ITIL V3: Process Summary Sheets For PinkSCAN™ V3 Process... · ITIL V3: Process Summary Sheets for PinkSCAN ITIL V3: Process Summary Sheets For PinkSCAN™ The contents of this

ITIL V3: Process Summary Sheets for PinkSCAN

ITIL V3:

Process Summary Sheets

For PinkSCAN™

The contents of this Quick Reference Guide are based on OGC ITIL

® material and are

reproduced under license from OGC. (Service Strategy, Service Design, Service Transition,

Service Operation, Continual Service Improvement)

ITIL Process Summary Sheets for use with PinkSCAN, November 2009 Page 2 of 38

PinkSCAN Processes

DEMAND MANAGEMENT ......................................................................................................... 4

FINANCIAL MANAGEMENT ..................................................................................................... 5

SERVICE PORTFOLIO MANAGEMENT................................................................................... 6

SERVICE CATALOG MANAGEMENT...................................................................................... 8

SERVICE LEVEL MANAGEMENT ............................................................................................ 9

CAPACITY MANAGEMENT..................................................................................................... 11

AVAILABILITY MANAGEMENT ............................................................................................ 13

IT SERVICE CONTINUITY MANAGEMENT (ITSCM).......................................................... 15

INFORMATION SECURITY MANAGEMENT ........................................................................ 17

SUPPLIER MANAGEMENT ...................................................................................................... 19

CHANGE MANAGEMENT........................................................................................................ 21

SERVICE ASSET & CONFIGURATION MANAGEMENT..................................................... 23

RELEASE & DEPLOYMENT MANAGEMENT....................................................................... 25

SERVICE VALIDATION & TESTING ...................................................................................... 27

KNOWLEDGE MANAGEMENT ............................................................................................... 29

EVENT MANAGEMENT............................................................................................................ 31

INCIDENT MANAGEMENT...................................................................................................... 32

REQUEST FULFILLMENT ........................................................................................................ 33

PROBLEM MANAGEMENT...................................................................................................... 34

ACCESS MANAGEMENT.......................................................................................................... 36

SEVEN (7) STEP IMPROVEMENT PROCESS......................................................................... 38


PinkSCAN Processes In:

SERVICE

STRATEGY


DEMAND MANAGEMENT

OBJECTIVES

Optimize use of Capacity by moving workload to less utilized times, servers or places. Can

use “differential charging” as a technique

• Activity based Demand Management – activity patterns based on business process.

Business processes are the primary source of demand for services

• Patterns of Business Activity (PBA) and User Profiles. Business activity drives demand

for services; each user will have own PBA. Customer assets such as People, Processes,

and Applications generate patterns of business activity (PBA). Patterns of business

activity (PBA) influence the demand patterns seen by the service providers

• Service Package & Service Level Package (SLP):

o A Service Package is a detailed description of an IT service that is available to be

delivered to customers. A Service Package includes an SLP and one or more core

services and supporting services. Each SLP provides a definite level of utility or

warranty from the perspective of outcomes, assets and the PBA of customers. Each

SLP is capable of fulfilling one or more patterns of demand


FINANCIAL MANAGEMENT

Objectives

• The Process responsible for managing an IT service provider's budgeting, accounting

and charging requirements

• Quantification in financial terms of IT services and their value. Includes budgeting,

accounting and charging activities. Concepts include:

o Service Valuation – know cost of service; quantify what to charge it at – based on

value

o Demand modeling – model anticipated usage will be an input to your budget

o Planning Confidence – degree of accuracy of forecasts around future demand

o Service Investment Analysis – analytical models to assess value/return

o Accounting – can track service oriented expenses, etc.

o Compliance – regulation, etc.


SERVICE PORTFOLIO MANAGEMENT

OBJECTIVES

Service Portfolio Management a dynamic method for governing investments in Service

Management across the enterprise and managing them for value.

ACTIVITIES

Based on Service Strategy, we…

• Define: Inventory services, ensure business cases and validate portfolio data

• Analyze: Maximize portfolio value, align and prioritize and balance supply and demand

• Approve: Finalize proposed portfolio, authorize services and resources

• Charter: Communicate decisions, allocate resources and charter services.

…the investments for the Service Portfolio

KEY CONCEPTS

Service Portfolio

• A Service Portfolio describes a provider’s services in terms of business value. It

articulates business needs and the provider’s response to those needs



SERVICE

DESIGN


SERVICE CATALOG MANAGEMENT

Objectives

• Manage the information contained within the Service Catalog, and ensure that it is

accurate and reflects the current details, status, interfaces and dependencies of all

services that are being run, or being prepared to run, in the live environment

Scope

• The scope of the Service Catalog Management process is to provide and maintain

accurate information on all services that are being transitioned or have been

transitioned to the live environment

Activities

• Agreeing and documenting a service definition with all relevant parties

• Interfacing with Service Portfolio Management

• Producing and maintaining a Service Catalog and its contents, in conjunction with the

Service Portfolio

• Interfacing with the business and IT Service Continuity Management

• Interfacing with support teams, suppliers and Configuration Management

• Interfacing with Business Relationship Management and Service Level Management

Key Concepts

• Service Catalog

o A database or structured document with information about all live IT services,

including those available for deployment

o The Service Catalog is the only part of the Service Portfolio published to

customers, and is used to support the sale and delivery of IT services

o The Service Catalog includes information about deliverables, prices, contact

points, ordering and request Processes

• Business Service Catalog

o Containing details of all the IT services delivered to the customer, together

with relationships to the business units and the business process that rely on

the IT services. This is the customer view of the Service Catalog

• Technical Service Catalog

o Containing details of all the IT services delivered to the customer, together

with relationships to the supporting services, shared services, components and

CIs necessary to support the provision of the service to the business


SERVICE LEVEL MANAGEMENT

Objectives

• Define, document, agree, monitor, measure, report and review the level of IT services

provided

• Provide and improve the relationship and communication with the business and

customers

• Ensure that specific and measurable targets are developed for all IT services

• Monitor and improve customer satisfaction with the quality of service delivered

• Ensure that IT and the customers have a clear and unambiguous expectation of the

level of service to be delivered

• Ensure that proactive measures to improve the levels of service delivered are

implemented wherever it is cost-justifiable to do so

Scope

• SLM should provide a point of regular contact and communication to the customers

and business managers of an organization. It should represent the IT service provider

to the business, and the business to the IT service provider

Activities

• Determine, negotiate, document and agree requirements for new or changed services

in Service Level Requirements (SLR), and manage and review them through the

Service Lifecycle into SLAs for operational services

• Monitor and measure service performance achievements of all operational services

against targets within SLAs

• Collate, measure and improve customer satisfaction

• Produce service reports

• Conduct service review and instigate improvements within an overall Service

Improvement Plan (SIP)

• Review and revise SLAs, service scope OLAs, contracts and any other underpinning

agreements

• Develop and document contacts and relationships with the business, customers and

stakeholders

• Develop, maintain and operate procedures for logging, actioning and resolving all

complaints and for logging and distributing compliments

• Log and manage all complaints and compliments

• Provide the appropriate management information to aid performance management

and demonstrate service achievement

• Make available and maintain up-to-date SLM document templates and standards


Key Concepts

• Service Level Requirement (SLR)

o A customer requirement for an aspect of an IT service. SLRs are based on

Business Objectives and are used to negotiate agreed Service Level Targets

• Service Level Targets

o A commitment that is documented in a Service Level Agreement. Service

Level Targets are based on Service Level Requirements and are needed to

ensure that the IT service design is Fit for Purpose. Service Level Targets

should be SMART, and are usually based on KPIs

• Service Level Agreement (SLA)

o Agreement between IT service provider and customer

o The SLA describes the IT service, documents Service Level Targets, and

specifies the responsibilities of the IT Service Provider and the customer

o A single SLA may cover multiple IT services or multiple customers

• Operational Level Agreement (OLA)

o Agreement within same organization

o An OLA supports the IT Service Provider's delivery of IT services to

customers

o The OLA defines the goods or services to be provided and the responsibilities

of both parties

o Can include non-IT parts of the organization

• Underpinning Contract

o Binding legal agreement between two or more parties

o The third party provides goods or services that support delivery of an IT

service to a customer

o The Underpinning Contract defines targets and responsibilities that are

required to meet agreed Service Level Targets in an SLA


CAPACITY MANAGEMENT

Objectives

• Produce and maintain an appropriate and up-to-date Capacity Plan that reflects the

current and future needs of the business

• Provide advice and guidance to all other areas of the business and IT on all capacity-

and performance-related issues

• Ensure that service performance achievements meet or exceed all of their agreed

performance targets, by managing the performance and capacity of both services and

resources

• Assist with the diagnosis and resolution of performance- and capacity-related

Incidents and Problems

• Assess the impact of all changes on the Capacity Plan, and the performance and

capacity of all services and resources

• Ensure that proactive measures to improve the performance of services are


Scope

• The Capacity Management process should be the focal point for all IT performance

and capacity issues. The process should encompass all areas of technology, both

hardware and software, for all IT technology components and environments. Capacity

Management should also consider space planning and environmental systems

capacity as well as certain aspects of human resources

Activities

• Some activities in the Capacity Management process are reactive, while others are

proactive. The proactive activities of Capacity Management should include:

o Pre-empting performance issues by taking the necessary actions before they occur

o Producing trends of the current component utilization and estimating the future

requirements

o Modeling and trending the predicted changes in IT services

o Ensuring that upgrades are budgeted, planned and implemented before SLAs and

service targets are breached or performance issues occur

o Actively seeking to improve service performance wherever it is cost-justifiable

o Tuning and optimizing the performance of services and components

• The reactive activities of Capacity Management should include:

o Monitoring, measuring, reporting and reviewing the current performance of both

services and components

o Responding to all capacity-related ‘threshold’ events and instigating corrective

action

o Reacting to and assisting with specific performance issues


Key Concepts

Capacity plan covers

• Business Capacity Management

• Service Capacity Management

• Component Capacity Management

CMIS

• Capacity Management Info System

Business Capacity Management

• In the context of ITSM, Business Capacity Management is the activity responsible for

understanding future business requirements for use in the capacity plan

Service Capacity Management

• The activity responsible for understanding the performance and capacity of IT

services

• The resources used by each IT service and the pattern of usage over time are

collected, recorded, and analyzed for use in the capacity plan

Resource Capacity Management

• The Process responsible for understanding the capacity, utilization, and performance

of Configuration Items

• Data is collected, recorded and analyzed for use in the capacity plan


AVAILABILITY MANAGEMENT

Objectives

• Produce and maintain an appropriate and up-to-date Availability Plan that reflects the

current and future needs of the business

• Provide advice and guidance to all other areas of the business and IT on all

availability-related issues

• Ensure that service availability achievements meet or exceed all their agreed targets,

by managing services and resources-related availability performance

• Assist with the diagnosis and resolution of availability-related Incidents and Problems

• Assess the impact of all changes on the Availability Plan and the performance and

capacity of all services and resources

• Ensure that proactive measures to improve the availability of services are


Scope

• The scope of the Availability Management process covers the design,

implementation, measurement, management and improvement of IT service and

component availability

Activities

• Determining the availability requirements

• Determining the VBFs, in conjunction with the business and ITSCM

• Determining the impact arising from IT service and component failure in conjunction

with ITSCM

• Defining the targets for availability, reliability and maintainability

• Establishing measures and reporting of availability, reliability and maintainability

• Monitoring and trend analysis of the availability, reliability and maintainability of IT

components

• Reviewing IT service and component availability and identifying unacceptable levels

• Investigating the underlying reasons for unacceptable availability

• Producing and maintaining an availability plan that prioritizes and plans IT

availability improvements

Key Concepts

The Availability Management process has two key elements:

• Reactive activities: The reactive aspect of Availability Management involves the

monitoring, measuring, analysis and management of all Events, Incidents and

Problems involving unavailability. These activities are principally involved within

operational roles


• Proactive activities: The proactive activities of Availability Management involve the

proactive planning, design and improvement of availability. These activities are

principally involved within design and planning roles

Availability Management is completed at two interconnected levels:

1. Service availability

o Involves all aspects of service availability and unavailability and the

impact of component availability, or the potential impact of

component unavailability on service availability

2. Component availability

o Involves all aspects of component availability and unavailability

• Reliability

o A measure of how long a service, component or CI can perform its agreed

function without interruption

• Maintainability

o A measure of how quickly and effectively a service, component or CI can be

restored to normal working after a failure

• Serviceability

o The ability of a third party supplier to meet the terms of their contract. Often

this contract will include agreed levels of availability, reliability and/or

maintainability for a supporting service or component

• Availability

o Ability of a service, component or CI to perform its agreed function when

required

• High Availability

o A characteristic of the IT service that minimizes or masks the effects of IT

component failure to the users of a service

• Fault Tolerance

o The ability of an IT service, component or CI to continue to operate correctly

after failure of a component part

• Continuous Operation

o An approach or design to eliminate planned downtime of an IT service. Note

that individual components or CIs may be down even though the IT service

remains available

• Continuous Availability

o An approach or design to achieve 100% availability. A continuously

Available IT service has no planned or unplanned downtime


IT SERVICE CONTINUITY MANAGEMENT (ITSCM)

Objectives

• Maintain a set of IT Service Continuity Plans and IT recovery plans that support the

overall Business Continuity Plans (BCPs) of the organization

• Complete regular Business Impact Analysis (BIA) exercises to ensure that all

continuity plans are maintained in line with changing business impacts and

requirements

• Conduct regular risk analysis and management exercises, particularly in conjunction

with the business and the Availability Management and Security Management

processes, that manage IT services within an agreed level of business risk

• Provide advice and guidance to all other areas of the business and IT on all

continuity- and recovery-related issues

• Ensure that appropriate continuity and recovery mechanisms are put in place to meet

or exceed the agreed business continuity targets

• Assess the impact of all changes on the IT Service Continuity Plans and IT recovery

plans

• Ensure that proactive measures to improve the availability of services are


• Negotiate and agree the necessary contracts with suppliers for the provision of the

necessary recovery capability to support all continuity plans in conjunction with the

Supplier Management process

Scope

• ITSCM focuses on those events that the business considers significant enough to be

considered a disaster. Less significant events will be dealt with as part of the Incident

Management process. What constitutes a disaster will vary from organization to

organization

Activities

Stage 1 – Initiation

• The initiation process covers the whole of the organization and consists of the

following activities:

o Policy setting

o Specify terms of reference and scope

o Allocate resources

o Define the project organization and control structure

o Agree project and quality plans

Stage 2 – Requirements and Strategy

• Requirements – Business Impact Analysis

• Requirements – Risk Analysis

• IT Service Continuity Strategy

• Risk response measures


• Off-site storage

• ITSCM recovery options

o Manual Work-arounds

o Reciprocal arrangements

o Gradual recovery

o Intermediate recovery

o Fast recovery

o Immediate recovery

Stage 3 – Implementation

• Once the strategy has been approved, the IT Service Continuity Plans need to be

produced in line with the Business Continuity Plans

• Testing

o Walk-through tests

o Full tests

o Partial tests

o Scenario tests

Stage 4 – Ongoing Operation

• This stage consists of the following:

o Education, awareness and training

o Review

o Testing

o Change Management

Invocation

• Invocation is the ultimate test of the Business Continuity and ITSCM Plans

• Invocation is a key component of the plans, which must include the invocation

process and guidance

Key Concepts

• See activities 2 and 3 above


INFORMATION SECURITY MANAGEMENT

Objectives

To align IT security with business security and ensure that information security is

effectively managed in all service and Service Management activities.

Scope

• The ISM process should be the focal point for all IT security issues, and must ensure

that an Information Security Policy is produced, maintained and enforced that covers

the use and misuse of all IT systems and services

Activities

• Production, review and revision of an overall Information Security Policy and a set of

supporting specific policies

• Communication, implementation and enforcement of the security policies

• Assessment and classification of all information assets and documentation

• Implementation, review, revision and improvement of a set of security controls and

risk assessment and responses

• Monitoring and management of all security breaches and major security Incidents

• Analysis, reporting and reduction of the volumes and impact of security breaches and

Incidents

• Schedule and completion of security reviews, audits and penetration tests

Key Concepts

ISMS (Info Security Management System) or the Security Framework

• Need a cost effective security program – ISO27001, etc.

• ISO 27001 is the formal standard against which organizations may seek independent

certification of their ISMS (meaning their frameworks to design, implement, manage,

maintain and enforce information security processes and controls systematically and

consistently throughout the organizations). There are five elements to this framework:

o Control

o Plan

o Implement

o Evaluate

o Maintain

CIA

• Confidentiality, Integrity, Availability

Information Security Policy


• The policy should cover all areas of security, be appropriate, meet the needs of the

business

• Access control, password, etc.

Information Security Governance

• Information security governance, when properly implemented, should provide six

basic outcomes:

o Strategic alignment

o Value delivery

o Risk Management

o Performance Management

o Resource Management

o Business process assurance


SUPPLIER MANAGEMENT

Objectives

• Obtain value for money from suppliers and contracts

• Ensure that supplier contracts and agreements with suppliers are aligned to business

needs and support agreed targets in Service Level Requirements (SLR) and in Service

Level Agreements (with SLM)

• Manage relationships with suppliers

• Manage supplier performance

• Negotiate and agree contracts with suppliers and manage them through their lifecycle

• Maintain a supplier policy and a supporting Supplier and Contract Database (SCD)

Scope

• The Supplier Management process should include the management of all suppliers

and contracts needed to support the provision of IT services to the business. Each

service provider should have formal processes for the management of all suppliers

and contracts

Activities

• Identification of business need and preparation of the business case

• Evaluation and procurement of new contracts and suppliers

• Establish new suppliers and contracts

• Supplier and contract categorization

• Manage the supplier and contract performance

• End of term

Key Concepts

Supplier & Contracts Database (SCD)

• Ideally the SCD should form an integrated element of a comprehensive CMS or

SKMS, recording all supplier and contract details, together with details of the type of

service(s) or product(s) provided by each supplier, and all other information and

relationships with other associated CIs



SERVICE

TRANSITION


CHANGE MANAGEMENT

Objectives

• Standardized methods and procedures are used for efficient and prompt handling of

all Changes

• All Changes to service assets and Configuration Items are recorded in the

Configuration Management System

• Overall business risk is optimized. The goals of Change Management are to:

• Respond to the customer’s changing business requirements while maximizing

value and reducing Incidents, disruption and re-work

• Respond to the business and IT Requests for Change that will align the services

with the business needs. The objective of the Change Management process is to

ensure that changes are recorded and then evaluated, authorized, prioritized,

planned, tested, implemented, documented and reviewed in a controlled manner

Scope

• The scope of Change Management covers changes to baselined service assets and

Configuration Items across the whole Service Lifecycle

• Each organization should define the Changes that lie outside the scope of their service

change process

Levels Of Activities

• Manage the process

• Manage the individual Changes

Overall Change Management activities include:

• Planning and controlling Changes

• Change and Release scheduling

• Communications

• Change decision making and Change authorization

• Ensuring there are remediation plans

• Measurement and control

• Management reporting

• Understanding the impact of Change

• Continual improvement


Typical activities in managing individual Changes are:

• Create and record the RFC

• Review RFC and change proposal

• Assess and evaluate the change

• Authorize the change

• Obtain authorization/rejection

• Plan updates

• Coordinate Change implementation

• Review and close Change

Key Concepts

Three (3) Models

• Normal Change – any Change that follows a normal Change model/flow

• Standard Change – pre-authorized

• Emergency Change – not an expedited Change due to lack of planning. Changes to

repair an error in IT service – high degree negative impact to business

Many Types/Categories Of Changes

• Service Change – any Change to a service/service component

• Strategic Change – Change to service strategies, or a Change to meet a strategic

objective

• Corrective Change – a Change to fix errors which are affecting business

Schedule Of Changes (SC)

• Schedule of authorized Changes and their proposed implementation dates

7 Rs To Assess Changes:

• Who raised it?

• What is reason?

• What is the return?

• What are the risks?

• Who are the resources required?

• Who has responsibility for build/test/implement?

• What are relationship between this change and others?


SERVICE ASSET & CONFIGURATION MANAGEMENT

Objectives

• Identify, control, record, report, audit and verify service assets and Configuration

Items, including versions, baselines, constituent components, their attributes and

relationships

• Account for, manage and protect the integrity of service assets and Configuration

Items (and, where appropriate, those of its customers) through the Service Lifecycle

by ensuring that only authorized components are used and only authorized Changes

are made

• Protect the integrity of service assets and Configuration Items (and, where

appropriate, those of its customers) through the Service Lifecycle

• Ensure the integrity of the assets and configurations required to control the services

and IT infrastructure by establishing and maintaining an accurate and complete

Configuration Management System. The goals of Configuration Management are to:

• Support the business and customer’s control objectives and requirements

• Support efficient and effective Service Management processes by providing

accurate configuration information to enable people to make decisions at the right

time, for example, to authorize Change and Releases, resolve Incidents and

Problems faster

• Minimize the number of quality and compliance issues caused by improper

configuration of services and assets

• Optimize the service assets, IT configurations, capabilities and resources. The

objective is to define and control the components of services and infrastructure

and maintain accurate configuration information on the historical, planned and

current state of the services and infrastructure

Scope

Asset Management

• Covers service assets across the whole Service Lifecycle. It provides a complete

inventory of assets and who is responsible for their control

Configuration Management

• Ensures that selected components of a complete service or product (the configuration)

are identified, baselined and maintained and that changes to them are controlled

Activities

• Management and planning

• Configuration identification

• Configuration control

• Status accounting and reporting

• Verification and audit

Key Concepts


CMS – Configuration Management System

• Architecture which includes federated CMDBs, automated discovery tools,

presentation layer, etc.

CMDB – Configuration Management Database

• A database used to store Configuration Records throughout their Lifecycle

• The Configuration Management System maintains one or more CMDBs, and each

CMDB stores attributes of CIs, and Relationships with other CIs

CI – Configuration Item

• Any component that needs to be managed in order to deliver an IT Service.

Information about each CI is recorded in a Configuration Record within the

Configuration Management System and is maintained throughout its Lifecycle by

Configuration Management. CIs are under the control of Change Management

• CIs typically include IT services, hardware, software, buildings, people, and formal

documentation such as Process documentation and SLAs

CI Types:

• Service Lifecycle – business case

• SDP etc, Service – apps., service model

• Organization – regulatory

• Internal – any internal CI

• External – sub-contract services, etc.

Logical Model

• A model, simple representation of services, assets and infrastructure, includes CI

relationships. Represents physical/operational environment


RELEASE & DEPLOYMENT MANAGEMENT

Objectives

• There are clear and comprehensive Release and Deployment plans that enable the

customer and business change projects to align their activities with these plans

• A release package can be built, installed, tested and deployed efficiently to a

deployment group or target environment successfully and on schedule

• A new or changed service and its enabling systems, technology and organization are

capable of delivering the agreed service requirements, i.e.: Utilities, warranties and

service levels

• There is minimal unpredicted impact on the production services, operations and

support organization

• Customers, users and Service Management staff are satisfied with the Service

Transition practices and outputs, e.g.: User documentation and training

Scope

• The scope of Release and Deployment Management includes the Processes, Systems

and Functions to package, build, test and deploy a Release into production and

establish the service specified in the Service Design package before final handover to

service operations

Activities

• Planning

• Preparation for build, test and deployment

• Build and test

• Service testing and pilots

• Plan and prepare for deployment

• Perform transfer, deployment and retirement

• Verify deployment

• Early life support

• Review and close a deployment

• Review and close Service Transition

Key Concepts

Release Unit

• Portion of service/infrastructure released together – aligned to Release Policy

Release Design Options:

• Phased vs. Big Bang

• Push vs. Pull

• Automation vs. Manual


Release & Deployment Models

• Approach, mechanism, processes, procedures, resources, etc., required to build and

deploy release on time and within budget. Includes release structure, release build

templates, etc.

Service V Model

• Represent configuration levels and testing

• Requirements to support design through to validation and testing


SERVICE VALIDATION & TESTING

Objective

• Provide confidence that a Release will create a new or changed service or service

offerings that deliver the expected outcomes and value for the customers within the

projected costs, capacity and constraints

• Validate that a service is ‘fit for purpose’ – it will deliver the required performance

with desired constraints removed

• Assure a service is ‘fit for use’ – it meets certain specifications under the specified

terms and conditions of use

• Confirm that the customer and stakeholder requirements for the new or changed

service are correctly defined and remedy any errors or variances early in the service

lifecycle as this is considerably cheaper than fixing errors in production

Scope

• Service Validation and Testing can be applied throughout the Service Lifecycle to

quality assure any aspect of a service and the service providers’ capability, resources

and capacity to deliver a service and/or service release successfully

• In order to validate and test an end-to-end service the interfaces to suppliers,

customers and partners are important. Service provider interface definitions define the

boundaries of the service to be tested, e.g.: Process interfaces and organizational

interfaces

Activities

• Test Management

• Plan and Design Tests

• Verify Test Plans and Test Designs

• Prepare Test Environment

• Perform Tests

• Evaluate Exit Criteria and Report

• Test Clean Up and Closure

Key Concepts

Test Strategy

• A test strategy defines the overall approach to organizing testing and allocating

testing resources. It can apply to the whole organization, a set of services or an

individual service

Test Models

• A test model includes a test plan, what is to be tested and the test scripts that define

how each element will be tested

• A test model ensures that testing is executed consistently in a repeatable way that is

effective and efficient


• The test scripts define the release test conditions, associated expected results and test

cycles


KNOWLEDGE MANAGEMENT

Objectives

• Enabling the service provider to be more efficient and improve quality of service,

increase satisfaction and reduce the cost of service

• Ensuring staff have a clear and common understanding of the value that their services

provide to customers and the ways in which benefits are realized from the use of

those services

• Ensuring that, at a given time and location, service provider staff have adequate

information

Scope

• Knowledge Management is a whole lifecycle-wide process in that it is relevant to all

lifecycle sectors and hence is referenced throughout ITIL from the perspective of

each publication

Activities

• Knowledge Management Strategy

• Knowledge Transfer

• Data and Information Management

Key Concepts

The DIKW Structure

DIKW stands for Data, Information, Knowledge and Wisdom

• Data is a set of discrete facts about events

• Information comes from providing context to data

• Knowledge is composed of the tacit experiences, ideas, insights, values and

judgments of individuals

• Wisdom gives the ultimate discernment of the material and having the application

and contextual awareness to provide a strong common sense judgment



SERVICE

OPERATION


EVENT MANAGEMENT

Objectives

To detect events, make sense of them and determine that the appropriate control action is

provided by Event Management, thus providing the basis for operational monitoring and

control

Events Can Signify

• Regular operation, e.g.: Batch has run

• An exception, e.g.: Batch running slow, disk drive almost full

• Unusual, but not exceptional, operation, e.g.: Unauthorized access?

Scope

• Event Management can be applied to any aspect of Service Management that needs to

be controlled and which can be automated. These include:

o Configuration Items

o Environmental conditions

o Software license monitoring

o Security

o Normal activity

Activities

• Event occurs

• Event notification

• Event detection

• Event filtering

• Significance of events

• Event correlation

• Trigger

• Response selection

• Review actions

• Close event

Key Concepts

Event

• Change of state significant for management of CI or service. Notification could

be to a potential disruption

Alert

• Subset of event based on thresholds, warning – action needed


INCIDENT MANAGEMENT

Objectives

• Restore normal service operation as quickly as possible and minimize adverse impact

on business operations

• Ensure best levels of service quality and availability are maintained

Service Desk owns end-to-Incident record

Scope

• Incident Management includes any event which disrupts, or which could disrupt, a

service. This includes events which are communicated directly by users, either

through the Service Desk or through an interface from Event Management to Incident

Management tools. Incidents can also be reported and/or logged by technical staff

Activities

• Incident Identification

• Incident Logging

• Incident Categorization

• Filter out Service Requests

• Incident Prioritization

• Major Incident – separate procedure if shorter timescale and greater urgency is

needed

• Initial Diagnosis – often by Service Desk

• Hierarchical Escalation

• Functional Escalation

• Investigation and Diagnosis

• Resolution and Recovery

• Incident Closure – by Service Desk, based on user satisfaction

• Ownership, Monitoring, Tracking and Communication

Key Concepts

Incident

• It is a failure. Unplanned interruption to an IT service or service quality reduction

Timescales

• Time-stamps in process; examples include response, resolution times

Incident Model

• Pre-defining the steps that should be taken to handle a process in an agreed way

Major Incident

• Determined by policy, shorter time scales and greater urgency


REQUEST FULFILLMENT

Objectives

• To provide a channel for users to request and receive standard services for which a

pre-defined approval and qualification process exists

• To provide information to users and customers about the availability of services and

the procedure for obtaining them

• To source and deliver the components of requested standard services (e.g.: Licenses

and software media)

• To assist with general information, complaints or comments

Scope

• The process needed to fulfill a request will vary depending upon exactly what is being

requested. Some organizations will be comfortable to let the Service Requests be

handled through their Incident Management processes

• It will ultimately be up to each organization to decide and document which request it

will handle through the Request Fulfillment process and which others will have to go

through more formal Change Management

Activities

• Menu selection and request submission

• Financial approval

o Other approval

• Request logging, categorization and prioritization

• Fulfillment

• Closure

Key Concepts

Service Request

• Includes how to inquiries, request a standard service, password reset etc – often

handled by Service Desk

Request Model

• Predefined steps to handle specific service requests

• Enabled via support tools


PROBLEM MANAGEMENT

Objectives

The process responsible for managing the lifecycle of all Problems through:

• Preventing Problems and resulting Incidents from happening

• Eliminating recurring Incidents

• Minimizing the impact of Incidents that cannot be prevented

Scope

• Problem Management includes the activities required to diagnose the root cause of

Incidents and to determine the resolution to those Problems. It is also responsible for

ensuring that the resolution is implemented through the appropriate control

procedures, especially Change Management and Release Management

Problem Management consists of two major processes:

• Reactive Problem Management, which is generally executed as part of Service

Operation

• Proactive Problem Management which is initiated in Service Operation, but

generally driven as part of Continual Service Improvement

Activities

• Problem Detection

• Problem Logging

• Problem Categorization

• Prioritization

• Investigation and Diagnosis

• Raising A Known Error Record

• Problem Resolution

• Closure

• Major Problem Review


Key Concepts

Problem

• Unknown cause of one or more Incidents. Cause often known when Problem

Record created

Problem Model

• Predefined steps to deal with a particular type of Problem

Work-around

• Reduce/eliminate impact of an Incident/Problem for which a full resolution is not

yet available

Known Error

• Problem + Root Cause + Work-around = Known Error

• But, you can for informational purposes raise a Known Error when the root

cause/Work-around is unavailable


ACCESS MANAGEMENT

OBJECTIVES

Access Management provides the right for users to be able to use a service or group of

services. It is, therefore, the execution of policies and actions defined in Security and

Availability Management

• Grants authority to use a service and prevent access to non-authorized users

• Provides rights to access a service/group of services

• Execution of policies and actions defined in Security and Availability Management

SCOPE

• Access Management is effectively the execution of both Availability and Information

Security Management, in that it enables the organization to manage the confidentiality,

availability and integrity of the organization’s data and intellectual property

• Process that is executed by all Technical and Application Management functions and is it

usually not a separate function

• Can be initiated by a Service Request through the Service Desk

ACTIVITIES

• Requesting Access

• Verification

• Providing Rights

• Monitoring Identity Status

• Logging and Tracking Access

• Removing Or Restricting Rights

KEY CONCEPTS

ACCESS

• Level/extent of service functionality or data that user is entitled to use

IDENTITY

• How distinguish user as an individual

• Identity unique to user; Physical access: retina scans etc

RIGHTS/PRIVILEGES

• Actual settings – read, write, execute, admin rights etc

SERVICES/SERVICE GROUPS

• Grant access to a whole set of services – as opposed to granting it service by service

DIRECTORY SERVICES

• Tool used to manage access and rights



CONTINUAL

SERVICE

IMPROVEMENT


SEVEN (7) STEP IMPROVEMENT PROCESS

OBJECTIVE

Continually define what should and can be measured. To transform raw data into a

meaningful set of corrective actions (use tools and methods throughout service lifecycle)

ACTIVITIES

• What should you measure

• What can you measure

• Gather the data

• Process the data

• Analyze the data

• Present and use the information

• Implement corrective action

Iterative: Start cycle again

Documents

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