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IT Infrastructure Library (ITIL) Foundations Version 2 to Version
3 DifferencesStudents Training GuideS150-2741-01
October 2007
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Copyright Notice
Copyright 2007 IBM Corporation, including this documentation and all software. All rightsreserved. May only be used pursuant to a Tivoli Systems Software License Agreement, an IBM Soft-ware License Agreement, or Addendum for Tivoli Products to IBM Customer or License Agreement.No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system,or translated into any computer language, in any form or by any means, electronic, mechanical,magnetic, optical, chemical, manual, or otherwise, without prior written permission of IBM Corpora-tion. IBM Corporation grants you limited permission to make hardcopy or other reproductions of anymachine-readable documentation for your own use, provided that each such reproduction shall carrythe IBM Corporation copyright notice. No other rights under copyright are granted without prior writ-ten permission of IBM Corporation. The document is not intended for production and is furnished asis without warranty of any kind. All warranties on this document are hereby disclaimed, including thewarranties of merchantability and fitness for a particular purpose.
Note to U.S. Government UsersDocumentation related to restricted rightsUse, duplication ordisclosure is subject to restrictions set forth in GSA ADP Schedule Contract with IBM Corporation.
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References in this publication to Tivoli Systems or IBM products, programs, or services do not implythat they will be available in all countries in which Tivoli Systems or IBM operates. Any reference tothese products, programs, or services is not intended to imply that only Tivoli Systems or IBM prod-ucts, programs, or services can be used. Subject to valid intellectual property or other legally pro-tectable right of Tivoli Systems or IBM, any functionally equivalent product, program, or service can
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Table of Contents
Preface
Unit 1: ITIL Overview
History of Information Technology Infrastructure Library (ITIL) . . . . . . . . . . . . . . . . . . . . . . . . . 1-3Information Technology Infrastructure Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-4ITIL Version 3 Publications Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-5Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-6Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-7
Characteristics of Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-8Generic Process Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-9ITIL Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-11The Process Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-12
Unit 2: The Service Lifecycle
Lesson 1: Service Lifecycle Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-3Components of the ITIL Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3Service Lifecycle Illustrated . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-4
Lesson 2: Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-5Purpose of Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-6Service Strategy Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7Elements of Value: Util ity and Warranty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-8
Lesson 3: Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-9Five Aspects of Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-10
Lesson 4: Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-11Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-12Value of Service Transition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13
Lesson 5: Service Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-14Service Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-15Value of Service Operation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-16
Lesson 6: Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . .2-17Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-18Benefits of Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-19
Unit 3: ITIL Key Concepts
Service Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-3Service Catalog . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4Service Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-7Risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8Service Design Package . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-9Service Knowledge Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10Service Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-12Seven Rs of Change Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-13Event . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14
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Table of Contents
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Unit 4: Key Principles and Models
The Five Major Aspects of Service Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3Sourcing Approaches and Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4The Service V Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-6Service OperationsStability versus Responsiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-7Plan, Do, Check, and Act (PDCA) Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8
The Deming Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9Continual Service Improvement Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10Measurements for Continual Service Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-12Types of Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-13
Unit 5: Processes
Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
Lesson 1: Service Strategy and the Service Portfolio . . . . . . . . . . . . . . . . . . .5-3Main Activities of Service Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3Service Owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4Define the Market and Understand the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-5Develop the Offerings and Strategic Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-6Service Portfolio Management (SPM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-8The Service Portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-9Increasing Service and Performance Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-10Prepare for Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12
Strategic Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-12Setting Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13Defining Critical Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-13
Expansion, Growth, and Differentiation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-14
Lesson 2: Service Catalog Management . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-16Service Catalog Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-16Service Catalog Management Outputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-18
Lesson 3: Information Security Management . . . . . . . . . . . . . . . . . . . . . . . . .5-20Security Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-22Contents of the Information Security Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-23Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-25Information Security Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-26
Lesson 4: Supplier Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-28Supplier Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-29Supplier Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-30
Lesson 5: Service Asset Configuration Management and Release Management5-32Service Asset and Configuration Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-32SACMThe Logical Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-34Configuration Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-35
Service Asset and Configuration Management (SACM) Interfaces . . . . . . . . . . . . . . . . . . . . . 5-37Release and Deployment Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-38Factors to Consider for Release Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-39Release Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-40
Lesson 6: Event Management and Request Fulfilment . . . . . . . . . . . . . . . . .5-41Event Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-41Event Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-43Event Management Interfaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-45Request Fulfilment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-47
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Table of Contents
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Unit 6: Functions
Lesson 1: Technical, Applications, and Operational Management . . . . . . . . . .6-3Technical Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-3Technical Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-5
Application Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-6Application Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7IT Operations Control and Facilities Management Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-8IT Operations Control and Facilities Management Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 6-9
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V IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Table of Contents
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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Preface
2007 IBM Corporation
Student Guide
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I IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Preface
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Course Descript ion
This course presents the basic concepts in ITIL Service Management. The course is
designed to prepare the student for a the ITIL Foundation Certificate in IT Service
Management. This course is intended for students that have previously completed the
Version 2 ITIL Foundation Certificate.
The purpose of obtaining the ITIL Foundation certificate in IT Service Management
includes the following goals:
To obtain knowledge of the ITIL terminology, structure, and basic concepts
To comprehend the core principles of ITIL practices for Service Management
The ITIL Foundation certificate in IT Service Management is not intended to enable the
holders of the certificate to apply the ITIL practices for Service Management
independently.
Audience
The target group of the ITIL Foundation certificate in IT Service Management is:
Individuals who have previously completed the ITIL Foundations certificate for
Version 2
Individuals who require a basic understanding of the ITIL framework and how it
can be used to enhance the quality of IT service management within an
organization
IT professionals from an organization that has adopted and adapted ITIL who
need to be informed about and thereafter contribute to an ongoing service
improvement program
The target group includes, but is not limited to, IT professionals, business managers, and
business process owners.
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Preface
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Course Objectives
Course Outl ine
The following outline is a high-level description of the contents of this course. Each unit
has an overview presentation, and most have a series of student exercises designed to
reinforce the concepts presented. The course contains the following units:
Unit 1: ITIL Overview
This unit defines service and explains the concept of Service Management as a
practice.
Unit 2: The Service Lifecycle
This unit defines the Service Lifecycle and explains the objectives and business
value for each phase in the Service Lifecycle.
Unit 3: ITIL Key Concepts
This unit defines some of the key terminology and explains the key concepts of
Service Management.
IBM Software Group | Tivoli software
2
Course Objectives
Upon completion of this course, you will be able to:
Define ITIL terminology, structure and basic concepts including:
ITIL Service Strategy
ITIL Service Design
ITIL Service Transition
ITIL Service Operation
ITIL Continual Service Improvement
Explain the core principles of ITIL practices for ServiceManagement
Successfully complete the ITIL Foundations Level CertificationExam
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Preface
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Unit 4: Key Principles and Models
This unit explains key principles and models of Service Management and
opposing forces within Service Management.
Unit 5: Processes
This unit defines Service Management processes in the Service Lifecycle. This
unit explains how the Service Management processes contribute to the Service
Lifecycle. It also explains many details for three core processes. Such details
include the high-level objectives, scope, business value, basic concepts, activities,
interfaces, key performance indicators (KPIs), and challenges. The objectives,
business value, some basic concepts, and interfaces for ten of the remaining
processes are also presented.
Unit 6: Functions
This unit explains the role, objectives, organizational structures, staffing, and
metrics of the Service Desk function. It also explains the role, objectives, and
overlap of the functions of Technical Management, Application Management, and
IT Operations Management.
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Preface
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Typographical Conventions
In this course, the following typographical conventions are used.
Convention Usage
Bold
Commands, keywords, file names, authorization roles,
URLs, or other information that you must use literally
appear in bold.
Italics
Variables and values that you must provide appear in
italics. Words and phrases that are emphasized also
appear in italics.
Bold ItalicsNew terms appear inbold italics when they are
defined in the text.
MonospaceCode examples, output, and system messages appearin a monospace font.
>
In this manual, the arrow character is used as a path
arrow. The arrow indicates the path to the named
window.
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IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Preface
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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Unit 1: ITIL Overview
2007 IBM Corporation
Unit 1: Information TechnologyInfrastructure Library (ITIL) Overview
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-2 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Introduction
This unit defines service and explains the concept of Service Management as a practice.
Objectives
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Objectives
Upon completion of thi s unit, you will be able to:
Define and explain the concept of a service
Define and explain the concept of Service Management
Explain the process model
List the characteristics of processes
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
History of Information Technology
Infrastructure Library (ITIL)
ITIL Version 1 contained 40 books, which were consolidated into seven books in 1999 in
ITIL Version 2.
ITIL Version 3 currently consists of five books.
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History of Information Technology Infrastructure Library(ITIL)
Developed in the United Kingdom in the 1980s by what isnow called the Office of Government Commerce (OGC)
Further development incorporated public and private sectorbest practices (IBM, Microso ft, HP, and others)
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-4 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Information Technology Infrastructure Library
Each book addresses capabilities having direct impact on the performance of a service
provider.
The structure of the ITIL core is in the form of a lifecycle.
The ITIL core is expected to provide structure, stability, and strength to service
management capabilities with durable principles, methods, and tools.
The best practices guidance in ITIL can be adapted for changes used in various business
environments and organizational strategies.
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Information Technology Infrastructure Library
A set of books that describe internationally accepted bestpractices for IT infrastructure management
A process-based approach to IT infrastructu re management
A common language for IT management
A framework that is independent o f organizationalstructu res, architectures, or technologies
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
ITIL Version 3 Publications Framework
The ITIL Core consists of five publications:
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
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-6 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Services
Services deliver value to customers by giving customers what they want without the
ownership of specific costs and risks.
Services facilitate outcomes by enhancing the performance of associated tasks and
reducing the effect of constraints.
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Services
Deliver value to customers
Facilitate ou tcomes
Result in an increase in the probability o f expected outcome
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Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Processes
Processes are closed-loop systems because they have the following characteristics:
Provide change and transformation towards a goal
Use feedback for self-reinforcing and self-corrective action
It is important to consider the entire process and how one process fits into another.
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Processes
A st ructured set of activi ties designed to accomplish aspecific objective
A process takes one or more inputs and turns them in todefined outputs
A process inc ludes all of the roles, responsibi li ties, tools,and management controls required to reliably deliver the
outputs
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-8 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Characteristics of Processes
Processes are measurable and driven by performance. Managers want to measure cost,
quality, and other factors, while practitioners are concerned with duration and productivity.
The reason a process exists is to deliver a specific result. This result must be individually
identifiable and countable. For example, changes can be counted, but it is impossible tocount how many Service Desks were completed.
Every process delivers a primary result to a customer or stakeholder.
A process can be ongoing or iterative. It should be traceable to a specific trigger. Functions
are often mistaken for processes.
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Characteristics of Processes
Measurable
Specific results
Respond to a specific event or are triggered at specific t imes
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Generic Process Elements
Data enters the process, is processed, and produces output. The outcome is measured and
reviewed.
A process is always organized around a set of objectives. The main outputs from the
process should be driven by the objectives and should always include processmeasurements (metrics), reports, and process improvement.
Each process should have an owner who is responsible for
Maintaining the process
Improving the process
Ensuring that the process meets the objectives set for it
The objectives of any IT process should be defined in measurable terms. Objectives should
be expressed in terms of business benefits and underpinning business strategy and goals.
Service Design should assist each process owner to ensure the following objectives:
All processes use standard terms and templates.
All processes are consistent.
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Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
All processes integrate with each other to provide end-to-end integration across all
areas.
If the activities of the process occur with a minimum use of resources, the process is
considered efficient. Process analysis, results, and metrics should be incorporated in regular
management reports and process improvements.
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
ITIL Processes
It is possible to work more efficiently and effectively by making the following definitions:
The activities of an organization
The necessary inputs
The outputs that will result from the process
Measuring and steering the activities increases this effectiveness.
Finally, by adding norms to the process, it is possible to add quality measures to the output.
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ITIL Processes
Version 3 ITIL books focus on the following items:
Sets of pr ocesses
The lifecycle of a service
Working with defined processes is the foundation of ITIL
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-12 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
The Process Model
Processes, should be defined, documented, and controlled. After they are under control,
they can be repeated, and they become manageable.
Degrees of control over processes can be defined. Then process measurement and metrics
can be built in to the process to control and improve the process.
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The Process Model
A process model enables understanding and helps toarticulate the distinctive features of a process
Process control can be defined as the activity of planningand regulating a process, with the objective of performing a
process in an effective, efficient, and consistent manner
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Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Summary
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Summary
You should now be able to:
Define and explain the concept of a service
Define and explain the concept of Service Management
Explain the process model
List the characteristics of processes
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Unit 1: ITIL Overview
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
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Unit 2: The Service Lifecycle
2007 IBM Corporation
Unit 2: The Service Lifecycle
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-2 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 2: The Service Lifecycle
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Introduction
This unit defines the Service Lifecycle and explains the objectives and business value for
each phase in the Service Lifecycle.
Objectives
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Objectives
Upon completion of thi s unit, you will be able to:
Explain the Service Lifecycle Describe the structure and components of the ITIL Library
Explain the purpose of Service Strategy
Explain the two elements of value: Utility and Warranty
Describe the main goals and objectives of Service Design
Explain the value Service Design provides to the business
Explain the value Service Transition provides to the business
Explain the value Service Operation provides to the business
Explain the value Continual Service Improvement provides to the business
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 2: The Service LifecycleService Lifecycle Defined
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Lesson 1: Service Lifecycle Defined
Components of the ITIL Library
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Components of the ITIL Library
The ITIL Library has the following components:
The ITIL Core: Best practic e guidance applicable to all ty pes oforganizations who pr ovide services to a business
The ITIL Complementary Guidance: A complementary set of publicationswith guidance to specific to industr y sectors, organization ty pes,
operating models, and technology architectures
The ITIL Core consists of fi ve publications:
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
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-4 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 2: The Service LifecycleService Lifecycle Defined
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Service Lifecycle Illustrated
Each publication addresses capabilities that have direct effect on the performance of a
service provider.
The ITIL core documents form the Service Lifecycle.
The ITIL core is expected to provide structure, stability, and strength to service
management capabilities with durable principles, methods, and tools.
The ITIL Lifecycle serves to protect investments and provide the necessary basis for
measurement, learning, and improvement.
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 2: The Service LifecycleService Strategy
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Lesson 2: Service Strategy
2007 IBM Corporation
Service Strategy
The Service Lifecycle
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Unit 2: The Service LifecycleService Strategy
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Purpose of Service Strategy
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Purpose of Service Strategy
Service providers must have the ability to th ink and act in astrategic manner.
The achievement of strategic goals or objectives requiresthe use of st rategic assets.
Service Strategy shows how to t ransform servicemanagement into a strategic asset.
Technical knowledge of IT is necessary but not suffic ient.
Strategy requires knowledge from the discipl ines such as
operations management, marketing, finance, informationsystems, organizational development, systems dynamics,
and industrial engineering.
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Unit 2: The Service LifecycleService Strategy
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Strategy Objectives
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Service Strategy Objectives
Service Strategy seeks to answer the questions:
What services should we offer and to whom?
How do we dif ferentiate ourselves from competing alternatives?
How do we truly create value for our customers?
How do we capture value for our st akeholders?
How can we make a case for strategic investments?
How can financial management prov ide visibility and control over value-creation?
How should we define service quality?
How do we choose among different paths for impr oving service quality? How do we efficiently allocate resources throughout a portfolio of
services?
How do we resolve conflicting demands for shared resources?
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-8 IT Infrastructure Library (ITIL) Foundations Version 2 to Version 3 Differences Copyright IBM Corp. 2007
Unit 2: The Service LifecycleService Strategy
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Elements of Value: Utili ty and Warranty
Customers cannot benefit from something that is fit for purpose but not fit for useor vice
versa.
It is useful to separate the logic of utility from the logic of warranty for the purpose of
design, development, and improvement.
Considering all the separate controllable inputs, Service Strategy allows for a wider range
of solutions to the problem of creating, maintaining, and increasing value.
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Elements of Value: Util ity and Warranty
Utility
Attributes of the service that have a positive effect on the performance of
activities, objects, and tasks associated with desired outcom es
Warranty
The posit ive effect being available when needed, in suffic ient capacity or
magnitude, and dependably in terms of continuity and security
Utility is what the customer gets, and warranty is how it is delivered.
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 2: The Service LifecycleService Design
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Lesson 3: Service Design
2007 IBM Corporation
Service Design
The Service Lifecycle
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Unit 2: The Service LifecycleService Design
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Five Aspects of Service Design
Five individual aspects of Service Design are considered within this book:
1. The design of new or changed services
2. The design of the Service Portfolio, including the Service Catalog
3. The design of the technology architecture and management systems
4. The design of the processes required
5. The design of measurement methods and metrics
The Service Design stage of the lifecycle starts with a set of new or changed business
requirements. This stage ends with the development of a service solution designed to meet
the documented needs of the business.
This developed solution and its Service Design Pack (SDP) are then passed to ServiceTransition to evaluate, build, test, and deploy the new or changed service. When these
transition activities are complete, control of the new or changed service is transferred to the
Service Operation stage of the Service Lifecycle.
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Copyright IBM Corp. 2007 IT Infrastructure Library (ITIL) Foundations Version 2 t o Version 3 Differences
Unit 2: The Service LifecycleService Transition
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Lesson 4: Service Transition
2007 IBM Corporation
Service Transition
The Service Lifecycle
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Unit 2: The Service LifecycleService Transition
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Value of Service Transition
The purpose of Service Transition is to perform the following tasks:
Plan and manage the capacity and resources required to package, build, test, and
deploy a release into production
Provide a consistent framework for evaluating the service capability and risk
profile before a new or changed service is deployed
Establish and maintain the integrity of all identified service assets and
configurations as they evolve through the service transition stage
Provide knowledge and information so that Change Management, Release
Management, and Deployment Management can expedite a release through the
test environments and into production
Provide build and installation mechanisms to deploy releases to the test and
production environments
Ensure that the service can be managed, operated, and supported within the design
requirements and constraints
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Value of Service Transition
Improves the ability to adapt quickly to new requirementsand market developments
Aids in transit ion management of mergers, de-mergers, andacquisitions
Increases the success rate of changes and releases fo r thebusiness
Improves predictions of service levels and warranties fornew and changed services
Expedites timely cancellation or changes to maintenancecontracts for both hardware and software when componentsare disposed of or decommissioned
Aids understanding the level of risk du ring and af ter change,for example, service outage, disruption, re-work
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Unit 2: The Service LifecycleService Operations
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Lesson 5: Service Operations
2007 IBM Corporation
Service Operations
The Service Lifecycle
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Unit 2: The Service LifecycleService Operations
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Operations
Any activity that forms part of a service is included in Service Operation. The activity could
be performed by the Service Provider, an external supplier, or the user or customer of that
service.
A number of ITIL processes (such as Change and Capacity Management) originate at the
Service Design or Service Transition stage. However, many Service Management
processes are performed in Service Operation,
All services require some form of technology to deliver them. Managing this technology is
not a separate issue, but an integral part of the management of the services themselves.
Regardless of what services, processes, and technology are managed, people drive the
demand for the services and products of organizations. Ultimately, people manage the
technology, processes, and services and are a key part of Service Operations.
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Service Operations
The purpose of Service Operations is to coordinate and to carry outthe activities and processes required to deliver and to manage
services at agreed upon levels t o business users and customers
Service Operations is also responsible for t he ongoing managementof the technology that is used to deliver and support services
Well designed and implemented processes will be of litt le value ifthe day-to-day operation of t hose processes is not properly
conducted, controlled, and managed
Service improvements wil l not be possible if day-to-day activiti es tomonitor performance, assess metrics, and gather data are not
systematically conducted during Service Operations
Service Operations includes the implementation and carrying out ofall ongoing activi ties required to deliver and support services
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Unit 2: The Service LifecycleService Operations
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Value of Service Operation
However, a challenge to Service Operations exists. A service is expected to run within the
budget established earlier in the lifecycle. In reality, however, few organizations plan
effectively for the costs of ongoing management of services.
Difficulty occurs obtaining funding during the operational phase to fix design flaws or
unforeseen requirements.
Design issues are often left to Incident and Problem Management to resolve, as though they
were purely operational issues.
It can be difficult to obtain funding for tools or actions, including training, that are aimed
at improving the efficiency of Service Operations.
Attempts to optimize the service or manage it more effectively are only seen as successful
if the service has had problems in the past. Some services are taken for granted.
Improvements are perceived as unnecessary and fixing services that are not broken.
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Value of Service Operation
The operation o f service is where plans, designs, andoptimizations are implemented and measured.
From a customer viewpoint, Service Operation i s whereactual value is seen.
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Unit 2: The Service LifecycleContinual Service Improvement
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Lesson 6: Continual Service Improvement
2007 IBM Corporation
Continual Service Improvement
The Service Lifecycle
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Unit 2: The Service LifecycleContinual Service Improvement
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Continual Service Improvement
The objectives of CSI are as follows:
To review, analyze, and make recommendations on improvement opportunities in
each lifecycle phase: Service Strategy, Service Design, Service Transition, and
Service Operations.
To review and analyze Service Level Achievement results.
To identify and implement individual activities to improve IT Service Quality and
improve the efficiency and effectiveness of enabling the IT Service Management
(ITSM) processes.
To improve cost effectiveness of delivering IT services without sacrificing
customer satisfaction.
To ensure applicable quality management methods are used to support continual
improvement activities.
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Continual Service Improvement
Continual Service Improvement (CSI) aligns and re-aligns ITservices to changing business needs by identifying andimplementing improvements to IT Services
Improvement activities suppor t the Service Lifecyclethrough Service Strategy, Service Design, ServiceTransition, and Service Operation
CSI strives to make processes more effective and efficient,as well as cost-effective
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Unit 2: The Service LifecycleContinual Service Improvement
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Benefits of Continual Service Improvement
Business and customer benefits include the following items:
Overall improved quality of business operations
More reliable business support provided by Incident Management, Problem
Management, and Change Management processes
Increased staff productivity because of increased reliability and availability of IT
services
Better working relationships between customers and the IT service provider
Financial benefits include the following items:
Cost-effective provision of IT services
Cost-justified IT infrastructure and services
Reduced costs for implementing changes
Reduced business impact due to IT changes
Improved service reliability, stability, and thus availability
Improved resource allocation and usage
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Benefits of Continual Service Improvement
Business and Customer Benefits
Financial Benefits
IT Organization Internal Benefits
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Unit 2: The Service LifecycleContinual Service Improvement
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IT Organization Internal Benefits include the following items:
Improved metrics and management reporting
Alignment of cost structure with business needs
Defined roles and responsibilities
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Unit 2: The Service LifecycleContinual Service Improvement
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Unit 3: ITIL Key Concepts
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Portfolio
The Service Portfolio represents all the resources presently engaged or being released in
various phases of the Service Lifecycle.
Entry, progress, and exit are approved only with approved funding and a financial plan forrecovering costs or showing profit, as necessary.
The portfolio should have the right mix of services in the pipeline and catalog to secure the
financial viability of the service provider.
The Service Catalog is the only part of the Service Portfolio that recovers costs or earns
profits.
Service Portfolio Management (SPM) is about maximizing value while managing risks and
costs. The value realization is derived from better service delivery and better customer
experiences.
SPM begins by documenting the standardized services of the organization and therefore has
strong links to Service Level Management, particularly the Service Catalog.
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Unit 3: ITIL Key Concepts
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Catalog
The Service Catalog is an important tool for Service Strategy. It is the virtual projection of
the actual and present capabilities of the service provider. Many customers are only
interested in what the provider can commit now rather than in future. The value of future
possibilities is discounted in the present.
The Service Catalog is the subset of the Service Portfolio that is visible to customers. The
Service Catalog:
Consists of services presently active in the Service Operation phase and those
approved to be readily offered to current or prospective customers.
Is useful in developing suitable solutions for customers from one or more
services.
Contains items that can be configured and suitably priced to fulfill a particular
need.
Channels service orders and demand.
Acts as the acquisition portal for customers, including pricing and service-level
commitments, and the terms and conditions for service provisioning.
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Unit 3: ITIL Key Concepts
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Service Model
Service Agreements specify the terms and conditions under which such interaction occurs
with commitments and expectations on each side.
Service Transition evaluates the options or paths for improvements and recommends
solutions that are cost-effective and low risk.
Service Models continually evolve, based on external feedback received from customers
and internal feedback from Service Management processes.
Continual Service Improvement (CSI) processes ensure the feedback to the strategy,
design, transition, and operation processes. Improvements can be made to the structure, the
dynamics of a model, or to both.
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Service Model
Codifies the service strategy for a market space
Blueprints process and functions needed to create value
Describes how service assets create value for a given portfolio ofcontracts
Interaction means demand connects with the capacity to serve
Is useful for effectiveness in continual service improvement
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Risk
The two phases of risk include:
Risk Analysis, which is concerned with gathering information about exposure to
risk so that the organization can make appropriate decisions and manage risk
appropriately.
Risk Management, which involves making the following plans:
Having processes in place to monitor risks
Having access to reliable and up-to-date information about risks
Having the right balance of control in place to deal with those risks
Having decision-making processes supported by a framework of risk analysis
and evaluation
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Risk
Risk is defined as uncertainty of outcome, whether positiveopportunity or negative threat
Managing risks requires the identification and control of theexposure to risk, which may have an impact on the achievementof the business objectives of an organization
The aim is to support better decision-making through a goodunderstanding of risks and their likely impact
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Unit 3: ITIL Key Concepts
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Service Design Package
The Service Design Package should contain the following items:
Business Requirements
Service Functional Requirements
Service Level Requirements
Organizational Readiness Assessment
Service Lifecycle Plan
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Service Design Package
A Service Design Package (SDP) should be produced during thedesign stage for:
Each new service
A major change to a servi ce
Removal of a service
Changes to the Service Design Package itself
This SDP is then passed from Service Design to ServiceTransition
The SDP details all aspects of the service and the requirementsof the service through all of the subsequent stages of the lifecycleof the service
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Unit 3: ITIL Key Concepts
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Knowledge Management System
Knowledge management is focused within the Service Knowledge Management System
(SKMS).
Underpinning this knowledge is a considerable quantity of data. This data will be held in a
central logical repository or Configuration Management System (CMS) and Configuration
Management Database (CMDB).
The Server Knowledge Management system is a broader concept that covers a much wider
base of knowledge, for example:
The experience of staff
Records of peripheral matters, for example, weather, user numbers, user behavior,
and performance figures of an organization
Supplier and partner requirements, abilities, and expectations
Typical and anticipated user skill levels
Internal CIs comprise CIs delivered by individual projects. Internal CIs include tangible
(data center) and intangible assets such as software required to deliver and maintain the
service and infrastructure.
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Service Knowledge Management System
Data:
Gathered within CMDB
Fed through the CMS
Goes into the SKMS
Supports the informeddecision making process
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Unit 3: ITIL Key Concepts
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Service Request
\
Many service requests are actually small changes. Service Requests have the following
characteristics:
Low risk
Frequently occurring
Low cost
Examples of service requests include:
A request to change a password
A request to install an additional software application onto a particular
workstation
A request to relocate some items of desktop equipment
A question requesting information
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Service Request
A generic description for many varying types of demands that areplaced upon the IT department by the users
The scale and frequent, low risk nature means that servicerequests are better handled by a separate process, rather thanbeing allowed to congest and obstruct the normal incident andChange Management processes
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Unit 3: ITIL Key Concepts
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Seven Rs of Change Management
The questions for the Seven Rs of Change Management must be answered for all changes.
Without this information, the impact assessment cannot be completed, and the balance of
risk and benefit to the live service will not be understood. Without this understanding, the
change might not deliver all of the possible or expected business benefits. The change
might even have an unexpected detrimental effect on the live service.
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Seven Rs of Change Management
Who RAISED the change?
What is the REASON for the change?
What is the RETURN required from the change?
What are the RISKS involved in the change?
What resources are REQUIRED to deliver the change?
Who is RESPONSIBLE for the build, test, and implementationof the change?
What is the RELATIONSHIP between this change and otherchanges?
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Unit 3: ITIL Key Concepts
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Summary
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Summary
You should now be able to:
Describe the Service Portfolio, Service Catalog, and Service Model
Identify Business Cases and Risk Management
Explain Service Knowledge Management Systems (SKMS)
Describe Alerts and Events
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Unit 3: ITIL Key Concepts
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Unit 4: Key Principles and Models
2007 IBM Corporation
Unit 4: Key Principles and Models
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Unit 4: Key Principles and Models
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Introduction
This unit explains key principles and models of Service Management and opposing forces
within Service Management.
Objectives
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Objectives
Upon completion of thi s unit, you will be able to:
Explain the five major aspects of Service Design Explain the Service V model
Summarize the conflicting motives in Service Operation
Describe the Plan, Do, Check, and Act (PDCA) Model
Explain the Continual Service Improvement Model and the role ofmeasurement and governance for Continual Service Improvement
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Unit 4: Key Principles and Models
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
The Five Major Aspects of Service Design
Five individual aspects of Service Design are considered within this book:
Design of new or changed services
Design of the Service Portfolio, including the Service Catalog
Design of the technology architecture and management systems
Design of the processes required
Design of measurement methods and metrics
The Service Design stage of the lifecycle starts with a set of new or changed business
requirements and ends with the development of a service solution designed to meet the
documented needs of the business.
This developed solution and its Service Design Pack (SDP) are then passed to ServiceTransition to evaluate, build, test, and deploy the new or changed service. When these
transition activities are completed, control of the new or changed service is transferred to
the Service Operation stage of the service lifecycle.
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The Five Major Aspects of Service Design
Design of new or changed Services
Service Portfolio Design which includes the Service Catalog
Technology and architectural design
Process design
Measurement design
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Unit 4: Key Principles and Models
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
Sourcing Approaches and Options
Insourcing relies on using internal organizational resources in the design, development,
transition, maintenance, operation, and support. The resources can be used in any
combination with new, changed, or revised service or data center operations.
Outsourcing uses the resources of an external organization or organizations in a formal
arrangement. The arrangement provides a well-defined portion of the design, development,
maintenance, operation, and support of the service. Outsourcing includes services from
Application Service Providers (ASPs).
Co-sourcing combines insourcing and outsourcing to use a number of outsourcing
organizations working together to co-source key elements within the lifecycle. This process
typically involves a number of external organizations working together to design, develop,
change, maintain, operate, and support a portion of a service.
Partnership, ormultisourcing, is an arrangement between two or more organizations to
work together to design, develop, transition, maintain, operate, and support IT services. Thefocus here tends to be on strategic partnerships that use critical expertise or market
opportunities.
Business Process Outsourcing (BPO) relocates entire business functions. Formal
arrangements between organizations specify for one organization to provide and to manage
the entire business processes or functions of the other organization in a low-cost location.
Common examples are accounting, payroll, and call center operations.
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Sourcing Approaches and Options
Insourcing relies on utilizing internal organizational resources
Outsourcing uses the resources of an external organization ororganizations
Co-sourcing is a combination of insourcing and outsourcing
Partnership or multi-sourcing is an arrangement between two ormore organizations to work together
Business Process Outsourcing (BPO) relocates entire businessfunctions
Application Service Provision involves formal arrangements withan Application Service Provider (ASP) organization
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Unit 4: Key Principles and Models
Course materials may not be reproduced in whole or in part without the prior written permission of IBM.
The Service V Model
The Service V model can be used to represent the different configuration levels that need
to be built and tested to deliver a service capability.
The left side of the diagram represents the specification of the service requirements down
through the detailed service design.
The right side focuses on the validation activities that are performed using the
specifications defined on the left side.
At each stage on the left side, the equivalent group on the right side is directly involved.
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Unit 4: Key Principles and Models
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Plan, Do, Check, and Act (PDCA) Model
The goal of CSI in using the Deming Cycle is steady, ongoing improvement.
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Plan, Do, Check, and Act (PDCA) Model
W. Edwards Deming is best known for hi s managementphilosophy leading to:
Higher quality
Increased productivity
More competitive position
The four key stages of the Deming Cycle or Circle are:
Plan
Do
Check
Act
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Unit 4: Key Principles and Models
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Continual Service Improvement Model
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Measurements for Continual Service
Improvement
The four basic reasons to monitor and measure lead to three key questions:
Why monitor and measure?
When can monitoring and measuring of this item be stopped?
Is anyone using this data?
Every time you produce a report, ask yourself, Is this report still needed and used by
anyone? Reasons to continue producing a report could include:
To validate: Monitoring and measuring to validate previous decisions.
To direct: Monitoring and measuring to set direction for activities in order to meet
set targets. It is the most prevalent reason for monitoring and measuring.
To justify: Monitoring and measuring to justify, with factual evidence or proof,
that a course of action is required.
To intervene: Monitoring and measuring to identify a point of intervention,
including subsequent changes and corrective actions.
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Measurements for Continual Service Improvement
Why are measurementsperformed?
To validate
To direct
To justify
To intervene
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Types of Metrics
Information for measuring is gathered from IT Service Management tools, monitoring
tools, reporting tools, investigation tools, existing reports, and other sources.
Technology metrics are often associated with component-based and application based
metrics such as performance, availability and so on.
Process measurements can help determine the overall health of a process. Key Performance
Indicators (KPIs) can help answer questions about quality, performance, value, and
compliance in following the process.
Service Metrics are the results of the end-to-end service. Component or technology metrics
are used to compute the Service Metrics.
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Types of Metrics
Technology metrics
Process metrics
Service metrics
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