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8/10/2019 Virtual - ITIL FO2011Addition Thapak Feb 13
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For internal use only
Virtual TrainingJagannath Moorthy
ITIL Foundation2011 addition overview
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| ITIL Foundation Course: Virtual Training
ITIL Service Lifecycle
ITILInformation Technology and Infrastructure Library
Best practice for IT Service Management
These practices come from a number of sources including:Standards
Public frameworks
Academic research
Proprietary knowledge
The core of ITIL is structured around a Service Lifecycle which
consists of the five iterative phases shown in the illustration
ITIL is used by organizations world-wide to establish and improvecapabilities in service management
3
Service Strategy
Strategies, Policies,
Standards
Service Design
Plans to create/modify
services
Service Transition
Manage the transition of
new/changed services
into production
Service Operation
Day to day operations of
the services
Continual Service
Improvement
Activities to improve
services in any phase of
the lifecycle
Business
Value
Realization
ITIL Foundation2011 addition overview
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ITIL Core Concepts
4
SERVICE
Services are a means of delivering value to customerswithout requiring the customer to own specific costs and
risks.
SERVICE MANAGEMENT
Service Management is a set of specialized capabilities for
delivering value to customers in the form of services.The capabilities take the form offunctions, processes and
roles that are used to manage services over their lifecycle.
ITIL is a framework for IT Service Management.
SERVICE PROVIDER
Service ProviderAn organization supplying services to one
or more internal customers or external customers
RISK MANAGEMENT AND ANALYSIS
Risk is defined as uncertainty of outcome i.e. something that
may happenThere are two distinct phases
Risk Analysis
Risk Management
GOVERNANCE
Corporate GovernanceIt is about promoting corporate
fairness, transparency and accountability {Sarbanes Oxley
Act 2002}
IT GovernanceIT governance is the responsibility of the
board and executive management.
COMPLIANCE
Compliance ensures that a standard or set of guidelines isfollowed, or that proper, consistent accounting or other
practices are being employed.
ITIL Foundation2011 addition overview
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ITIL ore oncepts
PROCESS
Processes are structured sets of activities designed to
achieve a specific objective .
They transform inputs into outputs
They deliver results to a specific customer or stakeholder
They are measurable
They are triggered by specific events
Service Strategy (5 Processes)
Service Strategy
Service Portfolio Management
Demand Management
Financial Management for IT servicesBusiness Relationship Management
Service Design (7 processes)
Service Catalog Mgmt
Service Level Mgmt
Availability Mgmt
Capacity Mgmt
Service Continuity Mgmt
IT Security MgmtSupplier Mgmt
Design coordination *
Service Transition (7 processes)
Change Management
Service Asset and Configuration Mgmt
Release and Deployment Mgmt
Knowledge Management
Transition Planning and Support *
Service Validation and Testing *Change Evaluation *
Service Operations (5 processes)
Incident Management
Problem Management
Event Management
Service Request Fulfillment
Access Management
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ITIL ore oncepts
FUNCTIONS
Functions are self-contained subsets of an organization
intended to accomplish specific tasks. They usually take
the form of a team or group of people and the tools theyuse.
*Map to the organization chart of an organization, have a
budget, reporting structure. e.g. PRM, Finance, L&D
Both functions and processes involve roles
ROLESRoles are defined collections of specific responsibilities and
privileges. Roles may be held by individuals or teams.
Individuals and teams may hold more than one role.
Service
Manager
ProductManager
ServiceOwner
ServiceOwner
ProductManager
ServiceOwner
ServiceOwner
Process Owner
(Incident Management)
Process Owner
(Change Management)
Process Owner
(Problem Management)
6
RACI
ITIL also utilizes the RACI model as a generic tool for reviewing
and assigning four key roles to any important task or activity
R = RESPONSIBLE for actually executing or performing the activity or
task.
A = ACCOUNTABLE role owns the task or activity and must answer for
its outcomes. Only one party can be accountable for a given
task/activity.
C = CONSULTED role review and provide advice and authorization
around the task or activity.
I = INFORMED role receive updates as the task or activity progresses.
Task Application
Developer
Application
Owner
Business
Representative
Business Analyst
Draft Requirements A C R
Validate Requirements R A R R
Create Logical Design R C I R
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ITIL ore oncepts
Functions in an IT Service Management
Service Desk
The Service Desk provides a single point of contact between
users and the IT organization
Hub of all communication internal to the IT Service Provide
Types of Service Desk Configurations
Local: Users and support staff are located on the same
premises or campus
Centralized: Multiple user locations are serviced by a single
support location
Virtual: Multiple user location are serviced by multiple support
locations which by virtue of call routing and other technology
are able to appear and respond to user requests as a single
entity
Follow-the-sun: Identical to a virtual Service Desk, but
organized in such a way as to utilize support staff shifts
working during normal daylight hours for all user requestscoming from any time zone.
7
Functions in an IT Service Management Organization
Service Desk
Technical Management
Application Management
IT Operations Management
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ITIL ore oncepts
Functions in an IT Service Management
Technical Management
The Technical Management function is responsible for the procurement,
development, and management of the technical skill sets and resources
required to support the infrastructure and the IT Service Management
effort.
Technical Management is typically divided into specialty areas
representing different specialized teams or functions within an IT
organization, e.g. Networking, Security, Database, Storage, Servers, etc.
The primary objective of Technical Management is to ensure that theService Provider has the right skill sets available to deliver the services it
offers
Application Management
Application Management is concerned with the end-to-end management
of applications in the environment.
Like Technical Management, a big part of what it does involves cultivation
of the specialized skill sets required to support the organizations
applications.
Application Management does not replace, but rather executes and is
supported by core processes such as Incident Management, Problem
Management, Change Management, Availability Management, etc.
8
IT Operations Management
IT Operations Management is concerned with the day-to-day
maintenance of the IT infrastructure and the facilities which
house it. It is divided into two sub-functions: Operations
Control and Facilities Management.
Operations Control
The Operations Control sub-function is concerned with
regular maintenance cycles associated with infrastructure
management. These include such activities as:
Console Management Backup and restore operations
Media management
Batch job execution
Facilities Management
Facilities Management is concerned with maintenance of the
facilities which house IT operations, e.g. data centers, call
centers, development facilities, etc. Its areas of responsibility
include things like:
HVAC
Fire suppression
Facilities access
Power
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Sample Questions
Which of the following is a Service Desk Activity?
A. To function as the only point of customer contactB. To investigate the cause of disruptions for the customer
C. To trace the cause of incidents
What is the role of ITIL within IT Service Management
A. To provide an approach based on the best examples taken from practice
B. To serve as the international standard for IT Service Management
C. To serve as the standard model for IT Service Provision
D. To serve as a theoretical framework for process design
Answer: A
Answer: A
Which of the following is the BEST definition of the term Service Management?
A. A group of interacting, interrelated, or independent components that form a unified whole, operating together for a common purpose
B. A set of specialized organizational capabilities for providing value to customers in the form of services
C. The management of functions within an organization to perform certain activities
D. Units of organizations with roles to perform certain activities Answer: B
How many people should be accountable for a process as defined in the RACI model?
A. As many as necessary to complete the activity
B. Only oneThe process architect
C. TwoThe process owner and the process enactor
D. Only oneThe process owner Answer: D
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Sample Questions
Governance is concerned with
A. Measuring and improving the efficiency and effectiveness of processes
B. Ensuring that processes and procedures are correctly followedC. Reducing the total cost of providing services
D. Ensuring that agreed Service Level Requirements are met.
A risk is:
A. Something that wont happen
B. Something that will happen
C. Something that has happened
D. Something that might happen
Answer: B
Answer: D
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Session Flow
2:00 Introduction to the Service Lifecycle and ITIL Concepts
2:20 Service Strategy
2:50 Sample Questions
3:00 Service Design
3:30 Sample Questions
3:40 BREAK
3:50 Service Transition
4:20 Sample Questions
4:30 Service Operations
5:00 Sample Questions
5:10 BREAK
5:20 CSI
5:50 Sample Questions
6:00 About the Exam
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Service Strategy
Overview
Service strategy is the first of the five phases of a
service lifecycle.
The overall goalof service strategy is to encourage
organizations to think and act in a strategic manner.
Shows organizations how to transform Service
Management into a strategic asset
Service Strategy
is about the selection of services a Service Provider
will offer to customers is also about establishment and management of the
broadest policies and standards which govern the way
a Service Provider operates.
Services are selected so that they:
Provide value to customers
Enable the Service Provider to capture value
Fall within costparameters acceptable to the Service
Provider
Fall with riskparameters acceptable to the Service
Provider
Activities
Identify market & define your target area - Decide what services you want to
offer & who can be the potential customers
Develop your service offerings - Build on/improve your services Develop strategic assets - Develop new services Help clarify the relationships between different services, processes, strategies
etc.
Concepts
Business Case: structured and documented justification for investment in
something expected to deliver value in return
Return on Investment (ROI) and Value on Investment (VOI)
Value: Utility and Warranty
Services must offer both utility and warrantyin order to have value.
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Service Strategy
Service Assets
Resources
Raw Materials
(money, equipment,
people, time..)
Capabilities
Specialized skills
applied to resources
to deliver value
Service Portfolio
Entire set of services under the management of the
Service Provider
Service Portfolio
Concepts continued..
Service Belt
Customer Assets
Service Assets
Customer Assets
Service Assets
Increase the
potential value
of customerassets
Able to sustain
and improve
service levels
delivered
Credit or
compensation
Utilize potential of
service assets
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Service Strategy
Service Provider Types
Service Provider Types
Type I Internal Service Provider: Exists within an
organization solely to deliver service to one specific business
unit. The business units themselves may be part of a larger
enterprise or parent organization.
Type II Shared Services Provider: services multiple
business units in the same organization. Functions such as
Finance, HR and logistics
Type IIIExternal Service Provider: operates as an external
service provider serving multiple external customers. Thebusiness strategies of customers require capabilities readily
available from Type III provider.
Concepts continued..
The four Ps of Service Strategy
Perspective: the distinctive vision and direction
Position: Distinct value proposition, market differentiators
Plan: Course of action, how the provider will achieve their
vision
Pattern: the fundamental way of doing things distinctive
patterns in decisions and actions reinforced by repeatedsuccess
Key Output
Service Package (SP)
Detailed description of a service
Includes a service level package and one or more core services and supporting services
Service Level Package (SLP)
Defined level of utility and warranty for a particular service package
Designed to meet the needs of a PBA. For e.g., Gold, Silver or Bronze service
SLPs are associated with a set of service levels, pricing policies and a core service package
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Service Strategy
SERVICE STRATEGY
is concerned with the development of service concepts inpreparation for selection of services to be provided.
4 key activities
1. Understand the market
2. Develop the offerings
3. Develop strategic assets
4. Prepare for execution
SERVICE PORTFOLIO MANAGEMENT
is concerned with management of the informationconcerning services in the Service Portfolio.
Service Portfolio Management organizes the process by
which services are identified, described, evaluated,
selected, and chartered.
Portfolio = Pipeline + Catalog + Retired
DEMAND MANAGEMENT
is concerned with understanding and influencing
customer demand. Unmanaged demand is a source of
both cost and risk to Service Providers.
Demand Management models demand in terms of:
1. User Profiles which characterize different typicalgroups of users for a given service.
2. Patterns of Business Activitywhich represent the way
that users in different user profiles access a service
over the course of a given time period.
IT FINANCIAL MANAGEMENT
IT Financial Management provides a means of
understanding and managing costs and opportunities
associated with services in financial terms.
Enables provision of data for decision support on
management of services
4 basic activities
1. Accounting-- tracking how money is actually spent
2. Budgetingplanning how money will be spent
3. Reportingstatus accounting
4. Chargingsecuring payment from customers for
services provided
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Service Strategy
BUSINESS RELATIONSHIP MANAGEMENT
Aims to build a relationship with the customer
Purpose
- To establish and maintain business relationship between the service provider and the customer
- To identify customer needs (utility and warranty) and ensure service provider is able to meet these
Initiating BRM
- Opportunities
- Requests for Changes
- Complaints and Compliments
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Sample Questions Service Strategy
Which of the following are the two primary elements that create value for customer?
A. Value on investment (VOI), return on investment (ROI)
B. Customer and user satisfaction
C. Understanding and user satisfaction
D. Utility and warranty
Which of the following statements about the service portfolio and service catalogue is most correct?
A. The service catalogue only has information about services that are live or being prepared for deployment; the service portfolio only has information about
services which are being considered for future development
B. The service catalogue has information about all services; the service portfolio only has information about services which are being considered for future
development
C. The service portfolio has information about all services; the service catalogue only has information about services which are live, or being prepared for
deployment
D. The service catalogue and service portfolio are different names for the thing
Answer: D
Answer: C
Which process is primarily supported by the analysis of business activity (PBA)?
A. Availability management
B. Demand management
C. Financial management
D. Service level managementAnswer: B
As a strategic tool for assessing the value of IT services, Financial Management applies to which of the following service provider types?1. An internal service provider embedded within a business unit
2. An internal service provider that provides shared IT services
3. An external service provider
A. All of the above
B. 1 and 2 only
C. 1 and 3 only
D. 2 and 3 onlyAnswer: A
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Session Flow
2:00 Introduction to the Service Lifecycle and ITIL Concepts
2:20 Service Strategy
2:50 Sample Questions
3:00 Service Design
3:30 Sample Questions
3:40 BREAK
3:50 Service Transition
4:20 Sample Questions
4:30 Service Operations
5:00 Sample Questions
5:10 BREAK
5:20 CSI
5:50 Sample Questions
6:00 About the Exam
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Service Design
Overview
The Service Design lifecycle phase is about the design of
services and all supporting elements for introduction into thelive environment.
Service Design offers value by:
Ensuring that services are aligned with business objectives
Ensuring that services are able to provide the utility and
warranty required for them to meet the objectives outlined
during Service Strategy
Activities
Design services to meet Business Objectives
Design Secure & Resilient IT Infrastructure
Identify, remove the risks from the services before they go
live
Create & maintain IT plans, policies, technical & process
framework (Design tool ensures standards are adhered to)
Design measurement methods & metrics for assessing
effectiveness of processes
Design Effective & efficient processes for design, transition
& operation phases
Scope includes new services & improvements as may be
needed over a service lifecycle
Concepts
Service Catalog
The Service Catalog is the subset of the Service Portfolio which
contains services currentlyavailable and visibleto customers and
users. The Service Catalog commonly acts as the entry portal for all
information regarding services in the live environment.
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Service Design Concepts
5 Aspects of Service Design
Areas which should receive Focus during the design phase
1. The new or changed serviceitselfwith special attention to
service requirements
2. Service Management processesrequired to support the service
3. Service Management systems and toolsrequired to support the
service (especially the Service Portfolio)
4. Technology Architecturesused or referenced by the service
5. Measurement systems and metrics necessary to understand the
performance of the service
( S T A M P )
4 Ps of Service Design
1. PeopleHuman resources and organizational structures
required to support the service
2. ProcessesService Management Processes required to
support the service3. ProductsTechnology and other infrastructure required to
support the service
4. PartnersThird parties which provide services required to
support the service
Processes Products
Partners
People
OUTPUT
Service Design Package
Should be produced during the design stage for each new service, major
change to a service or removal of a service or changes to the SDP itself
Contains details of all aspects of a service and provides requirements
through all subsequent stages of its lifecycle
Created in the Service Design and passed to Service Transition for
implementation
It contains Requirements, Service Design details, Organization
Readiness, Service Lifecycle Plan
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Service Design
SERVICE CATALOG MANAGEMENT
Service Catalog Management involves management and control of the
Service Catalog which contains information about services currently
available to customers for use.
Features of the service
Guidelines for appropriate use of the service
Means of accessing the service
Pricing information (where relevant)
Key contact information
Service Level Agreement information
7 Processes
SERVICE LEVEL MANAGEMENT (SLM)
Service Level Management is the process charged with securing and
managing agreements between customers and the service provider
regarding the levels of performance (utility) and levels of reliability
(warranty) associated with specific services.
Service Level Management results in the creation of Service Level
Agreements (SLAs) between customers and the provider based on
Service Level Requirement (SLR).
Operational Level Agreements (OLAs) are performance agreements
specifically for the purpose of supporting upstreamSLAs which require
dependable performance by multiple business units, functions, or
teams within the service provider organization.
Underpinning Contracts (UCs) is the contract between the service
provider and a 3rdparty supplier.
AVAILABILITY MANAGEMENT
Availability Management is concerned with management and
achievement of agreed availability requirements as established in
Service Level Agreements.
In ITIL, availability is defined as the ability of a system, service, or
configuration item to perform its function when required.
Vital Business Function (VBF) - A Function of a Business Process which
is critical to the success of the Business.
Development of availability Service Level Targets which make up
part of an overall Service Level Agreement
Design of services capable of meeting or exceeding agreed
availability requirements
Measurement and monitoring of availability achievements
Responses to availability-related incidents
Availability Plan
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Service Design
7 Processes
IT SERVICE CONTINUITY MANAGEMENT
The IT Service Continuity Management process (ITSCM) is responsible for
ensuring that the IT Service Provider can always provide minimum agreed
Service Levels.
ITSCM is largely concerned with management of risks and with planning
for the recovery of IT Services in the event of disaster.
IT Service Continuity Management uses techniques such as Business
Impact Analysis (BIA) and Management of Risk (MOR) and is driven by
the larger Business Continuity Management effort.
IT Service Continuity Plan
CAPACITY MANAGEMENT
Capacity Management is concerned with ensuring that cost-effective
capacity exists at all times which meets or exceeds the agreed needsof the business as established in Service Level Agreements.
In ITIL, capacity is defined as the maximum throughput a service,
system, or device can handle.
3 major activities
Business Capacity Management (BCM)addresses capacity factors which exist primarily at the business level such as
mergers, acquisitions, plans for new facilities
Service Capacity Management (SCM)addresses capacity factors at the service level. The primary task of Service
Capacity Management is to translate business capacity factors into capacity
requirements for services.
Component Capacity Management (SCM)The primary task of CCM is to translate Service Capacity Management factors
into capacity requirements for individual components or Configuration Items.
INFORMATION SECURITY MANAGEMENT
IT Security Management is the process concerned with the protection of IT
assets (including services) from security threats. IT Security Management
is driven the larger security management efforts and policies of the
organization.
IT Security Management is charged development and management of the
IT Security Policy which is executed and implemented as a part of the
Access Management process in Service Operations.
IT Security Management focuses on protection of five basic qualities of
information assets:
Confidentiality
Integrity
Availability
Authenticity
Non-Repudiation
SUPPLIER MANAGEMENT
Supplier Management is the process charged with obtaining value formoney from third-party suppliers. Supplier Management plays a very
similar role to that of Service Level Management, but with respect to
external suppliers rather than internal suppliers and internal/external
customers.
Supplier Manager handles
-Supplier evaluation -Contract negotiations
-Performance reviews -Renewals and terminations
22
Capacity
Planning
is carried
out TopDown
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Sample Questions Service Design
Which of the following activities are responsibilities of a Supplier Manager?
1. Negotiating and agreeing Contracts
2. Updating the Supplier and Contract database.
3. Planning for possible closure, renewal or extension of contracts.4. Managing relationships with internal suppliers.
A. 1, 2 and 3 only
B. 1, 3 and 4 only
C. 2, 3 and 4 only
D. None of the above
What is the BEST description of an Operational Level Agreement (OLA)?
A. An agreement between the service provider and another part of the same organization.
B. An agreement between the service provider and an external organization.
C. A document that describes to a customer how services will be operated on a day-to-day basis.
D. A document that describes business services to operational staff.
Answer: A
Answer: A
Which of the following defines the level of protection in Information Security management?
A. The ISO 20000 Standard
B. The ISO 27001 Standard
C. The Business
D. The Service Level managerAnswer: B
In the phrase people, process, products and partners. Products refers to
A. IT infrastructure and applications
B. Services, technology and toolsC. Goods provided by third parties to support the IT services
D. All assets belonging to the service providerAnswer: B
Within Service Design, what is the key output handed over to Service Transition?
A. Measurement, methods and metrics
B. Service Portfolio Design
C. Process definitions
D. Service Design Package
Answer: D
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Session Flow
2:00 Introduction to the Service Lifecycle and ITIL Concepts
2:20 Service Strategy
2:50 Sample Questions
3:00 Service Design
3:30 Sample Questions
3:40 BREAK
3:50 Service Transition
4:20 Sample Questions
4:30 Service Operations
5:00 Sample Questions
5:10 BREAK
5:20 CSI
5:50 Sample Questions
6:00 About the Exam
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Service Transition
Overview
Service Transition is concerned with management of change
and, more specifically, with the introduction of new and
changed services into the live environment.
Service Transition offers value to the business by:
Enabling business change
Minimizing impact to the business which might otherwiseresult from unmanaged change
Enabling the business to make use of new and changed
services
Ensuring that designs for services are implemented as
intended
Ensuring that the Service Management organization is
prepared to support new and changed services
Reducing the number of defects introduced into the liveenvironment
Concepts
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Service Transition
CHANGE
ITIL defines a change as the addition, removal, or modification of
anything that could have an effect on an IT service. All changes involve
risk.
Concepts
REQUEST FOR CHANGE (RFC)
A Request for Change or RFC is a documented request to alter a service
or other Configuration Item. RFCs may be issued by any one: customers,
IT staff, users, etc. and are received by the Service Desk and handled via
the Change Management process.
CHANGE TYPESNormal Changesare changes which meet predefined criteria that
qualify them for handling via the Normal Change Management
process.
Standard Changesare changes which are pre-approved for
implementation.
Emergency Changes In most environments, Emergency Changes are
those which cannot be foreseen and which unless addressed quickly
put the environment at high risk of impact.
Emergency Changes are reviewed by the Emergency Change Advisory
Board (ECAB).
CHANGE AUTHORITY
In ITIL the entity charged with approval of a Request for Change is
called the Change Authority.
The identity of the Change Authority varies with the type of change
under consideration. For many ordinary changes, the Change Manager
may act as the Change Authority. However, for extremely large
changes, the Change Authority may be an executive or even the board
of directors.
CHANGE ADVISORY BOARD (CAB)
The Change Advisory Board or CAB is a group of experts convened by the
Change Manager to advise on the approval/rejection and planning for a
specific change. The membership of the CAB usually varies with the
change under consideration.
EMERGENCY CHANGE ADVISORY BOARD (CAB)
The Emergency Change Advisory Board or ECAB is a special group
convened by the Change Manager to advise on the approval/rejection
and planning for Emergency Changes as part of the Emergency Change
Management Process. The membership of the ECAB usually includes
persons with the experience and organizational authority required to
make rapid and often difficult decisions and to accept the
consequences of those decisions
CHANGE MODEL
A Change Model is a template or pre-defined set of steps, procedures, and guidelines for execution a specific type of change. Change Models are used
to help minimize risk, save costs, and improve the consistency of execution around changes.
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Service Transition
RELEASE
A release is a collection of changes which must be implemented
together in order accomplish a specific objective or set of objectives.
Concepts
RELEASE UNIT
A Release Unit is the particular set of configuration items released
together for a specific deployment effort. The Release Unit for a release
is selected as part of the Release and Deployment Management process
based upon both technical and business criteria.
BASELINE
In the context of Service Transition generally and, more specifically, in
the context of the Service Asset and Configuration Management
process, the term Baseline refers to the documented and validated
configuration of a component, system, service, etc.
Baselines are used withinService Asset and Configuration
Management to provide a roll-back pointuseful in managing risk
around changes in the environment.
CONFIGURATION MANAGEMENT SYSTEM (CMS)
The Configuration Management System is the controlled repository
and interfaces for management of information concerning items
under configuration control (Configuration Items) in the environment.
The purpose of the CMS is to provide accurate and up-to-date
information regarding how the environment is configured.
The CMS stores records of Configuration Items in the Configuration
Management Database (CMDB).
Importantly, the CMS/CMDB differs from a traditional asset database
in that it also provides information regarding how Configuration Itemsare related to each other.
CONFIGURATION ITEM (CI)
Configuration Items can include hardware and software, and also
documentation, process definitions, facilities, etc.
Configuration Items are tracked using the Configuration ManagementSystem which stores records of them in the Configuration
Management Database (CMDB).
At a bare minimum, the record of a Configuration Item should include
a unique identifier and the location of the CI.
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Service Transition
CHANGE MANAGEMENT
Change Management is concerned with recording, evaluating,approving, testing, and reviewing changes to services, systems, and
other Configuration Items.
ITIL reminds us that all changes involve risk. As such Change
Management is largely concerned with managing risk associated
with change.
The major activities include
Recording of RFCs
Review of RFCs Assessment and Evaluation of RFCs
Authorization of RFCs Planning
Implementation Coordination
Review and Closure
7 Processes
For Foundation3 Processes are covered
SERVICE ASSET AND CONFIGURATION MANAGEMENT
This process is responsible for both Configuration management andAsset Management.
Service Asset: Any capability or resource of a service provider that
contribute to the delivery of a service. For Ex: Management,
organization, process, knowledge, people.
Configuration Items: Any component that needs to be managed in
order to deliver an IT service.
Activities include Planning
Identification Control
Status Accounting
Verification and Audit
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Service Transition
RELEASE AND DEPLOYMENT MANAGEMENT
Clear, comprehensive release and deployment plans that supportcustomer and business change projects
Release packages can be built, installed, tested and deployed
o Efficiently, successfully and on schedule.
o With minimal impact on production services, operations,
and support teams
o Enabling new or changed services to deliver agreed service
requirements
Skills and knowledge transfer to enableo Customers and users to optimize use of the service
o Operations and support staff to run and support the
service
7 Processes
For Foundation4 Processes are covered
Transition Planning and Support
- support for large-scale transitions and releases and would be helpful for an
organization anticipating an unusual volume of change, as for example would be
the case during a merger or acquisition scenario.
Service Validation and Testing
- separate and more focused support for testing prior to release. Organizations
for which quality and error control are of paramount importance might
especially benefit from implementation of Service Validation and Testing as a
separate process. In such a scenario, Release and Deployment Management
would focus more exclusively on deployment/release logistics and testing would
become the domain of the new process.
Minor Service Transition Processes
Four additional Service Transition processes are included within ITIL,but are not covered in detail on the Foundation exam. For exam
purposes, candidates are only required to recognize that the processes
exist within the Service Transition lifecycle phase and to understand
that in many environments the processes provide additional support
for the three primary Service Transition processes described earlier.
Change Evaluation
-provides support for evaluation and confirmation of customer acceptance of
new and changed services. It would be useful in situations characterized by
customer satisfaction challenges and in situations where other factors might
require closer management of customer acceptance.
Knowledge Management
The process responsible for gathering, analyzing, storing and sharing
knowledge and information with in an organization.
The primary purpose of Knowledge Management is to improve efficiency by
reducing the need to rediscover knowledge
DIKW-Data, Information, Knowledge and Wisdom
SKMSService Knowledge Mgmt System(Includes structured and
unstructured data: The CMS which in turn includes one ore more CMDBs, One
or more DMLs)
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Sample QuestionsService Transition
Configuration management database (CMDBs) and the configuration management system (CMS) are both elements of what larger enti ty?
A. The Asset Register
B. The Service Knowledge Management System
C. The Known Error Database
D. The Information Management System
Which of the following is an objective of Release and Deployment Management?
A. To standardize methods and procedures for efficient and prompt handling of all Changes.
B. To ensure all changes to Service Assets and Configuration Items(CIs) are recorded in the Configuration Management System(CMS)
C. To ensure that overall business risk of Change is optimized
D. To define and agree release and deployment plans with customers & stakeholders.
Answer: B
Answer: D
Which activity ensures there is conformity between the documented configuration baselines and the actual environment to which they refer?A. Configuration Control
B. Configuration Identification
C. Status Accounting
D. Verification and audit Answer: D
Which of the following statements best describe a definitive media library (DML)?
A. A secure location where definitive hardware spares are held
B. A secure library where definitive authorized versions of all media configuration items (CLs) are stored and protected
C. A database that contains definitions of all media CIsD. A secure library where definitive authorized version of all software and back-ups are stored and protected.
Answer: B
Which of the following options is a hierarchy that is used in knowledge management?
A. Wisdominformationdataknowledge
B. Datainformationknowledgewisdom
C. Knowledgewisdominformationdata
D. Informationdataknowledgewisdom
Answer: B
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Session Flow
Introduction to the Service Lifecycle and ITIL Concepts
Service Strategy
Sample Questions
Service Design
Sample Questions
BREAK
Service Transition
Sample Questions
Service Operations
Sample Questions
BREAK
CSI
Sample Questions
About the Exam
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Service Operations
OVERVIEW
The Service Operation phase of the Service Lifecycle is concerned
with ensuring that services operate within agreed parameters.
Business Value
Service Operation is the only lifecycle phase in which value is
actually realizedby customers.
Service Operation also adds business value by:
Ensuring that services are operated within expected performance
parameters
Restoringservices quickly in the event of service interruption Minimizing impact to the business in the event of service
interruption
Providing afocal point for communicationbetween users and the
Service Provider organization
CONCEPTS
BALANCE
ITIL emphasizes the importance of striving to achieve and maintainbalance during Service Operation to manage conflicting motives:
Reactive and Proactive Focus
Internal and External Focus
Cost and Quality
Stability and Flexibility
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COMMUNICATION
During Service Operation, the importance and criticality of
communication is especially acute
Between users and the IT Service Provider
Between customers and the IT Service Provider
Between different processes, functions, teams, etc. within the IT
Service Provider
Between the IT Service Provider and its suppliersINCIDENT
An incident is any occurrence which causes or may cause interruption
or degradation to an IT Service.
PROBLEM
A problem is the unknown underlying cause of one or more incidents.
A problem is NOT just a particularly serious incident.
EVENT
An event is any change of state of an infrastructure or other item
which has significance for the delivery of a service.
ERROR
An error is the known underlying cause of one or more incidents.
KNOWN ERROR
A known error is the known cause of an incident for which a
workaround also exists.
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Service Operations
INCIDENT MANAGEMENT
Incident Management is concerned with the rapid restoration ofservices and with minimization of impact to the business.
In most but not all cases the Incident Management process is
owned and executed by the Service Desk.
Within ITIL, Incident Management consists of a number of basic
activities or steps:
DetectionThe incident becomes known by any mechanism
LoggingDetails of the incident are recorded in the IM Tool
Classification The incident is categorized according to
predefined criteria for diagnosis
Prioritization The impact and urgency of the incident are
determined and factored together to determine its relative
priority among other incidents.
Investigation and Initial Diagnosis Additional details are
gathered and used along with tools such as the Known Error
Database to attempt resolution.
Escalationforward to the appropriate handling group.
Resolution and Recovery Service is restored and users areprovided assistance to allow them to resume work.
Closure Successful resolution of the incident is verified with
the user, the incident resolution details are recorded, and the
incident is flagged as being closed in the incident management
system
5 Processes
PROBLEM MANAGEMENT
Problem Management is concerned with the identification andcorrection of flaws or errors in the environment which cause
incidents. Problem Management helps reduce and prevent
incidents.
Problem Management is broadly divided into two major sub-
processes:
Reactive Problem Management, which is charged with responding
to problems as they arise in the environment, usually driven by the
Incident Management process.
Proactive Problem Management, which is charged with
proactively seeking out improvements to services and
infrastructure before incidents occur.
TechniquesIshikawa (Fish Bone) diagramming, Fault Tree Analysis
to identify the root cause of incidents.
The production and maintenance of the Known Error Database
(KEDB) is one of the most important outputs of the ProblemManagement process.
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Service Operations
EVENT MANAGEMENT
Event Management is concerned with detection of events in theinfrastructure and with selection of appropriate response actions.
Event Management mainly focuses on IT detecting and addressing
issues at the infrastructure level and is most commonly a largely
automated process.
Events may be one of three basic types:
InformationalNo action is required. The event information is
logged for potential future reference.
Warning--An infrastructure item is approaching a predefined
performance or capacity threshold which could cause an incident
or require intervention.
ExceptionAn infrastructure item has exceeded a threshold or is
no longer operating within defined parameters. Intervention is
required.
5 Processes
SERVICE REQUEST FULFILLMENT
Service Request Fulfillment is the process charged with assisting users
in situations where no service degradation or interruption is
involved.
Service Request Fulfillment provides a means of addressing common
user requests for non-incident support, new equipment, training, etc.
Service Request Fulfillment frequently makes use of Standard Changes
and automation to meet user requests more efficiently.
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ACCESS MANAGEMENT
The Access Management process is charged with is providing
authorized parties with appropriate access to service and information
as specified in the Information Security Policy.
Access Management executes the Information Security Policy as
defined by the Information Security Management process, but does not
itself set policy.
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Service Operations
5 Processes
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Separate
procedures
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Sample QuestionsService Operations
What is the objective of Access Management?
A. To provide security staff for Data Centers and other buildings
B. To manage access to computer rooms and other secure locations
C. To manage access to the Service Desk
D. To manage the right to use a service or group of services
Which of the following is not a Service Desk type recognized in the Service Operation volume of ITIL?
A. Local
B. Centralized
C. Holistic
D. Virtual
Answer: D
Answer: C
What are the two major processes in Problem Management?A. Technical and Service
B. Resource and Proactive
C. Reactive and Technical
D. Proactive and Reactive Answer: D
Which of this BEST describes a Problem?
A. A Known Error for which cause and resolution are not yet known
B. The cause of two or more incidents
C. A serious incident which has critical impact to business.
D. A cause of one or more incidents. Answer: D
Which of the following is the BEST definition of an Event?
A. Any detectable or discernable occurrence that has significance for the management of the IT infrastructure
B. An unplanned interruption to an IT service
C. The unknown cause of one or more incidents
D. Reducing or eliminating the cause of an incident or Problem
Answer: A
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Session Flow
Introduction to the Service Lifecycle and ITIL Concepts
Service Strategy
Sample Questions
Service Design
Sample Questions
BREAK
Service Transition
Sample Questions
Service Operations
Sample Questions
BREAK
CSI
Sample Questions
About the Exam
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ontinual Service Improvement
POTENTIAL VALUE TO THE BUSINESS
Improvements
BenefitsROI (Return on Investment)
VOI (Value on Investment)
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Improvement
Outcome when compared to the before state,
show a measurable increase in desirable metric
or decrease in undesirable metrics
e.g. SLA % Improvement, Reduction in Breach,Reduction in number of failed changes
Benefit
Gains achieved through realization of
improvement
e.g. by 15% reduction in failed changes the
company has saved $395000 in productivity andrework costs last year
Return on Investment
Difference between the saving achieved and the
money spent to achieve that benefit (generally
expressed as a percentage)e.g. the company spent $200000 to establish
proper change management process that saved
$395000.
The ROI at the end of the 1styear of operation is
therefore $195000 or 97.5%
Value on Investment
The extra value created by the establishment of
benefits that include monetary or long term
outcomes.
ROI is a sub-component of VOI i.e.
VOI>ROI
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ontinual Service Improvement
Interfaces with other ITIL Lifecycle Stages
Implementing CSI needs to take a wider view
Cannot be limited to only one stage or process
area
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Service Strategy
Strategies, Policies,
Standards
Service Design
Plans to create/modify
services
Service Transition
Manage the transition of
new/changed services
into production
Service Operation
Day to day operations of
the services
Continual Service
ImprovementActivities to improve
services in any phase of
the lifecycle
Business
Value
Realization
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ontinual Service Improvement
THE ROLE OF MEASUREMENT
Measurements can be used for four basic purposes asshown below:
To VALIDATE actions which have already been taken
To JUSTIFY a proposed course of action
To DIRECT activity
To INTERVENE when corrective action is required
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KNOWLEDGE MANAGEMENT
Knowledge Management plays a key role in CSI
-Data should be captured
-Information is created (who, what, when, where)
-Knowledge created from analysis and past experience (How?)
-Wisdom is generated (Why?)
D I K W Model
BENCHMARK
Used to get a clear view on the organization level of quality and
performance with regard to their competitors and in the eye of
their customers
Often reveals quick wins
GOVERNANCE
Corporate GovernanceIt is about promoting corporatefairness, transparency and accountability {Sarbannes Oxley Act
2002}
IT GovernanceIT governance is the responsibility of the board
and executive management.
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ontinual Service Improvement
OBJECTIVES, CSFs, KPIs, METRICS, AND MEASUREMENTS
Measurements are the end result of a hierarchy of activities which link measurements to business objectives as shown in the
illustration below.
Objectives establish the reason for measurement. Measurement in itself has no value. Rather, it only has value inasmuch as it
supports achievement of specific objectives.
Critical Success Factors define specific things that must happen if objectives are to be achieved.
Key Performance Indicators are metrics which specifically indicate progress or performance around or toward Critical Success
Factors.
Metricsare the definitions of what will be measured and how it will be measured.
Measurements are the actual readings taken based upon a specific metric.
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Concepts
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ontinual Service Improvement
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THE DEMING CYCLE
The Deming Cycle is an improvement model originally created by
W. Edwards Deming and used to great success in the Japaneseauto industry. It consists of four simple steps (Plan, Do, Check, Act)
as show in the figure below.PLAN
Plan Service Management & Services
DO
Implement & run service Management & service
CHECK
Monitor, measure & review
ACT
Continuous Improvement
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Process
THE SEVEN STEP IMPROVEMENT PROCESS
The Seven Step Improvement Process provides a simple
means of using measurement to guide the improvementand correction of service performance.
The steps are:
1. Decide what should be measured
2. Decide what can be measured
3. Gather the data
4. Process the data
5. Analyze the data
6. Present and use the data
7. Implement corrective action
Types of metrics
Technology metricsComponents and applications metrics like
performance, availability etc.
Process metricsCritical Success Factors (CSFs), Key Performance
Indicators (KPI), activity metrics for ITSM processes
Service metrics- end-to-end- service metrics
SERVICE IMPROVEMENT PLAN (SIP)
A Service Improvement Plan or Service Improvement
Program is the primary output of periodic servicereviews carried out as part of Continual Service
Improvement or as part of the Service Level
Management process.
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ontinual Service Improvement
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FRAMEWORKS, MODELS, STANDARDS AND QUALITY SYSTEMS
Each of the following fully supports the concepts embodied in CSI
Framework
COBIT, PMBOK, ITIL, Prince 2(COBIT - Control Objectives for information and
technology)
Models
CMMI
Standards
ISO/IEC 20000:2005, ISO/IEC 27000:
2005, ISO/IEC 17799: 2005.
Quality Systems
Six Sigma
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Sample QuestionsContinual Service Improvement
Which of the following is step 1 in the 7 step improvement process?
A. Prepare for action
B. Define what you should measure
C. Where are we now?
D. Identify gaps in service level agreement (SLA) achievement
Which of the following activities are carried out in the Where do we want to be? step of the Continual Service Improvement (CSI) Model?
A. Implementing service & process Improvements
B. Reviewing measurable improvements
C. Creating a baseline
D. Defining Measurable Targets
Answer: B
Answer: D
What are the three types of metrics that an organization should collect to support Continual Service Improvement (CSI)?
A. Return On Investment (ROI), Value On Investment (VOI), quality
B. Strategic, tactical and operational
C. Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activities
D. Technology, process and service Answer: D
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ITIL Service Lifecycle
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Service Strategy
Strategies, Policies,Standards
Service Design
Plans to create/modify
services
Service TransitionManage the transition of
new/changed services
into production
Service Operation
Day to day operations of
the services
Continual Service
Improvement
Activities to improve
services in any phase of
the lifecycle
Business
Value
Realization
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About the Exam
The certification exam consists of 40 multiple-choice questions with four possible correct answers. Only oneanswer is the correct one. A 60-minute time limit is allotted for this exam.You must achieve a score of 65% by
answering at least 26 of the 40 questions correctlyin order to pass.
General Exam Tips The exam consists of 40 multiple choice questions.
You have 60 minutes to complete the exam. Most test-takers have plenty of time. Dont hurry!
There are no trick questions, but quest ions are of ten precisely wo rded. Read each question multiple times.
Be cautious of answers which use the terms ALWAYS or NEVER.
Many questions contain at least one distracter. Use a process of elimination to remove obviously wrong answers from your
consideration first, and then focus on the remaining answers.
If a question uses boldface type, italics, or uppercase type to highlight a specific word, pay close attention!
If a question is about a process, make sure the answer you select is about a process rather than a function, service, etc. and
vice versa.
Make sure to answer questions based upon your ITIL knowledge, not on your experience in the real world. Your real worldexperience may or may not have anything to do with ITIL.
Choose the best answer! Often questions contain several answers which, in some way,could be correct. Dont work too hard to
come up with a correct scenario for a specific answer. Rather, choose the answer which would be most correct in the greatest
number of situations.