Student Guide r3.2

ITIL Foundations based on Version 3 – Student Guide – R3.2

Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.

Experts in Business and IT Al ignment

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Foundations Course for IT

Service Management

(Based on ITIL® V3)


Service Management


Course Description:

ITIL v3 Foundations is an intensive three-day course. Success in the one hour multiple-choice examination at the end of the course will lead to award of the Foundation Certificate in IT Service Management. This interactive computer based training course is expected to take approximately 20 hours to complete.

Objectives:

Provides an essential level of knowledge in the following areas: Service Management as a practice Service Lifecycle Key Principles and Models General Concepts and Definitions Selected Processes Selected Roles Selected Functions Technology and Architecture ITIL v3 Qualification scheme

Prepares students to pass the ITIL Foundation exam. Helps students leverage ITIL concepts and practices in their daily work. Certification Exam from EXIN or ISEB

This document is provided as a printable version of the course to support the students need for distance learning when access to a computer is not convenient.



Experts in Business and IT Alignment

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Service Management



Service Management


Notes: Written by:

• Susan Davidson ([email protected])

and • Michael McGaughey

([email protected]) Published by: Dream Catchers, Inc 7107 Shadow Run San Antonio, TX 78250 www.dream-catchers-inc.com Phone:866-FOR-ITSM 866-367-4876 Support:[email protected] Copyright © 2008 Dream Catchers, Inc. All rights reserved.

ITIL® is a registered trademark of the Office of Government Commerce (OGC). © Crown Copyright material reproduced with the kind permission of OGC and the Controller of Her Majesty’s Stationary Office (HMSO).

Foundations Course for ITS

M (ITIL v3)

Course Introduction

Learning Concepts that enhance performanceSpecial features in the Main MenuNavigation System and featuresUser Controls for custom look and feel

Notes:




M (ITIL v3)

Learning ConceptsFor enhanced performance

Music User Mobility Feedback & Diagnostics Sign Posting & Maps

Notes: Learning concepts for enhanced performance cover 4 areas. These are Music, User mobility, Feedback and diagnostics, and signposting. Specially selected music is built into the introduction and review of each learning unit. The music is design to enhance memory and comprehension. The Unit Quizzes use a different music selection to enhance relaxation and recall. User mobility is designed to allow the student the freedom to learn in their own way. Our minds do not work linearly and therefore our learning should be flexible and responsive to our curiosity and need for feedback. User mobility includes features such as an easy navigation menu with color coded completion status, the ability to skip around fast and easily, using the search tool students can create their own customized mini course, and students can toggle on and off features for desired look and feel. Feedback is critical to enhancing learning. The learning units provide learning games with positive feedback, and the unit quizzes which provide instant feedback on questions offering correct answers as needed. The most outstanding feature is the ability to diagnose the areas of weakness in a quiz and then get guidance on corrective actions. Finally Signposts are placed on each slide to aid the student in knowing how that content fits into the overall picture. Being able to sort out concepts, terms, roles, functions, and processes across a lifecycle is aided with the Signpost and downloadable process map.


M (ITIL v3)

Special Features Main Menu

Notes: The course main menu provides several special features. The features are designed to help student collaborate with each other, add convenience to the use of the course and to provide additional content to support the learning experience. Menu Features include: Send a link – helpful to share information in the training with other team members Bookmarking – ability to easily return to favorite sections of the course Course Resume Button – the course remembers where you left off and asks at start up if you want to resume from your last place in the course or start over Attachments – A menu provide additional downloadable documents



ITIL V3 Dictionary ITI V3 Process map Student Guide for this course Implementation templates Exam Prep Guide – a complete guidance module with tips on study and test taking, core concepts, vocabulary and acronyms that must be learned Faqs – list of frequently asked questions and their answers


M (ITIL v3)

Navigation

Notes: The navigation menu provides 3 tabs. The Outline, Search, and Notes tabs. The Outline Tab provides a hierarchical list of topics for the course. The triangle next to a topic can be toggled to expand or close the list of sub topics. The menu text is white for all items that have not been covered and black for items that have been covered. This enables students to skip around and continue to track their progress. The Search Tab allows for the search of terms or phrases. Searches can be done on slides or notes within slides. A list of slides is then presented which match the search term or phrase. This list can serve as a mini course on the topic selected. For example the search for Roles which is a signpost symbol on slides related to defining roles will produce the list shown on the screen. The notes tab will display notes of additional information related to the slide content. This information is also provided in the Student Guide which can be downloaded from the Attachments. In this slide we see information in the notes tab from the Gartner Group which supports the content of the course material. Above the 3 tabs is the Speaker information. For each slide the speaker information is provided along with their biography, and a support email. You may use this email to request support or get answers to questions.




M (ITIL v3)

Controls

Notes: The user controls are placed along the bottom of the screen. The volume control allows for rising or lowering the volume. The slider bar shows the progress of the audio for the slide. It can be moved backward or forward at any time. The play, pause, forward and back buttons allow for quick and easy movement within the course in addition to the navigation menu. Users can easily move backward or forward to review a point that may be relevant to the current slide. The Screen Features control allows the user to toggle on and off the main menu, control bar and the navigation menu. This allows users to select their own look and feel for the course.

Learning Objectives

To provide a basic understanding of the ITSM frameworkas described by the IT Infrastructure Library (ITIL)To understand how ITSM can be used to enhance thequality of IT service management within an organizationTo enable comprehension and / or awareness of keyareas of the 5 ITIL core books:

Service StrategyService DesignService TransitionService OperationContinual Service Improvement

To prepare to sit the ITIL Foundation ExamFormat40 Multiple Choice Questions (26 correct to pass)

Notes: The exam is a one hour (maximum), ‘closed book’ exam. The exam will be proctored. The proctor will provide you everything you need for the exam, including:

Exam Paper (questions) Answer sheet Pencils

Understand the Difference between ITIL and ITSMBusiness Issues and Drivers for ITSMValue of IT Service ManagementKey Concepts of IT Service Management

Understand the Difference between ITIL and ITSMBusiness Issues and Drivers for ITSMValue of IT Service ManagementKey Concepts of IT Service Management

ITSM as a PracticeITSM as a Practice

Notes:



Market Drivers / Issues for IT

Business reliance on IT is growingThere is a higher demand for tangible, real business valueBusiness enterprises require the ability to plan, monitor and manage the value they get from IT IT must help the business define and manage its own business value by providing the framework and mechanisms for measuring, articulating and controlling business value – top to bottom

Increasing regulatory business control and reporting requirements (e.g. SOX)Global 24 / 7 operations are a mustPerception of IT Service quality = poor or unclearInfrastructure behavior is unpredictable and impact on the business is intangibleThe valuable use of IT and resources is hard to defineMajor commercial failures are at risk from IT failuresBudgets are being tightly justifiedCompetition (e.g. outsourcing) is increasing

Considerations:

Get Pay

The Value Equation*

*for non-MBAs

Notes: (Signpost roles ) Notes regarding IT Performance (from Gartner):

38% - no consistency in the delivery of changes

29% - more than half the IT effort spent is on firefighting

Up to 75% of calls to the Service Desk are due to failed changes

Up to 50% of calls to the Service Desk are repeat incidents

Less than 35% of IT organizations produce business focused metrics

50% of IT organizations produce only IT performance metrics

IT’s Key: Managing to Business Value

QualityRisk ManagementComplianceMarket penetrationTime to market

What May be Value (indicators):

Managing Value means:

Understanding how the business delivers and manipulates value Linking business value drivers to IT services that deliver valueDesigning, operating and optimizing services to ensure the realization of value

P&E RatioShare priceRatingFlexibilitySecurity

Status

Deliverables

Project “on budget”

“on time”

What is NOT Value?

System Availability

Notes: (Signpost roles functions)

What is IT Service Management (ITSM)?

ITSM transforms resources and capabilities into value-adding services Capabilities represent a service organization’s capacity, competency and confidence for action Incorporates functions and processes across a service lifecycle

Service management is a set of specialized organizational capabilities for providing value to customers in the form of services.

CustomerCustomer ProviderProviderServiceService

Notes: (Signpost functions process)



IT Service Management Goals

Align IT services with the current and future business needs of the customers

Also referred to as BITA (Business IT Alignment)

Improve the quality of IT services – in whatever way the customer expresses ‘quality’, e.g.,

DependabilityTimelinessAccuracy of predictions

Reduce the long term cost of service provisioni.e. more for the same

or less cost

Notes: (Signpost roles terms)

What is ITIL? A set of books describingaccepted world-wide ‘bestpractice’ for quality IT ServiceManagementOriginally developed in the 1980sin the UK with publicand private sector contributions

OGC - Office of GovernmentCommerce owns the copyright

Used as the foundation ISO 20000Maintained by the itSMF (the ITService Management Forum)representing IT ServiceManagement professionals world-wideCommon language

Notes: List Concept, Terms The UK’s Office of Government Commerce (OGC) has documented a set of processes and procedures for the delivery and support of high quality IT services, designed and managed to meet the needs of an organization. It’s full title is ITIL Service Management Practices. The original meaning of the words behind the initials is unimportant and not used any longer. It is described not as a Standard or a methodology but as a description of good practice to be adopted by an organization and adapted to meet its specific needs.

Reasons for Adoption in North America

35%Improve Quality of IT Services

25%IT and Business

Alignment

20%Cost Reduction /

Increase Efficiencies

17%IT Governance /

Compliance

3%IT Accountability /Transparency

Source: CMP Research, 2006

Notes:



ServiceStrategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

Integration of the 5 Core Books

The business/customersRequirements

Strategies PoliciesResource & constraints

Objectives fr om Requirements

Solution Designs

ArchitecturesStandards

SDPs

SKMSTransition

Plans

Tested solutions

Ser

vice

Por

tfolio

Ser

vice

Cat

alog

Improvement act ions & plans

Operational services

Notes:

Good Practice

Competition

Compliance

Commitments

Employees

Customers

Suppliers

Advisors

Technologies

Standards

Industry practices

Academic research

Training and education

Internal experience

Substitutes

Regulators

Customers

Sour

ces

(Gen

erat

e)

Driv

ers

(Filt

er)

Enable

rs (A

ggrega

te)Scena

rios (Filter)

Knowledge fit for business objectives, context, and purpose

Notes: List Terms, Functions, Roles KEY: Good practices are in wide industry use because they work. Good practice results from a combination of effects. Public frameworks and standards (such as ITIL) are attractive when compared with proprietary knowledge deeply embedded in organizations and therefore difficult to adopt, replicate, or transfer even with the cooperation of the owners. Best practice often presents a generic view of proven quality practices, but it is unlikely that every organization can, or will wish to, implement a solution in an identical way. Thus organizations adapt and adopt, developing good practice within their own enterprise – which may feed back into the evolution/improvement of best practice. Publicly available frameworks and standards such as ITIL, COBIT, CMMI, PRINCE2, ISO 9000, ISO/IEC 20000, and ISO/IEC 27001 are validated across a diverse set of environments rather than the limited experience of a single organization or person.

What is a ‘Service’?

ServiceService+

+–

Performance potential

Risks

Demand

++

–

Service potential

Costs

Idle capacity

ProviderProvider

Capabilities

Resources

CustomerCustomer

Capabilities

Resources

A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.De

finiti

onDe

finiti

on

enhance the performance of tasksreduce the effect of constraints

Notes:



Service Assets

ResourceThe term ‘resource’ is a generic term that includes ITInfrastructure, people, money or anything else that mighthelp to deliver an IT serviceResources are considered to be assets of an organization

CapabilityCapability refers to the ability of a service organization,person, process, application, configuration item or IT serviceto carry out an activityCapabilities are intangible assets of an organization

Service assets are used to create value in theform of goods and services

Notes: Capabilities like management, organization, people, and knowledge are used to transform resources into valuable services. Capabilities represent an organization’s ability to coordinate, control, and deploy resources to produce value experience-driven, knowledge-intensive, information-based embedded within an organization’s people, systems, processes, and technologies.

Service Management Key Concepts (1)

ProcessProcess

FunctionFunction

RoleRole

A set of co-ordinated activitiescombining resources and capabilities toproduce an outcome that creates valuefor the customer

A position, responsibility or duty

Units of organizations specialized to perform certain types of work and responsible for specific outcomes

Notes: Although ITIL recognizes a distinct difference between processes and functions,, it is possible in many organizations for a process and a function to have the same name (e.g. Change Management, Problem Management, Security Management) Functions

• provide structure and stability to organizations

• are self-contained units with their own capabilities and resources

• rely on processes for cross-functional coordination and control

Service Management Key Concepts (2)

CustomerCustomer

UserUser

ProviderProvider A company or unit of a company thatprovides IT services to customers

A person who uses the IT service on a day-to-day basis

SupplierSupplier

Someone who buys goods or services -the customer is the person or group that defines and agrees the service level targets

A third party responsible for supplyinggoods or services that are required todeliver IT services

Notes:



Generic Process Model

Activities, RolesProcedures, Metrics,

Improvement

Process

INPUTSINPUTS

Resources Capabilities

Enablers

ProcessObjectives

ProcessOwner

ControlProcess

DocumentationProcess

Feedback

OUTPUTSOUTPUTS

Triggers

Notes: A process is a structured set of activities designed to accomplish a specific objective. A process takes inputs and produces defined outputs. A process may define policies, standards, guidelines, and work instructions. Process

Has defined information inputs and outputs

Consumes resources Subject to management controls over

time, cost and quality Need to balance benefits against risks Process defines what is to be achieved Procedures define how the objectives are

to be achieved Measures should help to determine value for money

• Economy = Cost of inputs to an activity, resources needed to deliver a service

• Efficiency = Ratio of inputs to outputs – “bang per buck”

• Effectiveness = Cost of outputs from an activity and the conformance of those outputs to the specifications

Processes must be audited for quality – when implemented, regularly and when process failures are discovered People and tools enable processes – tool specification, design / build and implementation follow process design

Process Characteristics

MeasurablePerformance drivenManagers measure cost and qualityPractitioners measure duration and productivity

Specific ResultsIndividually identifiable and accountable

Delivers to Customers (of processes)It must meet their expectations

Responds to Specific Events Should be traceable to a specific trigger

Notes: All processes must have certain characteristics. Measurable - We must be able to measure the process. The performance of the process is incredibly important. Managers will want to measure the cost and quality. People involved operationally with the process are concerned with how long it takes and how easy it is. Specific results - The reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. Customers - Every process delivers its primary results 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.



Specific Roles

ITIL describes several key roles that assist in the provision of quality services:

Service Owner providing focus for their ServicesProcess Owner for every Process - Service Management, IT and BusinessProcess Manager for each process

Notes:

Service Owner

Initiation, transition and ongoing maintenancePrime contact for service related issuesEnsure service delivery meets customer requirementsIdentify service improvements and raise the Requests for ChangeLiaise with Process Owners throughout the Service Management lifecycleEffective reporting and monitoringAccountable to the IT Director for the delivery of the service

Notes: Service Owner responsible for specific service. Not responsible for execution of design, transition or operation activities. Service Owner should represent their service in Change Advisory Board (CAB) meetings.

Process Owner

Define process strategy, policy and standardsAssist with process designEnsure process documentation is available and currentAuditing the process for efficiency, effectiveness and compliance Communicate information to ensure awarenessProvision of resources and trainingProvide input to Service Improvement Programs

Notes: Process owner not responsible for executing activities within the process.



Process Manager

Responsible for the operational management of a Process Responsibilities include planning and coordinating all activities required to carry out, monitor and report on the processThere may be several Process Managers for one process (e.g. regional Change Managers)The Process Manager role is often assigned to the person who carries out the Process Owner role, but the two roles may be separate in larger organizations.

Notes:

RACI Model

Responsible: The person or people responsible for getting the job done

Accountable: Only 1 person can be accountable for each task

Consulted: Involved through input of knowledge and information

Informed: Receiving information about process execution and quality

Notes: The RACI matrix documents the roles and relationships of stakeholders in a process or activity. It is used to clarify to all involved which activities and roles they are expected to fulfil, as well as identifying any gaps in process delivery and responsibilities. It is especially helpful in clarifying the associated staffing model.

IT Service Management Reusable Concepts

Business Cases Means of quantitatively supporting action or decision (for services, changes, improvements, etc.)

Models

Packages

Baselines Descriptions of a state at a particular point in time (for services, configurations, process performance, etc.)

Templates for common activities or structures (for changes, configurations, etc.)

Complete descriptions and specifications (for services, releases, designs, etc.)

Notes:



The Business Case

A decision support and planning tool that projects the likely consequences of a business action

Business CaseDimensions

A. IntroductionThe business objectives addressed by the service

B. Methods and assumptionsDefines the boundaries of the business case, such as time period, whose costs and whose benefits

C. Business impactsThe financial and non-financial business case results

D. Risks and contingenciesThe probability that alternative results will emerge

E. RecommendationsSpecific actions recommended

QualitativeQuantitative

Notes: Business Cases are used heavily in both Service Strategy and Continual Service Improvement. Conceptually, business cases are considered in all phases of the lifecycle of a service – for example:

• As justification for a requested changes • As a component of a Capacity Plan • As a component of an Availability Plan • As a consideration in implementing a

structural problem resolution

Managing Risk

An uncertainty of outcome, whether positive opportunity or negative threat

Risk

DefineFramework

IdentifyRisks

IdentifyOwners

EvaluateRisks

Set RiskLevels

IdentifyResponses

Embed &Review

GainAssurance

ImplementResponses

management analysis

businessoperations

serviceoperations

supplyrisk

demandrisk

customerassets

serviceassets

ITSM

Notes:

Questions: 1. The three objectives of Service Management can be summarized by which statement: 1) Alignment of IT and the Business, Improved Quality of Service, Reduction in Cost of delivering IT Services (Correct) 2) Reduction in Cost of delivering IT Services, Higher Availability, Improved Business Value 2. The roles defined in ITSM include Process Owner, Service Owner, and IT Strategist. 1) True 2) False (Correct) 3. The following defines one of the three roles defined in ITIL. Select the correct role from the options below: "Accountable for the overall quality of a process; oversees the management of and compliance to the process." 1) Process Owner (Correct) 2) Service Owner 3) Process Manager



4. The Primary reason for Adoption of ITIL in North America is Improvement in Quality of Service. 1) True (Correct) 2) False 5. The Following is the definition of IT Service Management: "Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services" 1) True (Correct) 2) False

Questions: 1. Means of quantitatively supporting action or decision for services, changes, improvements, etc. Answer: Business Case 2. This person defines process strategy, policy and standards. Answer: Process Owner 3. A uncertainty of outcome, whether positive opportunity or negative threat. Answer: Risk 4. A model which documents the roles and relationships of stakeholders in a process or activity. Answer: RACI Model 5. The major characteristics of a Process include: Specific Results, Delivers primary results to a customer, Responds to a specific event and is____________ Answer: measurable

PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to the Quiz

Notes:



Unit Quiz

Notes:

The Service LifecycleThe Service LifecycleThe Integrated Service LifecycleObjectives of each of the Service Lifecycle PhasesValue of each of the Service Lifecycle Phases

The Integrated Service LifecycleObjectives of each of the Service Lifecycle PhasesValue of each of the Service Lifecycle Phases

Notes:


M (ITIL v3)

The Service Lifecycle

Business NeedDefinition of Service

Value Creation

Service RequirementsDetail Designs

Services Built & Tested

Transition to Prod.

Intended Business Value is Realized

Ensure Feedback Loops exist with all Lifecycle Phases

Notes:

The Lifecycle Approach

Business needSTRATEGY

Deployment

Develop, build and test

TRANSITION

Requirements definition

DESIGN

Design Evaluation

ProcurementOperation

OPERATION

Business need

IMPROVEMENT

Optimization

Retirement

Notes:



Service Strategy - Overview

Define the marketDevelop the offeringsDevelop strategic assetsPrepare for execution

ActivitiesActivitiesFinancial ManagementService Portfolio Management (including methods)Demand Management

ProcessesProcesses

How to design, develop, and implement service management not only as an organizational capability but as a strategic assetPu

rpos

ePu

rpos

e

Primary deliverable: chartered service with business case

SSSS

Notes: Setting policies and objectives is a primary concern of Service Strategy.

Service Design - Overview

Service Catalog ManagementService Level ManagementCapacity ManagementAvailability ManagementService Continuity ManagementInformation Security ManagementSupplier Management

ProcessesProcesses

A holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu

rpos

ePu

rpos

e

The 5 AspectsThe 5 Aspects

Primary deliverable: Service Design Package

SDSD

Service solutionsITSM systems and toolsTechnology architecture & management systems Processes (ITSM)Metrics and methods

Notes: The key message from Service Design is that new or changed services, processes, technology such as monitoring systems should not be implemented in isolation. Service Design is required to enable the continuation of all current operational aspects considering the impact of changes on these at the outset and not as an afterthought when the change is about to go live. Service Design relates to significant change rather than everyday (simple) changes. The classification of significant must be determined by each adopting organization.

Service Transition - Overview

ProcessesProcessesTransition Planning & SupportChange ManagementService Asset & Configuration ManagementRelease & Deployment ManagementService Validation & TestingEvaluationKnowledge Management

Assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfullyPu

rpos

ePu

rpos

e

Primary deliverable:established (changed) service, implemented and transitioned according to the specifications in the Service Design Package

STST

Notes:



Service Operation - Overview

Operation functions – e.g. Service Desk, Technical Management, Operations Control, Facilities MgtCommon Service Operations Activities – e.g. database admin, server mgt, network mgt, storage & archive, directory services mgt

Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers (including the ongoing management of technology to deliver and support services)Pu

rpos

ePu

rpos

e

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

ProcessesProcesses

Primary deliverable: intended business outcomes

SOSO

Notes:

Continual Service Improvement - Overview

Consider processes throughout the Service LifecycleImprove effectiveness and efficiency of existing processesUnderstand cost implications

Ensure all processes contain goals, objectives and are measurable

Continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT Services that support Business ProcessesPu

rpos

ePu

rpos

e

Primary deliverable: business justified improvementCSICSI

Notes: Learning and Improvement is a primary concern of Continual Service Improvement.

Questions: 1. The following statement describes the primary deliverable for which Lifecycle Phase. "Established (changed) service, implemented and transitioned according to the specifications in the Service Design Package." Answer: Service Transition 2. The primary deliverable for the Service Design Phase is: Answer: Service Design Package 3. The primary deliverable "Chartered Service with Business Case" belongs to which Lifecyle Phase? Answer: Service Strategy 4. What is the Primary Deliverable for the Service Operation Lifecycle Phase? Answer: Intended Business Outcomes 5. What is the Primary Deliverable for the Continual Service Improvement Lifecycle Phase? Answer: Business Justified Improvement



PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz

Notes:

Unit Quiz Notes:

Service StrategyService StrategyActivities of Service StrategyKey concepts Objectives of Service Strategy processes

Activities of Service StrategyKey concepts Objectives of Service Strategy processes

Notes:


M (ITIL v3)

Goals, Purpose & Scope of Service Strategy

Principles useful for developing policies, guidelines and processesThe development of

Markets (internal and external)Service assetsImplementation strategy

Setting objectives and expectations of performance towards serving customers and market spacesIdentifying, selecting and prioritizing opportunities

Scope

Value creationService AssetsService Provider TypesService StructuresPrinciples for strategyKey activities

How to design, develop, and implement service management not only as an organizational capability but as a strategic asset Pu

rpos

ePu

rpos

e

SSSS

Notes:



The Activities of Service Strategy

Understand the customerUnderstand the opportunityClarify and visualize

Understand market spaceDefine outcome-based servicesService Portfolio, Catalog and Pipeline

Define theMarket

Prepare forExecution

Develop theAssets

Develop theOfferings

Customer and service assetsService Management as an assetEnhancing performance and potential

Assessment and objectivesPrioritizingPotential, expansion and growth

SSSS

Notes:

Utility & Warranty

From the customer’s perspective, the business value of aservice is created by the combination of two elements:Utility - the functionality offered by a product or servicefrom the customer’s perspective (Fitness for Purpose)Warranty - a promise or guarantee that a product orservice will meet its agreed requirements (expressed in aformal agreement e.g. Service Level Agreement orContract (Fitness for Use)

Fit for purpose?

Fit for use?

ORPerformance supported?Constraints removed?

AND

Available enough?Capacity enough?

Continuous enough?Secure enough?

Value-createdAND

SSSS

Notes: Some of the key concepts in Service Strategy are about value creation. Let’s look at some of these concepts.


M (ITIL v3)

Service Portfolio Management

“The value of a Service Portfolio strategy is demonstrated through the ability to anticipate change while maintaining traceability to strategy and planning.”

To govern investments in service management dynamically across the enterprise and manage them in the provision of valueG

oal

Goa

l

SSSS

Understand the customer’s business and defining business services Aligning IT services and

business servicesLinking IT Service Assets to

higher-level business services –Business Service Management

Notes: Header slide



Service Portfolio

Service Pipeline

Services under development, build or test

Retired Services Services no longer live

Service Catalog

Customer/support team viewable section of the Service Portfolio

Service Lifecycle within the Service Portfolio

Service Knowledge Management System

Service Lifecycle

Service Status:RequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperat ionalRetired

SSSS

Notes: Included in the Service Pipeline is the ‘Requirements Catalog’ ‘The Requirements Catalogue is the central repository of the users’ requirements, and all the requirements should be documented here, following the analysis of the list defined above. The Requirements Catalogue should form part of the overall Service Pipeline within the overall Service Portfolio. Each requirement that has been analyzed is documented using a standard template …’ Service Desk § 5.1.5.1 A Service Catalogue is also a collection of Lines of Service (LOS), each under the control of a Product Manager. Definition of a Line of Service: A core or supporting service that has multiple service packages. Each LOS provides a combination of utility and warranty most preferred by a segment of customers. Customer segments are defined in terms of business outcomes. Each LOS has one or more service offerings. Business Relationship Managers help represent the interests of customer segments to Product Managers and vice versa.

Service Portfolio Management Process

Strategy

Define InventoriesBusiness Cases

Analyze

Approve Service PortfolioAuthorization

Charter

Value PropositionPrioritization

CommunicationResource allocation

SSSS

Notes: By acting as the basis of a decision framework, a Service Portfolio either clarifies or helps to clarify the following strategic questions:

• Why should a customer buy these services?

• Why should they buy these services from us?

• What are the pricing or chargeback models?

• What are our strengths and weaknesses, priorities and risk?

• How should our resources and capabilities be allocated?

Demand Management Objectives

SSSS

Visualize the customer’s business activity and plans in terms of the demand for required supporting servicesG

oal

Goa

l

Understand the customer’s business to identify, analyze and codify patterns of business activity Reduce the risk of uncertainty in demandAvoid excess capacity that generates cost without creating value

Notes: Patterns of demand are driven by business activity. Demand management primary goal is to help ensure ability to supply services (via capacity). Demand Management is most tightly integrated with Capacity Management and seeks to eliminate excess capacity.



Financial Management ObjectivesG

oal

Goa

l Bring to the enterprise the core capabilities of operational visibility, insight and superior decision making

Financial Management provides the business and IT with the quantification, in financial terms, of:

the value of IT Services

the value of the assets underlying services

the qualification of operational forecasting

SSSS

Notes: Patterns of demand generated by the customer's business are driven by patterns of business activity.

Service Strategy - Review

Define the marketDevelop the offeringsDevelop strategic assetsPrepare for execution

4 Main Activities4 Main Activities

Financial MgtService Portfolio MgtDemand Mgt

ProcessesProcesses

How to design, develop, and implement service management not only as an organizational capability but as a strategic assetPu

rpos

ePu

rpos

e

Service Assets for Value Creation:Resources – tangible assetsCapabilities – intangible assets

Value to Business defined by:Utility - Fit for PurposeWarranty – Fit for Use

Service Portfolio and Service LifecycleService ModelService PackagePatterns of Business Activity and differentiation

SSSS

Notes:

Questions: 1. Name one Key Concept involved in Service Strategy. Hint: Some Key Concepts are Service Portfolio, Service Model, and Service Provider. Answer: Utility and Warranty 2. From the customers perspective, the business value of a service is created by the combination of Utility and Warranty. What is another phrase which represents Utility? Answer: Fit for Purpose 3. What is another phrase which represents Warranty? Answer: Fit for use 4. Within the Service Knowledge Management System what section of the Service Portfolio is viewable to customers and support teams? Answer: Service Catalog 5. Concepts discussed in this process include: Patterns of Business Activity, User Profiles, Differentiated Offerings, Differentiated Service Levels Answer: Demand Management




Notes:

Unit Quiz Notes:

Objectives & Scope The 4 P’s of Service DesignSourcing strategies5 major aspects of designIn depth look at Service Level ManagementObjectives, concepts and roles for other Service Design Processes

Objectives & Scope The 4 P’s of Service DesignSourcing strategies5 major aspects of designIn depth look at Service Level ManagementObjectives, concepts and roles for other Service Design Processes

Service DesignService Design

Notes:

Service Design Highlights

GoalsValue to the Business4 P’s of Service DesignDesign constraintsTechnology related activities –requirements, architectures, etc.Designing measurement systems and metrics The Service Design PackageSourcing options & considerations

Service Catalog MgtService Level MgtCapacity MgtAvailability MgtService Continuity MgtInformation Security MgtSupplier Mgt

ProcessesProcessesA holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu

rpos

ePu

rpos

e

Service solutionsITSM systems and toolsTechnology architecture & management systems Processes (ITSM)Metrics and methods

The 5 AspectsThe 5 Aspects

SDSD

Notes:



Service Design – Goals

Design services to satisfy the business objectivesDesign for efficient development / enhancementDesign effective Service Lifecycle processesIdentify and manage risksDefine measures for design effectivenessProduce and maintain plans, policies, architectures, frameworks, documents, etc.Design for security, resilience, etc.Assist in efforts to develop standards and policiesDevelop IT skills and capability Contribute to improvement efforts

SDSD

Notes:

Service Design - Value to the Business

Reduced Total Cost of Ownership (TCO)Improved quality and consistency of serviceEasier implementation of new/ changed servicesAlignment and effective performance of servicesImproved governance and decision makingEffective IT and Service Management processes

SDSD

Notes:

Service Design Scope

New or changed services (requirements extracted from the Service Portfolio)Service Management systems and tools, especially the Service Portfolio, including the Service CatalogTechnology architecture and management systemsThe processes requiredMeasurement methods and metrics

Service LevelService CatalogAvailabilityCapacity

ContinuitySupplierSecurity

SKMS

ServiceCatalog

MeasuresArchitecture

Strategy

Improvement

Transition

Operation

SDSD

Notes:



The 4 P’s of Service Design

PeoplePeople

ProcessesProcesses Products/TechnologyProducts/Technology

Partners/SuppliersPartners/Suppliers

Staffing levelsSkill setsTrainingCommunication

Tools to assist inservice generationTechnology thatincreaseefficiency

Specialist suppliersAppropriate &documentedagreementsCommunicationchannels

ObjectivesInputs / OutputsOwnershipActivitiesMeasurements

SDSD

Notes: The 4 P’s represent the four major areas that need to be considered in the design of effective service management.

Service Design - Service Sourcing Decisions

Considerations: IT and business processes Are complex Require specialist expertise

Sourcing service delivery often involves third partiesSourcing decisions should be based on

RiskInternal expertiseCost/benefit

Permutations of actual service provision can be very complex

On-shore versus off-shoreEffects of mergers and acquisitionsDe-mergers and sell offsEffective and efficient solutions should be found

SDSD

Notes:

Service Delivery / Provisioning Models

In-sourcing Internal resources for all aspects

Outsourcing Use of external resources for well defined areas

Co Sourcing Mixture of internal and external resources

Partnership/ Multi-sourcing

Two or more organizations share provision of services over the complete lifecycle

Business process outsourcing (BPO)

Business processes outsourced to organizations to provide Payroll, accounts, etc.

Application outsourcing

ASP shared computer based services via network (On demand software)

Knowledge Process outsourcing (KPO)

Extension to BPO with the addition of business expertise

SDSD

Notes: ITIL believes that Knowledge Process Outsourcing is the newest form of outsourcing.



5 Key Aspects of Service Design

1. Designing Service Solutions -including all of the functional requirements, resources and capabilities needed and agreed

2. Service management system and tools - especially the Service Portfolio

3. Management and technology architectures and tools

4. Processes needed to design, transition, operate and improve the services

5. Measurement systems, methods and metrics for the services, the architectures and their constituent components and the processes

‘The main problem today is that

organizations often only focus on the

functional requirements. A

design or architecture by

definition needs to consider all design

aspects.’

SDSD

Notes:

Designing Service Solutions Approach

Create a repeatable processEnsure cost, quality and functionalityIterative and incrementalAssisted by Project Management

sample approach

SDSD

DesignDesign

SLR SLA

Pilot Live

SACSAC SACSAC

SLR = Service Level Requirements

SAC = Service Acceptance CriteriaSLA = Service Level Agreement

SDP = Service Design Requirements

OperationOperationTransitionTransitionSDPSDP

ASPECT

1

Notes: Slide acronyms:

• Reqs – requirements for the service • SDP – Service Design Package • SAC – Service Acceptance Criteria • SLR – Service Level Requirements • SLA – Service Level Agreement • SLM – Service Level Management

The Service Design Package (SDP)

Defines all aspects of IT service throughout lifecycleCreated for new services, major change, retirement

Service RequirementsService DesignOrganizational readiness assessmentService Lifecycle Plan

Service Program, Service Transition PlanService Operational Acceptance Plan Service Acceptance Criteria

Contents:

SDSD

ASPECT

1

Notes: This is a key document which enables all the various design activities to be recorded and progressed through the life of the service. It is initially created for each new service and then updated associated with major changes and at the retirement of the service. Service Requirements include:

• Business Requirements • Service Applicability • Service contacts

Service Design includes: • Service Functional Requirements • Service Level Requirements • Service and Operational Management

Requirements • Service Design and Topology



Service Catalog

The Service Portfolio and Contents

Service Portfolio

ServicePipeline

Retired Services

RequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperationalRetired

Captures details for allservicesAccess to informationcontrolled

Requirements are recorded considered and prioritized forming the Service Pipeline

Services with status between chartered and operational (different status while undergoing changes ?)

SDSD

ASPECT

2

Notes:

Architectural Relationships

‘… translating business vision

and strategyinto effective

enterprise change, by creating,

communicating and improving key

principles andmodels that describe the

enterprise’s future states andenable its evolution.’

Enterprise Architecture defined

by Gartner

ServiceArchitecture

ApplicationArchitecture

InfrastructureArchitecture

BusinessArchitecture

DeliveryFeedback &Monitoring

Supportedby

Using

DataArchitecture

ServicePortfolio

ServiceKnowledgeMgt System

SDSD

ASPECT

3

Notes: Architectural design activities within IT provide overall strategic ‘blueprints’ for the development and deployment of the IT infrastructures. Enterprise architecture should be integrated with the business architecture and should include architectures for:

• Applications • Data/information • IT infrastructure • Environments

Technology Architecture

Technology needed to provide the service (e.g. invoicing Service) Technology to support the service (e.g. end-to-end transaction timing monitors)

Business Requirements

People, Roles & Activities

Processes & Procedures

Management Tools

Technology

Integrated endIntegrated end--toto--endend

Design top d

own

Imp

lem

ent

bot

tom

up

SDSD

ASPECT

3

Notes:



Process Design

Defined and documentedEnables consistent approachAllows measurement Proves effectiveness and efficiency

Process Models

Process Controls

Improve understandingArticulate key features

SDSD

ASPECT

4

Notes:

Measurement Systems, Methods and Metrics

‘If you cannot measure it, how can you manage it?’

Perspectives:*CustomerBusinessInnovativeFinancial

* From the Balanced Scorecard

Measure for:Knowing what is

happeningIdentification of

excellenceNeed for improvement

Measurement should:Encourage that business

objectives are metAssist in behavioral

change

SDSD

ASPECT

5

Notes: Measurement Systems and Metrics Design should include measures for:

• Progress – milestones achieved • Compliance – process conformance • Effectiveness – results against objectives • Efficiency – process productivity and

resource utilization

Measurement Design Criteria

Fit for purposeNot over or under engineeredRequire minimal re-engineeringEffective and efficient solutionsAlign to current level of capabilityStick to Key Performance Indicators (KPIs)

Metric: Something measured and reported on to help manage a process, service, activity, etc.

Guidelines:

BusinessBusiness

ITIT

OverallServiceOverallService ProcessProcess

SpecificMetrics

SpecificMetrics ComponentComponent

SDSD

ASPECT

5

Notes:



Service Design Processes

Service Level ManagementService Catalog ManagementCapacity ManagementAvailability ManagementIT Service Continuity ManagementInformation Security ManagementSupplier Management

SDSD

Notes:

Service Level Management - Objectives

Define, document, agree, monitor, measure report and review the level of IT service provision for all servicesPromote and build good relationships with the business and customersMonitor and improve levels of customer satisfactionProvide specific and measurable targetsDefine levels of service clearly and unambiguouslyProactively improve service levels where cost justifiable

SDSD

Notes:

Service Level Management - Scope

Provide key interface between the business and IT service providerNegotiate and agree on Service Level Agreements for current services in conjunction with Operational Level Agreements and ContractsCapture Service Level Requirements for future business needs and changesInvestigate and eradicate poor service Create and manage Service Improvement Plans

SDSD

Notes:



Service Level Management – Key Documents

Service Level Agreement

(SLA)

Service Level Agreement

(SLA)

Operational Level

Agreement (OLA)

Operational Level

Agreement (OLA)

Underpinning Contract (UC)Underpinning Contract (UC)

Legally binding agreement between anIT service provider and a third party (supplier)

Underpinning agreement between an IT service provider and another part of thesame organization that assists withprovision of services

A written agreement between the customers and the IT service provider that quantitatively details the IT Service, documents service level targets, and specifies the responsibilities of the IT service provider and the customer

SDSD

Notes: A rule of thumb for SLAs - "If something cannot be measured, it should not be documented.“

Service Level Management - Structure

Customer Customer Customer Customer

Service Level AgreementService Level Agreement

Service AService A Service BService B Service CService C

IT Infrastructure

Operational Level AgreementsOperational Level Agreements Underpinning ContractsUnderpinning Contracts

Internal Organization External Organization

SDSD

Notes:

Service Level Management Process

Determine,Document

& Agree

Determine,Document

& Agree

Review &ImproveReview &Improve

ImproveCustomer

Satisfaction

ImproveCustomer

Satisfaction

DevelopContacts &Relationship

DevelopContacts &Relationship

Monitor& ReportMonitor& Report

Review SLAs,OLAs & UCs

Review SLAs,OLAs & UCs

Standards &Templates

Assist withServiceCatalog

Assist withServiceCatalog

SLRs SLAs

ServiceCatalog

OLAsUCs

Customer

Support Team

Supplier

Service

Reports

SDSD

Notes:



Service Level Management - Activities

Determine SLA structureProduce Service Level RequirementsReport on SLAsConduct customer satisfaction surveysRevise SLAs, OLAs and contractsLog and manage complaints and complimentsProvide service reportingConduct Service ReviewsInitiate improvements (via Service Improvement Plans)Conduct annual SLA reviews (including revisiting OLAs and contracts)Maintain business and customer relationships

SDSD

Notes:

Service Level Management - KPIs

Success of SLM How many services have agreementsTime to create agreements% of review meetings held on scheduled date

Success of services delivered% reduction in SLA breachesBreaches caused by OLA issuesBreaches caused by contract issues

‘Key Performance Indicators (KPIs) and metrics … should be developed from the service, customer and business perspective and should cover both subjective and objective measurements.’

KPIs should cover:

SDSD

Notes:

Service Level Manager

Creates the process and procedures to support the key activitiesProduces standards for documentationConducts agreement negotiation and ensures monitoring and reporting in placeResponsible for resolving complaints and monitoring customer satisfactionAssists in production of the Service Portfolio, Service CatalogInstigates and drives Service Improvement Plans (via SIPs through Continual Service Improvement)

SDSD

Notes:



Service Level Management - Key Challenges

Identifying the correct customerNo prior experience of Service Level Management

Drafting SLAsGathering initial baseline information

Ensuring agreement is signedGaining Service Desk and support groups ‘buy in’Advertising SLAs

SDSD

Notes:

Service Catalog Management - Objectives

Manage the information contained within the Service Catalog, and to 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.

SDSD

Define the service within the Service CatalogProduce and maintain the Service CatalogEnsure interfaces, dependencies and consistency between

the Service Catalog and the Service Portfolioall services and supporting servicesall services, and supporting components and items

Notes:

Service Catalog Management - Basic Concepts

services delivered to the customer, including relationships to the business units and the business process

services delivered to the customer, including relationships to the supporting services, shared services, components and items

BusinessProcess

BusinessProcess

BusinessProcess

Service A Service B

SW HW App Data

Business Service CatalogBusiness Service Catalog

Technical Service CatalogTechnical Service Catalog

SDSD

Notes: The Service Catalog can contain more than one view. The business may not require a view into the technical details that support the service and the technicians may not necessarily require a view into the business information. Services are entered into the catalog once they at chartered status. Each Service should be held as a Configuration Item to ensure the effective recording of incidents, problems, RFCs, etc. against services. The Service Catalog is subject to Change Management.



Service Catalog Manager

Producing and maintaining theService CatalogEnsuring that all operational servicesand all services being prepared foroperation are recorded within theService CatalogEnsuring that all the informationwithin the Service Catalog is

Accurate and up-to-dateConsistent with the informationwithin the Service PortfolioAdequately protected andbacked up

SDSD

Notes: The role of the Service Catalog Manager fits effectively with the Service Owner or even Service Level Manager. The way this is implemented will depend on the requirements of the organization.

Capacity Management - Objectives

Create the Capacity PlanProvide advice and guidance to IT and the business regarding performance and capacity issuesEnsure performance meets or exceeds targetsAssist Incident and Problem Management on capacity related issuesAssist in Change Management assessment of impact on capacity and performanceProactively look for cost effective solutions to enhance performance

SDSD

Notes:

Capacity Management - Basic Concepts

Business Capacity Management (BCM)

Aligning IT to business plans and strategyModeling

Service Capacity Management (SCM)

Ensuring capacity underpins serviceManaging demandTuning

Component Capacity Management (CCM)

Understanding technical componentsAnalyzing future technologiesTuning

BCMBCM

SCMSCM

CCMCCM

ReviewCurrentReviewCurrent

Agree &DocumentAgree &

Document

ToolsTools

ImproveImprove

PlanPlan

CMIS*CMIS*

Plan

Forecast

Reports

*Capacity Management In formation System

SDSD

Notes:



CMISCMIS

Capacity Management - Activities

MonitoringMonitoring

ImplementationImplementation AnalysisAnalysis

TuningTuning

1

1

Changes to capacity are changes, and thus are implemented through Change Management

SLMThresholds

SLMThresholds

ResourceUtilizationThresholds

ResourceUtilizationThresholds

SLMExceptions

SLMExceptions

ResourceUtilization

Exceptions

ResourceUtilizationExceptions

SDSD

Notes:

Responsibilities of the Capacity Manager

Application sizingGrowth forecastingProduction of Capacity PlanIterative activitiesEnable sufficient capacity at all timesUnderstanding current utilization of services and existing limits

Assessments of new technologiesProduction of management reportsSelection of capacity toolsRaising capacity related incidents and problemsFocal point for all capacity and performance issues

SDSD

Notes: Application Sizing refers to a set of techniques used to determine the resource requirements for supporting an application.

Availability Management - Objectives

Create and maintain the Availability PlanProvide advice and guidance for service design, transition, operation and improvementAssist with availability related incidents and problemsAssess the impact of changesProduce cost effective proactive measuresMeasure and monitor

SDSD

Notes: Alternative statement of objective:

“The main objective of Availability Management is to ensure that service availability matches or exceeds the

agreed needs of the business”



Availability Management – Concepts

the ability of an IT Service, component or configuration item to perform its required function when required

Availability =

Intentionally defining ‘availability’ based on business value and requirementsLooking at all aspects of ‘availability’Monitoring ‘availability’Driving capability and improvement into ‘availability’

Managing Availability means ….

AvailabilityAvailabilityService AvailabilityService Availability

Component AvailabilityComponent Availability

SDSD

Notes: Service availability is sometimes referred to as ‘end to end’ availability.

Availability Management – Terms

Agreed Service Time (AST) Actual Down Time (DT)

Agreed Service Time (AST)x 100

Fault ToleranceFault Tolerance

ReliabilityReliability

MaintainabilityMaintainability

ServiceabilityServiceability

How long a service or component performs without interruption

How quickly a component can be restored to an operational state

Ability of a third-party to meet their contract terms

The ability of a service to mask (component) failure

Calculating Availability

SDSD

Notes: Actual Down Time (ADT) does not include planned downtime (i.e. pre-determined and agreed to outages for maintenance periods, etc.)

Availability Management Process

AMIS*Monitor,

Measure,Analyze,Report, Review

AnalyzeFailures &

Remediation

ManageRisk

Plan &Design

ImplementCounter-Measures

Review &Test

Reactive Activities

Proactive Activities*Availability Man agemen t

Information System

SDSD

Notes:



The Expanded Incident Lifecycle

detect diagnose repair recover

MTBSI

MTBF

MTRS

incident restore

MTBFMTBF

MTRSMTRS

MTBSIMTBSI

Mean time to restore service (‘downtime’)

Mean time between system incidents

Mean time between failures (‘uptime’)

SDSD

Notes:

Responsibilities of the Availability Manager

Create and maintain theAvailability PlanMonitor and reportProactively improveAcquire and support toolsConduct Risk AssessmentsConduct Business Impact AnalysisAssist Incident and Problem Management

SDSD

Notes:

IT Service Continuity Management - Objectives

Maintain IT service continuity and recovery plansConduct Business Impact Analysis (BIA)Conduct Risk AssessmentsProvide advice and guidance on recovery issuesSupport the business with appropriate recovery mechanisms

SDSD

Notes:



Policy settingScopeInitiate a project

Business Impact AnalysisRisk AssessmentIT Service Continuity Strategy

Develop IT Service Continuity PlansDevelop IT plans, recovery plans

and proceduresOrganization PlanningTesting strategy

Education, awareness and TrainingReview and auditTestingChange Management

IT Service Continuity Management - Concepts

Initiation

Requirements& Strategy

Implementation

On GoingOperation

Strategy

Plans

Invocation

BusinessContinuityManagement

SDSD

Notes:

Responsibilities of the ITSC Manager

Perform Business Impact Assessment (BIA) with the businessAlign ITSCM with requirements of Business Continuity ManagementConduct Risk AssessmentManage Communication and awareness Manage and maintain strategy and plansManage Invocation activitiesConduct plan reviews and testingParticipate in contract negotiations related to recovery options

SDSD

Notes:

Information Security Management - Objectives

Align with business security objectives and processesProtect information, including

Business transactions Exchanges of information between organizations

Ensure confidentiality, integrity and availability

I

Framework for Managing Information SecurityFramework for Managing Information Security

Plan

Evaluate

Maintain

Implement

Control

SDSD

Notes:



Information Security Management - Concepts

Information Security Management

System (ISMS)

Enforce

SecurityPolicy

Risk &Vulnerability

Report

Control &Mitigate

Monitor & Manage

Report &Review

Information Security PolicyStrategyOrganizational StructureSecurity ControlsManagement of RisksProcess ManagementCommunicationsTraining and Awareness

SDSD

Notes: The Information Security Policy should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.

Information Security Manager - Role

Produce and maintain the Information Security PolicyCommunicate and enforce policiesDefine the level of control and protection for componentsConduct BIA and Risk AssessmentDevelop and document controls and proceduresMonitor security issuesManage security testingExecute remedial action for breaches

SDSD

Notes:

Supplier Management - Objectives

Manage supplier relationships and performance to ensure value for moneyNegotiate and monitor contract performanceCreate Supplier Policy Create and maintain Supplier and Contract Database (SCD)

SupplierSupplier

Supplier MgtProcess Owner

ContractsManager

SupplierManager

SupplierManager

SupplierSupplier SupplierSupplier

PurchasingPurchasing

LegalLegal

SDSD

Notes: The process should be set up to facilitate the monitoring and control of the suppliers as well as formal processes for engaging new supplier organizations. There should be guidelines set up and adhered to for contractor negotiations so that the process can be as transparent as possible.



Supplier Management - Basic Concepts

Categorize &Maintain

Categorize &Maintain

EvaluateEvaluate

EstablishEstablish

ManageManage

Renew /TerminateRenew /

Terminate

Supplier &ContractDatabase

Supplier &ContractDatabase

Supplier Strategy& Policy

Supplier Strategy& Policy

SDSD

Notes: All Supplier Management process activity should be driven by a supplier strategy and policy from Service Strategy. In order to achieve consistency and effectiveness in the implementation of the policy a Supplier and Contracts Database (SCD) should be established, together with clearly defined roles and responsibilities.

Responsibilities of the Supplier Manager

Maintain Supplier and Contract DatabaseAssist in creation of SLAs and contract negotiation aligning with business needPerform review and Risk AssessmentDocument interfaces between suppliersConduct regular review of suppliers

SDSD

Notes:

Summary of Service Design Processes

SLMSLM CAPCAP AVAILAVAIL ITSCMITSCM SECSEC SUPPSUPP

AnalyzeRequirements

DesignSolution

EvaluateSolution

PrepareSolution

DevelopSolution

ServiceDesign

MeasurementMethods

Architectures

Strategy

NewRequirements

Pipeline

Catalog

SDP

SDSD

Notes:



Service Design - Review

GoalsValue to the BusinessDesign constraintsTechnology related activities –requirements, architectures, etc.Designing measurement systems and metrics Sourcing options & considerations4 P’s of People, Process, Products & PartnersService Design Package

Service Level MgtService Catalog MgtCapacity MgtAvailability MgtIT Service Continuity MgtInformation Security MgtSupplier Mgt

ProcessesProcessesA holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu

rpos

ePu

rpos

e

Service Solutions DesignService Mgt system & toolsTechnology & Architecture DesignProcess Design Measurement Design

The 5 Major AspectsThe 5 Major Aspects

SDSD

Notes:


Notes:

Unit Quiz

Notes:

Key terminology and conceptsChange Management (in depth)Objectives, basic concepts androles for

Service Asset and ConfigurationManagement (SACM)Release and DeploymentManagementKnowledge Management

Highlight other processes

Key terminology and conceptsChange Management (in depth)Objectives, basic concepts androles for

Service Asset and ConfigurationManagement (SACM)Release and DeploymentManagementKnowledge Management

Highlight other processes

Service TransitionService Transition

Notes:



Service Transition

PurposeProvide guidance on the development and improvement of capabilities for transitioning new and changed services into operations

ScopeManagement and co-ordination of the processes, systems and functions to package, build, test and deploy a release into production, and establish the service specified in the customer and stakeholder requirements

STST

Notes: Service Transition provides guidance on

• moving new and changed services into production

• testing • the transfer of services to or from an

external service provider

Service Testing and

Pilots

Review & Close

TransferDeployRetire

Build and Test

Service Design

Service Operation

Service Strategy

Plan and prepare release

Change ManagementChange Management

Service Asset and Configuration ManagementService Asset and Configuration Management

Knowledge ManagementKnowledge Management

Service Validation and Testing

Release and Deployment Management Release and Deployment Management

P lan and Prepare for Deployment

Scope of Service Transition

Transition Planning & Support

Service or Change Evaluation

ITIL process that supports whole service lifecycleFocus of activity related to service transitionITIL process in other core publication

STST

Notes:

Service Transition Goals and Objectives

Goals

ObjectivesProvide clear and comprehensive

plansPlan and manage the resourcesIncrease satisfactionIncrease use of services

Set customer expectationsEnable integrationReduce performance variationReduce known errors and minimize

riskEnsure proper use of services

STST

Notes: More details regarding goals: Set customer expectations on how the performance and use of the new or changed service can be used to enable business change Enable the business change project or customer to integrate a release into their business processes and services Reduce variations in the predicted and actual performance of the transitioned services Reduce the known errors and minimize the risks from transitioning the new or changed services into production Ensure that the service can be used in accordance with the requirements and constraints specified within the service requirements.



Service Transition Value to the Business

Enables the service provider to:Handle high volumes of change and releases across its customer baseAlign the new or changed service with the customer’s business requirements and business operationsEnsure that customers and users can use the new or changed service in a way that maximizes value to the business operations

STST

Notes: Additional points of value:

• Competitive edge – Ability to adapt quickly to new requirements and market developments

• Management of mergers, de-mergers, acquisitions, transfer of services

• Success rate of changes and releases for the business

• Predictions of service levels and warranties for new / changed services

• Confidence in the degree of compliance with business and governance requirements during change

• Variation of actual against estimated and approved resource plans and budgets

• Productivity of business and customer staff because of better planning and use of new and changed services

• Timely cancellation or changes to maintenance contracts for hardware and software when components are disposed or de-commissioned

• Understanding of the level of risk during and after change, e.g. service outage, disruption and re-work

Service Transition Processes & Roles

Transition Planning and SupportChange ManagementService Asset and Configuration ManagementRelease and Deployment ManagementService Validation and TestingEvaluationKnowledge Management

Process Owner

Service Ownerresponsible to the customer for the initiation, transition and ongoing maintenance and support of a particular service

responsible for ensuring that all activities defined within the process are undertaken

“These owner roles are not necessarily a person dedicated

for each process or service.”

STST

Notes:



Service Asset & Configuration Mgt Objectives

Compliance with corporate governanceControl of asset baseCost optimizationEffective change and release managementFaster incident and problem resolution

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 infrastructurePu

rpos

ePu

rpos

e

Configuration Management enables

STST

Notes: The purpose of SACM is to:

• Protect the integrity of service assets and configuration items (CI)

• Place IT assets and designated CIs under configuration management

• Ensure the integrity of assets and configurations by maintaining a complete Configuration Management System (CMS)

• Support processes through accurate information

• Provide a logical model of the IT infrastructure correlating IT services and IT components (physical, logical, etc) needed to deliver these services

Key Concepts for SACM

Service Asset & Configuration Mgt PoliciesConfiguration ModelConfiguration Items (CIs)AttributesConfiguration Management System (CMS)Configuration Management Database (CMDB) Configuration BaselinesSnapshot

STST

Notes:

A Configuration Item (CI) is an asset, service component or other item which is, or will be, under the control of configuration management.

Configuration Items

Service lifecycle CIs - plans, business case, SDPService CIs

Service capability assets - people, knowledgeService resource assets - systems, data, facilities, capital

Organization CIs – business strategies and policiesInternal CIsExternal CIsInterface CIs

Configuration Item categories:

STST

Notes: Organization CIs include strategy and internal policies Internal CIs include tangible and intangible assets such as software for individual projects External CIs include external customer agreements, releases for suppliers or sub-contractors



BankingCore Service

Serviced by

Supportedby Hosted

Uses

Configuration Model

ApplicationE-bankingSupport Service

Networktopology

Authentication

Networkservice

Messaging Dataservices

Webservices

Availability

Userexperience

Businesslogic

Application Hosting Service

Technical Infrastructure Service

STST

Notes: Understanding the relationships between the components will enable other processes to access valuable information that will enable:

• Assessing the impact of proposed changes

• Assessing the impact and cause of incidents and problems

• Planning and designing new or changed services

• Planning technology refreshes and software upgrades

• Planning release packages and migrating services

• Optimizing utilization of assets

Con

figur

atio

n M

anag

emen

t Sys

tem

Management and planning

Configuration identification

Configuration control

Status reporting

Verification and audit

SACM - Activity Model

STST

Notes: Configuration identification covers all aspects of naming and labelling assets, defining classes and types of assets and how they are to be grouped and classified, together within ownership of the CI at different stages of the Lifecycle. Configuration control ensures that there are adequate control mechanisms so that information is kept accurate and up-to-date. It is particularly important to ensure that the logical and physical information matches. Each CI can posses a number of different states through which in can pass. The status links to the use that can be made of the item at that point in time. Verification and audit ensures that regular reviews are performed to ensure conformity between the documented baselines and the actual environment.



Service Asset & Configuration Mgt Roles

Service Asset Manager – design & maintain asset management systems and implement service asset management policies & standardsConfiguration Manager – design and maintain CMS –agree scope, identify naming conventions, etc.Configuration Analyst – create processes & procedures, provide trainingConfiguration Administrator/Librarian – control receipt, identification & storage of CIs and master software copiesCMS / Tools Administrator – evaluate, customize, administer and monitor tools to meet the business requirements for Service Asset & Configuration ManagementService Knowledge Manager (associated) - design & maintain Knowledge Management strategy, process & procedures

STST

Notes:

The addition, modification or removal of any authorized, planned or supported service or service component and its associated documentation

Purp

ose

Purp

ose

Change Management – Scope & Objective

Service Change Sources of ChangeLegal/regulatoryOrganizational policy and

standardsBusiness, customer and user

activity analysisNew serviceUpdates to existing portfolioSourcing modelTechnology innovation

To ensure that changes are recorded, evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner

STST

Notes: Some changes may be defined to lie outside the scope of Change Management. These may be wider organizational and/or business changes, that would give rise to RFCs that relate to services. Or they may include operational changes, such as printer repairs, may be deemed outside the scope.

The Truths of Change

Change is an everyday part of life. The only constant in life is change!

Change = Risk

Change Management Concepts

Optimize risk exposure (supporting the risk profile required by the business)Minimize the severity of any impact and disruptionBe successful at the first attempt

Changes should be managed to:

STST

Notes:



Change Types

Requires full assessment and authorizationNormal Change

A change for which the approach is pre-authorized andhas an accepted and established procedure to providea specific change requirementApproval granted by the delegated authority

Standard Change

Changes intended to repair an error in an IT service that is negatively impacting the business to a high degreeMay have different authorization and may be documented retrospectivelyShould be kept to an absolute minimum

Emergency Change

STST

Notes:

Normal Change Process

RFC

Assess and Evaluate Change

Authorize Change

Plan Updates

Coordinate Implementation *

Review and close change record

Con

figur

atio

n M

anag

emen

t Sys

tem

EvaluationReport

* Includes Build & Test

Record & Review RFC

STST

Notes:

Standard Changes

Defined triggerTasks are well-known, documented and provenAuthority is effectively given in advanceBudgetary approval pre-ordained or within control of requestorRisk – usually low; always well understood

Create RFC

Assign for Work

Review and close change record

Elements

requested

implemented

closed

STST

Notes:



Emergency Changes

Response to errors causing significant negative business impact Goal: as few emergency changes as possibleDifferences in approach:

Authorization must be clearly defined and documented (ECAB advises)Build, test and implement path is accelerated (full testing may be foregone as necessary)Some documentation may be completed after the change is implemented

STST

Notes:

The 7 “Rs” of Change Management

Who raised the change? (requested it)What is the reason for it?What is return required?What are the risksinvolved?What resources are required to deliver it?Who is responsible for build, test and implementation?What is the relationshipwith other changes?

STST

Notes:

Change ManagerCustomersUser managers / repsService OperationsApplication DevelopmentIT technical staffProcess Managers (e.g. Problem)Office services staffContractors or 3rd parties

A body that exists to support the authorization of changes and to assist Change Management in the assessment and prioritization of changesC

ABCA

B

ECABECABA smaller organization with authority to make emergency decisionsMeets as needed

Change Advisory Board (CAB)

STST

Notes:



Change Management Roles

May be a role, person or a group of peopleThe culture of the organization dictates, to a large extent, the manner in which changes are authorized

Change Authority

Receives, logs and allocates a priority to all RFCsChairs and facilitates CAB meetingsAuthorizes acceptable changesIssues change schedules, via the service deskCoordinate change building, testing and implementationUpdates the change log with all progressReviews all implemented changesAnalyzes change records to determine any trends

Change Manager

STST

Notes:

Change Management Metrics & Challenges

The distribution of stakeholders, participants, et al. Balancing risk and needStability vs. responsivenessBalancing control and bureaucracyCultureUsing the right measurements

Number of successful changesNumber of failed changesService disruptions caused by poor changeUnplanned changesChange request backlog and why

Metrics

Challenges

STST

Notes:

Release and Deployment Management

A collection of hardware, software,documentation, processes or other components required to implement one or more approved changes to ITservices

To build, test and deliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders’ requirements and deliver the intended objectivesPu

rpos

ePu

rpos

e

Release Key OutcomesServices / changes established into productionEffective use of servicesRealization of business value by customerSatisfied customers, users and staffEffective and efficient service operations

STST

Notes:



Release and Deployment - Objectives

Provide clear and comprehensive plans enabling change projects to align their activitiesEnsure release packages can be built, installed, tested and deployed efficientlyEnsure new or changed services meet the utility, warranty and service levelsEnsure knowledge transfer enabling full utilization by the consumerEnsure knowledge and skills transfer to support staffenabling full delivery and support of the serviceMinimize unpredicted impactSatisfy customers and users

STST

Notes:

Release UnitA portion of a service or infrastructure that is normallyreleased together.

Release PackageA single Release Unit or a structured set of release units.

Release OptionsBig-bang – to all users at oncePhased – partial then scheduled roll-out

Incremental changes to all usersUnit by unitElement by elementCombinations of these

Push vs. pullAutomation vs. manual

Release and Deployment - Concepts

STST

Notes:

Plan and prepare release

Plan and prepare deployment

Service testing and pilots

Build and test

Transfer, deploy, retire

Review and close Early Life Support

Release and Deployment - Basic Process

STST

Notes:



Platform for Release & Deployment

Physical CIS

Electronic CIs

CMDB

Definitive Media Library and CMDB

DML

Release Record

build new release

test new release implement

new release

distribute new release

CIs are stored in the DML. Information about CIs is in the CMDB.

STST

Notes: Business application data would not be stored in the Definitive Media Library (DML).

The ‘V model’ for Configuration Levels & Testing

STST

Define Business Requirements

Define Service Requirements

Design Service Solution

Design Service Release

Develop Service Solution

Validate ServicePackages/Offerings

Service Acceptance Test

ServiceReadiness Test

Service Release Package Test

Component & Assembly Test

service review criteria

service acceptance criteria

service operational criteria

service release test criteria

1a1a

2a2a

3a3a

4a4a

5a5a

1b1b

2b2b

3b3b

4b4b

5b5b

Build &Test

Notes: The V model represents the levels of configuration and testing required to deliver a service capability. It provides an example of a model that can be used to represent the different configuration levels to be built and tested to deliver a service capability. The left side represents the specification of the service requirements down to the detailed Service Design. The right side focuses on the validation and test activities that are performed against the specifications defined on the left-hand side. At each stage on the left-hand side, there is direct involvement by the equivalent party on the right-hand side. It shows that service validation and acceptance test planning should start with the definition of the service requirements.

Release and Deployment Roles

Responsible for the planning, design, build, configuration and testing of all software and hardware to create release packages

Release & Deployment Manager

Establishes the final release configuration, builds and tests the final release delivery

Release Packaging & Build Manager

Physical delivery of the service implementationCoordinate release documentation and communicationPlans deployment in conjunction with Change,Knowledge Management and SACMProvide feedback on the effectiveness of the release

Deployment Staff

STST

Notes:



Knowledge Management

Enable the service provider to be more efficient, improve quality of service, increase satisfaction and reduce the cost of serviceEnsure 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 servicesEnsure that, at a given time and location, service provider staff have adequate information

Ensure that the right information is delivered to the appropriate place or competent person at the right time to enable informed decisionPu

rpos

ePu

rpos

e

STST

Notes:

Data

Con

text

Understanding

Why?

How?

Who, What,When, Where?

Information

Knowledge

Wisdom

“The quality and relevance of knowledge rests on the

accessibility, quality and continued relevance of the

underpinning data and information.”

DIKW Model

STST

Notes: The Data–Information–Knowledge–Wisdom structure Knowledge management is typically displayed within the Data–Information–Knowledge–Wisdom (DIKW) structure. The use of these terms is set out below. Data is a set of discrete facts about events. Most organizations capture significant amounts of data in highly structured databases such as service management and configuration management tools/systems and databases. The key knowledge management activities around data are the ability to: Capture accurate data Analyze, synthesize, and then transform the data into information Identify relevant data and concentrate resources on its capture. Information comes from providing context to data. Information is typically stored in semi-structured content such as documents, e-mail, and multimedia. The key knowledge management activity around information is managing the content in a way that makes it easy to capture, query, find, reuse and learn from experiences so that mistakes are not repeated and work is not duplicated. Knowledge is composed of the tacit experiences, ideas, insights, values and judgements of individuals. People gain knowledge both from their own and from their peers’ expertise, as well as from the analysis of information (and data). Through the synthesis of these elements, new knowledge is created. Knowledge is dynamic and context based. Knowledge puts information into an ‘ease of use’ form, which can facilitate decision making. In Service Transition this knowledge is not solely based on the transition in progress, but is gathered from experience of previous transitions, awareness of recent and anticipated changes and other areas that experienced staff will have been unconsciously collecting for some time. Wisdom gives the ultimate discernment of the material



and having the application and contextual awareness to provide a strong common sense judgement. Data – quantitative collection of details e.g. number of Incidents Information – derives additional facts by processing data e.g. number of priority 1 Incidents occurring after year end processing Knowledge – uses information but includes an extra dimension from experience Wisdom – making correct decisions and judgements

Knowledge Processing Layer(Query and analysis, reporting, Performance management, Modelling, Monitoring)

Presentation Layer(Search, Browse, S tore, Retrieve, Update, Publish, Subscribe, Collaborate)

Service Knowledge Management System (SKMS)Service Knowledge Management System (SKMS)

Data and Information sources

Information Integration Layer

CMDB1

CMDB2

DML1

Integrated Asset and Configuration Information

DML2

Service Management Knowledge Base

Configuration Management System (CMS)

DocumentsApplication dataChange data Release data

Managing Knowledge through the SKMS

STST

Notes:

Additional Service Transition Processes

Plan and coordinate the resources to ensure that the requirements in the service design are effectively realizedIdentify, manage and control the risks of failure and disruptionacross transition activities

Transition Planning & Support

Service Validation & Testing

Evaluation

Ensure that a release will deliver the expected outcomesValidate that a service is fit for purpose and fit for useConfirm that the customer and stakeholder requirements for the new or changed service are correctly defined and remedy any errors or variances

Provide a consistent and standardized means of determining the performance of a service change in the context of existing and proposed services and IT infrastructure

STST

Notes:



Service Transition – Review

Goals & objectivesValue to the business7 R’s of changeThe V ModelTypes of changesRelease optionsCI typesTechnologies – CMS, CMDB,DML, SKMS

ProcessesProcessesChange ManagementService Asset & Configuration ManagementRelease & Deployment ManagementTransition Planning & SupportService Validation & TestingEvaluation

Knowledge Management

Assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfullyPu

rpos

ePu

rpos

e

Key Concepts

STST

Notes:


Notes:

Unit Quiz

Notes:

Key terminology and conceptsIncident Management Objectives, basic concepts & roles

Event ManagementRequest FulfilmentProblem ManagementAccess Management

Service Desk function Role, objectives and overlaps:

Technical Management Application Management IT Operations Management

Key terminology and conceptsIncident Management Objectives, basic concepts & roles

Event ManagementRequest FulfilmentProblem ManagementAccess Management

Service Desk function Role, objectives and overlaps:

Technical Management Application Management IT Operations Management

Service OperationService Operation

Notes:



Service Operation - Principles & Purpose

Managing day-to-day activities and technologyExecuting processes to optimize cost and qualityEnabling the business to meet its objectivesEffective functioning of components

Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customersAlso responsible for ongoing management of the technology

Service Operation concerns

Purp

ose

Purp

ose

SOSO

Notes:

‘Service Operation is where the value is seen’

Services run within budget and ROI targetsDesign flaws fixed and unforeseen requirementssatisfiedEfficiency gains achievedServices optimized

Service Operation - Value to the Business

A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.

Service

SOSO

Notes:

Achieving Balance

SOSO

Internal Externalv.

in danger of not meeting business requirements

tends to under-deliver on promises to the business

Stability Responsivenessv.

in danger of ignoring business requirements

may tend to overspend on change

Cost Qualityv.

in danger of losing service quality due to cost cutting

may overspend on higher than necessary levels of service

Reactive Proactivev.

not able to effectively support the business strategy

may fix services not broken, and increase levels of change

Notes:



Communication

Routine operational communicationCommunication between shiftsPerformance reportingCommunication in projectsCommunications related to changesCommunications related to exceptions or to emergenciesTraining for new or customized processes and service designsCommunication of strategy and design to operational teams

Not a Process, but is required for effective Service Operation

1. Must have an intended purpose or action

2. Audience should be involved in determining need

Considerations

SOSO

Notes: Good communication is essential for successful Service Operation, just as it is for any other phase of the lifecycle.

Event Management

Incident Management

Problem Management

Access Management

Request Fulfillment

Service Operation - Processes

SOSO

Notes:

Event Management

To detect Events, make sense of them, and determine appropriate control actionTo act as a basis for automating routine Operations Management activitiesPu

rpos

ePu

rpos

e

Types of EventsInformationalWarningException

Key RolesService DeskTechnical and Application ManagementIT Operations

There is no definitive rule about delineationEach relies on the sending and receipt of a message

Notes

SOSO

Notes:



Event Management – Key Terms

any detectable or discernible occurrence (including a change of state) that has significance for the management of a configuration item or service.

Event

A warning that a threshold has been reached, something has changed, or a failure has occurred

Alert

SOSO

Notes:

“An unplanned interruption to an IT service or reduction in the quality of an IT service.”

Incident Management

The process of dealing with allincidents including failures,questions or queries reported byusers (via Service Desk), bytechnical staff or automaticallydetected and reported by eventmonitoring tools.

Incident Management - Overview

Incident

SOSO

Notes: Failure of a Configuration Item that has not yet impacted service is also an incident. For example failure of one disk from a mirror set.


M (ITIL v3)

ScopeAny event which disruptsor could disrupt a service– including user reportedonesIncidents can also bereported/logged bytechnical staff

“Normal service operation” means

within agreed service levels (in SLAs)

Incident Management - Scope & Objectives

Not all events are incidentsService requests are not Incidents

Notes

To restore normal service operation as quickly as possible and minimize the adverse impact upon business operations, thus ensuring that the best possible levels of service quality and availability are maintainedO

bjec

tive

Obj

ectiv

e

SOSO

Notes: Concept



Incident Management – Process (1)

ServiceRequest?

Prioritization

RequestFulfillment

Identification

Logging

Categorization

A

User Call

StaffEvent

Web

N o

Yes

SOSO

Notes:

Incident Management - Process (2)

MajorIncident?

Initial Diagnosis

Major IncidentProcedure

Escalation*?

Investigation &Diagnosis

A

Resolution &Recovery Close

Escalation*

* Functional or Hierarchic

No

N o

Yes

Y es

SOSO

Notes:

Incident Management - Prioritization

Priority = Impact + UrgencyImpact = effect of the Incident on the businessUrgency = A measure of how long it will be until the business experiences significant impact

Planned< 24 hours

< 24 hours

< 24 hours < 48 hours

< 48 hours

< 1 hour < 8 hours

< 8 hours

5

2

1 2

3

3

3

4

4

Urg

ency

Impact

HighHigh MediumMedium LowLow

LowLow

MediumMedium

HighHigh

Resolution time

Priority

Sample model

SOSO

Notes:



Incident Management - Other Concepts

Workarounds - reduce or eliminate the impact Timescales - agreed for all incident handling stages Incident models - standard responses formulated to deal with common incidentsMajor incidents - highest category of impact for an incident

SOSO

Notes: A workaround is a way of reducing or eliminating the impact of an incident or problem for which a full resolution is not yet available. Timescales must be agreed for all incident handling stages – based upon agreed response times and resolution targets documented in SLAs. These must be reflected as targets within OLAs and underpinning Contracts. All support groups must be aware of these timescales and tools may be used to automate escalation. Incident models define the specific steps to be taken associated with recurring incidents that have standard responses defined. Tools can be used to manage the process and ensure that a consistent approach is always followed. Major incidents represent the highest category of impact for an incident. A major incident results in significant disruption to the business. Special procedures need to be followed to ensure that all resources are available to deal with the incident speedily. Each organization defines what constitutes a major incident.

Janu

ary

Mar

ch

Feb

rua

ry

Incident Management - Metrics

Number of incidents Breakdown by stage Incident backlog Number and percentage of major incidents Mean time to resolve by impact codePercentage handled within SLANumber and percentage of incidents handled per SD agentNumber and percentage handled remotelyNumber of incidents per incident modelIncident occurrence by time of day

SOSO

Notes:

Incident Management - Roles

Incident ManagerFirst line (Service Desk)Second lineThird line

SOSO

Notes: An Incident Manager has responsibility for

• Driving the efficiency and effectiveness of the process

• Producing management information • Managing the work of support staff • Monitoring the effectiveness of the

process and recommending improvements

• Developing and maintaining systems • Managing Major Incidents • Developing and maintaining the process

and procedures Since the process is typically executed by the service



desk, this role is often assigned to the Service Desk supervisor. Clearly this is dependent upon the organization. No matter where the authority for the process lies, the Incident Manager must have the correct authority to be able to manage incidents through all levels.

• First-line staff are typically service desk analysts

• Second line staff may be closely aligned with the Service Desk, but normally have greater skills and time to analyze as opposed to call-handling.

• Third line staff are usually specialists working in internal or external support teams.

Incident Management – Challenges

Early detection ability

Need for logging and use of self-help

Availability of problem and known error information (and relevant knowledge)

Integration into Configuration Management System

Integration into Service Level Management process

SOSO

Notes:

To prevent problems and resulting incidents from happeningEliminate recurring incidents To minimize the impact of incidents that cannot be prevented

Problem Management

Obj

ectiv

eO

bjec

tive

ProblemThe unknown

cause of one or more incidents

SOSO

Notes: It is important to understand the distinction between incidents and problems. It is important to understand that not all incidents become problems. Problem records may be generated as a result of analysis of events or incidents, from proactive trend analysis, or simply be reported from a variety of sources.



Problem Management – Key Concepts

Known Errors - A problem that has a documented root cause and a workaround (or permanent solution) identifiedKnown Error Database (KEDB) –Stores known errorsWorkaround – Allows restoration of service, leading to closure of incidentsResolution – removes the root cause of a problem and involves change, release and deployment processes

SOSO

Notes:

Problem Management - Process Activities

DetectionLoggingCategorization & PrioritizationInvestigation & DiagnosisIdentification of WorkaroundCreate Known Error RecordInitiate Change ManagementResolution (via Change Management)ClosureMajor Problem Review

SOSO

Notes:

Problem Management - Roles

Problem ManagerCoordinate with all resolvinggroups to ensure speedyresolution within SLA targetsOwn the Known Error Database(protection, known errorinclusion, search algorithms)Formally close problem recordsCoordinate with suppliers and3rd partiesHandle major problems

Problem Solving GroupsSpecialist teams with in-depthknowledge and skills

SOSO

Notes:



Request Fulfilment - Overview

Provide a regular channel for users to request and receive standard servicesProvide information to users about service availability and access requestsSource and deliver components of standard servicesAssist with general information, complaints or comments related to service requests

Request

Objectives

A request from a user for information, advice, for a standard change or for access to an IT service, e.g. to reset a password or to provide standard IT services for a new user

SOSO

Notes: The term service request describes requests for standard services by users. Many are actually small changes – low risk, frequently occurring, low cost, etc (e.g. password reset, software installation on a single PC) – or information requests. Changes of core service functionality are not service requests. Service Requests are usually handled by a Service Desk, and do not require an RFC to be submitted.


M (ITIL v3)

Request Fulfillment Roles

Initial handling undertaken by the Service Desk and Incident Management staffEventual fulfillment undertaken by the appropriate Service Operation team(s), or departments and/or by external suppliers, as appropriateFacilities Management, Procurement and other business areas may aid in the fulfillment of the Service Request

SOSO

Notes:

Access ManagementProcess of grantingauthorized users the right touse a service, whilepreventing access to non-authorized users

Sometimes called Rights Management or Identity Management

Access Management – Objectives & Roles

Obj

ectiv

eO

bjec

tive

Service DeskTechnical and Application ManagementIT Operations Management

Roles

Execute the policies and actions defined in Security and Availability ManagementProvide the right for users to be able to use a

service or group of services

SOSO

Notes:



Access Management - Concepts

Access: the level and extent of a service’s functionality or data that a user is entitled to useIdentity: the information about them that distinguishes them as an individual and verifies their status within the organizationRights (privileges): settings whereby a user is provided access – read, write, execute, change, delete Service groups: aggregation of a set of users accessing a common set of servicesDirectory services: a specific type of tool used to manage access and rights

SOSO

Notes:

Access Management - Process Activities

Requesting accessVerification Providing rightsMonitoring identity statusLogging and tracking accessRemoving or restricting rights

SOSO

Notes:

Logical functions to perform specific activities and processes – not necessarily mapping on to organizational structures or individuals

Service Operation - Functions

SOSO

Notes: Operations Control refers to overseeing the execution and monitoring of IT operational events and activities. Facilities Management refers to the management of the physical IT environment such as a data center.



Service Desk – Objectives & Responsibilities

Logging all incidents/service requests, allocating categorization and prioritization codesFirst line investigation and diagnosisResolving incidents/service requestsEscalation as necessaryClosing all resolved incidents and requestsConducting customer satisfaction surveysCommunication with users - progress, informationUpdating Configuration Management System as agreed and authorized

The primary aim of the Service Desk is to restore the ‘normal service’ to users as quickly as possible (in the widest possible sense)Fixing a technical fault, it could equally involve fulfilling a service request or answering a query

Obj

ectiv

eO

bjec

tive

SOSO

Notes: As the single point of contact for an IT service provider, the Service Desk provides a single consistent way to communicate with an organization or business unit.

Service Desk – Types & Staffing

Types of Service DesksLocalCentralizedVirtualFollow-the-sunSpecialized

Staffing ConsiderationsStaffing levelsSkill levelsTrainingStaff retentionSuper users

SOSO

Notes:

Service Desk - Metrics

Customer/user satisfactionFirst-line resolution rate against targetAverage time to resolve an incident against targetAverage time to escalate an incident against targetAverage cost of handling an incident against targetPercentage of updates performed within targetAverage time to review and close a resolved callNumber of calls by day/time

SOSO

Notes:



Help plan, implement and maintain a stable technical infrastructure to support the organization’s business processes through:

Technical Management - Objectives & Role

A well designed and highly resilient, cost-effective technical topologyThe use of adequate technical skills to maintain the infrastructure in optimum conditionThe swift use of technical skills to diagnose and resolve any technical failures

Custodian of technical knowledge and expertise related to managing the IT InfrastructureProvides the resources to support the IT management lifecycle

Role

Objectives

SOSO

Notes:

Application Management - Objectives & Role

To support the organization’s business processes by helping to identify functional and manageability requirements for application softwareTo assist in the design and deployment of applicationsTo assist in the ongoing support and improvement of applications

Contributes to the decision on whether to buy an application or build itCustodian of technical knowledge and expertise relating to the management of applicationsProvides resources to support the Service Management Lifecycle

Objectives

Role

SOSO

Notes: NOTE: Application Management is NOT responsible for developing functionality.

Operations Management – Objectives & Role

Role

Executes the ongoing activities and procedures required to manage and maintain the IT infrastructure to deliver and support IT services at the agreed service levelsContinually adapts to business requirements and demand

To maintain the ‘status quo’ to achieve stability of the organization’s day-to-day processes and activitiesTo regularly scrutinize and improve service at reduced

cost, while maintaining stabilityTo swiftly apply operational skills to diagnose and

resolve any IT operations failures that occur

Objectives

SOSO

Notes:



Service Operation - Function Overlaps

IT OperationsManagementIT OperationsManagement

TechnicalManagement

ApplicationManagement

Ops Mgt Tech Mgt App Mgt

management of IT infrastructure

application maintenance & support

design, testing and improvement of CIs

SOSO

Notes:

Common Service Operation Activities

Security Management & Service OperationFacilities and Data Center ManagementInternet / Web ManagementMiddleware ManagementDesktop SupportDirectory Services ManagementDatabase AdministrationStorage and ArchiveNetwork ManagementServer Management & SupportMainframe ManagementIT OperationsImprovement of Operational Activities

SOSO

Notes:

Service Operation – Review

Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers (including the ongoing management of technology to deliver and support services)Pu

rpos

ePu

rpos

e

Purpose & valueAchieving balanceCommunicationRealization of service value

FunctionsService DeskTechnical MgtApplications MgtIT Operations Mgt - IT OperationsControl & Facilities Mgt

Incident ManagementEvent ManagementRequest FulfillmentProblem ManagementAccess Management

ProcessesProcesses

SOSO

Notes:




Notes:

Unit Quiz

Notes:

Importance of Continual Service Improvement isContinual Service Improvement Model and Deming CycleThe value of measurement

BaselinesTypes of metrics

The 7 step improvement process

Importance of Continual Service Improvement isContinual Service Improvement Model and Deming CycleThe value of measurement

BaselinesTypes of metrics

The 7 step improvement process

Continual Service ImprovementContinual Service Improvement

Notes:

CSI and the ITIL Core

CSICSI

Notes:



CSI Objectives & Scope

ObjectivesTo ensure that ServiceManagement processes continueto support the businessTo monitor Service Levelachievements and wherenecessary enhance processes

ScopeThe health of the ITSM discipline ismaintainedThe Service Portfolio is aligned tocurrent and future business needsThe continual maturing of ITservice processes

CSICSI

Notes:

Purpose of Continual Service Improvement

Validate services delivered remain in line with ever changing business needs

Align and realign IT with the businessIdentification and implementation of improvements

Consider processes throughout the Service Lifecycle

Improve effectiveness and efficiency of existing processesUnderstand cost implications

Ensure all processes contain goals, objectives and are measurable

CSICSI

Notes: CSI provides guidance on

• how to improve process efficiency and effectiveness

• how to improve services • the improvement of all phases of the

service lifecycle • the measurement of processes and

services

Return on Investment for CSI

Investment Costmoney an organization pays to improve services and service

management processes

Benefit

what an organization can gain in a return

“The Business Case should articulate the reason for undertaking a service or process improvement initiative.”

ROI

Business Case

‘As-is’ & ‘to-be’ statesClearly defined success criteriaBalanced focus – people, process & technology

the business value that service

improvement brings (beyond

financial)

VOI

CSICSI

Notes:



Continual Service Improvement Model

How do we get there?

Where do we want to be?

Where are we now?

What is the vision?

How do we know we’ve arrived?

Process Improvement

Assessments

Vision and business objectives

Metrics & Measurements

Measurable Targets

Con

tinuo

us

Imp

rove

men

t

CSICSI

Notes:

The Deming Cycle

PlanPlan

DoDo

ActAct

Implement the processes

Monitor, evaluate and report the outcome

Apply actions to the outcome for necessary improvement

CheckCheck

Establish objectives and processes necessary to deliver results in accordance with the specifications

Continuous improvement over time

RepeatableAllows for periods of consolidation and stabilizationSupports identification and implementation of improvementsRelies on a process led approach

CSICSI

Notes: Dr. W. Edwards Deming is considered the father of modern quality control From Wikipedia.com: PDCA should be repeatedly implemented, as quickly as possible, in upward spirals that converge on the ultimate goal, each cycle closer than the previous. This approach is based on the understanding that our knowledge and skills are always limited, but improving as we go. Often, key information is unknown, or unknowable. Rather than enter "analysis paralysis" to get it perfect the first time, it is better to be approximately right than exactly wrong. Over time and with better knowledge and skills, PDCA will help define the ideal goal, as well as help get us there.” In Six Sigma programs, this cycle is called "Define, Measure, Analyze, Improve, Control" (DMAIC).

CSI Measurement

Basic building block of Continual Service ImprovementAn objective view is requiredMeasurement enables

Current status assessmentIdentification of effective improvementsQuantification of enhancements made

Needs must be understood and planned

Metrica scale of

measurement defined in terms of a standard, i.e. in terms of a well-defined unit

a system of methods for quantitatively

assessing a process that is to be

measured, alongwith the processes to

carry out such measurement

Metrics

CSICSI

Notes:



Continual Service Improvement Metrics

metrics often associated with components and applications –e.g. performance, availability, etc

captured in the form of CSFs, KPIs and activity metrics for the servicemanagement processes *

the results of the end-to-end service (component metrics are used to compute service metrics)

TechnologyMetrics

TechnologyMetrics

ProcessMetricsProcessMetrics

Service Metrics

Service Metrics

key questions that KPIs can help answer: quality, performance, value and compliance**

CSICSI

Notes:

CSI - Why Do We Measure?

ValidateValidateStrategy

VisionStrategyVision

DirectDirectTargets &Metrics

Targets &Metrics

JustifyJustifyFactual

EvidenceFactual

Evidence

InterveneInterveneChanges &

Corrective ActionsChanges &

Corrective Actions

Measurement FrameworkMeasurement Framework

CSICSI

Notes: Validate Monitoring and measuring to validate previous decisions “The metrics tell us that we were we right to …” “Our numbers show we are realizing value from …” Direct Monitoring and measuring to set direction for activities in order to meet set targets The most prevalent reason for monitoring and measuring “The metrics reveal that we are meeting our targets …” “The numbers show that we are not adequately …” Justify Monitoring and measuring to justify, with factual evidence or proof, that a course of action is required “The metrics are clear, we must … “ “According to the numbers collected, we should …” Intervene Monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions “Based on the metrics, our best option is to …” “The numbers suggest that we should …”



CSI - Baselines

A baseline provides:A clear starting point for later comparisonAn initial data point to determine if a service or process needs to be improved

Baselines need to be documentedBaselines should be establish at all levels

Strategic goals and objectivesTactical process maturityOperational metrics and KPIs

CSICSI

Notes:

CSI - Governance

“Governance is back with a vengeance.”

Corporate Governancepromoting corporate fairness, transparency and accountability

a framework that covers both the corporate governance and the business management aspects of the organization

Enterprise Governance

IT Governancethe leadership, organizational structures and processes that ensure that IT sustains and extends the organization’s strategies and objectives

CSICSI

Notes:

The 7 Step Improvement Process

Identify - Vision,Strategy & Goals

Implementcorrective action

Present and use the information

Analyze the data

Define what youcan measure

Process the data

GoalsGoals

Define what youshould measure

Gather the data

11

77

66

55 44

33

22

CSICSI

Notes: The 7 Step Improvement Process can most accurately be described as a process for defining what is to be measured, gathering the data, processing the data and using it to take corrective action.



The Knowledge Spiral

BITA

Step 7

Step 6

Step 5

Step 1

Step 2

Step 3

Step 4

G oals

BITA

Step 7

Step 6

Step 5

Step 1

Step 2

Step 3

Step 4

Goals

Operational Management

Strategic Management

Tactical ManagementBITA

Step 7

Step 6

Step 5

Step 1

Step 2

Step 3

Step 4

G oals

CSICSI

Notes:

Key Roles for Continual Service Improvement

Understand business and commercial strategyManage the full lifecycle of products and servicesManage customer relationshipsRecognize new opportunities

Service Manager

Continual Service Improvement ManagerResponsible for all improvement initiativesCommunicate CSI visionProvide resourcesCoordinate with Service OwnersPrioritize required improvementsEnsure service requirements are defined, and supportedby service improvement plans, metrics & measurementsLead, mentor, and influence

CSICSI

Notes:

Continual Service Improvement - Review

Continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT Services that support Business Processes

Purp

ose

Purp

ose

Define What You Should Measure Define What You Can Measure Gathering the Data Processing the Data Analyzing the Data Presenting and Using the Information Implementing Corrective Action



CSICSI

Purpose & ScopeBusiness Case for improvementDeming Cycle

Used to control and manage qualityPlan, Do, Check, Act

CSI ModelMeasurement:

BaselinesTypes of Metrics – Technology, Process & Service

Roles for CSI

Notes:




Notes:

Unit Quiz

Notes:

Technology & Architecture

Technology & Architecture

Tool Selection processRequirements for Integrated ITSM technologiesBenefits of Service AutomationTools to Support the Lifecycle

Tool Selection processRequirements for Integrated ITSM technologiesBenefits of Service AutomationTools to Support the Lifecycle

Notes: Header slide

Tool Requirements & Selection Process

DefineRequirements

IdentifyProducts

Define SelectionCriteria

EvaluateProducts

ShortListing

Scoring

Rank theProducts

SelectProducts

Notes: Consider the use of MoSCoW analysis M – MUST have this S – SHOULD have this if at all possible C – COULD have this if it does not affect anything else W – WON’T have this time but WOULD like in the future




M (ITIL v3)

Requirements for Integrated ITSM Technologies

Self-HelpWorkflowIntegrated CMSDiscovery / deployment / licensingRemote controlDiagnostic utilitiesReportingDashboardsIntegration with Business Service Management

Notes:


M (ITIL v3)

Benefits of Automation

Managing capacityDemand ManagementEliminate human factorComputing powerManaging knowledgeDesign & modelingService CatalogAnalysisClassification, prioritization & routingDetection & monitoringOptimization

Notes:

Service Design Tools

Hardware and SoftwareDesignEnvironmental DesignProcess DesignData DesignService LifecycleManagement

Service design tools can provide a significant aid for all 5 aspects of design.

Notes: Using Service Design tools also help ensure that standards and conventions are followed.



Service Transition Tools

Application Management ToolsService Dashboards and

Reporting ToolsData Mining ToolsMeasurement and

Reporting SystemsTest Management and

Testing ToolsDeployment and Logistics

Systems

Notes:

Service Operation Tools

Self Help FunctionalityWorkflow/Process Control EngineIntegrated and Verified CMSControl of User ‘Desktop’Diagnostic ScriptingReporting and Dashboard Capability

Notes:

Continual Service Improvement Tools

Systems and Network ManagementEvent Management

Incident/Problem Management

Service Request and FulfilmentKnowledge Management

Performance Management

Security ManagementFinancial Management

Notes:




Notes:

Unit Quiz

Notes:

ITIL Certification ModelMigration / upgrade from ITILVersion 2Rapid advancement to ITILExpert

ITIL Certification ModelMigration / upgrade from ITILVersion 2Rapid advancement to ITILExpert

ITIL QualificationITIL Qualification

Notes:

ITIL Version 3 Certification Scheme - Overview

Multiple levels of certificationFoundationIntermediate

LifecyclesCapabilities

Managing through the LifecycleITIL ExpertAdvanced Level

Credit based schemeCredits gained from previous Version 2 awardsOrientated to support individual career pathsProvides for on-demand examinations Version 2 to Version 3 bridging courses available

Notes:



Training Certification Model for ITIL V3

ITIL Expert

Managing Across the Lifecycle

ITIL V3 Foundation Certificate in IT Service Management

Advanced

Lifecycle Modules

SS SD ST SO CSI

Capability Modules

PPO SOA RCV OSA

2

5

3 3 3 3 3 4 4 4 4

V3 ManagersBridge

V2Pract.

V2Service

Manager

V3 Foundations Bridge

V2 Foundations 1.5

.5

17 12

5

Notes: Capability Modules:

• Planning, Protection and Optimization • Service Offerings and Agreements • Release, Control and Validation • Operational Support and Analysis

Managing Across the Lifecycle focuses on the ancillary knowledge required to implement and manage the necessary skills associated with the use of the Lifecycle practices and includes: • Introduction to IT Service Management Business & Managerial Issues • Managing the Planning and Implementation of IT Service Management • Management of Strategic Change • Risk Management • Managerial Functions • Understanding Organizational Challenges • Lifecycle Project Assessment • Understanding Complementary Industry Guidance

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Notes:

ITIL Mock Exam

Notes:



Congratulations!

You have successfully completed the course

Foundations of IT Service Management


Dream Catchers, Inc.

Notes:

For More Information …

ITSM TrainingBooks and Pocket Guides

Web sites

www.itsm-portal.com

www.itil-books.com

ITIL Certification CoursesComputer Based TrainingProject Management for ITILITSM WorkshopsITSM Simulation

Consulting Services

AssessmentsQuick StartsAdvisory Services

ITIL Books for V2 and V3

Notes: Dream Catchers Provides Services for:

• All levels of ITIL Certification • Project Management • PM Essentials for ITIL • Workshops • Simulation • Consulting and Advisory Services • ITSM Book Shop