Curso de Ejemplo

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ITIL® Foundation Certificatein IT Service Management

Training Course

Legal NoticeITIL® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries

The Swirl logo™ is a Trade Mark of the Cabinet Office

This training material is composed of two types of content:

1) Content created by Global Lynx. Where applicable, this content is identified by the framed caption “Slide content from GL” in the lower left corner of each slide and by the framed caption “Notes content from GL” in the lower left corner of each slide’s notes section.

2) Content which has been either excerpted from or based on one or more of the following Cabinet Office ITIL publications: Service Strategy (ISBN 978-0-11-331045-6), Service Design (ISBN 978-0-11-331047-0), Service Transition (ISBN 978-0-11-331048-7), Service Operation (ISBN 978-0-11-331046-3), Continual Service Improvement (ISBN 978-0-11-331049-4). © Crown Copyright 2007. Reproduced under Licence from the Cabinet Office. Where applicable, this content is identified by the framed caption “Slide content from CO” in the lower left corner of each slide and by the framed caption “Notes content from CO” in the lower left corner of each slide’s notes section.

This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade namesof third parties which are owned by their respective owners.© Copyright 2012 Global Lynx, Inc. All rights reserved.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.

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Audience

● Individuals who require a basic understanding of the ITIL framework.

● IT professionals that are working within an organization that has adopted and adapted ITIL.

● Individuals seeking the ITIL Expert Certificate in IT Service Management, for which this qualification is a prerequisite.

● Individuals seeking progress toward the ITIL Master Certificate in IT Service Management, for which the ITIL Expert is a prerequisite.

● This may include:–IT professionals–Business managers–Business process owners


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Class Schedule

Day Segment Start time

End time

Dur. (min.)

1

Course introduction 9:00 10:00 601: Industry Best Practices 10:00 11:00 60Coffee break 11:00 11:15 15Exercises for unit 1 11:15 11:45 302: Service Management as a Practice 11:45 13:45 120Lunch break 13:45 14:45 60Exercises for unit 2 14:45 15:15 303: Service Strategy 15:15 17:15 120Coffee break 17:15 17:30 15Exercises for unit 3 17:30 18:00 304: Service Design (part 1) 18:00 19:00 60

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Reference Literature

• The five core CO (the Cabinet Office) ITIL v3 books published by TSO (The Stationery Office):

•Service Strategy•Service Design•Service Transition•Service Operation•Continual Service Improvement

• The Official Introduction to the ITIL Service LifecyclePublished by TSO (The Stationery Office)2007

• Passing your ITIL Foundation Exam - The Official Study AidPublished by TSO (The Stationery Office)2007

• Foundations of IT Service Management Based on ITIL V3Published by Van Haren Publishing2007

• An Introductory Overview of ITIL V3 (E-Book)Published by the UK Chapter of the itSMF2007

• ITIL glossary of terms© Crown Copyright the Cabinet Office2011

• CO ITV3F course syllabus© CO (the Cabinet Office)2011

Course literature

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Unit Contents

1 Industry Best Practices1.1 Best Practices in the Public Domain1.2 Basic Concepts and Background of ITIL1.3 Industry Standards1.4 Frameworks1.5 Models and Quality Systems1.6 Company Standards and Frameworks

Service Management as a Practice22.1 Service2.2 Internal and External Customers2.3 Internal and External Services2.4 Service Management2.5 IT Service Management2.6 Stakeholders in Service Management2.7 Processes and Functions2.8 The Process Model and the Characteristics of Processes2.9 Integration of Service Management Processes through Service Automation2.10 Structure of the ITIL Service Lifecycle2.11 Why ITIL is Successful2.12 ITIL Roles


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Preamble: ITIL V3 Processes and Functions

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© Crown Copyright 2007. Reproduced under Licence from the Cabinet Office

The Seven-Step Improvement Process

What is ITIL?

A set of best practices for IT Service Management.

Service Strategy

Service Design

ServiceTransition

ServiceOperation

Continual Service Improvement (CSI)

P = Process

F = Function

Legend:

Supplier Management Knowledge ManagementBusiness Relationship Management Application Management

Demand Management

Financial Management for IT Services

Service Portfolio Management

Strategy Management for IT Services

Information Security Management

IT Service Continuity Management

Capacity Management

Availability Management

Service Level Management

Service Catalogue Management

Design Coordination

Change Evaluation

Service Validation and Testing

Release and Deployment Management

Service Asset and Configuration Management

Change Management

Transition Planning and Support

IT Operations Management

Technical Management

Service Desk

Access ManagementP

P

Problem Management

Request Fulfilment

Incident Management

Event Management

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

P

F

F

F

F

P


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1 Industry Best Practices


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1.1 Best Practices in the Public Domain

Industry Best Practices

Best practices

● Best practices enable organizations to:

- Close gaps in capabilities

- Become more competitive

● Sources for best practice:

- Public frameworks

- Standards

- Proprietary knowledge

ITIL is the most widely recognized and trusted source of best-practice guidance in the area of ITSM.


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1.2 Basic Concepts and Background of ITIL


ITILITIL: A customizable set of best practices designed to promote quality IT services.

● Provides a systematic, process-based approach to the provisioning and management of IT services.

● The processes identified apply to all aspects of IT infrastructure.


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1.2 Basic Concepts and Background of ITIL


ITIL

Service Strategy

Service Operation

Service Design

Service Transition

Continual Service Improvement

The stages in the service lifecycle approach to IT Service Management are:


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2.3 Internal and External Services

Internal and external services

External customer

External customer

External customer

External customer

External customer

External customer

The business

Business unit(internal customer)

Business unit(internal customer)

IT

IT department IT departmentIT department

IT services

External customer-facing services

Internal customer-facing services

Supporting services (internal)

Business services and products provided by other business units

© Crown copyright 2007. Reproduced under licence from the Cabinet Office


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2.8 The Process Model and the Characteristics of Processes

Process model


Owner Objectives

Documentation Feedback

Policy

Activities Roles

Procedures Improvements

Metrics

Work instructions

Resources Capabilities

Inputs Outputs

Triggers

Process

Process enablers

Process control

Including process reports and reviews


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3.3.1 Value Creation through Services

Service Strategy

Value of a service

© Crown copyright 2007. Reproduced under licence from the Cabinet Office.

AND

UTILITY

WARRANTY

T/F

T/F

Fit forpurpose?

Fit for use? T/F

Value-created

AND

ORPerformance supported?

Constraints removed?

Continuous enough?

Secure enough?

T: TrueF: False

Capacity enough?

Available enough?

Services are designed, built and delivered with both utility and warranty.


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Value

Preferences

Business outcomes

Perceptions

© Crown copyright 2007. Reproduced under licence from The Cabinet Office.

Components of valueService Strategy

Creating value


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+

–

Gains from utilizing the

service

Positive difference

Negative difference

Net difference

Losses from utilizing the service

Reference value

Based on DIY strategy or existing arrangements

Economic value of service

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How customers perceive valueService Strategy

Creating value


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3.4.1 Service Portfolio Management

Service Strategy

The Service Portfolio

Service portfolio

Retired services

Service pipeline

Service catalogue

Customer portfolio

Application portfolio

Customer agreement

portfolio

Project portfolio

Supplier and contract management

information systemCMDB

Configuration management system

The service portfolio



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4.4.1 Service Level Management (SLM)

Business unit A

Businessprocess 1

23

Business unit B

Businessprocess 4

56

The business

SLA(s)

SLR(s)

SLM

Service A B C D E F

Determine, documentand agree requirementsfor new services SLRs

and make SLAs

Develop contacts andrelationships, record

and manage complaintsand compliments

Monitor serviceperformance against

SLA and produceservice reports

Collate, measure andimprove customer

satisfaction

Conduct servicereviews and instigateimprovements within

overall SIP

Review and revise SLAs,service scope and

underpinningagreements

Assist with theservice catalogue and

maintain documenttemplates

Design SLAframeworks and

document proceduresand standards

Businessrelationship

management

Providemanagementinformation

Servicecatalogue

Servicereports

UnderpinningcontractsOLAs

Teams

Support team (I)(ii)

Suppliers

Supplier (I)(ii)

Supplier management

The service level management process

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4.4.2 Service Catalogue Management

Service Design

Service catalogue

A two-view service catalogue

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Service assets/configuration records

Key = Customer-facing services = Supporting services

Links to related

information

The service catalogue

Technical/supporting service catalogue view

Business/customerservice catalogue view

Business process 1

Business process 2

Business process 3

Service EService DService CService BService A

Service 1 Service 2 Service 3 Service 4 Service 5 Service 6


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5.4.1 Service Asset and Configuration Management (SACM)

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Example of relationships between the CMS and SKMS

SKMS

CMS

The CMS is part of the SKMS

Configuration records are stored in CMDBs in the CMS

Some CIs (such as SLAs or release plans) are in the SKMS

Other CIs (such as users and servers) are outside the SKMS

Each configuration record points to and describes a CI


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5.4.2 Change Management

Service Transition

Change Management

Scope

It covers changes to all configuration items across the whole service lifecycle.

Business Service provider Supplier

Strategicchange

Manage thebusiness

Manage IT servicesManage thesupplier’sbusiness

Tacticalchange

Manage thebusiness

processes

Serviceportfolio

Manageexternalservices

Servicechange

Operationalchange

Managebusiness

operations

Serviceoperations

Externaloperations

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Change management

Raise andrecord change

request

Assesschange

Authorize/reject

change

Coordinatechange

implementation*

Reviewchange

Closechange

Release and deploynew/changed CIs


Reportsand audits

IdentifyAffected items

Updaterecords

Capturerelease andenvironment

baselines

Audititems

Checkrecordsupdated

* Includes build and test where applicable

Service asset and configuration management

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Interfaces between change managementand service asset and configuration management


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Create RFC

Record RFC

Review RFC

Authorize change build and test

Coordinate change build and test*

Authorize change deployment

Coordinate change deployment*

Review and close change record

Change proposal (optional)

Work flows

Work flows

Work flows

Upda

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form

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CM

S

Assess and evaluate change

Role

Changeinitiator

Changemanagement

Changemanagement

Changemanagement

Changeauthority

Changemanagement

Changeauthority

Changemanagement

Change management, change authority, change initiator

Requested

Rejected

Ready for decision

Scheduled

Implemented

Closed

Created

Authorized

Ready for evaluation

Rejected

Activities assigned to the role ‘change management’ may be carried out by a change practitioner, a change authority or the change management process owner, depending on organizational design.

*Activities to plan, create and deploy releases are part of the release and deployment management process.

Example of a process flow for a normal change


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5.4.3 Release and Deployment Management

Change management

Auth Auth Auth AuthAuthAuthAuth

Release and deployment planning

Release build and test Deployment Review and

close

Deployment

Transfer

RetirementAuth Change management authorization

Authorizerelease planning

Authorizebuild and test

Authorizecheck-in to DML

Authorizedeployment/

transfer/retirement

Post-implementation

review

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Phases of release and deployment management


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5.4.4 Knowledge Management

Service Transition

SKMS Service knowledgemanagement system


Configuration management databases

Support for decisions

Support for delivery of services

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Relationship of the CMDB, the CMS and the SKMS


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6.4.1 Incident Management

Service Operation

Impact, urgency and priority

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Priority code Description Target resolution time

1 Critical 1 hour

2 High 8 hours

3 Medium 24 hours

4 Low 48 hours

5 Planning Planned

Impact

High Medium Low

Urgency

High 1 2 3

Medium 2 3 4

Low 3 4 5

Simple priority coding system


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6.5.4 IT Operations Management

Service Operation

IT Operations Management

IT operations management

Service deskTechnical

managementApplication

management

Mainframe Financialapps

HRapps

Businessapps

Server

Network

IT operationsControl

Console management/ operations bridgeJob scheduling

Backup and restorePrint and output management

Facilities managementData centres

Recovery sitesConsolidation

ContractsStorage

Database

Directoryservices

Desktop

Middleware

Internet/ web

Service operation functions

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7.3.1 The Continual Service Improvement Approach


CSI approach

Business vision,mission, goals

andobjectives

Baselineassessments

Measurabletargets

Service and process

improvement

Measurements &metrics

What is the vision?

Where are we now?

Where do we want

to be?

How do we keep the momentum

going?

How do we get there?

Did we get there?


Continual service improvement approach


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7.3.2 The Deming Cycle (Plan, Do, Check, Act)


The Deming Cycle

Effective QualityImprovement

CHECK

PLANACT

DO

Timescale

Matu

rity

Level

Consolidation of the level reachedi.e. Baseline

BusinessIT

alignment

PlanDoCheckAct

Project PlanProjectAuditNew Actions

Continuous quality control and consolidation



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7.4.1 The Seven-Step Improvement Process

The seven-step improvement process

1. Identify the strategy for improvement• Vision• Business need• Strategy• Tactical goals• Operational goals

2. Define what you will measure

3. Gather the data• Who? How? When?• Criteria to evaluate integrity

of data• Operational goals• Service measurement

7. Implement improvement

6. Present and use the information• Assessment summary• Action plans• Etc.

5. Analyse the information and data• Trends?• Targets?• Improvements required?

4. Process the data• Frequency?• Format?• Tools and systems?• Accuracy?

Wisdom Data

Knowledge Information

ACT DO

PLAN

CHECK

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7.4.1 The Seven-Step Improvement Process


The 7-step improvement process

Step 1 Step 2

Step 3

Step 4

Step 5Step 6

Step 7PLAN

DOACT

CHECK

Step 1

Step 3

Step 4

Step 5Step 6

Step 7PLAN

DOACT

CHECK

Step 1 Step 2

Step 3

Step 4

Step 5Step 6

Step 7

PLAN

DOACT

CHECK

Strategic management

Tactical management

Operational management

Step 2

Knowledge spiral


Education

Curso de Ejemplo