AgendaLets Sign SLACourse FormatWhat is Service?What is service management?ITIL Birth till dateFunction, Role and ProcessesProcess ModelHow to recognize Process?

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Lets Sign SLACell Phones in silent mode. Dont accept calls in hall.Avoid Laptops to get full benefit of courseBreaks to be matched with course flowEngineers and Scientists Log Off - It is not going to change anything technically ???Understand why are we learning this -Learn Process standardization to technical teamsDebates make course interesting. However time is money.

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Course FormatTrainer Lead Course

Online Exam Quest

3 full day Instructor led Sessions

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Exam format and detailsLets not worry. It is simple and easycommon sense documentedAlmost all of us cleared the exam with decent scoreIf we can, you too canIt is 40 questions objective exam by EXIN

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PRESSTO RETURNITIL V2Foundation Certificate 1.52 ITIL V3 Foundation Certificate in IT Service Management 2SSSDSTSOCSI33333 Lifecycle Modules

P&RO&SM&CD&O Capability Modules

4444Managing Across the LifecycleITIL Expert*AdvancedLevelITIL V2ManagersCertificate17ITIL V3Managers Bridge5 55 V 3 Foundation Bridge 0.5ITIL V2PractitionersCertificate17ITIL V3 Qualification Scheme

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What is a Service?A Service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific cost and risk1

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What is Service Management?Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services

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A set of Functions and Processes for mapping services over their Lifecycle

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Cube RepresentationServices : ERP, Network, Billing, EmailTechnologyJD Edawards, CISCO,Geneva, Lotus NotesProcessesChange,ReleaseProblem

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IT Infrastructure Library (ITIL)Best Practice for IT Service Management - Proven Good Practice that is in wide industry use Provides detail for other industry frameworks and standards. For example - COBIT- ISO / IEC 20000First published by OGC, UK Govt. in Late 1980sUpdated to V2 in 2000/2001- Improved for international audience - New types of service deliveryUpdated to V3 in 2007- Lifecycle model - Greater focus on strategy and business outcomes

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Functions, Roles and Processes (1 of 2)Function- A team or group of people and the tools they use to carry out one or more processes or activities

Role- A set of responsibilities, activities and authorities granted to a person or team

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Functions, Roles and Processes (2 of 2)Process- A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs

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A Process Model

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Characteristics of process

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How to recognize a processIt is measurable

It delivers specific result

Primary result are delivered to customers or stakeholders

It responds to specific events

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QuestionsWhich of the following statements is CORRECT about good practice?

It can be used to drive an organization forwardIt is something that is in wide industry useIt is always documented in international standardsIt is always based on ITIL

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QuestionsIf an organization is able to become more proactive in its ITSM processes, what is likely to happen to support costs?

They are likely to increase graduallyThey are likely to increase dramaticallyThey are likely to gradually reduceThey are likely to reduce initially and then gradually return to current level

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QuestionsWhat is the difference between a process and a project?

A. A process is continuous and has no end date, whereas a project has a finite lifespan. B. A project is continuous and has no end date, whereas a process has a finite lifespan. C. A process stops when the objective has been achieved, whereas a project does not stop when the objective is met. D. In a project the focus is not on the result, whereas with a process the result is important

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QuestionsWhich of the following statements is CORRECT for all processes?

a) They define activities, roles, responsibilities, functions and metricsb) They create value for stakeholdersc) They are carried out by a Service Provider in support of a Customerd) They are units of organizations responsible for specific outcomes

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QuestionsWhich off the following is a characteristic of every process?

1. It is measurable2. It is timely3. It delivers a specific result4. It responds to a specific event5. It delivers its primary result to a customer or stakeholder

a) 1, 2, 3 and 4 onlyb) 1, 2, 4 and 5 onlyc) 1, 3, 4 and 5 onlyd) All of the above

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QuestionsWhen analyzing an outcome for creation of value for customers, what attributes of the service should be considered?

a) Objectives, Metric, Desired outcomeb) Business Objectives, IT objectives, Process metricsc) Desired outcome, Supplier metrics, IT objectivesd) People, Products, Technology

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QuestionsWhich of the following is the process rather than a department?

A. Application Management B. Operations Management C. Service Desk D. Availability Management

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QuestionsWhich of the following statements are CORRECT about Functions?

1. They provide structure and stability to organizations2. They are self-contained units with their own capabilities and resources3. They rely on processes for cross-functional coordination and control4. They are costlier to implement compared to processes

a) 1, 2 and 3 onlyb) 1, 2 and 4 onlyc) All of the aboved) None of the above

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Both intermediate streams assess an individuals comprehension and application of the concepts of ITIL v3.Candidates are able to take units from either of the intermediate streams. These units given them credits towards a diploma. There is a course- Managing across the Lifecycle_ that brings together the full essence of a lifecycle approach to service management.Once someone has gained the requisite number of 22 credits through their education at foundation and intermediate level they will be awarded the ITIL v3 Diploma. No further examination or course is required to gain the diploma.The advanced level Diploma will assess an individuals ability to apply and analyze the ITIL v3 concepts in new areas. This higher Diploma has not been developed at this stage.*Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints. Broadly speaking, services facilitate outcomes by enhancing the performance and by reducing the grip of constraints. The result is an increase in the possibility of desired outcomes. While some services enhance performance of tasks, others have a more direct impact. They perform the task itself.The preceding is not just a definition as it is a recurring pattern found in a wide range of services.For various reasons, customers seek outcomes but do not wish to have accountability or ownership of all the associated cost and risks. For example, a business unit needs a terabyte of secure storage to support its online shopping system. From a strategic perspective, it wants the staff, equipment, facilities, and infrastructure for a terabyte of storage, to remain within its span of control. It does not want, however, to be accountable for all the associated costs and risks, real or nominal, actual or perceived. Fortunately there is a group within the business with specialized knowledge and experience in large scale storage systems, and the confidence to control the associated costs and risks. The business unit agrees to pay for the storage service provided by the group under specific terms and conditions.The business unit remains responsible for the fulfillment of online purchase orders. It is not responsible for the operation and maintenance of fault tolerant configurations of storage devices, dedicated and redundant power supplies, qualified personnel, or the security of the building perimeter, administrative expenses, insurance, compliance with safety regulations, contingency measures, or the optimization problem of idle capacity for unexpected surges in demand. The design complexity, operational uncertainties, and technical trade-offs associated with maintaining reliable high-performance storage systems lead to cost and risks the business unit is simply not willing to own. The service provider assumes ownership and allocates those cost and risk to every unit of storage utilized by the business and any other customers of the storage service.The capabilities represent a service organizations capacity, competency and confidence for action. The act of transforming resources into valuable services is at the core of service management. Without these capabilities, a service organization is merely a bundle of resources that by itself has relatively low intrinsic value for customers.

Service Owner Looks from customer perspectiveProcess Owner Focuses on processes to provide serviceBest Practice and Good PracticeBest practice provides a set of generic guidelines based on the successful experiences of a number of organizations. These guidelines are at a high level and do not answer questions about how they should be applied in specific types of organizations.

Good practice could be either an application of best practice, or it could be an input into best practice.Good practice as an application of Best Practice As organization define specific solutions based on best practice, these are passed on as a good practice within organizations of a similar nature. For example, a vendor sells & implements a service Management tool in several organizations.After each implementation, they learn more about how Best Practice is applied when using this tool. These lessons then become a good practice for implementing that tool.

Another example is that as organizations apply best practice they compare what they have done either informally through attending user group meetings, or more formally by doing benchmarks. These solutions then become a good practice for that specific industry.

Good Practice as in input into Best Practice In some cases Good Practice comes before Best Practice. For example an organization has a problem in controlling remote devices. It creates an innovative way of using Event Management to achieve control.

This solutions is very effective and other companies start implementing something similar. In the next version of ITIL, this Good Practice becomes recognized as a general guideline that can be applied across several contexts and thus becomes a Best Practice.

Functions are units of organizations specialized to perform certain types of work and responsible for specific outcomes. They are self contained with capabilities and resources necessary for their performance and outcomes. Capabilities include work methods internal to the functions. Functions have their own body of knowledge which accumulates from experience. They provide structure and stability to organizations.Functions are often mistaken for processes. For example, there are misconceptions about Capacity Management being a service management process. First capacity management is an organizational capability with specialized processes and work methods. Whether or not it is a function or a process depends entirely on organizational design. It is a mistake to assume that capacity management can only be a process. It is possible to measure and control capacity and to determine whether it is adequate for a given purpose. Assuming that is always a process with discrete countable outcomes can be an error.

A role refers to a set of connected behaviors or actions that are performed by a person, team or group in a specific context. For example a technical management department can perform the role of Problem Management when diagnosing the root cause of Incidents. This same department could also be expected to play several other roles at different times, for example, they may assess the impact of changes (Change Management role), manage the performance of devices under their control (Capacity Management role), etc. The scope of their role and what triggers them to play that role are defined by the relevant process, and agreed by their line manager.Processes, once defined, should be documented and controlled; once under control, they can be repeated and become manageable. Degrees of control over processes can be defined, and then process measurement and metrics can be built in to the process to control and improve the process.The generic process elements show that data enters the process, is processes, is output and the outcome is measured and reviewed. This very basic description underpins any process description. A process is always organized around a set of objectives. The main outputs from the process should be driven by the objectives and should always include process measurements (metrics), reports and process improvement.

Process are examples of closed-loop systems because they provide change and transformation towards a goal, and utilize feedback for self-reinforcing and self-corrective action.Process definitions describe actions, dependencies, and sequence. Processes have the following characteristic:Measurable We are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with the duration and productivity.Specific results The reason a process exists is to deliver a specific result. This result must be individually identified and countable. While we can count Changes, it is impossible to count how many Service Desks were completed. So change is a process and Service Desk is not: it is a function.Customers Every process delivers its primary result to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations.Responds to a specific event While a process may be ongoing or iterative, it should be traceable to a specific trigger.