maintainability
This indicates the ease of the maintenance of the IT service (preventative, inspective,corrective)
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Availability Management (contd..)
Serviceability
All relevant contractual conditions of external suppliers and third-party suppliers to
maintain CIs
Resilience
The ability of an IT service to function correctly in spite of the incorrect operation of
one or more subsystems
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Availability = Host * Network * Server * Workstation
= 0.98 * 0.98 * 0.98 * 0.975 * 0.96
= 0.8809
Total Infrastructure Availability = 88.09%.
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Availability Management (contd..)
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Un-Availability Costs
Tangible costs
Lost user and IT staff productivity, lost revenue, overtime payments, wastedgoods and material, fines and penalties
Intangible costs
Loss of goodwill (customer dissatisfaction), loss of customers, loss of business
opportunity (to sell, gain customers), damage to business reputation, loss ofconfidence, damage to staff morale
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Calculating Un-Availability Costs
Determine the Vital Business Function (VBF)
Carry out CRAMM (Computer Risk Assessment Management Methodology)
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The benefits of Availability Management are : IT services with an availability requirement are designed, implemented, and managed
to consistently meet that target
Improvement of capability of the IT infrastructure to attain the required levels of
availability to support the critical business processes
Improvement of customer satisfaction and recognition that availability is the prime IT
deliverable
Reduction in frequency and duration of incidents that impact IT availability Single point for availability is established within the IT organization (process owner)
Levels of IT availability provided are cost-justified and support SLAs fully
Shortcomings in provision of availability are recognized and coped with in a formal way
Mindset moves from error correction to service enhancement: from reactive to
proactive attitude
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The critical success factors for Availability Management are :
Integrate with IT Service Continuity Management
Understand the un-availability costs (both tangible and intangible costs)
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A Service Level Agreement (SLA) is a two-sided written agreement between an
IT Service Provider and the IT Customer(s), defining the key service targets and
responsibilities of both parties
Service Level Management is the process of negotiating, defining, contracting,
monitoring and reviewing the levels of customer service, that are both required
and cost effective
Service Level Management helps to develop a better relationship between the IT
Organisation and its customers
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Service Level Management aims to :
Strike a balance between customer requirements and service costs
Identify customer requirements in terms of what customers want and what can be
delivered
Measurable service standards
What you don't measure, you can't agree upon
Enhance quality by implementing quality improvement programs
What can be measured can be improved!
Business relationship between customer and supplier
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Service Level Management Contracts
The IT organization has several contracts: An SLA with customers, an OLA with
an internal supplier and underpinning contracts with external suppliers
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Functions of Service Level Management
As well as setting up and monitoring SLAs, maintaining underpinning contracts with
suppliers and managing relationships with customers are also functions of SLM
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Service Level Management consists of activities that are needed to set up a
SLA, but also activities needed to see if the Service Levels are met
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Balancing IT Service Supply & Demand
Important within a SLA is the balance between the demand for IT services andthe supply of IT services
Demand and Supply for IT Services can be balanced by :
Being aware of the business requirements
Being aware of the IT possibilities (technical and economical)
Alignment of expectations
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Service Level Management (contd..)
S f f S
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Service Level Agreements consist of elements of the other Service Management
processes
Input from those processes is required for agreeing and monitoring ServiceLevels
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Elements of an SLA
General Introduction : Parties, Signatures, Service Description
Reporting & Reviewing : Content, Frequency
Incentives & Penalties
Support
Service Hours, Support, Change Procedures, Escalation
Delivery
Availability, Reliability, Throughput, Transaction Response Time, Batch Turn-around Times, Contingency & Security, Charging
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Service Level Reports (SLR)
Measured from the customers perspective
Data like reaction times, escalation times and support should be made measurable
Reports should be produced regularly
Reports contain measuring values concerning the up-to-date supporting levels and the trend
developments
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Service Catalog
A Service Catalogue can be used to list the "normal" services provided by the IT
organization whereas Service Level Agreements can be set up for "special" services
The Service Catalogue contains :
Relevant characteristics of services
Relevant information of the use of the services
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The benefits of Service Level Management are :
Improvement in IT service quality and reduction of service outages can lead to
significant financial savings
Satisfied customers and better customer relationship
Clearer view between both parties on roles and responsibilities
Specific targets that have to be achieved and that can be measured and reported
Focusing of IT effort on what the business thinks is key
IT and customers have consistent expectations on the level of service required
Identification of weak areas that can be remedied subsequently SLM underpins supplier management and vice-versa
IT services are designed to meet Service Level Requirements
SLAs can be the basis for charging, and are the demonstration of what customers
receive for their money.
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The critical success factors for Service Level Management are :
Service Level Management should not just be limited to SLAs Ensure buy-in from all other Service Management processes
Create a definition of Service
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The objective of IT Service Continuity Planning is to restore IT services asquickly and as completely as possible after a disaster has taken place
IT Service Continuity Management ensures that the required IT technical andservices facilities (including computer systems, networks, applications,telecommunications, technical support and service desk) can be recoveredwithin required, and agreed, business schedules.
The reasons an organization should implement IT Service ContinuityManagement are : Avoid financial risks (insurance)
Increased dependence on IT services; business protection
Provides a competitive edge
Legal requirements
Customers demands
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IT Service Continuity Management (contd..)
B i C ti it M t d IT S i C ti it M t
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Business Continuity Management and IT Service Continuity Management
Business Continuity Management (BCM) is concerned with managing risks toensure that at all times an organization can continue operating to, at least, a predetermined
minimum level. The BCM process involves reducing the risk to an acceptable level and
planning for the recovery of business processes should a risk materialize and a disruption to
the business occur.
IT Service Continuity Management (ITSCM) must be a part of the overall BCM
(Business Continuity Management) process and is dependent upon information derivedthrough this process. ITSCM is focused on the continuity of IT Services to the business.
BCM is concerned with the management of Business Continuity that incorporates all
services upon which the business depends, one of which is IT.
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IT Service Continuity Management activities include :
Risk Analysis Risk Management
Continuity Plan
Creation
Testing
Improving
Maintenance
Reporting
These activities are all engineered to provide IT Service continuity
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The recovery options that can be used are :
Do nothing !!! Insure for damage
Manual back-up procedures (on paper until IT is restored)
Take-over by other organization with similar equipment (reciprocal)
Fortress approach; disaster-proof
Gradual recovery {cold standby} 72-48 hours
Intermediate recovery {warm standby} 24-1 hours Immediate recovery {hot standby} seconds
Using internal / external / fixed / portable / mobile centres
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Ri k A t
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Risk Assessment
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Contingency Plan
Contents
Administration
IT infrastructure
IT infrastructure management and procedures for operation
Staff
Security
Continuity site
Return to original situation
Scope
Hardware, Software, Networks, Terminals/PCs, Accommodation (for IT and
users), Building facilities and Staff
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IT Service Continuity Management - Benefits
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The benefits of IT Service Continuity Management are :
Potential lower insurance premiums
Business relationship with the rest of the enterprise is fostered because IT
organization is forced to get a better
understanding of the business
Positive marketing of contingency capabilities. Effective ITSCM allows
organization to provide high service levels and thus win business
Organizational credibility is increased towards customers, businesspartners, and stakeholders
Competitive advantage over organizations without it
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The critical success factors for IT Service Continuity Managementare :
Ensure alignment to BCM
If its not worth protecting, its not worth doing
Test under realistic circumstances
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Financial Management for IT Services
Fi i l M i i i h i h f h IT
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Financial Management gives insight into the costs of the IT
organization and options to charge the costs - making it possible to run
IT as a business
The reasons why an organization should implement Financial
Management for IT Services are :
Cost/profits awareness (make users aware of what services actually cost)
Decision-making support Cost recovery
Cost control (know the full cost of the provided IT services)
Planning
Efficiency
Influence on use (for instance providing incentives for using off-peak times
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The goals of Financial Management for IT Services are to :
Provide cost-effective stewardship of the IT assets and resources used inproviding IT Services
Be able to account fully for the spendings on IT Services and to attribute
these costs to the services delivered to customers
Assist management decisions on investments by providing detailed
business cases for Changes to IT Services
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Financial Management for IT Services activities include :
Budgeting
IT Accounting
Charging
Budgeting
The process of predicting and controlling the spending of money within the
enterprise and consists of a periodic negotiation cycle (usually annual) to set
limits on budgets and the day-to-day monitoring of the current budgets.Budgeting enables an organisation to :
Predict the money required for a given period
Ensure that actual spending can be compared with predicted spending
Reduce the risk of over-spending
Ensure that revenues are available to cover predicted spending
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IT A ti
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IT Accounting
The set of processes that enable the IT organization to fully account for the way
its money is spent (particularly the ability to identify costs by customer, by
service, by activity). It usually involves ledgers and should be overseen by
someone trained in Accountancy. IT Accounting enables an organisation by :
Account for the money spent
Calculate the cost of providing IT Services to both internal & external services
Perform cost-benefit or return-on-investment analyses
Identify the cost of Changes
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Charging
The set of processes required to bill a customer for the services supplied tothem. To achieve this requires sound Accounting, to a level of detail determined
by the requirements of the analysis, billing & reporting processes. Charging
enables an organisation to :
Recover the costs of the IT Services from the Customers of the service
Operate the IT Organisation as a business unit, if required
Influence User and Customer behaviour
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The benefits of Financial Management for IT Services are :
IT accounting supports the IT Service Manager Statements about profitability of the individual IT services
Essential decisions about IT services and the required investments
Data for justifying IT expenditures
Essential planning and budgeting
Overview of costs, created by service failures, as a basis for expenditure
justification in strategy planning Users can track costs of the services they have used
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The critical success factors for Financial Management for IT Services
are : Involve financial / accounting experts
Interface with the other Service Management processes
Use customer-based charging units
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Service LevelManagement
AvailabilityManagement
CapacityManagement
FinancialManagement
IT ServicesContinuity
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Management
Identify ServiceLevel Requirements
Verification ofFeasibility
Negotiate(Agreeing)
Management
DetermineRequirements
Perform BIA andassess design criteria
Define Targets& Measures
Monitoring& Trend Analysis
Investigate
Management
Business CapacityManagement
Service CapacityManagement
Resource CapacityManagement
for IT Services
Budget
Account
Charge(Optional)
Management
Initiation
RequirementsAnalysis
& Strategy Definition
Implementation
Establishmentof Agreements
Monitor Service Levels
Report & ReviewProduce & Maintainthe Availability Plan
OperationalManagement
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Service Management Technology & Architecture
Module 5
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Service Management Technology and Architecture
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Implementing and delivering IT Services
Managing the lifecycle of IT Services
Service Design Tools
Service Management Tools
Knowledge Management Tools
Tool Selection
Scope
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Service Design Tools
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Scope Hardware, Software, Environment, processes, data.
Speeding up design process
Ensuring standards and conventions
Offering prototypes and simulations
Enabling What if scenarios
Benefits
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Service Management Tools
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Scope Incident, Problem, Change. May include Configuration, workflow and
Service knowledge Management
Self Help
Workflow or Process Engine
Discovery/Deployment/Licensing Technology Remote Control
Diagnostic Utilities
Reporting
Dashboards
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Tool Selection
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Create a statement of Requirement
Use MoSCoW analysis to define features. (Must, should, could, wont (but should in future) Consider vendor and tool credibility
Visit reference sites
Assess training needs
Consider integration with environment.
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Appendix
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7 Rs of Change Management
Who Raised the change?
What is the Reason for change?
What is the Return required from change?
What are the Risks involved in change?
What Resources are the required to deliver the change?
Who is Responsible for Build, test and implementation of the change?
What is the Relationship between this change and other changes?
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7 Step Improvement Process
Identify Vision, Tactical Goals, Operational Goals
Define what you should measure
Define what you can measure
Gather Data
Process Data
Analyze Data
Present and use the information
Implement corrective action