THE MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE … · BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT A Guide for ITIL ... ISO/IEC 20000 199 Capability Maturity Model

THE MANAGER’SBRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT

A Guide for ITIL®V3 Exam Candidates

Colin Rudd

THE MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENTA Guide for ITIL®V3 Exam Candidates

Colin Rudd

If you qualified as a V1 or V2 ITIL Manager your best route to acurrent, valid, high-level ITIL qualification is via the ITIL Manager’sBridge Certificate and this book serves as a practical guide toachieving ITIL Expert in IT Service Management certification. It isan ideal learning aid for self-study, reference or revision within an accredited training course. The book:

• focuses on the NEW content of ITIL V3 and the content that has changed

• puts emphasis on a lifecycle approach• is closely aligned to the structure of the syllabus

ABOUT THE AUTHORColin Rudd has worked in the IT industry for over 35 years and is internationally recognised as a leading authority on Service Management. He has been heavily involved in the development ofthe IT Infrastructure Library (ITIL). He is former President of theInstitute of IT Service Management and is currently a Director ofitSMF International and Chair of the itSMF Standards Management Board.

Other BCS titles you may be interested in include:

WORLD CLASS IT SERVICE DELIVERY – Peter WheatcroftBUSINESS-FOCUSED IT AND SERVICE EXCELLENCE – David Miller

A highly focused book.A great guide to passing the ITIL®

Manager’s Bridgeexam from one of theworld’s leading ITILauthorities. David Wheeldon - Industry Expert

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The Swirl logo™ is a Trade Mark of the Office of Government Commerce.ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

Business, IT Management

ITIL-bridge-artwork-ma_book jacket 29/01/2010 09:44 Page 1

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THE ITIL® V3 MANAGER’SBRIDGE CERTIFICATE IN IT SERVICE MANAGEMENTA Guide for Exam Candidates

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BCS The Chartered Institute for IT

BCS The Chartered Institute for IT promotes wider social and economic progressthrough the advancement of information technology, science and practice. We bring together industry, academics, practitioners and government to share knowledge, promote new thinking, inform the design of new curricula, shape public policy and inform the public. As the professional membership and accreditation body for IT, weserve over 70,000 members including practitioners, academics and students, in the UK and internationally. A leading IT qualification body, we offer a range of widely recognised professional and end-user qualifications.

Joining BCS The Chartered Institute for IT

BCS qualifications, products and services are designed with your career plans in mind.We not only provide essential recognition through professional qualifications but alsooffer many other useful benefits to our members at every level.

BCS Membership demonstrates your commitment to professional development.

It helps to set you apart from other IT practitioners and provides industry recognition ofyour skills and experience. Employers and customers increasingly require proof ofprofessional qualifications and competence. Professional membership confirms yourcompetence and integrity and sets an independent standard that people can trust.Professional Membership (MBCS) is the pathway to Chartered IT Professional (CITP)Status.www.bcs.org/membership

Further Information

BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, United Kingdom.T +44 (0) 1793 417 424F +44 (0) 1793 417 444www.bcs.org/contact

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THE ITIL®V3 MANAGER’SBRIDGE CERTIFICATE IN IT SERVICE MANAGEMENTA Guide for Exam Candidates Colin Rudd

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© 2010 British Informatics Society Limited

The right of Colin Rudd to be identified as author of this work has been asserted by him in accordance withsections 77 and 78 of the Copyright, Designs and Patents Act 1988.

All rights reserved. Apart from any fair dealing for the purposes of research or private study, or criticism orreview, as permitted by the Copyright Designs and Patents Act 1988, no part of this publication may be reproduced, stored or transmitted in any form or by any means, except with the prior permission in writingof the publisher, or in the case of reprographic reproduction, in accordance with the terms of the licences issued by the Copyright Licensing Agency. Enquiries for permission to reproduce material outside thoseterms should be directed to the publisher.

All trade marks, registered names etc. acknowledged in this publication are the property of their respectiveowners. BCS and the BCS logo are the registered trade marks of the British Computer Society charity number 292786 (BCS).

The Swirl logoTM is a Trademark of the Office of Government Commerce.

“ITIL® is a Registered Trademark of the Office of Government Commerce in the United Kingdom and othercountries.”

© Crown copyright material is reproduced with the permission of the Controller of HMSO and Queen’sPrinter for Scotland.

Figures 3.1–3.3, 4.1–4.11, 5.1–5.20, 6.1, 6.3–6.11, 7.1–7.6, 8.1–8.11, 9.1–9.3 & 11.1 and Tables 6.1 and 6.2 arebased on OGC ITIL material. Reproduced under licence from OGC.

Published by British Informatics Society Limited (BISL), a wholly owned subsidiary of BCS The Chartered Institute for IT, First Floor, Block D, North Star House, North Star Avenue, Swindon, SN2 1FA, UK.www.bcs.org

ISBN 978-1-906124-20-5

British Cataloguing in Publication Data.A CIP catalogue record for this book is available at the British Library.

Disclaimer:The views expressed in this book are of the author and do not necessarily reflect the views of BCS or BISLexcept where explicitly stated as such. Although every care has been taken by the authors and BISL in thepreparation of the publication, no warranty is given by the authors or BISL as publisher as to the accuracy orcompleteness of the information contained within it and neither the authors nor BISL shall be responsible orliable for any loss or damage whatsoever arising by virtue of such information or any instructions or advicecontained within this publication or by any of the aforementioned.

Typeset by Lapiz Digital Services, Chennai, India.Printed at CPI Antony Rowe Ltd, Chippenham, UK.

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Figures and tables ixAuthor xiiiAbbreviations xvGlossary xviiiIntroduction xxiv

1 OVERVIEW 1Learning objectives 1Understanding ITIL V3 1Understanding why ITIL needed to change 3

2 SERVICE MANAGEMENT AS A PRACTICE 4Learning objectives 4The concept of good practice 4The concept of service management as a practice 5What is Service Management? 6

3 THE SERVICE LIFECYCLE 8Learning objectives 8The stages within the Service Lifecycle 8Lifecycle and systems thinking 10

4 GENERIC CONCEPTS AND DEFINITIONS 13Learning objectives 13Utility and Warranty 13Resources and Capabilities 15The Service Portfolio 16The role of IT Governance across the Service Lifecycle 19Business Cases 21Service Models 22Service Design Packages 24Configuration Management System 25The Service Knowledge Management System 25The role of communication in Service Operation 27The RACI model 28Risk Management 29Generic roles 31

CONTENTS

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CONTENTS

5 SERVICE STRATEGY 33Learning objectives 33Purpose, goals and objectives 33Key concepts, definitions, principles and models 34Processes 45Roles, responsibilities and functions 72

6 SERVICE DESIGN 75Learning objectives 75Purpose, goals and objectives 75Key concepts, definitions, principles and models 77Processes 89Roles, responsibilities and functions 104

7 SERVICE TRANSITION 108Learning objectives 108Purpose, goals, objectives and value 108Key concepts, definitions, principles and models 110Processes 119Roles, responsibilities and functions 138

8 SERVICE OPERATION 143Learning objectives 143Purpose, goals, objectives and values 143Key concepts, definitions, principles and models 144Processes 150Roles, responsibilities and functions 159

9 CONTINUAL SERVICE IMPROVEMENT 174Learning objectives 174Purpose, goals, objectives and value 174Key concepts, definitions, principles and models 176Processes 180Roles, responsibilities and functions 183

10 TECHNOLOGY AND ARCHITECTURE 185Learning objectives 185Service automation 185Planning and implementing Service Management techniques 187Generic requirements 188Service Design tools 189Knowledge Management tools 190

11 IMPLEMENTATION CONSIDERATIONS 191Learning objectives 191Service Strategy implementation issues 191Service Design implementation issues 192Service Transition implementation issues 194

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CONTENTS

Service Operation implementation issues 195Continual Service Improvement implementation issues 196

12 COMPLEMENTARY INDUSTRY GUIDANCE 198Learning objectives 198COBIT® 198ISO/IEC 20000 199Capability Maturity Model® Integration 199Balanced Scorecard 200Quality Management 200ITIL and the OSI framework 200

Index 202

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Figure 1.1 ITIL complementary products 2Figure 3.1 The ITIL core books 9Figure 3.2 Today’s problem is often created by yesterday’s solution 10Figure 3.3 The key links, inputs and outputs within the Service Lifecycle 11Figure 4.1 The logic of value creation through services 14Figure 4.2 Service Pipeline and Service Catalogue 17Figure 4.3 Elements of a Service Portfolio and Service Catalogue 18Figure 4.4 The Service Portfolio and its contents 19Figure 4.5 Enterprise governance 20Figure 4.6 Service Models, Market Spaces, structure and dynamics 22Figure 4.7 Service components, relationships and dependencies 23Figure 4.8 The Configuration Management System (CMS) 26Figure 4.9 The relationship between the Configuration Management

System, the Configuration Management Database and the Service Knowledge Management System 26

Figure 4.10 The Service Knowledge Management System (SKMS) 27Figure 4.11 A generic framework for Risk Management 30Figure 5.1 Business Units are coordinated goal-driven collections of assets 35Figure 5.2 Customer assets are the basis for defining value 1 36Figure 5.3 Value of a Service in terms of returns on assets for the customer 37Figure 5.4 Type I service providers 39Figure 5.5 Type II service providers 39Figure 5.6 Type III service providers 40Figure 5.7 Value network 41Figure 5.8 Basic value net 42Figure 5.9 Strategic approach taken by a service provider 44Figure 5.10 Asset-based and Utility-based positioning 47Figure 5.11 Service Portfolio 48Figure 5.12 Service Management as a closed-loop control system 50Figure 5.13 Forming and formulating a strategy 52Figure 5.14 Critical Success Factors and competitive positions in

playing fields 55Figure 5.15 The Service Portfolio Management process 58Figure 5.16 Option Space: focused on maintaining services

(Run The Business (RTB)) 60Figure 5.17 Investment categories and budget allocations 61Figure 5.18 Demand Management and the Service Catalogue 63Figure 5.19 Service Level Packages are a means to provide

differentiated services 65

FIGURES AND TABLES

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Figure 5.20 Customer assets are the basis for defining value 2 68Figure 6.1 The four Ps of Service Design 77Figure 6.2 Using the four Ps of Service Design 78Figure 6.3 Enterprise Architecture 81Figure 6.4 Generic process elements 82Figure 6.5 The Metrics Tree 84Figure 6.6 The Business Service Catalogue and the Technical

Service Catalogue 91Figure 6.7 Framework for managing IT security 94Figure 6.8 Security controls for threats and incidents 95Figure 6.9 Information Security Management process activities 97Figure 6.10 Supplier categorisation 100Figure 6.11 Supplier Management process activities 102Figure 7.1 Example of Service Transition communications

and plan contents 113Figure 7.2 Service V-model to represent configuration levels and testing 115Figure 7.3 The relationship between the DML and the CMS 118Figure 7.4 Example of a validation and testing process 129Figure 7.5 The Evaluation process 132Figure 7.6 The flow from data to wisdom 134Figure 8.1 Achieving a balance between external and internal focus 145Figure 8.2 Achieving a balance between focus on stability and

responsiveness 145Figure 8.3 Achieving a balance between focus on cost and quality 146Figure 8.4 Achieving a balance between being too reactive or too proactive 147Figure 8.5 The Event Management process 151Figure 8.6 Service Operation functions 160Figure 8.7 Role of teams within the Application Management lifecycle 163Figure 8.8 IT Operations organised according to technical

specialisation (example) 165Figure 8.9 A department based on executing a set of activities 168Figure 8.10 IT Operations organised according to geography 170Figure 8.11 Centralised IT Operations Technical and

Application Management structure 172Figure 9.1 The Continual Service Improvement (CSI) model 176Figure 9.2 The Deming Cycle 179Figure 9.3 The Seven-step Improvement Process 180Figure 11.1 Strategic planning and control process 192

Figures 3.1–3.3, 4.1–4.11, 5.1–5.20, 6.1, 6.3–6.11, 7.1–7.6, 8.1–8.11, 9.1–9.3 & 11.1 arebased on OGC ITIL material. Reproduced under licence from OGC.

FIGURES AND TABLES

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Table 4.1 Resources and Capabilities 15Table 4.2 Example Business Case structure 21Table 4.3 An example RACI model 29Table 6.1 Main service sourcing strategies 85Table 6.2 Advantages and disadvantages of service sourcing strategies 87Table 8.1 Advantages and disadvantages of organisation

by technical specialisation 166Table 8.2 Advantages and disadvantages of organisation by activity 168Table 8.3 Advantages and disadvantages of organisation

to manage Processes 169Table 8.4 Advantages and disadvantages of organisation by geography 171Table 8.5 Advantages and disadvantages of organisation by

combined Technical and Applications Management 172

Tables 6.1 and 6.2 are based on OGC ITIL material. Reproduced under licence from OGC.

FIGURES AND TABLES

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AUTHOR

Colin Rudd is an internationally recognised expert in Service Management (SM)and has been working in the Information Technology (IT) industry for over 35 years. During this time Colin has delivered presentations, workshops, consultancy and training in many regions and countries, including the UK, USA,Australia, China, Japan, Singapore, the Middle East and all over Europe. His passion is the implementation and improvement of IT management systems andprocesses. Colin has helped numerous organisations to implement effective and efficient ‘world class’ IT management systems that have won quality awardsand achieved external certification against international standards.

Colin started his IT life as an analyst/programmer and rapidly progressed to become a technical specialist in operating systems and networking, installingmany national, European and international networks, including the MoscowOlympics systems. He subsequently moved into IT and network managementand wrote his first book on Network Services Management in 1994 based on his knowledge and experience of the industry. Since then he has been helping organisations to improve all areas of IT management. He has also been instru-mental in the development of standard industry qualification and accreditationprogrammes. These developments have been achieved in conjunction with manyof the leading industry bodies and associations, such as BCS, itSMF, OGC, CMA,APMG, EXIN, NCC, BSI, UKAS and the SFIA Foundation. In May 1999, he set up his own IT management consultancy and training services company to further develop his interest and experience in all aspects of network, systems, enterprise and Service Management.

Colin has also worked closely with the British Standards Institute (BSI) and theInternational Organization for Standardization (ISO) on the development ofISO/IEC 20000, the international standard for IT Service Management. He wasthe key player behind the development and establishment of the itSMF ISO/IEC20000 certification and qualification scheme, the leading international schemewithin the area of IT Service Management.

Colin has an honours degree in Mathematics and is a chartered engineer, a chartered IT professional and a fellow of BCS, of the Institute of IT Service Management (ISM) and of the Institute of IT Trainers (IIT). He has contributedto the development of both the Industry Structure Model and its successor, theSkills Framework for the Information Age (SFIA). He has also authored and contributed to many books on IT Management and Service Management

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including authoring of modules in ITIL® versions 1, 2 and 3. He has also writtennumerous white papers and articles on associated topics.

Recognition as a leading authority on Service Management came in 2002 when Colin was presented with the itSMF’s Lifetime Achievement award for contributions to the Service Management industry. Colin has also receivedawards for business excellence from some of his clients, for the quality of thetraining and consultancy he has delivered.

“ITIL is a Registered Trademark of the Office of Government Commerce in theUnited Kingdom and other countries.”

AUTHOR

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ABBREVIATIONS

AMIS Availability Management Information System

APMG APM Group

ASP Application Service Provider

BCS British Computer Society

BIA Business Impact Analysis

BPO Business Process Outsourcing

BRM Business Relationship Management/Manager

BSI The British Standards Institute

CAB Change Advisory Board

CAB/EC Change Advisory Board/Emergency Committee

CI Configuration Item

CIO Chief Information Officer

CMA The Communications Managers Association

CMDB Configuration Management Database

CMIS Capacity Management Information System

CMM Capability Maturity Model

CMMI® Capability Maturity Model Integration

CMS Configuration Management System

COBIT® Control Objectives for Information and related Technology

CSF Critical Success Factor

CSI Continual Service Improvement

CSP Core Service Package

CTO Chief Technical Officer

DHS Definitive Hardware Store

DIKW Data → Information → Knowledge → Wisdom

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DML Definitive Media Library

DSL Definitive Software Library

EXIN The Examinations Institute

FAQ Frequently Asked Questions

GTB Grow The Business

IMAC Installations Moves Additions Changes

ISACA Information Systems Audit and Control Association

ISEB Information Systems Examination Board

ISM Information Security Management

ISMS Information Security Management System

ISO International Organization for Standardization

IT Information Technology

ITSCM IT Service Continuity Management

ITSM IT Service Management

itSMF IT Service Management Forum

ITT Invitation to Tender

KPI Key Performance Indicator

KPO Knowledge Process Outsourcing

LoS Line of Service

NCC The National Computer Centre

OGC The Office of Government Commerce

OLA Operational Level Agreement

OSI Open Systems Interconnection

PBA Pattern of Business Activity

PDCA Plan → Do → Check → Act

PFS Prerequisites for Success

RACI An example of an authority matrix: Responsible, Accountable,

Consulted, Informed

RAD Rapid Application Development

RFC Request For Change

ROI Return On Investment

RTB Run The Business

ABBREVIATIONS

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SaaS Software as a Service

SAC Service Acceptance Criterion

SACM Service Asset and Configuration Management

SCD Supplier and Contract Database

SCM Service Catalogue Management

SD Service Design

SDP Service Design Package

SEI Software Engineering Institute

SFIA Skills Framework for the Information Age

SIP Service Improvement Plan

SKMS Service Knowledge Management System

SLA Service Level Agreement

SLM Service Level Management

SLP Service Level Package

SLR Service Level Requirement

SM Service Management

SMART Specific-Measurable-Achievable-Relevant-Timely

SMIS Security Management Information System

SO Service Operation

SOA Service-Oriented Architecture

SOR Statement of Requirement

SPM Service Portfolio Management

SS Service Strategy

SSU Shared Services Unit

ST Service Transition

TCO Total Cost of Ownership

TQM Total Quality Management

TTB Transform The Business

UKAS UK Accreditation Service

UP User Profile

VOI Value On Investment

WIP Work in Progress

ABBREVIATIONS

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Alert A warning that a threshold has been reached, something has changed ora failure has occurred.

Architecture The fundamental organisation of a system, embodied in its components, their relationships to each other and to the environment and theprinciples guiding its design and evolution.

Business Case Justification for a significant item of expenditure. Includes information about costs, benefits, options, issues, risks and possible problems.

Business Unit A segment of the business which has its own plans, metrics, income and costs. Each Business Unit owns assets and uses these to create valuefor customers in the form of goods and services.

Capabilities The ability of an organisation, person, process, application, configuration item or IT service to carry out an activity. Capabilities are intangible assets of an organisation.

Configuration Item A Configuration Item (CI) is any component that needs tobe managed in order to deliver an IT service. Information about each CI isrecorded in a configuration record within the Configuration Management Systemand is maintained throughout its lifecycle by Configuration Management. CIs are under the control of Change Management. CIs typically include IT services, hardware, software, buildings, people and formal documentation such as processdocumentation and SLAs. CIs should be selected using established selection criteria, grouped, classified and identified in such a way that they are manageable and traceable throughout the Service Lifecycle.

Configuration Management Database A Configuration Management Database (CMDB) stores configuration records containing Attributes of CIs andtheir relationships. A CMS may include one or more CMDBs.

Configuration Management System A Configuration Management System(CMS) is a set of tools and databases that are used to manage an IT serviceprovider’s configuration data. The CMS also includes information about Incidents, Problems, known errors, changes and releases, and may contain dataabout employees, suppliers, locations, Business Units, customers and users. TheCMS includes tools for collecting, storing, managing, updating and presenting

GLOSSARY†

Glossary definitions here and within the chapters are from ITIL publications. © Crown copyright material is reproduced with the permission of the Controllerof HMSO and Queen’s Printer for Scotland.

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data about all Configuration Items and their relationships. The CMS is maintained by Configuration Management and is used by all IT Service Management Processes.

Configuration Model A Configuration Model is a model of the services, assetsand the infrastructure that includes relationships between CIs, enabling otherprocesses to access valuable information (e.g. assessing the impact of Incidents,Problems and proposed changes; planning and designing new or changed servicesand their release and deployment; optimising asset utilisation and costs).

Core Service An IT service that delivers basic outcomes desired by one ormore customers.

Customer Portfolio A database or structured document used to record all customers of the IT service provider. The Customer Portfolio is Business Relationship Management’s view of the customers who receive services from the IT service provider.

Definitive Media Library A Definitive Media Library (DML) is one or more locations in which the definitive and approved versions of all software CIs are securely stored. The DML may also contain associated CIs such as licences anddocumentation. The DML is a single logical storage area even if there are multiple locations. All software in the DML is under the control of Change andRelease Management and is recorded in the Configuration Management System.Only software from the DML is acceptable for use in a release.

Deployment Deployment is the activity responsible for the movement of new or changed hardware, software, documentation, process etc. to the Live Environment.

Emergency change A change that must be introduced as soon as possible. Forexample to resolve a Major Incident or implement a security patch. The ChangeManagement process will normally have a specific procedure for handling emergency changes.

Enterprise Architecture The process of translating business vision and strategy into effective enterprise change, by creating, communicating and improving key principles and models that describe the enterprise’s future statesand enable its evolution. (Gartner definition)

Event A change of state that has significance for the management of a Configuration Item or IT service.

Function A team or group of people and the tools they use to carry out one ormore Processes or activities (e.g. the Service Desk or IT Operations).

Incident An Incident is an unplanned interruption to an IT service or reduction in the quality of an IT service. Failure of a Configuration Item that hasnot yet impacted service is also an Incident.

GLOSSARY

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Key Performance Indicator Only the most important metrics are defined asKPIs. KPIs should be selected to ensure that Efficiency, Effectiveness and Cost-Effectiveness are all managed.

Line of Service (LoS) A Core Service or Supporting Service that has multipleService Level Packages. A LoS is managed by a Product Manager and each Service Level Package is designed to support a particular market segment.

Market Space All opportunities that an IT service provider could exploit tomeet the business needs of customers. The Market Space identifies the possibleIT services that an IT service provider may wish to consider delivering.

Metric Something that is measured and reported to help manage a Process, IT Service or Activity.

Normal change A change that follows normal change procedures.

Operational Level Agreement An Operational Level Agreement (OLA) is anagreement between an IT service provider and another part of the same organisation. An OLA supports the IT service provider’s delivery of IT services tothe customers. The OLA defines the goods or services to be provided and the responsibilities of both parties.

Pattern of Business Activity (PBA) A workload profile of one or more business activities. PBAs are used to help the service provider understand andplan for different levels of business activity.

Problem A Problem is the cause of one or more Incidents.

Process A Process is a structured set of activities designed to accomplish a specific objective.

Process Manager A role responsible for operational management of a Process.The Process Manager’s responsibilities include planning and coordination of allactivities required to carry out, monitor and report on the Process.

Process Owner A role responsible for ensuring that a process is fit for purpose.The Process Owner’s responsibilities include sponsorship, design, change management and continual improvement of the Process and its metrics.

Release A Release is a collection of hardware, software, documents, processesor other components required to implement one or more approved Changes to ITservices. The contents of each Release are managed, tested and deployed as a single entity.

Release Unit Components of an IT service that are normally released together.A Release Unit typically includes sufficient components to perform a useful function.

GLOSSARY

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Resource A generic term that includes IT infrastructure, people, money or anything else that might help to deliver an IT service. Resources are consideredto be assets of an organisation.

Risk A risk is a possible event that could cause harm or loss, or affect theability to achieve objectives. A risk is measured by the probability of a threat,the vulnerability of the asset to that threat, and the impact it would have if itoccurred.

Role A set of responsibilities, activities and authorities granted to a person orteam. A Role is defined in a Process. One person or team may have multiple roles(e.g. the roles of Configuration Manager and Change Manager may be carried outby a single person).

Service A service is a means of delivering value to customers by facilitating outcomes that customers want to achieve without the ownership of specific costsand risks.

Service Assets Any capability or resource of a service provider.

Service Catalogue A database or structured document with information about all live IT services, including those available for deployment. The ServiceCatalogue is the only part of the Service Portfolio published to customers and isused to support the sale and delivery of IT services.

Service Change The addition, modification or removal of authorised, plannedor a supported Service or service component and its associated documentation.

Service Design Package Document(s) defining all aspects of an IT serviceand its requirements through each stage of its Lifecycle. A Service Design Package is produced for each new IT service, major change, or IT service retirement.

Service Knowledge Management System (SKMS) A set of tools and databases that are used to manage knowledge and information. The SKMS includes the Configuration Management System, as well as other tools and databases. The SKMS stores, manages, updates and presents all information that an IT service provider needs to manage the full lifecycle of IT services.

Service Level Agreement ITIL defines a Service Level Agreement (SLA) asan agreement between an IT service provider and a customer. The SLA describesthe IT service, records service level targets and specifies the responsibilities forthe IT service provider and the customer. A single SLA may cover multiple IT services or multiple customers.

Service Level Package (SLP) A defined level of Utility and Warranty for a particular Service Package. Each SLP is designed to meet the needs of a particular Pattern of Business Activity.

GLOSSARY

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Service Management Service Management is a set of specialised organisational capabilities for providing value to customers in the form of services.

Service Owner A role which is accountable for the delivery of a specific IT Service.

Service Package A detailed description of an IT service that is available to be delivered to customers. A Service Package includes a Service Level Package (SLP)and one or more Core Services and Supporting Services.

Service Pipeline A database or structured document listing all IT servicesthat are under consideration or development, but are not yet available to customers. The Service Pipeline provides a business view of possible future IT services and is part of the Service Portfolio which is not normally published to customers.

Service Portfolio The complete set of services that are managed by a serviceprovider. The Service Portfolio is used to manage the entire lifecycle of all services, and includes three categories: Service Pipeline (proposed or in Development); Service Catalogue (live or available for deployment); and RetiredServices.

Service Portfolio Management (SPM) The process responsible for manag-ing the Service Portfolio. Service Portfolio Management considers services interms of the business value that they provide.

Service Provider An organisation supplying services to one or more internal customers or external customers.

Service Request A request from a user for information, or advice, or for a standard change or for access to an IT service. For example to reset a password or to provide standard IT services for a new user. Service Requests are usuallyhandled by a Service Desk and do not require a Request for Change (RFC) to besubmitted.

Standard change A Standard change is a pre-approved change that is lowrisk, relatively common and follows a Procedure or Work Instruction. For example password reset or provision of standard equipment to a new employee.RFCs are not required to implement a standard change, and they are logged andtracked using a different mechanism, such as a Service Request.

Strategic asset Strategic assets are assets that provide the basis for core competence, distinctive performance, durable advantage and qualifications toparticipate in business opportunities. IT organisations can use the guidance provided by ITIL to transform their Service Management capabilities into strategic assets.

Supporting Service A service that enables or enhances a Core Service. For example a Directory Service or a Backup Service.

GLOSSARY

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System A collection of components organised to accomplish a specific functionor set of functions.

Utility Functionality offered by a product or service to meet a particular need.

Value Network A value network is a web of relationships that generates tangible and intangible value through complex dynamic exchanges through twoor more organisations.

Warning A warning is an event that is generated when a service or device is approaching a threshold.

Warranty A promise or guarantee that a product or service will meet its agreed requirements.

GLOSSARY

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INTRODUCTION

NaTure aNd purpoSe oF The Book

This book provides candidates with information to help them with their studyand preparation for the ITIL Manager’s Bridge Examination.

purpoSe oF The MaNager’S BrIdge exaM CerTIFICaTe

The Manager’s Bridge qualification will bridge the gap between the ITIL Manager’s Certificate in IT Service Management and the ITIL Expert in IT Service Management. This course is intended only for those holding a valid ITILManager’s Certificate in IT Service Management ITIL versions 1 and 2. Studentswishing to progress to the ITIL Master in IT Service Management must providedocumentary evidence of attaining this qualification (and the earlier Manager’sCertificate) before being allow to progress to the Master level.

Target groupThose targeted by the ITIL Manager’s Bridge Qualification are individuals whoalready hold the Manager’s Certificate in IT Service Management at an earlierITIL version and who wish to obtain the ITIL Expert in IT Service Management,thereby demonstrating their knowledge of ITIL v3.

This may include, but is not limited to, Chief Information Officers (CIOs), SeniorIT Managers, IT Managers and Supervisors, IT professionals and IT Operationpractitioners.

Learning objectivesCandidates can expect to gain the following competencies:

An understanding of the background of ITIL v3 and why ITIL needed tochange.

An understanding of the value of IT Service Management (ITSM) Good Practice and an ability to define and describe a Service and the concept ofService Management as a practice.

An understanding of the Service Lifecycle and of the objectives and businessvalue for each stage in the Lifecycle.

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INTRODUCTION

xxv

The ability to comprehend and articulate some of the key terminology and explain the key concepts of Service Management. Candidates should also beable to show how these concepts can be used as part of a successful ITSMproject or in successful operation of ITSM processes.

An ability to comprehend and communicate the key principles and models ofService Management and to balance some of the opposing forces within Service Management.

An understanding of how the Service Management processes contribute tothe Service Lifecycle; explaining the objectives, scope, concepts, activities, key metrics (Key Performance Indicators), roles and challenges for all of theITIL v3 processes; explaining the role, objectives, organisational structures,staffing and metrics of the ITIL v3 functions.

An understanding of each role and the responsibilities of each of the roles inService Management.

An understanding of the planning and implementation of Service Management technologies, the requirements for an integrated set of Service Management technology and how automation assists the integrationof Service Management processes.

A sufficient understanding of the implementation considerations to enablethem to contribute to such implementations.

An understanding of how ITIL v3 interfaces and can be used alongside complementary industry guidance.

entry criteriaThis qualification is available only to candidates who already hold the Manager’sCertificate in IT Service Management. The examination has been written on thebasis that in preparing for the examination all candidates will have attended anaccredited training course and will have read the ITIL Service Lifecycle Practicescore guidance which includes:

Service Strategy (SS);

Service Design (SD);

Service Transition (ST);

Service Operation (SO);

Continual Service Improvement (CSI);

Introduction to the Service Lifecycle (optional, but recommended).

The MaNager’S BrIdge SyLLaBuS

The syllabus will guide the design, development and use of training materials aswell as training aimed at raising understanding of, and competence in, IT ServiceManagement as described in the ITIL Service Strategy, ITIL Service Design, ITILService Transition, ITIL Service Operation, ITIL Continual Service Improvement,

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INTRODUCTION

xxvi

ITIL Introduction and ITIL Glossary publications. The syllabus has been designedfor ease of reference, extensibility and ease of maintenance in mind.

The Manager’s Bridge syllabus is based on the Foundation bridging syllabus (as the Manager’s Bridge training and qualification encompasses the FoundationBridge. Candidates already qualified at Manager’s level do not therefore have toseparately attend the Foundation Bridge.) The syllabus, however, is broader andwill train and test skills at a greater depth of understanding, appropriate to aManager’s level qualification.

The main focus of the Manager’s Bridge will be the new content of ITIL v3 andthose things that have changed. The syllabus is therefore in two parts:

Part 1 covers those things that are new to ITIL v3 and that will form themain focus for the qualification.

Part 2 covers those things that were well known at v2, but with some significant differences. The training/qualification will focus only on those elements that have changed.

Candidates for the ITIL Manager’s Bridge qualification must complete the 10 units of study detailed within the Manager’s Bridge course syllabus and successfully pass the relevant complex multiple choice examination to achievecertification. The units cover these topics:

Introduction;

The Service Lifecycle;

General concepts and definitions;

Key principles and models;

Processes;

Functions;

Roles and organisation;

Technology and architecture;

Implementation considerations;

Complementary industry guidance.

The latest version of the syllabus can be found athttp://www.bcs.org//upload/pdf/itilv3-mc-bridge-itsm-syllabus.pdf.

Note: The minimum study (contact) time totals 28 hrs. It is envisaged thatproviders will offer this as a four-day course and use innovative ways of presentingthe material, including exercises and assignments to re-enforce the knowledgegained. A mock examination will be made available to assist in examination preparation. Training providers are free to structure and organise their training ina way they find most appropriate, providing the units below are covered.

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xxvii

Format of the examinationType: Twenty (20) question Scenario-based, complex multiple-choice examination.

Duration: 90 minutes. Candidates sitting the examination in a language otherthan their native language have a maximum of 120 minutes and are allowed theuse of a dictionary.

Prerequisite: Manager’s Certificate in IT Service Management

Supervised: Yes

Open-book: No

Pass Score: 80% (16 of 20)

Distinction Score: No

Delivery: Online or paper-based via an Accredited Training Organisation.

reLaTIoNShIp oF The Book To The SyLLaBuS

This book is closely aligned to the structure of the syllabus, but differs in someareas. This is to help the reader study the material. Logical subject matter isgrouped together in one study unit rather than separating it as is done within the syllabus. However, syllabus references are clearly contained within the text at the appropriate points to help cross reference with the syllabus document itself.

how To geT The BeST ouT oF ThIS Book

This book is designed to be used by different groups of people. It can be used either as a learning aid for self study or as reference/revision aid to supportcourse material within an accredited training course.

Before using the book as a learning aid, candidates need to familiarise themselves with the syllabus structure and content.

Those candidates using the book as a reference or revision aid while completingan accredited course will be guided through the use of the book by the coursetutor. If you are using the book for final revision before sitting the exam, youshould first try and identify those areas where you feel weakest.

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LearNINg oBJeCTIveS

The purpose of this chapter is to help candidates understand the background forITIL v3 and why ITIL needed to change. Specifically, candidates must be able to:

understand and explain the background to the new ITIL version and how theproject got input from different stakeholder groups and nationalities;

understand and explain why ITIL needed to change;

understand and explain the new structure of ITIL (core, complementary andweb-based material).

uNderSTaNdINg ITIL v3

ITIL was originally called the IT Infrastructure Library, but has now come to beknown simply as ITIL. Initially produced in the 1980s and early 1990s as a set ofover 40 books covering various IT processes and practices, it was restructured between 1999 and 2006 as a revised set of seven core books:

Service Support;

Service Delivery;

Planning to Implement Service Management;

ICT Infrastructure Management;

Business Perspective;

Application Management;

Security Management.

In order to ensure that ITIL continues to remain relevant and meet the needs ofthe industry and users it has been extended as shown in Figure 1.1 and explainedin the following bullet list.

The five core books and an official introductory book:

Service Strategy;

Service Design;

1 OVERVIEW

1

ITIL Managers Bridge:Layout 1 2/22/10 2:32 PM Page 1

Service Transition;

Service Operation;

Continual Service Improvement.

Complementary publications: adding value to the core volumes, coveringguidance on specific industry sectors, organisation types and technologies andarchitectures, including:

pocket reference books;

case studies;

ITIL working templates;

governance methods;

study aids aligned with ITIL qualifications and certifications.

ITIL Web Support Services: providing online information including valueadded products, process maps and document templates.

SyLLaBuS reFereNCe: ITILMd00-3

Understand and explain the new structure of ITIL (core, complementary and web-based material).

2

THE ITIL® V3 MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT

Figure 1.1 ITIL complementary products

ServiceDesign

Servicestrategy

ServiceTransition

Continual Service

Improvem

ent

Con

tinua

l Ser

vice

Impr

ovem

ent

ServiceOperation

ITIL

Continual ServiceImprovement

VALUEADDED

PRODUCTSCORE

COMPLEMENTARY

Complementary Publications

Web Support Services


uNderSTaNdINg why ITIL Needed To ChaNge

An ITIL Refresh Programme sponsored by the Office of Government Commerce(OGC) was launched in 2004 to update the library once more. Supported by manyindustry groups and associations, an extensive International authoring and quality assurance programme was completed resulting in the five core books thatconstitute the current version of ITIL.

An overall ITIL Refresh Programme Board was established consisting of:

OGC representatives: the sponsors and providers of the programme funding;

itSMF representatives: the IT Service Management Forum representing themajor subject matter experts from all of the principal stakeholder groups andcountries from around the world;

TSO representatives: The Stationery Office, the official publishers of the books;

ISO representatives: supporting the alignment of ISO standards with ITIL;

Examination Board representatives: from BCS/ISEB, EXIN and APMG representing the qualifications interests;

The Chief Editor;

The Chief Architect.

The ITIL Refresh Programme was instigated to ensure that it was kept up to date and continued to meet the needs of the industry and the needs of business, customers and users, especially by:

improving the consistency, structure and comprehensiveness;

focusing on outcomes, service value and business integration;

taking an holistic approach to services and all stages of the Service Lifecycle,particularly in the area of strategy;

improved alignment with other frameworks and standards, such as COBIT®,CMMI®, SOA and ISO/IEC 20000;

improved alignment and consistency with recent developments within the ITindustry.

3

OVERVIEW


Understand and explain the background for the new ITIL v3 and how the projectgot input from different stakeholder groups and nationalities.


Understand and explain why ITIL needed to change.


4

2 SERVICE MANAGEMENT AS A PRACTICE

LearNINg oBJeCTIveS

The purpose of this chapter is to help candidates understand the background forITIL v3 and why ITIL needed to change.

Specifically, candidates must be able to:

describe the concept of Good Practice and explain and justify how this can assist an organisation;

define and explain the concept of a service;

define and explain the concept of Service Management.

The CoNCepT oF good praCTICe

IT organisations operate in dynamic environments with a need to learn andadapt. In order to improve, organisations often benchmark their capabilitiesagainst leading organisations, standards, frameworks and industry practice toidentify gaps and opportunities. One way to close such gaps is the adoption ofgood practices in wide industry use.

However, there are many sources of good practice, including public frameworks,standards and the proprietary knowledge that exists within organisations. Servicemanagement as contained within ITIL is ‘best practice’ and has developed overmany years based on a collection of good industry practice from many organisationsaround the world.

Public frameworks and standards are attractive when compared with proprietaryknowledge:

Proprietary knowledge is deeply embedded in organisations and therefore difficult to adopt, replicate or transfer. Such knowledge is often in the form oftacit knowledge, which is often poorly documented. It is often customised forthe local context and specific business needs to the point of being idiosyncratic.Unless the recipients of such knowledge have matching circumstances, theknowledge may not be as effective and often the owners of such information expect to be rewarded for making the knowledge available.


5

Publicly available frameworks and standards such as ITIL, COBIT®, ISO9000, ISO/IEC 20000 and ISO/IEC 27001 are validated across a diverse set of environments and situations rather than the limited experience of a singleorganisation. They are subject to broad review and diverse use by many organisations and disciplines.

The knowledge of public frameworks is more likely to be widely distributedamong a large community of professionals through publicly available trainingand certification. Ignoring public frameworks and standards can needlesslyplace an organisation at a disadvantage. Organisations should cultivate theirown proprietary knowledge on top of a body of knowledge based on publicframeworks and standards. Collaboration and coordination across organisations are easier because of shared practices and standards.

Good practice is the amalgamation of the best activities from many different organisations.

The CoNCepT oF ServICe MaNageMeNT aS a praCTICe

The primary objective of Service Management is to deliver value to the businessin the form of services.

The value of a service is determined by:

what the customer prefers (preferences);

what the customer perceives (perceptions);

what the customer gets (business outcomes).

The act of transforming resources into valuable services is at the core of ServiceManagement.

Customers do not want services or technology. They want fulfilment of particularrequirements. Therefore the set of services provided should provide business outcomes that align with business needs and support business processes. Whatcustomers value is often different from what the IT provider delivers.


Describe the concept of Good Practice and justify how this can assist an organisation.

‘People do not want quarter inch drills. They want quarter inch holes.’ (TheodoreLevitt)

SERVICE MANAGEMENT AS A PRACTICE


Customers also want quality services and products from their suppliers and service providers.

whaT IS ServICe MaNageMeNT?

These organisational capabilities are principally the necessary functions andprocesses developed by the organisation for the management of services throughout their lifecycle. These capabilities take the form of functions andprocesses for managing services over a lifecycle, with specialisations in strategy,design, transition, operation and continual improvement. The capabilities represent a service organisation’s capacity, competency and confidence for action.

Service Management is a professional practice supported by an extensive body ofknowledge, experience and skills. A global community of individuals and organisations in the public and private sectors fosters its growth and maturity.

THE ITIL® V3 MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT

key MeSSage

‘Mind the gap.’

‘Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for.’ (Peter Ducker)

ServICe MaNageMeNT

Service Management is a set of specialised organisational capabilities for providing value to customers in the form of services.


Define and explain the concept of Service Management.

ServICe

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.

6


7

Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints. Services facilitate outcomes by enhancing the performance and/or by reducing the effect of constraints. The result is an increasein the possibility of desired outcomes. While some services enhance performanceof tasks, others actually perform the task itself. Customers seek outcomes but donot wish to have accountability for all the associated costs and risks.

ITIL provides best practice advice and guidance to all organisations and individuals involved in the provision of IT services to businesses and customers.The library contains a body of knowledge within the core volumes that can beused and applied by any service provider organisation to improve the quality ofservices they deliver. The information is not prescriptive, but can be used,‘adopted and adapted’ to suit any organisation large or small, irrespective of nationality or culture.


Define and explain the concept of a service.

key MeSSage

‘Adapt and adopt.’


Describe the concept of Good Practice and justify how this can assist an organisation.

SERVICE MANAGEMENT AS A PRACTICE


202

INDEX

Access Management, 155–157activities, 155–156challenges, 157KPIs, 157objectives, 155process, 156purpose, 155scope, 155

alerts, 149Application Development, 162, Fig. 8.7

Application Management, 162–164Access Management and, 155objectives, 164organisational structures, 159, 170, Fig. 8.11, Table 8.5

roles, 163–164, Fig. 8.7Application Service Provision, Table 6.1, Table 6.2

architecture, 80automation, 185–187Availability Management, 89

Access Management and, 155operational activities, 158

Availability Management Information System (AMIS), 79

Balanced Scorecard, 83, 194, 200baselines, 178–179BPO see Business Process Outsourcing

BRM see Business Relationship Management

Build and Test Environment Management, 142

Business Architecture, 80, Fig. 6.3Business Cases, 21–22, 58, Table 4.2Business Impact Analysis, 71, 90, 193business potential, 56Business Process Outsourcing (BPO), Table 6.1, Table 6.2

Business Relationship Management (BRM), 46

Business Relationship Managers, 72–73

Business Security Policy, 92Business Service Catalogue, 90, Fig. 6.6

Business Units, 65, 74, Fig. 5.1

Capabilities, 15, Table 4.1review, 84–85service potential and, 51

as strategic assets, 43value creation, 35, Fig. 5.1

Capability Maturity Model, 177Capability Maturity Model[R] Integration, 199–200

Capacity Management, 89operational activities, 158Patterns of Business Activity and, 64

software licences, 188Capacity Management Information System (CMIS), 79

Change Management, 136–137activities, 110, 114operational activities, 157scope, 136seven Rs, 137

Change Managers, 142change triggers, 196change types, 136–137CI see Configuration ItemsCMDB see Configuration Management Database

CMS see Configuration Management System

co-sourcing, Table 6.1, Table 6.2COBIT[R], 198–199communication,

during Service Transition, 112–113, Fig. 7.1

in Service Operation, 27–28competitive analysis, 55–56, Fig. 5.14

compliance,metrics, 83see also governance

Configuration Items (CIs),Event Management and, 150, 151relationship with service assets, 51

storage, 25, 117, 189Configuration Management, 157Configuration Management Database (CMDB),

Definitive Media Library and, Fig. 7.3

relationship with SKMS, 27, Fig. 4.9

Configuration Management System (CMS), 25

composition, 99, Fig. 4.8Definitive Media Library and, 117, Fig. 7.3

design, 79integration requirement, 189relationship with SKMS, 27, Fig. 4.9

Continual Service Improvement (CSI), 10, Fig. 3.1

governance and, 20, 197implementation, 196–197interfaces, inputs and outputs, 11, Fig. 3.3

measurements and metrics,177–179

model, 176–177, Fig. 9.1objectives, 174–175PDCA model, 179, Fig. 9.2processes, 180–182purpose, 174roles, 183–184scope, 175value delivered, 175

contracts, 99–100see also Supplier and Contract Database; Supplier Management

Core Service Packages (CSPs),65, Fig. 5.19

Core Services, 37, 64costs,

demand and, 52direct vs indirect, 69service downtime, 71vs quality, 146, Fig. 8.3see also Financial Management; service valuation

Critical Success Factors (CSFs), 194competitive analysis and, 55–56, Fig. 5.14

identification, 54–55number required, 177–178

CSF see Critical Success FactorsCSI see Continual Service Improvement

CSI Managers, 183–184CSP see Core Service Packagescustomer assets,

performance potential, 50, 51–52, Fig. 5.12

value and, 36, 45–46, Fig. 5.2, Fig. 5.3, Fig. 5.20

Customer Portfolio, 55

data,confidence, 69management of, 135


Data Centre Managers, 170Data–Information–Knowledge–Wisdom, 133, 186–187, Fig. 7.6

Definitive Media Library (DML), 117, Fig. 7.3

demand, 52Demand Management, 62–66

activity-based, 64challenges, 66KPIs, 66objective, 62scope, 62Service Catalogue and, 63–64, Fig. 5.18

techniques, 64Deming Cycle, 179, Fig. 9.2deployment see release and deployment

differentiation, 43, 53, 57DIKW structure see Data–Information–Knowledge–Wisdom

DML see Definitive Media Library

Early-life support, 125, 140Emergency changes, 137Enterprise Architecture, 80, Fig. 6.3enterprise governance, 19–20, Fig. 4.5Evaluation, 130–132

activities, 131, Fig. 7.5challenges, 131, 132goal, 130KPIs, 131objectives, 130–131purpose, 130scope, 131

Event Management,activities, 150–152challenges, 153KPIs, 152–153objectives, 150process, Fig. 8.5purpose, 150scope, 150Service Desks and, 159

events, 148correlation, 152filtering, 151notification and detection, 151response, 152types, 149

exception events, 149

Facilities Management, 162fast recovery, 103feedback, 10–11, Fig. 3.2Financial Management, 66–71

Business Impact Analysis, 71, 90, 193

funding models, 71objectives, 66operational activities, 158purpose, 66scope, 67service investment analysis, 69service provisioning models, 70service valuation, 67–68, 69, 71strategy development and, 45

Financial Managers, 73–74funding models, 71

good practice, 4–5governance, 19–20, Fig. 4.5

CSI and, 20, 197information security, 92, 95

immediate recovery, 103–104implementation,

Continual Service Improvement, 196–197

Service Design, 192–194Service Operation, 195–196Service Strategy, 191–192Service Transition, 194–195

Incident Management, 150Incidents, 148, 154, 159information, management of, 135Information Security Management (ISM), 92–98, 155

activities, 96, Fig. 6.9challenges, 98governance, 92, 95KPIs, 97–98objectives, 92purpose, 92security controls, 95–96, Fig. 6.8

Information Security Management System (ISMS), 93, 94, Fig. 6.7

Information Security Policy, 92, 93informational events, 149insourcing, Table 6.1, Table 6.2instrumentation, 186investments,

categorisation, 61, Fig. 5.17prioritising, 56service investment analysis, 69

ISM see Information Security Management

ISMS see Information Security Management System

ISO/IEC 20000, 199IT Designers/Architects, 105IT Operations Management,161–162

IT Planners, 104–105IT Service Continuity Management (ITSCM),

operational activities, 158recovery options, 103–104

ITIL,best practice and, 4, 7complementary publications, 2, Fig. 1.1

core material, 1–2, 7, 8–10, Fig. 1.1, Fig. 3.1

industry guidance and, 198–201Refresh Programme, 3requirement for change, 3stakeholder groups, 3Web Support Services, 2, Fig. 1.1

ITSCM see IT Service Continuity Management

Key Performance Indicators (KPIs),Access Management, 157Demand Management, 66Evaluation, 131Event Management, 152–153Information Security Management, 97–98

Knowledge Management, 135‘KPI tree’, 83, Fig. 6.5number required, 177–178Release and Deployment Management, 125–126, 130

Request Fulfilment, 154–155Service Catalogue Management, 91–92

Service Design, 194

Service Portfolio Management, 61–62

Service Validation and Testing, 130

Seven-step Improvement Process, 182

Supplier Management, 101–102Transition Planning and Support, 122

Knowledge Management, 133–135activities, 133–135challenges, 135goal, 133KPIs, 135objectives, 133operational activities, 158purpose, 133roles, 184scope, 133strategy creation, 134tools, 190

Knowledge Management Process Owner, 138–139

Knowledge Process Outsourcing (KPO), Table 6.1, Table 6.2

knowledge transfer, 134–135Known Error Records, 159KPI see Key Performance Indicators

KPO see Knowledge Process Outsourcing

labour costs, 69licences, 187Lines of Service (LoS), 37–38, 49, 64

managed services model, 70market definition, 45–47Market Spaces,

business potential, 56competitive analysis, 55–56customer needs and, 56definition, 17, 47differentiation, 57high-performing providers and, 43

Service Models and, 23measurements,

baselines, 178–179business value, 178role, 177–178of Service Design, 194of successful change, 196see also Critical Success Factors; Key Performance Indicators; metrics

metrics,design, 53, 82–84Processes, 82, Fig. 6.4types, 83, 177see also measurements

‘Metrics tree’, 83, Fig. 6.5multi-sourcing, Table 6.1, Table 6.2

near-shore provisioning, 70Normal changes, 136, 137

objectives, 53–54offshore provisioning, 70onshore provisioning, 70Open Systems Interconnection (OSI) framework, 200–201

Operations Control, 162Option Space tool, 59–60, Fig. 5.16

203


organisational change, 113–114organisational readiness assessment, 24, 79, 114

organisational structures,by activity, 165, Fig. 8.9, Table 8.2

by geography, 167, Fig. 8.10, Table 8.4

by technical specialisation, 165, Fig. 8.8, Table 8.1

combined Technical and Applications Management, 170, Fig. 8.11, Table 8.5

hybrid, 167, 170RACI model, 28–29, Table 4.3for Service Operation, 164–173to manage Processes, 167, Table 8.3

outsourcing, Table 6.1, Table 6.2

partnership sourcing, Table 6.1, Table 6.2

Patterns of Business Activity (PBAs), 38, 49, 63, 64

PDCA Model see Plan–Do–Check–Act model

performance potential, 50, 51–52, Fig. 5.12

Performance Risk and Evaluation Managers, 138

PFS see Prerequisites for Successplanning,

financial, 68–69release and deployment, 124, 125Service Strategy, 191, Fig. 11.1Service Transition, 120–123, 122, 141

Plan–Do–Check–Act (PDCA) model, 94, 179, Fig. 9.2

playing fields, 55–56, Fig. 5.14Prerequisites for success (PFSs), 194

Problem Management, 159Process Managers, 31–32process metrics, 177Process Owners, 31, 32, 183Processes, 81

characteristics, 81design, 81–82feedback and control, 82, Fig. 6.4metrics, 82, Fig. 6.4reuse, 110

Product Managers, 72Project Portfolio Management, 58proprietary knowledge, 4–5provisioning value, 67, 68, Fig. 5.20public frameworks, 4–5

quality, 6assurance, 111, 127–128balance with cost, 146, Fig. 8.3

quality management systems, 200

RACI model, 28–29, Table 4.3Relationship Managers, 72–73release and deployment,

Deployment staff, 141models, 119options, 118–119plans, 114–115

Release and Deployment Management, 123–126

activities, 124–125challenges, 126

goal, 123KPIs, 125–126, 130objectives, 123operational activities, 158purpose, 123scope, 124

Release and Deployment Managers,139–140

Release Packages, 111Release Packaging and Build Manager, 140

Release Policy, 111–112, 121Release Units, 117Reporting Analysts, 184Request Fulfilment, 153–155

activities, 154challenges, 155KPIs, 154–155objectives, 153–154purpose, 153scope, 154

Resources, 15, Table 4.1increasing service potential, 51review, 84–85value creation, 35, Fig. 5.1

Retired Services, 49, 79Return on Investment (ROI), 22, 79, 175

risk, 29–30, 193Risk Analysis, 30, 90, Fig. 4.11Risk Management, 29–30, Fig. 4.11

ROI see Return on Investmentrolling plan funding, 71

SAC see Service Acceptance Criteria

SACM see Service Asset and Configuration Management

SCD see Supplier and Contract Database

SCM see Service Catalogue Management

SD see Service DesignSDP see Service Design PackageSecurity Management Information System (SMIS), 79

Security Managers, 106Self-help, 147–148, 154, 188Service Acceptance Criteria (SAC), 78

Service Analytics, 186–187Service Asset and Configuration Management (SACM), 51, 117

Service Assets,alignment with customer, 54value creation and, 35–36, Fig. 5.1

see also Capabilities; ResourcesService Catalogue, 16–17, Fig. 4.2

changes to, 110contents, 90, Fig. 4.3Demand Management and, 63–64, Fig. 5.18

policy, 90purpose, 89Supplier and Contract Database and, 99

transfer of services, 16, 18, 49Service Catalogue Management (SCM), 89–92

activities, 90–91challenges, 92

KPIs, 91–92objectives, 89purpose, 89

Service Catalogue Managers, 106Service Changes, 111, 112, 136Service Design (SD), 9, 75–107, Fig. 3.1

four Ps, 77, Fig. 6.1, Fig. 6.2goals and objectives, 75–76implementation, 192–194interfaces, inputs and outputs, 11, Fig. 3.3

management systems design,79

measurement, 194metrics design, 82–84Process design, 81–82Processes, 89–104purpose, 75roles, 104–106service solution design, 78–79sourcing approaches, 84–85, Table 6.1, Table 6.2

technology design, 80–81, Fig. 6.3

value delivered, 76Service Design Managers, 104Service Design Packages (SDP),

contents, 11, 24development, 79, 121

service design tools, 189–190Service Desk, 159–160

Self-help and, 148Service Requests and, 154, 159

Service Desk System, 79service investment analysis, 69Service Knowledge Management System (SKMS), 25

composition, 19, 27, 79, 99, Fig. 4.4, Fig. 4.10

maintenance, 134relationship with CMS, Fig. 4.9using, 135

Service Level Management (SLM), 89

Service Level Managers, 73Service Level Packages (SLPs), 38, 65, Fig. 5.19

Service Level Requirements (SLRs), 79, 193

Service Lifecycle,interfaces, inputs and outputs, 10–11, Fig. 3.3

stages, 8–10, Fig. 3.1Service Management,

as a closed-loop system, 50, Fig. 5.12

definition, 6objectives, 5–6as strategic asset, 33–34, 43, 49, 51

Service Managers, 183service metrics, 177Service Models, 22–24, Fig. 4.6Service Operation (SO), 9–10, 143–173, Fig. 3.1

balances, 144–147communication in, 27–28functions, 159–164, Fig. 8.6implementation, 195–196interfaces, inputs and outputs, 11, Fig. 3.3

internal vs external focus, 144, Fig. 8.1

204


organisational structures,164–173

processes, 150–159purpose, 143quality vs cost, 146, Fig. 8.3reactivity vs proactivity,146–147, Fig. 8.3

Self-help, 147–148stability vs responsiveness,145–146, Fig. 8.2

value delivered, 143–144Service Owners, 32, 183Service Packages, 37, 65, 68Service Pipeline, Fig. 4.2

contents, 16, 49transfer of services, 18

Service Portfolio, 16–19, 48–49, Fig. 5.11

changes, 110contents, 16, 49, 79, Fig. 4.3, Fig. 4.4

policy, 90status options, 17–18, Fig. 4.4uses, 56, 57

Service Portfolio Management (SPM), 57–62

challenges, 62funding plans, 71investment categorisation, 61, Fig. 5.17

KPIs, 61–62objective, 49, 57Option Space tool, 59–60, Fig. 5.16

process, 58–59, Fig. 5.15scope, 57Service Catalogue and, 16value delivered, 58

Service Portfolio Managers, 73service potential, 50, 51, Fig. 5.12service providers,

high-performing, 43Type I, 38–39, Fig. 5.4Type II, 39–40, Fig. 5.5Type III, 40, Fig. 5.6see also suppliers

service provisioning cost analysis, 70

service provisioning models, 70Service Requests,

automation, 186models, 154Self-help, 147Service Desk actions, 154, 159

Service Strategy (SS), 8, 33–74, Fig. 3.1

activities, 45–57asset-based, 46, Fig. 5.10development of services, 47–49four Ps, 43–45, 54, Fig. 5.9functions, 74fundamentals, 42–45goal, 43implementation, 191–192interfaces, inputs and outputs, 11, Fig. 3.3

market definition, 45–47Processes, 57–71purpose, 33–34roles, 72–74Service Catalogue and, 16service objectives, 53–54strategic asset development,49–52

strategy development, 52–54, Fig. 5.13

utility-based, 46, Fig. 5.10Service Structures, 41–42Service Test Managers, 139Service Transition (ST), 9, 108–142, Fig. 3.1

closure, 125communications, 112–113, Fig. 7.1

functions, 141–142goals and objectives, 108–109implementation, 194–195interfaces, inputs and outputs, 11, Fig. 3.3

justification, 195organisational change management, 113–114

planning and support, 120–123, 141

policy, 110–111, 121preparation for, 121–122Processes, 119–137purpose, 108roles, 138–141Service Catalogue and, 49strategy, 112–113testing and acceptance,114–115

value delivered, 109–110Service Transition Managers,138

Service Units, 74Service V-model, 115–116, Fig. 7.2

Service Validation and Testing, 126–130

activities, 127–129challenges, 130goal, 127KPIs, 130objectives, 127purpose, 126scope, 127

service valuation, 67–68, 69, 71service value potential, 67, 68, Fig. 5.20

services, 6–7, 90components and relationships, 23–24, Fig. 4.7

objectives, 53–54outcome-based definition, 48service potential, 50, 51, Fig. 5.12

Seven-Step Improvement Process,

activities, 180–181, Fig. 9.3challenges, 182implementation, 196–197KPIs, 182objective, 180purpose, 180scope, 180

shared services model, 70Shared Services Units, 39–40, Fig. 5.5

Six Sigma, 194SKMS see Service Knowledge Management System

SLM see Service Level Management

SLP see Service Level PackagesSLR see Service Level Requirements

SO see Service OperationSoftware as a Service (SaaS), 187software tools see technologysourcing strategies, 84–85, Table 6.1, Table 6.2

SPM see Service Portfolio Management

SS see Service StrategyST see Service TransitionStandard changes, 137strategic assessment, 53–54Supplier and Contract Database (SCD), 79, 99

Supplier Management, 98–103activities, 101, Fig. 6.11challenges, 102–103KPIs, 101–102objectives, 98–99purpose, 98supplier categorisation, 100–101, Fig. 6.10

Supplier Managers, 106–107suppliers,

categorisation, 100–101, Fig. 6.10

policy, 99see also service providers

Supporting Services, 37, 64systems, 80

Technical Management,160–161

Access Management and,155

objectives, 161organisational structures, 159, 170, Fig. 8.11, Table 8.5

roles, 161Technical Services Catalogue, 90, Fig. 6.6

technology,capacity, 188deployment, 188generic requirements,188–189

licences, 187planning and implementation, 187–188

type of introduction, 188technology metrics, 177tension metrics, 178Test Plans, 11Test Support team, 141–142testing, 124–125, 128–129, Fig. 7.4

environments, 116functions, 141–142Service V-model, 115–116, Fig. 7.2

strategy, 116, 128test models, 128see also Service Validation and Testing

Transition Planning and Support, 120–123

activities, 121–122challenges, 122–123goals, 120KPIs, 122objectives, 120purpose, 120scope, 121

Transition Plans, 11trigger-based plan funding, 71

205


User Profiles (UPs), 63Utility,

automation and, 185costs, 21creation of value, 36definition, 13–14

utility-based provisioning model, 70

validation see Service Validation and Testing

value, 5, 13, 36creation, 35, 41, Fig. 4.1, Fig. 5.1customer assets and, 36, 45–46, Fig. 5.2, Fig. 5.3, Fig. 5.20

see also service valuationValue on Investment (VOI), 22, 175

Value Networks, 41–42, 51, Fig. 5.7, Fig. 5.8

VOI see Value on Investment

warning events, 149Warranty,

automation and, 185costs, 52creation of value, 36definition, 14

zero-based funding, 71

206


THE MANAGER’SBRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT

A Guide for ITIL®V3 Exam Candidates

Colin Rudd

THE MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENTA Guide for ITIL®V3 Exam Candidates

Colin Rudd

If you qualified as a V1 or V2 ITIL Manager your best route to acurrent, valid, high-level ITIL qualification is via the ITIL Manager’sBridge Certificate and this book serves as a practical guide toachieving ITIL Expert in IT Service Management certification. It isan ideal learning aid for self-study, reference or revision within an accredited training course. The book:

• focuses on the NEW content of ITIL V3 and the content that has changed

• puts emphasis on a lifecycle approach• is closely aligned to the structure of the syllabus

ABOUT THE AUTHORColin Rudd has worked in the IT industry for over 35 years and is internationally recognised as a leading authority on Service Management. He has been heavily involved in the development ofthe IT Infrastructure Library (ITIL). He is former President of theInstitute of IT Service Management and is currently a Director ofitSMF International and Chair of the itSMF Standards Management Board.

Other BCS titles you may be interested in include:

WORLD CLASS IT SERVICE DELIVERY – Peter WheatcroftBUSINESS-FOCUSED IT AND SERVICE EXCELLENCE – David Miller

A highly focused book.A great guide to passing the ITIL®

Manager’s Bridgeexam from one of theworld’s leading ITILauthorities. David Wheeldon - Industry Expert

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The Swirl logo™ is a Trade Mark of the Office of Government Commerce.ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

Business, IT Management

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THE MANAGER’S BRIDGE CERTIFICATE IN IT SERVICE … · BRIDGE CERTIFICATE IN IT SERVICE MANAGEMENT A Guide for ITIL ... ISO/IEC 20000 199 Capability Maturity Model