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ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Experts in Business and IT Al ignment
Sound Check Adjust Volume to hear the musicAdjust Volume to hear the music
Foundations Course for IT
Service Management
(Based on ITIL® V3)
Foundations Course for IT
Service Management
(Based on ITIL® V3)
Course Description:
ITIL v3 Foundations is an intensive three-day course. Success in the one hour multiple-choice examination at the end of the course will lead to award of the Foundation Certificate in IT Service Management. This interactive computer based training course is expected to take approximately 20 hours to complete.
Objectives:
Provides an essential level of knowledge in the following areas: Service Management as a practice Service Lifecycle Key Principles and Models General Concepts and Definitions Selected Processes Selected Roles Selected Functions Technology and Architecture ITIL v3 Qualification scheme
Prepares students to pass the ITIL Foundation exam. Helps students leverage ITIL concepts and practices in their daily work. Certification Exam from EXIN or ISEB
This document is provided as a printable version of the course to support the students need for distance learning when access to a computer is not convenient.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Experts in Business and IT Alignment
Sound Check Adjust Volume to hear the musicAdjust Volume to hear the music
Foundations Course for IT
Service Management
(Based on ITIL® V3)
Foundations Course for IT
Service Management
(Based on ITIL® V3)
Notes: Written by:
• Susan Davidson (susan.davidson@dream-catchers-inc.com)
and • Michael McGaughey
(michael.mcgaughey@dream-catchers-inc.com) Published by: Dream Catchers, Inc 7107 Shadow Run San Antonio, TX 78250 www.dream-catchers-inc.com Phone:866-FOR-ITSM 866-367-4876 Support:support@dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
ITIL® is a registered trademark of the Office of Government Commerce (OGC). © Crown Copyright material reproduced with the kind permission of OGC and the Controller of Her Majesty’s Stationary Office (HMSO).
Foundations Course for ITS
M (ITIL v3)
Course Introduction
Learning Concepts that enhance performanceSpecial features in the Main MenuNavigation System and featuresUser Controls for custom look and feel
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Foundations Course for ITS
M (ITIL v3)
Learning ConceptsFor enhanced performance
Music User Mobility Feedback & Diagnostics Sign Posting & Maps
Notes: Learning concepts for enhanced performance cover 4 areas. These are Music, User mobility, Feedback and diagnostics, and signposting. Specially selected music is built into the introduction and review of each learning unit. The music is design to enhance memory and comprehension. The Unit Quizzes use a different music selection to enhance relaxation and recall. User mobility is designed to allow the student the freedom to learn in their own way. Our minds do not work linearly and therefore our learning should be flexible and responsive to our curiosity and need for feedback. User mobility includes features such as an easy navigation menu with color coded completion status, the ability to skip around fast and easily, using the search tool students can create their own customized mini course, and students can toggle on and off features for desired look and feel. Feedback is critical to enhancing learning. The learning units provide learning games with positive feedback, and the unit quizzes which provide instant feedback on questions offering correct answers as needed. The most outstanding feature is the ability to diagnose the areas of weakness in a quiz and then get guidance on corrective actions. Finally Signposts are placed on each slide to aid the student in knowing how that content fits into the overall picture. Being able to sort out concepts, terms, roles, functions, and processes across a lifecycle is aided with the Signpost and downloadable process map.
Foundations Course for ITS
M (ITIL v3)
Special Features Main Menu
Notes: The course main menu provides several special features. The features are designed to help student collaborate with each other, add convenience to the use of the course and to provide additional content to support the learning experience. Menu Features include: Send a link – helpful to share information in the training with other team members Bookmarking – ability to easily return to favorite sections of the course Course Resume Button – the course remembers where you left off and asks at start up if you want to resume from your last place in the course or start over Attachments – A menu provide additional downloadable documents
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
ITIL V3 Dictionary ITI V3 Process map Student Guide for this course Implementation templates Exam Prep Guide – a complete guidance module with tips on study and test taking, core concepts, vocabulary and acronyms that must be learned Faqs – list of frequently asked questions and their answers
Foundations Course for ITS
M (ITIL v3)
Navigation
Notes: The navigation menu provides 3 tabs. The Outline, Search, and Notes tabs. The Outline Tab provides a hierarchical list of topics for the course. The triangle next to a topic can be toggled to expand or close the list of sub topics. The menu text is white for all items that have not been covered and black for items that have been covered. This enables students to skip around and continue to track their progress. The Search Tab allows for the search of terms or phrases. Searches can be done on slides or notes within slides. A list of slides is then presented which match the search term or phrase. This list can serve as a mini course on the topic selected. For example the search for Roles which is a signpost symbol on slides related to defining roles will produce the list shown on the screen. The notes tab will display notes of additional information related to the slide content. This information is also provided in the Student Guide which can be downloaded from the Attachments. In this slide we see information in the notes tab from the Gartner Group which supports the content of the course material. Above the 3 tabs is the Speaker information. For each slide the speaker information is provided along with their biography, and a support email. You may use this email to request support or get answers to questions.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Foundations Course for ITS
M (ITIL v3)
Controls
Notes: The user controls are placed along the bottom of the screen. The volume control allows for rising or lowering the volume. The slider bar shows the progress of the audio for the slide. It can be moved backward or forward at any time. The play, pause, forward and back buttons allow for quick and easy movement within the course in addition to the navigation menu. Users can easily move backward or forward to review a point that may be relevant to the current slide. The Screen Features control allows the user to toggle on and off the main menu, control bar and the navigation menu. This allows users to select their own look and feel for the course.
Learning Objectives
To provide a basic understanding of the ITSM frameworkas described by the IT Infrastructure Library (ITIL)To understand how ITSM can be used to enhance thequality of IT service management within an organizationTo enable comprehension and / or awareness of keyareas of the 5 ITIL core books:
Service StrategyService DesignService TransitionService OperationContinual Service Improvement
To prepare to sit the ITIL Foundation ExamFormat40 Multiple Choice Questions (26 correct to pass)
Notes: The exam is a one hour (maximum), ‘closed book’ exam. The exam will be proctored. The proctor will provide you everything you need for the exam, including:
Exam Paper (questions) Answer sheet Pencils
Understand the Difference between ITIL and ITSMBusiness Issues and Drivers for ITSMValue of IT Service ManagementKey Concepts of IT Service Management
Understand the Difference between ITIL and ITSMBusiness Issues and Drivers for ITSMValue of IT Service ManagementKey Concepts of IT Service Management
ITSM as a PracticeITSM as a Practice
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Market Drivers / Issues for IT
Business reliance on IT is growingThere is a higher demand for tangible, real business valueBusiness enterprises require the ability to plan, monitor and manage the value they get from IT IT must help the business define and manage its own business value by providing the framework and mechanisms for measuring, articulating and controlling business value – top to bottom
Increasing regulatory business control and reporting requirements (e.g. SOX)Global 24 / 7 operations are a mustPerception of IT Service quality = poor or unclearInfrastructure behavior is unpredictable and impact on the business is intangibleThe valuable use of IT and resources is hard to defineMajor commercial failures are at risk from IT failuresBudgets are being tightly justifiedCompetition (e.g. outsourcing) is increasing
Considerations:
Get Pay
The Value Equation*
*for non-MBAs
Notes: (Signpost roles ) Notes regarding IT Performance (from Gartner):
38% - no consistency in the delivery of changes
29% - more than half the IT effort spent is on firefighting
Up to 75% of calls to the Service Desk are due to failed changes
Up to 50% of calls to the Service Desk are repeat incidents
Less than 35% of IT organizations produce business focused metrics
50% of IT organizations produce only IT performance metrics
IT’s Key: Managing to Business Value
QualityRisk ManagementComplianceMarket penetrationTime to market
What May be Value (indicators):
Managing Value means:
Understanding how the business delivers and manipulates value Linking business value drivers to IT services that deliver valueDesigning, operating and optimizing services to ensure the realization of value
P&E RatioShare priceRatingFlexibilitySecurity
Status
Deliverables
Project “on budget”
“on time”
What is NOT Value?
System Availability
Notes: (Signpost roles functions)
What is IT Service Management (ITSM)?
ITSM transforms resources and capabilities into value-adding services Capabilities represent a service organization’s capacity, competency and confidence for action Incorporates functions and processes across a service lifecycle
Service management is a set of specialized organizational capabilities for providing value to customers in the form of services.
CustomerCustomer ProviderProviderServiceService
Notes: (Signpost functions process)
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
IT Service Management Goals
Align IT services with the current and future business needs of the customers
Also referred to as BITA (Business IT Alignment)
Improve the quality of IT services – in whatever way the customer expresses ‘quality’, e.g.,
DependabilityTimelinessAccuracy of predictions
Reduce the long term cost of service provisioni.e. more for the same
or less cost
Notes: (Signpost roles terms)
What is ITIL? A set of books describingaccepted world-wide ‘bestpractice’ for quality IT ServiceManagementOriginally developed in the 1980sin the UK with publicand private sector contributions
OGC - Office of GovernmentCommerce owns the copyright
Used as the foundation ISO 20000Maintained by the itSMF (the ITService Management Forum)representing IT ServiceManagement professionals world-wideCommon language
Notes: List Concept, Terms The UK’s Office of Government Commerce (OGC) has documented a set of processes and procedures for the delivery and support of high quality IT services, designed and managed to meet the needs of an organization. It’s full title is ITIL Service Management Practices. The original meaning of the words behind the initials is unimportant and not used any longer. It is described not as a Standard or a methodology but as a description of good practice to be adopted by an organization and adapted to meet its specific needs.
Reasons for Adoption in North America
35%Improve Quality of IT Services
25%IT and Business
Alignment
20%Cost Reduction /
Increase Efficiencies
17%IT Governance /
Compliance
3%IT Accountability /Transparency
Source: CMP Research, 2006
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
ServiceStrategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Integration of the 5 Core Books
The business/customersRequirements
Strategies PoliciesResource & constraints
Objectives fr om Requirements
Solution Designs
ArchitecturesStandards
SDPs
SKMSTransition
Plans
Tested solutions
Ser
vice
Por
tfolio
Ser
vice
Cat
alog
Improvement act ions & plans
Operational services
Notes:
Good Practice
Competition
Compliance
Commitments
Employees
Customers
Suppliers
Advisors
Technologies
Standards
Industry practices
Academic research
Training and education
Internal experience
Substitutes
Regulators
Customers
Sour
ces
(Gen
erat
e)
Driv
ers
(Filt
er)
Enable
rs (A
ggrega
te)Scena
rios (Filter)
Knowledge fit for business objectives, context, and purpose
Notes: List Terms, Functions, Roles KEY: Good practices are in wide industry use because they work. Good practice results from a combination of effects. Public frameworks and standards (such as ITIL) are attractive when compared with proprietary knowledge deeply embedded in organizations and therefore difficult to adopt, replicate, or transfer even with the cooperation of the owners. Best practice often presents a generic view of proven quality practices, but it is unlikely that every organization can, or will wish to, implement a solution in an identical way. Thus organizations adapt and adopt, developing good practice within their own enterprise – which may feed back into the evolution/improvement of best practice. Publicly available frameworks and standards such as ITIL, COBIT, CMMI, PRINCE2, ISO 9000, ISO/IEC 20000, and ISO/IEC 27001 are validated across a diverse set of environments rather than the limited experience of a single organization or person.
What is a ‘Service’?
ServiceService+
+–
Performance potential
Risks
Demand
++
–
Service potential
Costs
Idle capacity
ProviderProvider
Capabilities
Resources
CustomerCustomer
Capabilities
Resources
A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.De
finiti
onDe
finiti
on
enhance the performance of tasksreduce the effect of constraints
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Assets
ResourceThe term ‘resource’ is a generic term that includes ITInfrastructure, people, money or anything else that mighthelp to deliver an IT serviceResources are considered to be assets of an organization
CapabilityCapability refers to the ability of a service organization,person, process, application, configuration item or IT serviceto carry out an activityCapabilities are intangible assets of an organization
Service assets are used to create value in theform of goods and services
Notes: Capabilities like management, organization, people, and knowledge are used to transform resources into valuable services. Capabilities represent an organization’s ability to coordinate, control, and deploy resources to produce value experience-driven, knowledge-intensive, information-based embedded within an organization’s people, systems, processes, and technologies.
Service Management Key Concepts (1)
ProcessProcess
FunctionFunction
RoleRole
A set of co-ordinated activitiescombining resources and capabilities toproduce an outcome that creates valuefor the customer
A position, responsibility or duty
Units of organizations specialized to perform certain types of work and responsible for specific outcomes
Notes: Although ITIL recognizes a distinct difference between processes and functions,, it is possible in many organizations for a process and a function to have the same name (e.g. Change Management, Problem Management, Security Management) Functions
• provide structure and stability to organizations
• are self-contained units with their own capabilities and resources
• rely on processes for cross-functional coordination and control
Service Management Key Concepts (2)
CustomerCustomer
UserUser
ProviderProvider A company or unit of a company thatprovides IT services to customers
A person who uses the IT service on a day-to-day basis
SupplierSupplier
Someone who buys goods or services -the customer is the person or group that defines and agrees the service level targets
A third party responsible for supplyinggoods or services that are required todeliver IT services
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Generic Process Model
Activities, RolesProcedures, Metrics,
Improvement
Process
INPUTSINPUTS
Resources Capabilities
Enablers
ProcessObjectives
ProcessOwner
ControlProcess
DocumentationProcess
Feedback
OUTPUTSOUTPUTS
Triggers
Notes: A process is a structured set of activities designed to accomplish a specific objective. A process takes inputs and produces defined outputs. A process may define policies, standards, guidelines, and work instructions. Process
Has defined information inputs and outputs
Consumes resources Subject to management controls over
time, cost and quality Need to balance benefits against risks Process defines what is to be achieved Procedures define how the objectives are
to be achieved Measures should help to determine value for money
• Economy = Cost of inputs to an activity, resources needed to deliver a service
• Efficiency = Ratio of inputs to outputs – “bang per buck”
• Effectiveness = Cost of outputs from an activity and the conformance of those outputs to the specifications
Processes must be audited for quality – when implemented, regularly and when process failures are discovered People and tools enable processes – tool specification, design / build and implementation follow process design
Process Characteristics
MeasurablePerformance drivenManagers measure cost and qualityPractitioners measure duration and productivity
Specific ResultsIndividually identifiable and accountable
Delivers to Customers (of processes)It must meet their expectations
Responds to Specific Events Should be traceable to a specific trigger
Notes: All processes must have certain characteristics. Measurable - We must be able to measure the process. The performance of the process is incredibly important. Managers will want to measure the cost and quality. People involved operationally with the process are concerned with how long it takes and how easy it is. Specific results - The reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. Customers - Every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations. Responds to a specific event - While a process may be ongoing or iterative, it should be traceable to a specific trigger.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Specific Roles
ITIL describes several key roles that assist in the provision of quality services:
Service Owner providing focus for their ServicesProcess Owner for every Process - Service Management, IT and BusinessProcess Manager for each process
Notes:
Service Owner
Initiation, transition and ongoing maintenancePrime contact for service related issuesEnsure service delivery meets customer requirementsIdentify service improvements and raise the Requests for ChangeLiaise with Process Owners throughout the Service Management lifecycleEffective reporting and monitoringAccountable to the IT Director for the delivery of the service
Notes: Service Owner responsible for specific service. Not responsible for execution of design, transition or operation activities. Service Owner should represent their service in Change Advisory Board (CAB) meetings.
Process Owner
Define process strategy, policy and standardsAssist with process designEnsure process documentation is available and currentAuditing the process for efficiency, effectiveness and compliance Communicate information to ensure awarenessProvision of resources and trainingProvide input to Service Improvement Programs
Notes: Process owner not responsible for executing activities within the process.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Process Manager
Responsible for the operational management of a Process Responsibilities include planning and coordinating all activities required to carry out, monitor and report on the processThere may be several Process Managers for one process (e.g. regional Change Managers)The Process Manager role is often assigned to the person who carries out the Process Owner role, but the two roles may be separate in larger organizations.
Notes:
RACI Model
Responsible: The person or people responsible for getting the job done
Accountable: Only 1 person can be accountable for each task
Consulted: Involved through input of knowledge and information
Informed: Receiving information about process execution and quality
Notes: The RACI matrix documents the roles and relationships of stakeholders in a process or activity. It is used to clarify to all involved which activities and roles they are expected to fulfil, as well as identifying any gaps in process delivery and responsibilities. It is especially helpful in clarifying the associated staffing model.
IT Service Management Reusable Concepts
Business Cases Means of quantitatively supporting action or decision (for services, changes, improvements, etc.)
Models
Packages
Baselines Descriptions of a state at a particular point in time (for services, configurations, process performance, etc.)
Templates for common activities or structures (for changes, configurations, etc.)
Complete descriptions and specifications (for services, releases, designs, etc.)
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
The Business Case
A decision support and planning tool that projects the likely consequences of a business action
Business CaseDimensions
A. IntroductionThe business objectives addressed by the service
B. Methods and assumptionsDefines the boundaries of the business case, such as time period, whose costs and whose benefits
C. Business impactsThe financial and non-financial business case results
D. Risks and contingenciesThe probability that alternative results will emerge
E. RecommendationsSpecific actions recommended
QualitativeQuantitative
Notes: Business Cases are used heavily in both Service Strategy and Continual Service Improvement. Conceptually, business cases are considered in all phases of the lifecycle of a service – for example:
• As justification for a requested changes • As a component of a Capacity Plan • As a component of an Availability Plan • As a consideration in implementing a
structural problem resolution
Managing Risk
An uncertainty of outcome, whether positive opportunity or negative threat
Risk
DefineFramework
IdentifyRisks
IdentifyOwners
EvaluateRisks
Set RiskLevels
IdentifyResponses
Embed &Review
GainAssurance
ImplementResponses
management analysis
businessoperations
serviceoperations
supplyrisk
demandrisk
customerassets
serviceassets
ITSM
Notes:
Questions: 1. The three objectives of Service Management can be summarized by which statement: 1) Alignment of IT and the Business, Improved Quality of Service, Reduction in Cost of delivering IT Services (Correct) 2) Reduction in Cost of delivering IT Services, Higher Availability, Improved Business Value 2. The roles defined in ITSM include Process Owner, Service Owner, and IT Strategist. 1) True 2) False (Correct) 3. The following defines one of the three roles defined in ITIL. Select the correct role from the options below: "Accountable for the overall quality of a process; oversees the management of and compliance to the process." 1) Process Owner (Correct) 2) Service Owner 3) Process Manager
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
4. The Primary reason for Adoption of ITIL in North America is Improvement in Quality of Service. 1) True (Correct) 2) False 5. The Following is the definition of IT Service Management: "Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services" 1) True (Correct) 2) False
Questions: 1. Means of quantitatively supporting action or decision for services, changes, improvements, etc. Answer: Business Case 2. This person defines process strategy, policy and standards. Answer: Process Owner 3. A uncertainty of outcome, whether positive opportunity or negative threat. Answer: Risk 4. A model which documents the roles and relationships of stakeholders in a process or activity. Answer: RACI Model 5. The major characteristics of a Process include: Specific Results, Delivers primary results to a customer, Responds to a specific event and is____________ Answer: measurable
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to the Quiz
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Unit Quiz
Notes:
The Service LifecycleThe Service LifecycleThe Integrated Service LifecycleObjectives of each of the Service Lifecycle PhasesValue of each of the Service Lifecycle Phases
The Integrated Service LifecycleObjectives of each of the Service Lifecycle PhasesValue of each of the Service Lifecycle Phases
Notes:
Foundations Course for ITS
M (ITIL v3)
The Service Lifecycle
Business NeedDefinition of Service
Value Creation
Service RequirementsDetail Designs
Services Built & Tested
Transition to Prod.
Intended Business Value is Realized
Ensure Feedback Loops exist with all Lifecycle Phases
Notes:
The Lifecycle Approach
Business needSTRATEGY
Deployment
Develop, build and test
TRANSITION
Requirements definition
DESIGN
Design Evaluation
ProcurementOperation
OPERATION
Business need
IMPROVEMENT
Optimization
Retirement
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Strategy - Overview
Define the marketDevelop the offeringsDevelop strategic assetsPrepare for execution
ActivitiesActivitiesFinancial ManagementService Portfolio Management (including methods)Demand Management
ProcessesProcesses
How to design, develop, and implement service management not only as an organizational capability but as a strategic assetPu
rpos
ePu
rpos
e
Primary deliverable: chartered service with business case
SSSS
Notes: Setting policies and objectives is a primary concern of Service Strategy.
Service Design - Overview
Service Catalog ManagementService Level ManagementCapacity ManagementAvailability ManagementService Continuity ManagementInformation Security ManagementSupplier Management
ProcessesProcesses
A holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu
rpos
ePu
rpos
e
The 5 AspectsThe 5 Aspects
Primary deliverable: Service Design Package
SDSD
Service solutionsITSM systems and toolsTechnology architecture & management systems Processes (ITSM)Metrics and methods
Notes: The key message from Service Design is that new or changed services, processes, technology such as monitoring systems should not be implemented in isolation. Service Design is required to enable the continuation of all current operational aspects considering the impact of changes on these at the outset and not as an afterthought when the change is about to go live. Service Design relates to significant change rather than everyday (simple) changes. The classification of significant must be determined by each adopting organization.
Service Transition - Overview
ProcessesProcessesTransition Planning & SupportChange ManagementService Asset & Configuration ManagementRelease & Deployment ManagementService Validation & TestingEvaluationKnowledge Management
Assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfullyPu
rpos
ePu
rpos
e
Primary deliverable:established (changed) service, implemented and transitioned according to the specifications in the Service Design Package
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Operation - Overview
Operation functions – e.g. Service Desk, Technical Management, Operations Control, Facilities MgtCommon Service Operations Activities – e.g. database admin, server mgt, network mgt, storage & archive, directory services mgt
Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers (including the ongoing management of technology to deliver and support services)Pu
rpos
ePu
rpos
e
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
ProcessesProcesses
Primary deliverable: intended business outcomes
SOSO
Notes:
Continual Service Improvement - Overview
Consider processes throughout the Service LifecycleImprove effectiveness and efficiency of existing processesUnderstand cost implications
Ensure all processes contain goals, objectives and are measurable
Continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT Services that support Business ProcessesPu
rpos
ePu
rpos
e
Primary deliverable: business justified improvementCSICSI
Notes: Learning and Improvement is a primary concern of Continual Service Improvement.
Questions: 1. The following statement describes the primary deliverable for which Lifecycle Phase. "Established (changed) service, implemented and transitioned according to the specifications in the Service Design Package." Answer: Service Transition 2. The primary deliverable for the Service Design Phase is: Answer: Service Design Package 3. The primary deliverable "Chartered Service with Business Case" belongs to which Lifecyle Phase? Answer: Service Strategy 4. What is the Primary Deliverable for the Service Operation Lifecycle Phase? Answer: Intended Business Outcomes 5. What is the Primary Deliverable for the Continual Service Improvement Lifecycle Phase? Answer: Business Justified Improvement
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz Notes:
Service StrategyService StrategyActivities of Service StrategyKey concepts Objectives of Service Strategy processes
Activities of Service StrategyKey concepts Objectives of Service Strategy processes
Notes:
Foundations Course for ITS
M (ITIL v3)
Goals, Purpose & Scope of Service Strategy
Principles useful for developing policies, guidelines and processesThe development of
Markets (internal and external)Service assetsImplementation strategy
Setting objectives and expectations of performance towards serving customers and market spacesIdentifying, selecting and prioritizing opportunities
Scope
Value creationService AssetsService Provider TypesService StructuresPrinciples for strategyKey activities
How to design, develop, and implement service management not only as an organizational capability but as a strategic asset Pu
rpos
ePu
rpos
e
SSSS
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
The Activities of Service Strategy
Understand the customerUnderstand the opportunityClarify and visualize
Understand market spaceDefine outcome-based servicesService Portfolio, Catalog and Pipeline
Define theMarket
Prepare forExecution
Develop theAssets
Develop theOfferings
Customer and service assetsService Management as an assetEnhancing performance and potential
Assessment and objectivesPrioritizingPotential, expansion and growth
SSSS
Notes:
Utility & Warranty
From the customer’s perspective, the business value of aservice is created by the combination of two elements:Utility - the functionality offered by a product or servicefrom the customer’s perspective (Fitness for Purpose)Warranty - a promise or guarantee that a product orservice will meet its agreed requirements (expressed in aformal agreement e.g. Service Level Agreement orContract (Fitness for Use)
Fit for purpose?
Fit for use?
ORPerformance supported?Constraints removed?
AND
Available enough?Capacity enough?
Continuous enough?Secure enough?
Value-createdAND
SSSS
Notes: Some of the key concepts in Service Strategy are about value creation. Let’s look at some of these concepts.
Foundations Course for ITS
M (ITIL v3)
Service Portfolio Management
“The value of a Service Portfolio strategy is demonstrated through the ability to anticipate change while maintaining traceability to strategy and planning.”
To govern investments in service management dynamically across the enterprise and manage them in the provision of valueG
oal
Goa
l
SSSS
Understand the customer’s business and defining business services Aligning IT services and
business servicesLinking IT Service Assets to
higher-level business services –Business Service Management
Notes: Header slide
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Portfolio
Service Pipeline
Services under development, build or test
Retired Services Services no longer live
Service Catalog
Customer/support team viewable section of the Service Portfolio
Service Lifecycle within the Service Portfolio
Service Knowledge Management System
Service Lifecycle
Service Status:RequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperat ionalRetired
SSSS
Notes: Included in the Service Pipeline is the ‘Requirements Catalog’ ‘The Requirements Catalogue is the central repository of the users’ requirements, and all the requirements should be documented here, following the analysis of the list defined above. The Requirements Catalogue should form part of the overall Service Pipeline within the overall Service Portfolio. Each requirement that has been analyzed is documented using a standard template …’ Service Desk § 5.1.5.1 A Service Catalogue is also a collection of Lines of Service (LOS), each under the control of a Product Manager. Definition of a Line of Service: A core or supporting service that has multiple service packages. Each LOS provides a combination of utility and warranty most preferred by a segment of customers. Customer segments are defined in terms of business outcomes. Each LOS has one or more service offerings. Business Relationship Managers help represent the interests of customer segments to Product Managers and vice versa.
Service Portfolio Management Process
Strategy
Define InventoriesBusiness Cases
Analyze
Approve Service PortfolioAuthorization
Charter
Value PropositionPrioritization
CommunicationResource allocation
SSSS
Notes: By acting as the basis of a decision framework, a Service Portfolio either clarifies or helps to clarify the following strategic questions:
• Why should a customer buy these services?
• Why should they buy these services from us?
• What are the pricing or chargeback models?
• What are our strengths and weaknesses, priorities and risk?
• How should our resources and capabilities be allocated?
Demand Management Objectives
SSSS
Visualize the customer’s business activity and plans in terms of the demand for required supporting servicesG
oal
Goa
l
Understand the customer’s business to identify, analyze and codify patterns of business activity Reduce the risk of uncertainty in demandAvoid excess capacity that generates cost without creating value
Notes: Patterns of demand are driven by business activity. Demand management primary goal is to help ensure ability to supply services (via capacity). Demand Management is most tightly integrated with Capacity Management and seeks to eliminate excess capacity.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Financial Management ObjectivesG
oal
Goa
l Bring to the enterprise the core capabilities of operational visibility, insight and superior decision making
Financial Management provides the business and IT with the quantification, in financial terms, of:
the value of IT Services
the value of the assets underlying services
the qualification of operational forecasting
SSSS
Notes: Patterns of demand generated by the customer's business are driven by patterns of business activity.
Service Strategy - Review
Define the marketDevelop the offeringsDevelop strategic assetsPrepare for execution
4 Main Activities4 Main Activities
Financial MgtService Portfolio MgtDemand Mgt
ProcessesProcesses
How to design, develop, and implement service management not only as an organizational capability but as a strategic assetPu
rpos
ePu
rpos
e
Service Assets for Value Creation:Resources – tangible assetsCapabilities – intangible assets
Value to Business defined by:Utility - Fit for PurposeWarranty – Fit for Use
Service Portfolio and Service LifecycleService ModelService PackagePatterns of Business Activity and differentiation
SSSS
Notes:
Questions: 1. Name one Key Concept involved in Service Strategy. Hint: Some Key Concepts are Service Portfolio, Service Model, and Service Provider. Answer: Utility and Warranty 2. From the customers perspective, the business value of a service is created by the combination of Utility and Warranty. What is another phrase which represents Utility? Answer: Fit for Purpose 3. What is another phrase which represents Warranty? Answer: Fit for use 4. Within the Service Knowledge Management System what section of the Service Portfolio is viewable to customers and support teams? Answer: Service Catalog 5. Concepts discussed in this process include: Patterns of Business Activity, User Profiles, Differentiated Offerings, Differentiated Service Levels Answer: Demand Management
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz Notes:
Objectives & Scope The 4 P’s of Service DesignSourcing strategies5 major aspects of designIn depth look at Service Level ManagementObjectives, concepts and roles for other Service Design Processes
Objectives & Scope The 4 P’s of Service DesignSourcing strategies5 major aspects of designIn depth look at Service Level ManagementObjectives, concepts and roles for other Service Design Processes
Service DesignService Design
Notes:
Service Design Highlights
GoalsValue to the Business4 P’s of Service DesignDesign constraintsTechnology related activities –requirements, architectures, etc.Designing measurement systems and metrics The Service Design PackageSourcing options & considerations
Service Catalog MgtService Level MgtCapacity MgtAvailability MgtService Continuity MgtInformation Security MgtSupplier Mgt
ProcessesProcessesA holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu
rpos
ePu
rpos
e
Service solutionsITSM systems and toolsTechnology architecture & management systems Processes (ITSM)Metrics and methods
The 5 AspectsThe 5 Aspects
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Design – Goals
Design services to satisfy the business objectivesDesign for efficient development / enhancementDesign effective Service Lifecycle processesIdentify and manage risksDefine measures for design effectivenessProduce and maintain plans, policies, architectures, frameworks, documents, etc.Design for security, resilience, etc.Assist in efforts to develop standards and policiesDevelop IT skills and capability Contribute to improvement efforts
SDSD
Notes:
Service Design - Value to the Business
Reduced Total Cost of Ownership (TCO)Improved quality and consistency of serviceEasier implementation of new/ changed servicesAlignment and effective performance of servicesImproved governance and decision makingEffective IT and Service Management processes
SDSD
Notes:
Service Design Scope
New or changed services (requirements extracted from the Service Portfolio)Service Management systems and tools, especially the Service Portfolio, including the Service CatalogTechnology architecture and management systemsThe processes requiredMeasurement methods and metrics
Service LevelService CatalogAvailabilityCapacity
ContinuitySupplierSecurity
SKMS
ServiceCatalog
MeasuresArchitecture
Strategy
Improvement
Transition
Operation
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
The 4 P’s of Service Design
PeoplePeople
ProcessesProcesses Products/TechnologyProducts/Technology
Partners/SuppliersPartners/Suppliers
Staffing levelsSkill setsTrainingCommunication
Tools to assist inservice generationTechnology thatincreaseefficiency
Specialist suppliersAppropriate &documentedagreementsCommunicationchannels
ObjectivesInputs / OutputsOwnershipActivitiesMeasurements
SDSD
Notes: The 4 P’s represent the four major areas that need to be considered in the design of effective service management.
Service Design - Service Sourcing Decisions
Considerations: IT and business processes Are complex Require specialist expertise
Sourcing service delivery often involves third partiesSourcing decisions should be based on
RiskInternal expertiseCost/benefit
Permutations of actual service provision can be very complex
On-shore versus off-shoreEffects of mergers and acquisitionsDe-mergers and sell offsEffective and efficient solutions should be found
SDSD
Notes:
Service Delivery / Provisioning Models
In-sourcing Internal resources for all aspects
Outsourcing Use of external resources for well defined areas
Co Sourcing Mixture of internal and external resources
Partnership/ Multi-sourcing
Two or more organizations share provision of services over the complete lifecycle
Business process outsourcing (BPO)
Business processes outsourced to organizations to provide Payroll, accounts, etc.
Application outsourcing
ASP shared computer based services via network (On demand software)
Knowledge Process outsourcing (KPO)
Extension to BPO with the addition of business expertise
SDSD
Notes: ITIL believes that Knowledge Process Outsourcing is the newest form of outsourcing.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
5 Key Aspects of Service Design
1. Designing Service Solutions -including all of the functional requirements, resources and capabilities needed and agreed
2. Service management system and tools - especially the Service Portfolio
3. Management and technology architectures and tools
4. Processes needed to design, transition, operate and improve the services
5. Measurement systems, methods and metrics for the services, the architectures and their constituent components and the processes
‘The main problem today is that
organizations often only focus on the
functional requirements. A
design or architecture by
definition needs to consider all design
aspects.’
SDSD
Notes:
Designing Service Solutions Approach
Create a repeatable processEnsure cost, quality and functionalityIterative and incrementalAssisted by Project Management
sample approach
SDSD
DesignDesign
SLR SLA
Pilot Live
SACSAC SACSAC
SLR = Service Level Requirements
SAC = Service Acceptance CriteriaSLA = Service Level Agreement
SDP = Service Design Requirements
OperationOperationTransitionTransitionSDPSDP
ASPECT
1
Notes: Slide acronyms:
• Reqs – requirements for the service • SDP – Service Design Package • SAC – Service Acceptance Criteria • SLR – Service Level Requirements • SLA – Service Level Agreement • SLM – Service Level Management
The Service Design Package (SDP)
Defines all aspects of IT service throughout lifecycleCreated for new services, major change, retirement
Service RequirementsService DesignOrganizational readiness assessmentService Lifecycle Plan
Service Program, Service Transition PlanService Operational Acceptance Plan Service Acceptance Criteria
Contents:
SDSD
ASPECT
1
Notes: This is a key document which enables all the various design activities to be recorded and progressed through the life of the service. It is initially created for each new service and then updated associated with major changes and at the retirement of the service. Service Requirements include:
• Business Requirements • Service Applicability • Service contacts
Service Design includes: • Service Functional Requirements • Service Level Requirements • Service and Operational Management
Requirements • Service Design and Topology
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Catalog
The Service Portfolio and Contents
Service Portfolio
ServicePipeline
Retired Services
RequirementsDefinedAnalyzedApprovedCharteredDesignedDevelopedBuiltTestReleasedOperationalRetired
Captures details for allservicesAccess to informationcontrolled
Requirements are recorded considered and prioritized forming the Service Pipeline
Services with status between chartered and operational (different status while undergoing changes ?)
SDSD
ASPECT
2
Notes:
Architectural Relationships
‘… translating business vision
and strategyinto effective
enterprise change, by creating,
communicating and improving key
principles andmodels that describe the
enterprise’s future states andenable its evolution.’
Enterprise Architecture defined
by Gartner
ServiceArchitecture
ApplicationArchitecture
InfrastructureArchitecture
BusinessArchitecture
DeliveryFeedback &Monitoring
Supportedby
Using
DataArchitecture
ServicePortfolio
ServiceKnowledgeMgt System
SDSD
ASPECT
3
Notes: Architectural design activities within IT provide overall strategic ‘blueprints’ for the development and deployment of the IT infrastructures. Enterprise architecture should be integrated with the business architecture and should include architectures for:
• Applications • Data/information • IT infrastructure • Environments
Technology Architecture
Technology needed to provide the service (e.g. invoicing Service) Technology to support the service (e.g. end-to-end transaction timing monitors)
Business Requirements
People, Roles & Activities
Processes & Procedures
Management Tools
Technology
Integrated endIntegrated end--toto--endend
Design top d
own
Imp
lem
ent
bot
tom
up
SDSD
ASPECT
3
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Process Design
Defined and documentedEnables consistent approachAllows measurement Proves effectiveness and efficiency
Process Models
Process Controls
Improve understandingArticulate key features
SDSD
ASPECT
4
Notes:
Measurement Systems, Methods and Metrics
‘If you cannot measure it, how can you manage it?’
Perspectives:*CustomerBusinessInnovativeFinancial
* From the Balanced Scorecard
Measure for:Knowing what is
happeningIdentification of
excellenceNeed for improvement
Measurement should:Encourage that business
objectives are metAssist in behavioral
change
SDSD
ASPECT
5
Notes: Measurement Systems and Metrics Design should include measures for:
• Progress – milestones achieved • Compliance – process conformance • Effectiveness – results against objectives • Efficiency – process productivity and
resource utilization
Measurement Design Criteria
Fit for purposeNot over or under engineeredRequire minimal re-engineeringEffective and efficient solutionsAlign to current level of capabilityStick to Key Performance Indicators (KPIs)
Metric: Something measured and reported on to help manage a process, service, activity, etc.
Guidelines:
BusinessBusiness
ITIT
OverallServiceOverallService ProcessProcess
SpecificMetrics
SpecificMetrics ComponentComponent
SDSD
ASPECT
5
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Design Processes
Service Level ManagementService Catalog ManagementCapacity ManagementAvailability ManagementIT Service Continuity ManagementInformation Security ManagementSupplier Management
SDSD
Notes:
Service Level Management - Objectives
Define, document, agree, monitor, measure report and review the level of IT service provision for all servicesPromote and build good relationships with the business and customersMonitor and improve levels of customer satisfactionProvide specific and measurable targetsDefine levels of service clearly and unambiguouslyProactively improve service levels where cost justifiable
SDSD
Notes:
Service Level Management - Scope
Provide key interface between the business and IT service providerNegotiate and agree on Service Level Agreements for current services in conjunction with Operational Level Agreements and ContractsCapture Service Level Requirements for future business needs and changesInvestigate and eradicate poor service Create and manage Service Improvement Plans
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Level Management – Key Documents
Service Level Agreement
(SLA)
Service Level Agreement
(SLA)
Operational Level
Agreement (OLA)
Operational Level
Agreement (OLA)
Underpinning Contract (UC)Underpinning Contract (UC)
Legally binding agreement between anIT service provider and a third party (supplier)
Underpinning agreement between an IT service provider and another part of thesame organization that assists withprovision of services
A written agreement between the customers and the IT service provider that quantitatively details the IT Service, documents service level targets, and specifies the responsibilities of the IT service provider and the customer
SDSD
Notes: A rule of thumb for SLAs - "If something cannot be measured, it should not be documented.“
Service Level Management - Structure
Customer Customer Customer Customer
Service Level AgreementService Level Agreement
Service AService A Service BService B Service CService C
IT Infrastructure
Operational Level AgreementsOperational Level Agreements Underpinning ContractsUnderpinning Contracts
Internal Organization External Organization
SDSD
Notes:
Service Level Management Process
Determine,Document
& Agree
Determine,Document
& Agree
Review &ImproveReview &Improve
ImproveCustomer
Satisfaction
ImproveCustomer
Satisfaction
DevelopContacts &Relationship
DevelopContacts &Relationship
Monitor& ReportMonitor& Report
Review SLAs,OLAs & UCs
Review SLAs,OLAs & UCs
Standards &Templates
Assist withServiceCatalog
Assist withServiceCatalog
SLRs SLAs
ServiceCatalog
OLAsUCs
Customer
Support Team
Supplier
Service
Reports
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Level Management - Activities
Determine SLA structureProduce Service Level RequirementsReport on SLAsConduct customer satisfaction surveysRevise SLAs, OLAs and contractsLog and manage complaints and complimentsProvide service reportingConduct Service ReviewsInitiate improvements (via Service Improvement Plans)Conduct annual SLA reviews (including revisiting OLAs and contracts)Maintain business and customer relationships
SDSD
Notes:
Service Level Management - KPIs
Success of SLM How many services have agreementsTime to create agreements% of review meetings held on scheduled date
Success of services delivered% reduction in SLA breachesBreaches caused by OLA issuesBreaches caused by contract issues
‘Key Performance Indicators (KPIs) and metrics … should be developed from the service, customer and business perspective and should cover both subjective and objective measurements.’
KPIs should cover:
SDSD
Notes:
Service Level Manager
Creates the process and procedures to support the key activitiesProduces standards for documentationConducts agreement negotiation and ensures monitoring and reporting in placeResponsible for resolving complaints and monitoring customer satisfactionAssists in production of the Service Portfolio, Service CatalogInstigates and drives Service Improvement Plans (via SIPs through Continual Service Improvement)
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Level Management - Key Challenges
Identifying the correct customerNo prior experience of Service Level Management
Drafting SLAsGathering initial baseline information
Ensuring agreement is signedGaining Service Desk and support groups ‘buy in’Advertising SLAs
SDSD
Notes:
Service Catalog Management - Objectives
Manage the information contained within the Service Catalog, and to ensure that it is accurate and reflects the current details, status, interfaces and dependencies of all
services that are being run, or being prepared to run, in the live environment.
SDSD
Define the service within the Service CatalogProduce and maintain the Service CatalogEnsure interfaces, dependencies and consistency between
the Service Catalog and the Service Portfolioall services and supporting servicesall services, and supporting components and items
Notes:
Service Catalog Management - Basic Concepts
services delivered to the customer, including relationships to the business units and the business process
services delivered to the customer, including relationships to the supporting services, shared services, components and items
BusinessProcess
BusinessProcess
BusinessProcess
Service A Service B
SW HW App Data
Business Service CatalogBusiness Service Catalog
Technical Service CatalogTechnical Service Catalog
SDSD
Notes: The Service Catalog can contain more than one view. The business may not require a view into the technical details that support the service and the technicians may not necessarily require a view into the business information. Services are entered into the catalog once they at chartered status. Each Service should be held as a Configuration Item to ensure the effective recording of incidents, problems, RFCs, etc. against services. The Service Catalog is subject to Change Management.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Catalog Manager
Producing and maintaining theService CatalogEnsuring that all operational servicesand all services being prepared foroperation are recorded within theService CatalogEnsuring that all the informationwithin the Service Catalog is
Accurate and up-to-dateConsistent with the informationwithin the Service PortfolioAdequately protected andbacked up
SDSD
Notes: The role of the Service Catalog Manager fits effectively with the Service Owner or even Service Level Manager. The way this is implemented will depend on the requirements of the organization.
Capacity Management - Objectives
Create the Capacity PlanProvide advice and guidance to IT and the business regarding performance and capacity issuesEnsure performance meets or exceeds targetsAssist Incident and Problem Management on capacity related issuesAssist in Change Management assessment of impact on capacity and performanceProactively look for cost effective solutions to enhance performance
SDSD
Notes:
Capacity Management - Basic Concepts
Business Capacity Management (BCM)
Aligning IT to business plans and strategyModeling
Service Capacity Management (SCM)
Ensuring capacity underpins serviceManaging demandTuning
Component Capacity Management (CCM)
Understanding technical componentsAnalyzing future technologiesTuning
BCMBCM
SCMSCM
CCMCCM
ReviewCurrentReviewCurrent
Agree &DocumentAgree &
Document
ToolsTools
ImproveImprove
PlanPlan
CMIS*CMIS*
Plan
Forecast
Reports
*Capacity Management In formation System
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
CMISCMIS
Capacity Management - Activities
MonitoringMonitoring
ImplementationImplementation AnalysisAnalysis
TuningTuning
1
1
Changes to capacity are changes, and thus are implemented through Change Management
SLMThresholds
SLMThresholds
ResourceUtilizationThresholds
ResourceUtilizationThresholds
SLMExceptions
SLMExceptions
ResourceUtilization
Exceptions
ResourceUtilizationExceptions
SDSD
Notes:
Responsibilities of the Capacity Manager
Application sizingGrowth forecastingProduction of Capacity PlanIterative activitiesEnable sufficient capacity at all timesUnderstanding current utilization of services and existing limits
Assessments of new technologiesProduction of management reportsSelection of capacity toolsRaising capacity related incidents and problemsFocal point for all capacity and performance issues
SDSD
Notes: Application Sizing refers to a set of techniques used to determine the resource requirements for supporting an application.
Availability Management - Objectives
Create and maintain the Availability PlanProvide advice and guidance for service design, transition, operation and improvementAssist with availability related incidents and problemsAssess the impact of changesProduce cost effective proactive measuresMeasure and monitor
SDSD
Notes: Alternative statement of objective:
“The main objective of Availability Management is to ensure that service availability matches or exceeds the
agreed needs of the business”
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Availability Management – Concepts
the ability of an IT Service, component or configuration item to perform its required function when required
Availability =
Intentionally defining ‘availability’ based on business value and requirementsLooking at all aspects of ‘availability’Monitoring ‘availability’Driving capability and improvement into ‘availability’
Managing Availability means ….
AvailabilityAvailabilityService AvailabilityService Availability
Component AvailabilityComponent Availability
SDSD
Notes: Service availability is sometimes referred to as ‘end to end’ availability.
Availability Management – Terms
Agreed Service Time (AST) Actual Down Time (DT)
Agreed Service Time (AST)x 100
Fault ToleranceFault Tolerance
ReliabilityReliability
MaintainabilityMaintainability
ServiceabilityServiceability
How long a service or component performs without interruption
How quickly a component can be restored to an operational state
Ability of a third-party to meet their contract terms
The ability of a service to mask (component) failure
Calculating Availability
SDSD
Notes: Actual Down Time (ADT) does not include planned downtime (i.e. pre-determined and agreed to outages for maintenance periods, etc.)
Availability Management Process
AMIS*Monitor,
Measure,Analyze,Report, Review
AnalyzeFailures &
Remediation
ManageRisk
Plan &Design
ImplementCounter-Measures
Review &Test
Reactive Activities
Proactive Activities*Availability Man agemen t
Information System
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
The Expanded Incident Lifecycle
detect diagnose repair recover
MTBSI
MTBF
MTRS
incident restore
MTBFMTBF
MTRSMTRS
MTBSIMTBSI
Mean time to restore service (‘downtime’)
Mean time between system incidents
Mean time between failures (‘uptime’)
SDSD
Notes:
Responsibilities of the Availability Manager
Create and maintain theAvailability PlanMonitor and reportProactively improveAcquire and support toolsConduct Risk AssessmentsConduct Business Impact AnalysisAssist Incident and Problem Management
SDSD
Notes:
IT Service Continuity Management - Objectives
Maintain IT service continuity and recovery plansConduct Business Impact Analysis (BIA)Conduct Risk AssessmentsProvide advice and guidance on recovery issuesSupport the business with appropriate recovery mechanisms
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Policy settingScopeInitiate a project
Business Impact AnalysisRisk AssessmentIT Service Continuity Strategy
Develop IT Service Continuity PlansDevelop IT plans, recovery plans
and proceduresOrganization PlanningTesting strategy
Education, awareness and TrainingReview and auditTestingChange Management
IT Service Continuity Management - Concepts
Initiation
Requirements& Strategy
Implementation
On GoingOperation
Strategy
Plans
Invocation
BusinessContinuityManagement
SDSD
Notes:
Responsibilities of the ITSC Manager
Perform Business Impact Assessment (BIA) with the businessAlign ITSCM with requirements of Business Continuity ManagementConduct Risk AssessmentManage Communication and awareness Manage and maintain strategy and plansManage Invocation activitiesConduct plan reviews and testingParticipate in contract negotiations related to recovery options
SDSD
Notes:
Information Security Management - Objectives
Align with business security objectives and processesProtect information, including
Business transactions Exchanges of information between organizations
Ensure confidentiality, integrity and availability
I
Framework for Managing Information SecurityFramework for Managing Information Security
Plan
Evaluate
Maintain
Implement
Control
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Information Security Management - Concepts
Information Security Management
System (ISMS)
Enforce
SecurityPolicy
Risk &Vulnerability
Report
Control &Mitigate
Monitor & Manage
Report &Review
Information Security PolicyStrategyOrganizational StructureSecurity ControlsManagement of RisksProcess ManagementCommunicationsTraining and Awareness
SDSD
Notes: The Information Security Policy should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.
Information Security Manager - Role
Produce and maintain the Information Security PolicyCommunicate and enforce policiesDefine the level of control and protection for componentsConduct BIA and Risk AssessmentDevelop and document controls and proceduresMonitor security issuesManage security testingExecute remedial action for breaches
SDSD
Notes:
Supplier Management - Objectives
Manage supplier relationships and performance to ensure value for moneyNegotiate and monitor contract performanceCreate Supplier Policy Create and maintain Supplier and Contract Database (SCD)
SupplierSupplier
Supplier MgtProcess Owner
ContractsManager
SupplierManager
SupplierManager
SupplierSupplier SupplierSupplier
PurchasingPurchasing
LegalLegal
SDSD
Notes: The process should be set up to facilitate the monitoring and control of the suppliers as well as formal processes for engaging new supplier organizations. There should be guidelines set up and adhered to for contractor negotiations so that the process can be as transparent as possible.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Supplier Management - Basic Concepts
Categorize &Maintain
Categorize &Maintain
EvaluateEvaluate
EstablishEstablish
ManageManage
Renew /TerminateRenew /
Terminate
Supplier &ContractDatabase
Supplier &ContractDatabase
Supplier Strategy& Policy
Supplier Strategy& Policy
SDSD
Notes: All Supplier Management process activity should be driven by a supplier strategy and policy from Service Strategy. In order to achieve consistency and effectiveness in the implementation of the policy a Supplier and Contracts Database (SCD) should be established, together with clearly defined roles and responsibilities.
Responsibilities of the Supplier Manager
Maintain Supplier and Contract DatabaseAssist in creation of SLAs and contract negotiation aligning with business needPerform review and Risk AssessmentDocument interfaces between suppliersConduct regular review of suppliers
SDSD
Notes:
Summary of Service Design Processes
SLMSLM CAPCAP AVAILAVAIL ITSCMITSCM SECSEC SUPPSUPP
AnalyzeRequirements
DesignSolution
EvaluateSolution
PrepareSolution
DevelopSolution
ServiceDesign
MeasurementMethods
Architectures
Strategy
NewRequirements
Pipeline
Catalog
SDP
SDSD
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Design - Review
GoalsValue to the BusinessDesign constraintsTechnology related activities –requirements, architectures, etc.Designing measurement systems and metrics Sourcing options & considerations4 P’s of People, Process, Products & PartnersService Design Package
Service Level MgtService Catalog MgtCapacity MgtAvailability MgtIT Service Continuity MgtInformation Security MgtSupplier Mgt
ProcessesProcessesA holistic approach to all aspects of the design of new or changed service for introduction into the live environmentPu
rpos
ePu
rpos
e
Service Solutions DesignService Mgt system & toolsTechnology & Architecture DesignProcess Design Measurement Design
The 5 Major AspectsThe 5 Major Aspects
SDSD
Notes:
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz
Notes:
Key terminology and conceptsChange Management (in depth)Objectives, basic concepts androles for
Service Asset and ConfigurationManagement (SACM)Release and DeploymentManagementKnowledge Management
Highlight other processes
Key terminology and conceptsChange Management (in depth)Objectives, basic concepts androles for
Service Asset and ConfigurationManagement (SACM)Release and DeploymentManagementKnowledge Management
Highlight other processes
Service TransitionService Transition
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Transition
PurposeProvide guidance on the development and improvement of capabilities for transitioning new and changed services into operations
ScopeManagement and co-ordination of the processes, systems and functions to package, build, test and deploy a release into production, and establish the service specified in the customer and stakeholder requirements
STST
Notes: Service Transition provides guidance on
• moving new and changed services into production
• testing • the transfer of services to or from an
external service provider
Service Testing and
Pilots
Review & Close
TransferDeployRetire
Build and Test
Service Design
Service Operation
Service Strategy
Plan and prepare release
Change ManagementChange Management
Service Asset and Configuration ManagementService Asset and Configuration Management
Knowledge ManagementKnowledge Management
Service Validation and Testing
Release and Deployment Management Release and Deployment Management
P lan and Prepare for Deployment
Scope of Service Transition
Transition Planning & Support
Service or Change Evaluation
ITIL process that supports whole service lifecycleFocus of activity related to service transitionITIL process in other core publication
STST
Notes:
Service Transition Goals and Objectives
Goals
ObjectivesProvide clear and comprehensive
plansPlan and manage the resourcesIncrease satisfactionIncrease use of services
Set customer expectationsEnable integrationReduce performance variationReduce known errors and minimize
riskEnsure proper use of services
STST
Notes: More details regarding goals: Set customer expectations on how the performance and use of the new or changed service can be used to enable business change Enable the business change project or customer to integrate a release into their business processes and services Reduce variations in the predicted and actual performance of the transitioned services Reduce the known errors and minimize the risks from transitioning the new or changed services into production Ensure that the service can be used in accordance with the requirements and constraints specified within the service requirements.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Transition Value to the Business
Enables the service provider to:Handle high volumes of change and releases across its customer baseAlign the new or changed service with the customer’s business requirements and business operationsEnsure that customers and users can use the new or changed service in a way that maximizes value to the business operations
STST
Notes: Additional points of value:
• Competitive edge – Ability to adapt quickly to new requirements and market developments
• Management of mergers, de-mergers, acquisitions, transfer of services
• Success rate of changes and releases for the business
• Predictions of service levels and warranties for new / changed services
• Confidence in the degree of compliance with business and governance requirements during change
• Variation of actual against estimated and approved resource plans and budgets
• Productivity of business and customer staff because of better planning and use of new and changed services
• Timely cancellation or changes to maintenance contracts for hardware and software when components are disposed or de-commissioned
• Understanding of the level of risk during and after change, e.g. service outage, disruption and re-work
Service Transition Processes & Roles
Transition Planning and SupportChange ManagementService Asset and Configuration ManagementRelease and Deployment ManagementService Validation and TestingEvaluationKnowledge Management
Process Owner
Service Ownerresponsible to the customer for the initiation, transition and ongoing maintenance and support of a particular service
responsible for ensuring that all activities defined within the process are undertaken
“These owner roles are not necessarily a person dedicated
for each process or service.”
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Asset & Configuration Mgt Objectives
Compliance with corporate governanceControl of asset baseCost optimizationEffective change and release managementFaster incident and problem resolution
define and control the components of services and infrastructure and maintain accurate configuration information on the historical, planned and current state of the services and infrastructurePu
rpos
ePu
rpos
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Configuration Management enables
STST
Notes: The purpose of SACM is to:
• Protect the integrity of service assets and configuration items (CI)
• Place IT assets and designated CIs under configuration management
• Ensure the integrity of assets and configurations by maintaining a complete Configuration Management System (CMS)
• Support processes through accurate information
• Provide a logical model of the IT infrastructure correlating IT services and IT components (physical, logical, etc) needed to deliver these services
Key Concepts for SACM
Service Asset & Configuration Mgt PoliciesConfiguration ModelConfiguration Items (CIs)AttributesConfiguration Management System (CMS)Configuration Management Database (CMDB) Configuration BaselinesSnapshot
STST
Notes:
A Configuration Item (CI) is an asset, service component or other item which is, or will be, under the control of configuration management.
Configuration Items
Service lifecycle CIs - plans, business case, SDPService CIs
Service capability assets - people, knowledgeService resource assets - systems, data, facilities, capital
Organization CIs – business strategies and policiesInternal CIsExternal CIsInterface CIs
Configuration Item categories:
STST
Notes: Organization CIs include strategy and internal policies Internal CIs include tangible and intangible assets such as software for individual projects External CIs include external customer agreements, releases for suppliers or sub-contractors
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
BankingCore Service
Serviced by
Supportedby Hosted
Uses
Configuration Model
ApplicationE-bankingSupport Service
Networktopology
Authentication
Networkservice
Messaging Dataservices
Webservices
Availability
Userexperience
Businesslogic
Application Hosting Service
Technical Infrastructure Service
STST
Notes: Understanding the relationships between the components will enable other processes to access valuable information that will enable:
• Assessing the impact of proposed changes
• Assessing the impact and cause of incidents and problems
• Planning and designing new or changed services
• Planning technology refreshes and software upgrades
• Planning release packages and migrating services
• Optimizing utilization of assets
Con
figur
atio
n M
anag
emen
t Sys
tem
Management and planning
Configuration identification
Configuration control
Status reporting
Verification and audit
SACM - Activity Model
STST
Notes: Configuration identification covers all aspects of naming and labelling assets, defining classes and types of assets and how they are to be grouped and classified, together within ownership of the CI at different stages of the Lifecycle. Configuration control ensures that there are adequate control mechanisms so that information is kept accurate and up-to-date. It is particularly important to ensure that the logical and physical information matches. Each CI can posses a number of different states through which in can pass. The status links to the use that can be made of the item at that point in time. Verification and audit ensures that regular reviews are performed to ensure conformity between the documented baselines and the actual environment.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Asset & Configuration Mgt Roles
Service Asset Manager – design & maintain asset management systems and implement service asset management policies & standardsConfiguration Manager – design and maintain CMS –agree scope, identify naming conventions, etc.Configuration Analyst – create processes & procedures, provide trainingConfiguration Administrator/Librarian – control receipt, identification & storage of CIs and master software copiesCMS / Tools Administrator – evaluate, customize, administer and monitor tools to meet the business requirements for Service Asset & Configuration ManagementService Knowledge Manager (associated) - design & maintain Knowledge Management strategy, process & procedures
STST
Notes:
The addition, modification or removal of any authorized, planned or supported service or service component and its associated documentation
Purp
ose
Purp
ose
Change Management – Scope & Objective
Service Change Sources of ChangeLegal/regulatoryOrganizational policy and
standardsBusiness, customer and user
activity analysisNew serviceUpdates to existing portfolioSourcing modelTechnology innovation
To ensure that changes are recorded, evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner
STST
Notes: Some changes may be defined to lie outside the scope of Change Management. These may be wider organizational and/or business changes, that would give rise to RFCs that relate to services. Or they may include operational changes, such as printer repairs, may be deemed outside the scope.
The Truths of Change
Change is an everyday part of life. The only constant in life is change!
Change = Risk
Change Management Concepts
Optimize risk exposure (supporting the risk profile required by the business)Minimize the severity of any impact and disruptionBe successful at the first attempt
Changes should be managed to:
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Change Types
Requires full assessment and authorizationNormal Change
A change for which the approach is pre-authorized andhas an accepted and established procedure to providea specific change requirementApproval granted by the delegated authority
Standard Change
Changes intended to repair an error in an IT service that is negatively impacting the business to a high degreeMay have different authorization and may be documented retrospectivelyShould be kept to an absolute minimum
Emergency Change
STST
Notes:
Normal Change Process
RFC
Assess and Evaluate Change
Authorize Change
Plan Updates
Coordinate Implementation *
Review and close change record
Con
figur
atio
n M
anag
emen
t Sys
tem
EvaluationReport
* Includes Build & Test
Record & Review RFC
STST
Notes:
Standard Changes
Defined triggerTasks are well-known, documented and provenAuthority is effectively given in advanceBudgetary approval pre-ordained or within control of requestorRisk – usually low; always well understood
Create RFC
Assign for Work
Review and close change record
Elements
requested
implemented
closed
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Emergency Changes
Response to errors causing significant negative business impact Goal: as few emergency changes as possibleDifferences in approach:
Authorization must be clearly defined and documented (ECAB advises)Build, test and implement path is accelerated (full testing may be foregone as necessary)Some documentation may be completed after the change is implemented
STST
Notes:
The 7 “Rs” of Change Management
Who raised the change? (requested it)What is the reason for it?What is return required?What are the risksinvolved?What resources are required to deliver it?Who is responsible for build, test and implementation?What is the relationshipwith other changes?
STST
Notes:
Change ManagerCustomersUser managers / repsService OperationsApplication DevelopmentIT technical staffProcess Managers (e.g. Problem)Office services staffContractors or 3rd parties
A body that exists to support the authorization of changes and to assist Change Management in the assessment and prioritization of changesC
ABCA
B
ECABECABA smaller organization with authority to make emergency decisionsMeets as needed
Change Advisory Board (CAB)
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Change Management Roles
May be a role, person or a group of peopleThe culture of the organization dictates, to a large extent, the manner in which changes are authorized
Change Authority
Receives, logs and allocates a priority to all RFCsChairs and facilitates CAB meetingsAuthorizes acceptable changesIssues change schedules, via the service deskCoordinate change building, testing and implementationUpdates the change log with all progressReviews all implemented changesAnalyzes change records to determine any trends
Change Manager
STST
Notes:
Change Management Metrics & Challenges
The distribution of stakeholders, participants, et al. Balancing risk and needStability vs. responsivenessBalancing control and bureaucracyCultureUsing the right measurements
Number of successful changesNumber of failed changesService disruptions caused by poor changeUnplanned changesChange request backlog and why
Metrics
Challenges
STST
Notes:
Release and Deployment Management
A collection of hardware, software,documentation, processes or other components required to implement one or more approved changes to ITservices
To build, test and deliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders’ requirements and deliver the intended objectivesPu
rpos
ePu
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Release Key OutcomesServices / changes established into productionEffective use of servicesRealization of business value by customerSatisfied customers, users and staffEffective and efficient service operations
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Release and Deployment - Objectives
Provide clear and comprehensive plans enabling change projects to align their activitiesEnsure release packages can be built, installed, tested and deployed efficientlyEnsure new or changed services meet the utility, warranty and service levelsEnsure knowledge transfer enabling full utilization by the consumerEnsure knowledge and skills transfer to support staffenabling full delivery and support of the serviceMinimize unpredicted impactSatisfy customers and users
STST
Notes:
Release UnitA portion of a service or infrastructure that is normallyreleased together.
Release PackageA single Release Unit or a structured set of release units.
Release OptionsBig-bang – to all users at oncePhased – partial then scheduled roll-out
Incremental changes to all usersUnit by unitElement by elementCombinations of these
Push vs. pullAutomation vs. manual
Release and Deployment - Concepts
STST
Notes:
Plan and prepare release
Plan and prepare deployment
Service testing and pilots
Build and test
Transfer, deploy, retire
Review and close Early Life Support
Release and Deployment - Basic Process
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Platform for Release & Deployment
Physical CIS
Electronic CIs
CMDB
Definitive Media Library and CMDB
DML
Release Record
build new release
test new release implement
new release
distribute new release
CIs are stored in the DML. Information about CIs is in the CMDB.
STST
Notes: Business application data would not be stored in the Definitive Media Library (DML).
The ‘V model’ for Configuration Levels & Testing
STST
Define Business Requirements
Define Service Requirements
Design Service Solution
Design Service Release
Develop Service Solution
Validate ServicePackages/Offerings
Service Acceptance Test
ServiceReadiness Test
Service Release Package Test
Component & Assembly Test
service review criteria
service acceptance criteria
service operational criteria
service release test criteria
1a1a
2a2a
3a3a
4a4a
5a5a
1b1b
2b2b
3b3b
4b4b
5b5b
Build &Test
Notes: The V model represents the levels of configuration and testing required to deliver a service capability. It provides an example of a model that can be used to represent the different configuration levels to be built and tested to deliver a service capability. The left side represents the specification of the service requirements down to the detailed Service Design. The right side focuses on the validation and test activities that are performed against the specifications defined on the left-hand side. At each stage on the left-hand side, there is direct involvement by the equivalent party on the right-hand side. It shows that service validation and acceptance test planning should start with the definition of the service requirements.
Release and Deployment Roles
Responsible for the planning, design, build, configuration and testing of all software and hardware to create release packages
Release & Deployment Manager
Establishes the final release configuration, builds and tests the final release delivery
Release Packaging & Build Manager
Physical delivery of the service implementationCoordinate release documentation and communicationPlans deployment in conjunction with Change,Knowledge Management and SACMProvide feedback on the effectiveness of the release
Deployment Staff
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Knowledge Management
Enable the service provider to be more efficient, improve quality of service, increase satisfaction and reduce the cost of serviceEnsure staff have a clear and common understanding of the value that their services provide to customers and the ways in which benefits are realized from the use of those servicesEnsure that, at a given time and location, service provider staff have adequate information
Ensure that the right information is delivered to the appropriate place or competent person at the right time to enable informed decisionPu
rpos
ePu
rpos
e
STST
Notes:
Data
Con
text
Understanding
Why?
How?
Who, What,When, Where?
Information
Knowledge
Wisdom
“The quality and relevance of knowledge rests on the
accessibility, quality and continued relevance of the
underpinning data and information.”
DIKW Model
STST
Notes: The Data–Information–Knowledge–Wisdom structure Knowledge management is typically displayed within the Data–Information–Knowledge–Wisdom (DIKW) structure. The use of these terms is set out below. Data is a set of discrete facts about events. Most organizations capture significant amounts of data in highly structured databases such as service management and configuration management tools/systems and databases. The key knowledge management activities around data are the ability to: Capture accurate data Analyze, synthesize, and then transform the data into information Identify relevant data and concentrate resources on its capture. Information comes from providing context to data. Information is typically stored in semi-structured content such as documents, e-mail, and multimedia. The key knowledge management activity around information is managing the content in a way that makes it easy to capture, query, find, reuse and learn from experiences so that mistakes are not repeated and work is not duplicated. Knowledge is composed of the tacit experiences, ideas, insights, values and judgements of individuals. People gain knowledge both from their own and from their peers’ expertise, as well as from the analysis of information (and data). Through the synthesis of these elements, new knowledge is created. Knowledge is dynamic and context based. Knowledge puts information into an ‘ease of use’ form, which can facilitate decision making. In Service Transition this knowledge is not solely based on the transition in progress, but is gathered from experience of previous transitions, awareness of recent and anticipated changes and other areas that experienced staff will have been unconsciously collecting for some time. Wisdom gives the ultimate discernment of the material
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
and having the application and contextual awareness to provide a strong common sense judgement. Data – quantitative collection of details e.g. number of Incidents Information – derives additional facts by processing data e.g. number of priority 1 Incidents occurring after year end processing Knowledge – uses information but includes an extra dimension from experience Wisdom – making correct decisions and judgements
Knowledge Processing Layer(Query and analysis, reporting, Performance management, Modelling, Monitoring)
Presentation Layer(Search, Browse, S tore, Retrieve, Update, Publish, Subscribe, Collaborate)
Service Knowledge Management System (SKMS)Service Knowledge Management System (SKMS)
Data and Information sources
Information Integration Layer
CMDB1
CMDB2
DML1
Integrated Asset and Configuration Information
DML2
Service Management Knowledge Base
Configuration Management System (CMS)
DocumentsApplication dataChange data Release data
Managing Knowledge through the SKMS
STST
Notes:
Additional Service Transition Processes
Plan and coordinate the resources to ensure that the requirements in the service design are effectively realizedIdentify, manage and control the risks of failure and disruptionacross transition activities
Transition Planning & Support
Service Validation & Testing
Evaluation
Ensure that a release will deliver the expected outcomesValidate that a service is fit for purpose and fit for useConfirm that the customer and stakeholder requirements for the new or changed service are correctly defined and remedy any errors or variances
Provide a consistent and standardized means of determining the performance of a service change in the context of existing and proposed services and IT infrastructure
STST
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Transition – Review
Goals & objectivesValue to the business7 R’s of changeThe V ModelTypes of changesRelease optionsCI typesTechnologies – CMS, CMDB,DML, SKMS
ProcessesProcessesChange ManagementService Asset & Configuration ManagementRelease & Deployment ManagementTransition Planning & SupportService Validation & TestingEvaluation
Knowledge Management
Assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfullyPu
rpos
ePu
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Key Concepts
STST
Notes:
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz
Notes:
Key terminology and conceptsIncident Management Objectives, basic concepts & roles
Event ManagementRequest FulfilmentProblem ManagementAccess Management
Service Desk function Role, objectives and overlaps:
Technical Management Application Management IT Operations Management
Key terminology and conceptsIncident Management Objectives, basic concepts & roles
Event ManagementRequest FulfilmentProblem ManagementAccess Management
Service Desk function Role, objectives and overlaps:
Technical Management Application Management IT Operations Management
Service OperationService Operation
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Operation - Principles & Purpose
Managing day-to-day activities and technologyExecuting processes to optimize cost and qualityEnabling the business to meet its objectivesEffective functioning of components
Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customersAlso responsible for ongoing management of the technology
Service Operation concerns
Purp
ose
Purp
ose
SOSO
Notes:
‘Service Operation is where the value is seen’
Services run within budget and ROI targetsDesign flaws fixed and unforeseen requirementssatisfiedEfficiency gains achievedServices optimized
Service Operation - Value to the Business
A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.
Service
SOSO
Notes:
Achieving Balance
SOSO
Internal Externalv.
in danger of not meeting business requirements
tends to under-deliver on promises to the business
Stability Responsivenessv.
in danger of ignoring business requirements
may tend to overspend on change
Cost Qualityv.
in danger of losing service quality due to cost cutting
may overspend on higher than necessary levels of service
Reactive Proactivev.
not able to effectively support the business strategy
may fix services not broken, and increase levels of change
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Communication
Routine operational communicationCommunication between shiftsPerformance reportingCommunication in projectsCommunications related to changesCommunications related to exceptions or to emergenciesTraining for new or customized processes and service designsCommunication of strategy and design to operational teams
Not a Process, but is required for effective Service Operation
1. Must have an intended purpose or action
2. Audience should be involved in determining need
Considerations
SOSO
Notes: Good communication is essential for successful Service Operation, just as it is for any other phase of the lifecycle.
Event Management
Incident Management
Problem Management
Access Management
Request Fulfillment
Service Operation - Processes
SOSO
Notes:
Event Management
To detect Events, make sense of them, and determine appropriate control actionTo act as a basis for automating routine Operations Management activitiesPu
rpos
ePu
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Types of EventsInformationalWarningException
Key RolesService DeskTechnical and Application ManagementIT Operations
There is no definitive rule about delineationEach relies on the sending and receipt of a message
Notes
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Event Management – Key Terms
any detectable or discernible occurrence (including a change of state) that has significance for the management of a configuration item or service.
Event
A warning that a threshold has been reached, something has changed, or a failure has occurred
Alert
SOSO
Notes:
“An unplanned interruption to an IT service or reduction in the quality of an IT service.”
Incident Management
The process of dealing with allincidents including failures,questions or queries reported byusers (via Service Desk), bytechnical staff or automaticallydetected and reported by eventmonitoring tools.
Incident Management - Overview
Incident
SOSO
Notes: Failure of a Configuration Item that has not yet impacted service is also an incident. For example failure of one disk from a mirror set.
Foundations Course for ITS
M (ITIL v3)
ScopeAny event which disruptsor could disrupt a service– including user reportedonesIncidents can also bereported/logged bytechnical staff
“Normal service operation” means
within agreed service levels (in SLAs)
Incident Management - Scope & Objectives
Not all events are incidentsService requests are not Incidents
Notes
To restore normal service operation as quickly as possible and minimize the adverse impact upon business operations, thus ensuring that the best possible levels of service quality and availability are maintainedO
bjec
tive
Obj
ectiv
e
SOSO
Notes: Concept
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Incident Management – Process (1)
ServiceRequest?
Prioritization
RequestFulfillment
Identification
Logging
Categorization
A
User Call
StaffEvent
Web
N o
Yes
SOSO
Notes:
Incident Management - Process (2)
MajorIncident?
Initial Diagnosis
Major IncidentProcedure
Escalation*?
Investigation &Diagnosis
A
Resolution &Recovery Close
Escalation*
* Functional or Hierarchic
No
N o
Yes
Y es
SOSO
Notes:
Incident Management - Prioritization
Priority = Impact + UrgencyImpact = effect of the Incident on the businessUrgency = A measure of how long it will be until the business experiences significant impact
Planned< 24 hours
< 24 hours
< 24 hours < 48 hours
< 48 hours
< 1 hour < 8 hours
< 8 hours
5
2
1 2
3
3
3
4
4
Urg
ency
Impact
HighHigh MediumMedium LowLow
LowLow
MediumMedium
HighHigh
Resolution time
Priority
Sample model
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Incident Management - Other Concepts
Workarounds - reduce or eliminate the impact Timescales - agreed for all incident handling stages Incident models - standard responses formulated to deal with common incidentsMajor incidents - highest category of impact for an incident
SOSO
Notes: A workaround is a way of reducing or eliminating the impact of an incident or problem for which a full resolution is not yet available. Timescales must be agreed for all incident handling stages – based upon agreed response times and resolution targets documented in SLAs. These must be reflected as targets within OLAs and underpinning Contracts. All support groups must be aware of these timescales and tools may be used to automate escalation. Incident models define the specific steps to be taken associated with recurring incidents that have standard responses defined. Tools can be used to manage the process and ensure that a consistent approach is always followed. Major incidents represent the highest category of impact for an incident. A major incident results in significant disruption to the business. Special procedures need to be followed to ensure that all resources are available to deal with the incident speedily. Each organization defines what constitutes a major incident.
Janu
ary
Mar
ch
Feb
rua
ry
Incident Management - Metrics
Number of incidents Breakdown by stage Incident backlog Number and percentage of major incidents Mean time to resolve by impact codePercentage handled within SLANumber and percentage of incidents handled per SD agentNumber and percentage handled remotelyNumber of incidents per incident modelIncident occurrence by time of day
SOSO
Notes:
Incident Management - Roles
Incident ManagerFirst line (Service Desk)Second lineThird line
SOSO
Notes: An Incident Manager has responsibility for
• Driving the efficiency and effectiveness of the process
• Producing management information • Managing the work of support staff • Monitoring the effectiveness of the
process and recommending improvements
• Developing and maintaining systems • Managing Major Incidents • Developing and maintaining the process
and procedures Since the process is typically executed by the service
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
desk, this role is often assigned to the Service Desk supervisor. Clearly this is dependent upon the organization. No matter where the authority for the process lies, the Incident Manager must have the correct authority to be able to manage incidents through all levels.
• First-line staff are typically service desk analysts
• Second line staff may be closely aligned with the Service Desk, but normally have greater skills and time to analyze as opposed to call-handling.
• Third line staff are usually specialists working in internal or external support teams.
Incident Management – Challenges
Early detection ability
Need for logging and use of self-help
Availability of problem and known error information (and relevant knowledge)
Integration into Configuration Management System
Integration into Service Level Management process
SOSO
Notes:
To prevent problems and resulting incidents from happeningEliminate recurring incidents To minimize the impact of incidents that cannot be prevented
Problem Management
Obj
ectiv
eO
bjec
tive
ProblemThe unknown
cause of one or more incidents
SOSO
Notes: It is important to understand the distinction between incidents and problems. It is important to understand that not all incidents become problems. Problem records may be generated as a result of analysis of events or incidents, from proactive trend analysis, or simply be reported from a variety of sources.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Problem Management – Key Concepts
Known Errors - A problem that has a documented root cause and a workaround (or permanent solution) identifiedKnown Error Database (KEDB) –Stores known errorsWorkaround – Allows restoration of service, leading to closure of incidentsResolution – removes the root cause of a problem and involves change, release and deployment processes
SOSO
Notes:
Problem Management - Process Activities
DetectionLoggingCategorization & PrioritizationInvestigation & DiagnosisIdentification of WorkaroundCreate Known Error RecordInitiate Change ManagementResolution (via Change Management)ClosureMajor Problem Review
SOSO
Notes:
Problem Management - Roles
Problem ManagerCoordinate with all resolvinggroups to ensure speedyresolution within SLA targetsOwn the Known Error Database(protection, known errorinclusion, search algorithms)Formally close problem recordsCoordinate with suppliers and3rd partiesHandle major problems
Problem Solving GroupsSpecialist teams with in-depthknowledge and skills
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Request Fulfilment - Overview
Provide a regular channel for users to request and receive standard servicesProvide information to users about service availability and access requestsSource and deliver components of standard servicesAssist with general information, complaints or comments related to service requests
Request
Objectives
A request from a user for information, advice, for a standard change or for access to an IT service, e.g. to reset a password or to provide standard IT services for a new user
SOSO
Notes: The term service request describes requests for standard services by users. Many are actually small changes – low risk, frequently occurring, low cost, etc (e.g. password reset, software installation on a single PC) – or information requests. Changes of core service functionality are not service requests. Service Requests are usually handled by a Service Desk, and do not require an RFC to be submitted.
Foundations Course for ITS
M (ITIL v3)
Request Fulfillment Roles
Initial handling undertaken by the Service Desk and Incident Management staffEventual fulfillment undertaken by the appropriate Service Operation team(s), or departments and/or by external suppliers, as appropriateFacilities Management, Procurement and other business areas may aid in the fulfillment of the Service Request
SOSO
Notes:
Access ManagementProcess of grantingauthorized users the right touse a service, whilepreventing access to non-authorized users
Sometimes called Rights Management or Identity Management
Access Management – Objectives & Roles
Obj
ectiv
eO
bjec
tive
Service DeskTechnical and Application ManagementIT Operations Management
Roles
Execute the policies and actions defined in Security and Availability ManagementProvide the right for users to be able to use a
service or group of services
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Access Management - Concepts
Access: the level and extent of a service’s functionality or data that a user is entitled to useIdentity: the information about them that distinguishes them as an individual and verifies their status within the organizationRights (privileges): settings whereby a user is provided access – read, write, execute, change, delete Service groups: aggregation of a set of users accessing a common set of servicesDirectory services: a specific type of tool used to manage access and rights
SOSO
Notes:
Access Management - Process Activities
Requesting accessVerification Providing rightsMonitoring identity statusLogging and tracking accessRemoving or restricting rights
SOSO
Notes:
Logical functions to perform specific activities and processes – not necessarily mapping on to organizational structures or individuals
Service Operation - Functions
SOSO
Notes: Operations Control refers to overseeing the execution and monitoring of IT operational events and activities. Facilities Management refers to the management of the physical IT environment such as a data center.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Desk – Objectives & Responsibilities
Logging all incidents/service requests, allocating categorization and prioritization codesFirst line investigation and diagnosisResolving incidents/service requestsEscalation as necessaryClosing all resolved incidents and requestsConducting customer satisfaction surveysCommunication with users - progress, informationUpdating Configuration Management System as agreed and authorized
The primary aim of the Service Desk is to restore the ‘normal service’ to users as quickly as possible (in the widest possible sense)Fixing a technical fault, it could equally involve fulfilling a service request or answering a query
Obj
ectiv
eO
bjec
tive
SOSO
Notes: As the single point of contact for an IT service provider, the Service Desk provides a single consistent way to communicate with an organization or business unit.
Service Desk – Types & Staffing
Types of Service DesksLocalCentralizedVirtualFollow-the-sunSpecialized
Staffing ConsiderationsStaffing levelsSkill levelsTrainingStaff retentionSuper users
SOSO
Notes:
Service Desk - Metrics
Customer/user satisfactionFirst-line resolution rate against targetAverage time to resolve an incident against targetAverage time to escalate an incident against targetAverage cost of handling an incident against targetPercentage of updates performed within targetAverage time to review and close a resolved callNumber of calls by day/time
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Help plan, implement and maintain a stable technical infrastructure to support the organization’s business processes through:
Technical Management - Objectives & Role
A well designed and highly resilient, cost-effective technical topologyThe use of adequate technical skills to maintain the infrastructure in optimum conditionThe swift use of technical skills to diagnose and resolve any technical failures
Custodian of technical knowledge and expertise related to managing the IT InfrastructureProvides the resources to support the IT management lifecycle
Role
Objectives
SOSO
Notes:
Application Management - Objectives & Role
To support the organization’s business processes by helping to identify functional and manageability requirements for application softwareTo assist in the design and deployment of applicationsTo assist in the ongoing support and improvement of applications
Contributes to the decision on whether to buy an application or build itCustodian of technical knowledge and expertise relating to the management of applicationsProvides resources to support the Service Management Lifecycle
Objectives
Role
SOSO
Notes: NOTE: Application Management is NOT responsible for developing functionality.
Operations Management – Objectives & Role
Role
Executes the ongoing activities and procedures required to manage and maintain the IT infrastructure to deliver and support IT services at the agreed service levelsContinually adapts to business requirements and demand
To maintain the ‘status quo’ to achieve stability of the organization’s day-to-day processes and activitiesTo regularly scrutinize and improve service at reduced
cost, while maintaining stabilityTo swiftly apply operational skills to diagnose and
resolve any IT operations failures that occur
Objectives
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Operation - Function Overlaps
IT OperationsManagementIT OperationsManagement
TechnicalManagement
ApplicationManagement
Ops Mgt Tech Mgt App Mgt
management of IT infrastructure
application maintenance & support
design, testing and improvement of CIs
SOSO
Notes:
Common Service Operation Activities
Security Management & Service OperationFacilities and Data Center ManagementInternet / Web ManagementMiddleware ManagementDesktop SupportDirectory Services ManagementDatabase AdministrationStorage and ArchiveNetwork ManagementServer Management & SupportMainframe ManagementIT OperationsImprovement of Operational Activities
SOSO
Notes:
Service Operation – Review
Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers (including the ongoing management of technology to deliver and support services)Pu
rpos
ePu
rpos
e
Purpose & valueAchieving balanceCommunicationRealization of service value
FunctionsService DeskTechnical MgtApplications MgtIT Operations Mgt - IT OperationsControl & Facilities Mgt
Incident ManagementEvent ManagementRequest FulfillmentProblem ManagementAccess Management
ProcessesProcesses
SOSO
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz
Notes:
Importance of Continual Service Improvement isContinual Service Improvement Model and Deming CycleThe value of measurement
BaselinesTypes of metrics
The 7 step improvement process
Importance of Continual Service Improvement isContinual Service Improvement Model and Deming CycleThe value of measurement
BaselinesTypes of metrics
The 7 step improvement process
Continual Service ImprovementContinual Service Improvement
Notes:
CSI and the ITIL Core
CSICSI
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
CSI Objectives & Scope
ObjectivesTo ensure that ServiceManagement processes continueto support the businessTo monitor Service Levelachievements and wherenecessary enhance processes
ScopeThe health of the ITSM discipline ismaintainedThe Service Portfolio is aligned tocurrent and future business needsThe continual maturing of ITservice processes
CSICSI
Notes:
Purpose of Continual Service Improvement
Validate services delivered remain in line with ever changing business needs
Align and realign IT with the businessIdentification and implementation of improvements
Consider processes throughout the Service Lifecycle
Improve effectiveness and efficiency of existing processesUnderstand cost implications
Ensure all processes contain goals, objectives and are measurable
CSICSI
Notes: CSI provides guidance on
• how to improve process efficiency and effectiveness
• how to improve services • the improvement of all phases of the
service lifecycle • the measurement of processes and
services
Return on Investment for CSI
Investment Costmoney an organization pays to improve services and service
management processes
Benefit
what an organization can gain in a return
“The Business Case should articulate the reason for undertaking a service or process improvement initiative.”
ROI
Business Case
‘As-is’ & ‘to-be’ statesClearly defined success criteriaBalanced focus – people, process & technology
the business value that service
improvement brings (beyond
financial)
VOI
CSICSI
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Continual Service Improvement Model
How do we get there?
Where do we want to be?
Where are we now?
What is the vision?
How do we know we’ve arrived?
Process Improvement
Assessments
Vision and business objectives
Metrics & Measurements
Measurable Targets
Con
tinuo
us
Imp
rove
men
t
CSICSI
Notes:
The Deming Cycle
PlanPlan
DoDo
ActAct
Implement the processes
Monitor, evaluate and report the outcome
Apply actions to the outcome for necessary improvement
CheckCheck
Establish objectives and processes necessary to deliver results in accordance with the specifications
Continuous improvement over time
RepeatableAllows for periods of consolidation and stabilizationSupports identification and implementation of improvementsRelies on a process led approach
CSICSI
Notes: Dr. W. Edwards Deming is considered the father of modern quality control From Wikipedia.com: PDCA should be repeatedly implemented, as quickly as possible, in upward spirals that converge on the ultimate goal, each cycle closer than the previous. This approach is based on the understanding that our knowledge and skills are always limited, but improving as we go. Often, key information is unknown, or unknowable. Rather than enter "analysis paralysis" to get it perfect the first time, it is better to be approximately right than exactly wrong. Over time and with better knowledge and skills, PDCA will help define the ideal goal, as well as help get us there.” In Six Sigma programs, this cycle is called "Define, Measure, Analyze, Improve, Control" (DMAIC).
CSI Measurement
Basic building block of Continual Service ImprovementAn objective view is requiredMeasurement enables
Current status assessmentIdentification of effective improvementsQuantification of enhancements made
Needs must be understood and planned
Metrica scale of
measurement defined in terms of a standard, i.e. in terms of a well-defined unit
a system of methods for quantitatively
assessing a process that is to be
measured, alongwith the processes to
carry out such measurement
Metrics
CSICSI
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Continual Service Improvement Metrics
metrics often associated with components and applications –e.g. performance, availability, etc
captured in the form of CSFs, KPIs and activity metrics for the servicemanagement processes *
the results of the end-to-end service (component metrics are used to compute service metrics)
TechnologyMetrics
TechnologyMetrics
ProcessMetricsProcessMetrics
Service Metrics
Service Metrics
key questions that KPIs can help answer: quality, performance, value and compliance**
CSICSI
Notes:
CSI - Why Do We Measure?
ValidateValidateStrategy
VisionStrategyVision
DirectDirectTargets &Metrics
Targets &Metrics
JustifyJustifyFactual
EvidenceFactual
Evidence
InterveneInterveneChanges &
Corrective ActionsChanges &
Corrective Actions
Measurement FrameworkMeasurement Framework
CSICSI
Notes: Validate Monitoring and measuring to validate previous decisions “The metrics tell us that we were we right to …” “Our numbers show we are realizing value from …” Direct Monitoring and measuring to set direction for activities in order to meet set targets The most prevalent reason for monitoring and measuring “The metrics reveal that we are meeting our targets …” “The numbers show that we are not adequately …” Justify Monitoring and measuring to justify, with factual evidence or proof, that a course of action is required “The metrics are clear, we must … “ “According to the numbers collected, we should …” Intervene Monitoring and measuring to identify a point of intervention including subsequent changes and corrective actions “Based on the metrics, our best option is to …” “The numbers suggest that we should …”
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
CSI - Baselines
A baseline provides:A clear starting point for later comparisonAn initial data point to determine if a service or process needs to be improved
Baselines need to be documentedBaselines should be establish at all levels
Strategic goals and objectivesTactical process maturityOperational metrics and KPIs
CSICSI
Notes:
CSI - Governance
“Governance is back with a vengeance.”
Corporate Governancepromoting corporate fairness, transparency and accountability
a framework that covers both the corporate governance and the business management aspects of the organization
Enterprise Governance
IT Governancethe leadership, organizational structures and processes that ensure that IT sustains and extends the organization’s strategies and objectives
CSICSI
Notes:
The 7 Step Improvement Process
Identify - Vision,Strategy & Goals
Implementcorrective action
Present and use the information
Analyze the data
Define what youcan measure
Process the data
GoalsGoals
Define what youshould measure
Gather the data
11
77
66
55 44
33
22
CSICSI
Notes: The 7 Step Improvement Process can most accurately be described as a process for defining what is to be measured, gathering the data, processing the data and using it to take corrective action.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
The Knowledge Spiral
BITA
Step 7
Step 6
Step 5
Step 1
Step 2
Step 3
Step 4
G oals
BITA
Step 7
Step 6
Step 5
Step 1
Step 2
Step 3
Step 4
Goals
Operational Management
Strategic Management
Tactical ManagementBITA
Step 7
Step 6
Step 5
Step 1
Step 2
Step 3
Step 4
G oals
CSICSI
Notes:
Key Roles for Continual Service Improvement
Understand business and commercial strategyManage the full lifecycle of products and servicesManage customer relationshipsRecognize new opportunities
Service Manager
Continual Service Improvement ManagerResponsible for all improvement initiativesCommunicate CSI visionProvide resourcesCoordinate with Service OwnersPrioritize required improvementsEnsure service requirements are defined, and supportedby service improvement plans, metrics & measurementsLead, mentor, and influence
CSICSI
Notes:
Continual Service Improvement - Review
Continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT Services that support Business Processes
Purp
ose
Purp
ose
Define What You Should Measure Define What You Can Measure Gathering the Data Processing the Data Analyzing the Data Presenting and Using the Information Implementing Corrective Action
The 7 Step Improvement Process
The 7 Step Improvement Process
CSICSI
Purpose & ScopeBusiness Case for improvementDeming Cycle
Used to control and manage qualityPlan, Do, Check, Act
CSI ModelMeasurement:
BaselinesTypes of Metrics – Technology, Process & Service
Roles for CSI
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz
Notes:
Technology & Architecture
Technology & Architecture
Tool Selection processRequirements for Integrated ITSM technologiesBenefits of Service AutomationTools to Support the Lifecycle
Tool Selection processRequirements for Integrated ITSM technologiesBenefits of Service AutomationTools to Support the Lifecycle
Notes: Header slide
Tool Requirements & Selection Process
DefineRequirements
IdentifyProducts
Define SelectionCriteria
EvaluateProducts
ShortListing
Scoring
Rank theProducts
SelectProducts
Notes: Consider the use of MoSCoW analysis M – MUST have this S – SHOULD have this if at all possible C – COULD have this if it does not affect anything else W – WON’T have this time but WOULD like in the future
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Foundations Course for ITS
M (ITIL v3)
Requirements for Integrated ITSM Technologies
Self-HelpWorkflowIntegrated CMSDiscovery / deployment / licensingRemote controlDiagnostic utilitiesReportingDashboardsIntegration with Business Service Management
Notes:
Foundations Course for ITS
M (ITIL v3)
Benefits of Automation
Managing capacityDemand ManagementEliminate human factorComputing powerManaging knowledgeDesign & modelingService CatalogAnalysisClassification, prioritization & routingDetection & monitoringOptimization
Notes:
Service Design Tools
Hardware and SoftwareDesignEnvironmental DesignProcess DesignData DesignService LifecycleManagement
Service design tools can provide a significant aid for all 5 aspects of design.
Notes: Using Service Design tools also help ensure that standards and conventions are followed.
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Service Transition Tools
Application Management ToolsService Dashboards and
Reporting ToolsData Mining ToolsMeasurement and
Reporting SystemsTest Management and
Testing ToolsDeployment and Logistics
Systems
Notes:
Service Operation Tools
Self Help FunctionalityWorkflow/Process Control EngineIntegrated and Verified CMSControl of User ‘Desktop’Diagnostic ScriptingReporting and Dashboard Capability
Notes:
Continual Service Improvement Tools
Systems and Network ManagementEvent Management
Incident/Problem Management
Service Request and FulfilmentKnowledge Management
Performance Management
Security ManagementFinancial Management
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Quiz
Notes:
Unit Quiz
Notes:
ITIL Certification ModelMigration / upgrade from ITILVersion 2Rapid advancement to ITILExpert
ITIL Certification ModelMigration / upgrade from ITILVersion 2Rapid advancement to ITILExpert
ITIL QualificationITIL Qualification
Notes:
ITIL Version 3 Certification Scheme - Overview
Multiple levels of certificationFoundationIntermediate
LifecyclesCapabilities
Managing through the LifecycleITIL ExpertAdvanced Level
Credit based schemeCredits gained from previous Version 2 awardsOrientated to support individual career pathsProvides for on-demand examinations Version 2 to Version 3 bridging courses available
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Training Certification Model for ITIL V3
ITIL Expert
Managing Across the Lifecycle
ITIL V3 Foundation Certificate in IT Service Management
Advanced
Lifecycle Modules
SS SD ST SO CSI
Capability Modules
PPO SOA RCV OSA
2
5
3 3 3 3 3 4 4 4 4
V3 ManagersBridge
V2Pract.
V2Service
Manager
V3 Foundations Bridge
V2 Foundations 1.5
.5
17 12
5
Notes: Capability Modules:
• Planning, Protection and Optimization • Service Offerings and Agreements • Release, Control and Validation • Operational Support and Analysis
Managing Across the Lifecycle focuses on the ancillary knowledge required to implement and manage the necessary skills associated with the use of the Lifecycle practices and includes: • Introduction to IT Service Management Business & Managerial Issues • Managing the Planning and Implementation of IT Service Management • Management of Strategic Change • Risk Management • Managerial Functions • Understanding Organizational Challenges • Lifecycle Project Assessment • Understanding Complementary Industry Guidance
PROPERTIESAllow user to leave interaction: AnytimeShow ‘Next Slide’ Button: Show alwaysCompletion Button Label: Proceed to Mock Exam
Notes:
ITIL Mock Exam
Notes:
ITIL Foundations based on Version 3 – Student Guide – R3.2
Published by Dream Catchers, Inc 866-FOR-ITSM www.dream-catchers-inc.com Copyright © 2008 Dream Catchers, Inc. All rights reserved.
Congratulations!
You have successfully completed the course
Foundations of IT Service Management
(Based on ITIL® V3)
Dream Catchers, Inc.
Notes:
For More Information …
ITSM TrainingBooks and Pocket Guides
Web sites
www.itsm-portal.com
www.itil-books.com
ITIL Certification CoursesComputer Based TrainingProject Management for ITILITSM WorkshopsITSM Simulation
Consulting Services
AssessmentsQuick StartsAdvisory Services
ITIL Books for V2 and V3
Notes: Dream Catchers Provides Services for:
• All levels of ITIL Certification • Project Management • PM Essentials for ITIL • Workshops • Simulation • Consulting and Advisory Services • ITSM Book Shop
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