itil concepts

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ITIL Foundation Course



IT Infrastructure Library A series of documents, originally created by

the Office of Government Commerce

An integrated set of best-practice

recommendations with common definitionsand terminology.

Divided into a series of eight documents /books, known as 'sets'. The sets themselves

are sub-divided into 'disciplines', whichcover individual subjects.



History of ITIL

ITIL was created in the 1980's by theUK governments CCTA (CentralComputer and TelecommunicationsAgency) with the objective of ensuring better use of IT services andresources.



History continued…

The ITIL concept emerged in the 1980s, when the Britishgovernment determined that the level of IT servicequality provided to them was not sufficient. The CentralComputer and Telecommunications Agency (CCTA), now

called the Office of Government Commerce (OGC), wastasked with developing a framework for efficient andfinancially responsible use of IT resources within theBritish government and the private sector.

The earliest version of ITIL was originally called GITIM,Government Information Technology InfrastructureManagement , focusing around service support anddelivery.

Large companies and government agencies in Europeadopted the framework very quickly in the early 1990s.



History continued… In year 2000, The CCTA merged into the

OGC, Office for Government Commerce andin the same year, Microsoft used ITIL asthe basis to develop their proprietary

Microsoft Operations Framework (MOF). In 2001, version 2 of ITIL was released.

The Service Support and Service Deliverybooks were redeveloped into more conciseusable volumes.

It is now, by far, the most widely used ITservice management best practiceapproach in the world.



ITIL Benefits

Describes a systematic, professionalapproach to managing IT services.

Emphasizes the central importance of meeting company requirementseconomically.



ITIL Benefits… Adhering to the best practice approach described in ITIL has the

following benefits for an organization: Support for the business processes and the tasks of IT decision

makers Definition of functions, roles and responsibilities in the services

sector

Reduced expenditure in developing processes, procedures and jobinstructions.

Improved customer satisfaction through better and measurableavailability and performance of the IT service quality.

Improved productivity and efficiency through the purposeful use of knowledge and experience.

Basis for a systematic approach to quality management in IT servicemanagement.

Improved employee satisfaction and reduced fluctuations inpersonnel levels.

Improved communication and information between IT personnel andtheir customers.

International exchange of experience (http://www.itsmf.com/)

http://www.itsmf.com/

http://www.itsmf.com/



ITIL Certification

An established and well definedcertification scheme is in place tosupport ITIL.

This comprises three distinct levels: Foundation, Practitioner and Manager.



ITIL Certification… The Foundation Certificate enables

understanding the terminology usedwithin ITIL.

A prerequisite for the Practitioner'sand Manager's Certificates

The Practitioner Certificate focusesupon the understanding andapplication of the specific processeswithin the IT Service Managementdiscipline.

The Manager's Certificate is aimedat experienced professionals, whowill be involved in managing servicemanagement functions.



Contents of ITIL

ITIL comprises the following five basic elements:Business perspective;Application management;Service delivery (provision of IT services);

Service support;Infrastructure management;

http://www.itil.org/itil_e/itil_e_030.html



Contents of ITIL… ITIL is organized into a series of sets, whichthemselves are divided into two main areas:service support and service delivery (i.e.Service Management)

The remaining six sets are:Planning to Implement Service Management,

Software Asset Management,

Application Management,Security Management,

The Business Perspective and ICT InfrastructureManagement.



Service Management

Service Support

Service Delivery

The focus of this course is Service Support and Service Delivery



Service Support

Service Desk

Configuration Management

Incident Management Problem Management

Release Management

Change Management



Service Delivery

Service Level Management

Financial Management

Capacity Management Availability Management

IT Service Continuity Management

Security Management



Service Management



Introduction The realization that IT services assume ever-greater

significance has led to the introduction of IT servicemanagement.

Service management aims to provide a decision-makingbenchmark from a process-related perspective, and to provide

professional implementation with defined contact partners. An unconditional willingness of both managerial and otherstaff to become more customer and service oriented is aprerequisite within organizations.

While in the past attempts at problem solving were primarilyfocused on the investment in tools (product and technology-oriented approach), the ITIL approach primarily involves

defining the processes with the particular services to beperformed providing the framework for the definition. Only in the second instance are the requisite supporting tools

then procured.



Introduction…

The introduction of effective service managementmakes it necessary to focus less on functions andcomponents and more on an approach guided by

the business process. In many enterprises, this requires a cultural

change. This important point must always betaken into account when implementing service

management. Only if top management leads the way by example and

promotes this new culture, successful implementationcan be achieved.



Benefits Improved IT service quality which takes into

account the needs of the enterprise. Improved communication with users by

using the same language and by exchanging

up-to-date information. Greater flexibility and thus improved scope

of action for the enterprise when marketsituations change.

Improved customer satisfaction by assuringthe best possible (measurable) quality of service.

Qualitative increase in safety and security,availability and performance of IT services.



Implementation Strategy Define the mission and the extent of the process. Initiate an awareness campaign. Describe process steps and procedures. Determine tasks, authority and responsibility of both

managerial and other employees (roles). Determine training needs of employees. If required, select and implement tools. Define types of reporting (management and other

processes). Implement processes. Initiate and monitor a continuous improvement process.



Factors Critical to Success

Develop a good understanding of customerrequirements and business activities.

Develop business-oriented rather than

technology-oriented services. Improve customer satisfaction by ensuring

measurable service quality. Improve resource utilization.

Recruit target-oriented service employeeswho have a clear understanding of customer requirements.



Possible Problems

Excessive bureaucracy in processdocumentation.

Employees who do not understand service

processes. Lack of a clear understanding of the

process objectives.

No visible genuine benefit; no reduction inservice costs; no improvements in quality.

Unrealistic expectations that cannot be met



Service Desk



Definition The service desk is the central point of contact

between the customer and the IT area in all mattersconcerning IT services.

This includes help desk functions as well as

coordination of change requests, service levelmanagement, configuration management and allother service management processes of ITIL.

The service desk is not a process but a function withinthe service organization. In its special role as a first point of contact with the

customer, the service desk is of great importance, allthe more so since it embodies the image and thequality of service of the IT organization.



Description

The service desk is the single point of contact in a serviceorganisation.

The interests of customers are represented within theservice organisation through the service desk.

A principal task of the service desk is to coordinate and actas a central point of information between customers,internal service organisations and external providers. Determining the service desk structure and selecting

appropriate staff depends on a number of important factorsconcerning the form and type of the enterprise.

As the enterprise changes, the structure of the service deskwill need to be changed accordingly, on an ongoing basis.



DescriptionBasically, there are three service desk structures: Local service desk:

Each location or each department in an enterprise has its ownlocal service desk unit. Advantages are optimal proximity to thecustomer and therefore the ability to reflect their individual needsmore closely.

Central coordination and standardisation of processes are some of the most demanding tasks required for the local service desk. Central service desk:

A single service desk responsible for all organisational units. Advantage of easy handling and standardisation of processes

however difficult to manage and problem with different languagesand time zones.

Virtual service desk organization: Combines aspects of both of the organisational forms described

above. Information can be kept centrally and made available globally.

Local service support units provide on-site support to customers,with the central service desk unit being responsible for all inquiriesas well as for coordinating the service organisations involved.



Tasks Act as a single point of contact for customers Register and follow up incident reports and complaints Keep customers informed about the status and progress of

their inquiries Carry out initial screening of customer inquiries and initiate

processing based on the agreed service level Monitor adherence to the service level agreements and take

appropriate measures if there is a danger of failure to meetan agreement

Formal conclusion of inquiries including monitoringcustomer satisfaction

Coordinate second level support and third-party supportunits Provide management information to improve the service

quality



Benefits Improved customer service and thus greater customer satisfaction Improved access to information through a single point of contact Faster and qualitatively improved handling of customer inquiries Improved teamwork and communication within the service

organisations

Better focus on customers and a proactive approach to theprovision of services Reduction of negative effects on the enterprise when

troubleshooting Better controlled and managed IT infrastructure components Enhanced use of IT support resources and thus increased

productivity Better and more meaningful management information for decision

making Identification of customer training requirements for improved

utilization of services



Key Performance Indicators

Increased customer satisfaction

Reduction in incident reports and complaints

Reduction in service costs

Improved coordination of IT service taskswith the internal and external bodiesinvolved

More highly motivated service employees



Service Support

According to ITIL, IT service managementdistinguishes among three levels of processes to besupported. These levels are as follows:

Strategic level: Management of IT services; this includes quality

management and IT service organisation, amongothers.

Tactical level: Planning and control of IT services = Service Delivery

Operational level: Support of IT services = Service Support.



Service Support…

Service Support is synonymous withthe efficient provision of IT services.Effective support of IT services is

ensured by the following ITprocesses: Incident Management Problem Management Configuration Management Change Management Release Management



Incident Management



Incident Management - Objective

The primary objective of incidentmanagement is to restore the serviceas soon as possible while minimizingany negative effect on businessprocesses



Incident Management - Tasks Identify and document all enquiries and incident reports. Prioritise (determine urgency) and categorise (risk-assess)

the messages. Provide initial incident analysis and initiate first-level

support.

Hand on to second-level and third-level support if the faultcannot otherwise be fixed. Increase the resources if there is a danger of failing to meet

the agreed service levels. Fix the fault and restore the service. Finalise and document the incident.

Monitor, track and communicate progress in processingincidents. Evaluate incidents and prepare reports on service

improvements; these reports will be used in discussionswith customers and suppliers.



Incident Management - Description

Incident management involves processing enquiriesand incidents of all types.

This is achieved by a group of specialists who work invirtual unison.

In line with the specialist skill levels of their members,these teams are grouped into first-level, second-leveland third-level support units.

In this function, incident management assumes theparticular role of maintaining contact between IT

systems and business. Together with the service desk, incident management

is the first and most important point of contact for thecustomer.



Incident Management - Keywords

Incident: fault, error, malfunction,etc.

SPOC single point of contact



Incident Management – KeyPerformance Indicators

Adherence to the agreed service level;

IT costs;

Customer satisfaction; Response and processing times;

Self-resolution rate;



Problem Management - Description

Problem management is of central importance to theentire service support sector.

It includes the handling all failures of IT services from thespecial aspect of identifying the actual underlying cause.

This includes recommending changes concerningconfiguration items (CIs) to change management.

Problem management processes use informationprovided by various other processes (e.g. by incidentmanagement or by change management).

Moreover, problem management takes a proactiveapproach in which weaknesses are detected early andpreventive measures are taken.



Problem Management - Benefits

Continuous and more stable IT services; Increased user productivity through reduced

downtime;

Increased productivity of support staff; Error prevention; Reduction of the effects by taking advantage of

records which document earlier problems; Improved relationship between users and IT services

due to higher quality of services; Better control of services through improved

management information.



Problem Management - Tasks

Problem handling: Identify, document, classify and analyse the problem. Error handling:

Identify, document and evaluate the error, plan andinitiate troubleshooting (RC). Incident support: Support the handling of more involved incidents. Proactive Problem Management:

Measures of error prevention: trend analyses, actionsand measures, preparation of quality reports.



Problem Management – Keywords

Known error (the error is documented,the cause of the problem is known, a

workaround exists). RFC - Request For Change: proposal

for rectifying the error.



Problem Management – Key Performance Indicators

Reduction and absence of incidents(reduction of the pain factor);

Increased availability of the service; Greater customer and employeesatisfaction;

Reduced support costs; Increased safety and security when

expanding systems, through asystematic approach.



Configuration Management - Objective

The objective of configurationmanagement is to provide up-to-date

secure information via theconfiguration elements in use, thusensuring direct interlinking with allother disciplines of IT service

management



Configuration Management -Description

Every enterprise depends on the economicalprovision of IT services. From the point of view of legal and financial aspects alone, operation andadministration of IT assets is becoming ever moreproblematical.

Configuration management makes it possible for ITmanagement to be in control of these IT elementsand assets (e.g. hardware, software, documentation,licences, etc.).

According to ITIL terminology, such elements arecalled "configuration items" (CIs).

CIs show the interconnection of the individualelements in the IT infrastructure.



Configuration Management -Description

Well-functioning configuration management providesan enterprise with: Precise and up-to-date information on all components

which are required to perform a business process (fromthe point of view of service rather than of components)

More direct control over the IT assets used The ability to economically perform high-quality

informatics services Apart from this, configuration management provides

fundamental information for calculating costs and

invoicing work performed, within service levelmanagement "



Configuration Management – Tasks I Configuration Management Planning Determine the objective and extent of configuration management Take into account existing instructions, standards and processes concerning the

support organisations Develop nomenclature for the configuration items, if they do not exist already Determine the role and responsibilities of configuration management, together

with management

Determine what functions are required from configuration management Establish a workflow for operational processes Specify a timetable and a process for implementing configuration management

activities (configuration identification, checking, documentation of statuschanges, auditing)

Analyse integration requirements using third-party products Create a configuration management system design (CMDB, location, interfaces

to system management and support tools etc.) Provide training and coaching for employees Configuration Identification

The IT infrastructure configuration should be divided into unambiguously identifiableitems (CIs), so that these can be effectively checked, monitored and reported on,according to the requirements of the business. The degree of detail should bedetermined optimally, in line with the practical and individual requirements of theenterprise.



Configuration Management – Tasks II Control of Configuration Items (CIs) Register new CIs and their versions Document changes to CIs (status-update, changes to CI attributes, changes in

responsibilities, licence control, relationship to other CIs etc.) Document changed CIs based on changes Protect the integrity of configuration data Proof of Configuration Status Proof of status is periodically furnished in the form of reports. As a rule this

involves the following information: Unambiguous identification of the configuration elements including their

current status (installed, being tested, under development, etc.) The configuration baseline, the current release and its status Nomination of the person who is responsible for changes Unsolved problems, change-requests in relation to individual configuration

items Configuration Check and Audit Check that the processes of configuration management are being adhered to

Check that the consistency and integrity of the data is ensured Check that changes in configuration items are entered in a timely manner



Configuration Management – Keywords

Configuration Management Database CMDB The configuration management database CMDB

contains all the data required for the production of goods and services, including a description of the

individual configuration items and theirinterconnection (metadata). Providing the right degree of detail when defining

this database is of central importance forsuccessful and economical introduction of

configuration management “ CI

Configuration item: data entity to be described inthe CMDB



Configuration Management -Benefits

Increased effectiveness of the other disciplines withinservice support and service delivery, and thus improvedquality of service

Creation of an optimal overview of the IT infrastructure

in use, as a basis for inventory data and planning data More efficient administration of the IT resources used More efficient handling of incidents and problems Better control of hardware and software changes Easier adherence to legal provisions Improved monitoring and control of the assets used Simplified expense budgeting Support for contingency planning



Configuration Management – Key Performance Indicators

Quality and current status of data

Completeness (degree of coverage)

Availability to other servicemanagement processes

Process costs



Change Management



Change Management - Objective

The objective of change managementis to carry out changes economically

and in a timely manner with minimalrisk.



Change Management - Description

Experience shows that a high proportion of problems withIT service quality can be traced back to some change.

Changes to the IT infrastructure always result in problems,which cost much more to rectify than the actual cost of the

change itself. Such problems are enormously expensive, so that

enterprises and customers are increasingly reluctant toaccept them.

To be sure, every development of the IT infrastructure,whether relating to capacity management or problemmanagement, is associated with change measures whichin turn pose a degree of risk.

For this reason a very strict approach to effective changemanagement is sensible.



Change Management - Tasks

Receive and record requests for change (RfCs); Assess the ramifications, costs, benefits and risks of the

planned changes; Update the change / release plan;

Coordinate and control the implementation (in changeadvisory board, CAB); Monitor the success of implementation and report on it; Update the configuration management database; Complete and review the RfCs (post-implementation

review).



Change Management - Keywords RfC (Request for Change)

Requests for change (RfCs) are evaluated for possibleramifications, urgency, as well as costs and benefits.Subsequently, the changes are prioritised and released.

CAB Change Advisory Board The change advisory board assists in assessing the

ramifications of proposed changes, planning preparationand providing the required resources.

Classification takes place based on the risk (category)and the priority (urgency and pain factor) involved.

PIR Post Implementation Review Through subsequent review in the production

environment, the quality of the change and of thechange process is assessed. Measures should feed intothe continuous process of improvement.



Change Management – Key Performance Indicators

Number of successfully introducedchanges;

Ramifications of unsuccessful changes; Process costs;

Track record for meeting deadlines.



Change Management – Benefits

Controlled changes and thus fewer instances of loss of quality caused by changes;

Early detection of risks; Fewer changes involving errors or incidents; Valuable management information about planned and

implemented changes and their ramifications; More stable services and thus increased user productivity: Improved productivity of the IT specialists involved; Better ability to overcome times of high change-density; Ability to restore the original state, in the case of

problems.



Release Management



Release Management - Objective

The objective of release managementis successful planning and control of

hardware and software installations.



Release Management - Description

Change measures are bundled to keep downtime and risksto a minimum during hardware or software changes.

The term ""release"" refers to one or several authorised ITservices change measures.

Dependencies between a particular software version andthe hardware required to run it determine bundling of software and hardware changes which together with otherfunctional requirements constitute a new release.

Release management ensures successful planning andcontrol of hardware and software installations. The focus is

on protection of the productive environment and itsservices by using formal procedures and checks. Release management is carried out based on the

configuration management database so as to ensure thatthe IT infrastructure is up to date.



Release Management - Tasks

Determine the release policy; Define and implement releases; Carry out release tests and acceptance; Plan and implement rollout; Provide information and training prior to delivery; Install new or modified hardware; Store the released hardware in the definitive

hardware store (DHS);

Release, distribute and install the software; Store the released software in the definitive software

library.

l



Release Management – Release Types

Full release: All components of the release aredeveloped, tested, distributed and implementedtogether.

Delta release: Contains only those components (CIs)which have been modified since the last release.

Package release: Individual independent releases aswell as full releases or delta releases are combined inone package.

Emergency release: Emergency release is required inthe case of difficult or high-priority problem solutions.Emergency releases should be used very sparingly sincethey interrupt the normal release cycle and areextremely fault-prone.



Release Management - Keywords

DHS Definitive Hardware Store: Tested and releasedhardware is stored in a secure environment away fromthe production environment in one or several places.These replacement components and assemblies arekept at the same release level as the systems in theproduction environment.

DSL Definitive Software Library: The contents of software releases are documented, and the currentlyapproved software versions are stored as anautonomous component of the CMDB in a safeenvironment in the DSL . Backup copies are alwaysstored away from the premises. Furthermore, the DSLcontains documentation to identify the release status of all software in use.

R l M



Release Management – Release Policy The release policy defines the level of the IT

infrastructure that is to be controlled by definablereleases; Defines the nomenclature and the numbering system; Provides the delimitation between major and minor

releases. In addition, the provisions for an emergencyrelease are established; Maintenance-Windows for times, which are non-critical

to business, are defined. After these waiting times,releases can be installed;

The policy also serves as a guide for preparing therelease documentation (release notes);

A determination is made whether a rollback procedureis required in place, how the quality of the release isensured (review meetings, impact analyses etc.);

In the release policy, agreed roles and responsibilitiesare defined;

Software requirements so that it can be accepted in theDSL.

R l M t



Release Management – Release Plan

Release planning comprises the following: Define the release content; Coordinate roles and responsibilities; Coordinate phases (times, locations, business

sectors and customers); Prepare a release schedule; Plan the use of resources (including overtime); Prepare backup plan (roll-back);

Develop a quality plan for the release.

R l M t



Release Management – Benefits In conjunction with configuration management, change

management and the operational tests to be carried out, thefollowing benefits arise: Reduction of the error rate in released software and hardware; Minimization of service interruptions by synchronizing the release

through bundling of software and hardware components;

Certainty that the production hardware and software is of good(or known) quality; Stable test and production environments; Improved use of user resources through a combined effort

during testing of new releases; Proper monitoring and protection of the hardware and software

on which the organization is strongly dependent; Consistent software across all systems; Detection of incorrect versions or unauthorized copies; Reduction in the danger of virus infection or other unauthorized

interventions.

R l M t



Release Management – Key Performance Indicators

Process costs

Stability of hardware and software

Number of fault-free roll-outs delivered ontime

Number of errors found during testing

Software that has been installed in full

compliance with licence laws Number of viruses in the system



Service Support – Looking Back

Service Desk


Incident Management Problem Management

Change Management

Release Management



Service Delivery

Service Delivery is synonymous withthe provision of IT services that comeup to customer expectations. This is

ensured by the following processes: Service Level Management Capacity Management Availability Management IT Continuity Management Financial Management




S i L l M t



Service Level Management – Objective

The objective of service levelmanagement is to draw up, monitor

and control the service levelagreements and their underlyingservice quality.

Se i e Le el M n gement



Service Level Management – Description

Service level management is a central function of ITservice management and is responsible for qualitativeand quantitative control of the services.

The service level agreement (SLA) constitutes anessential element of service level management.

An SLA is an agreement between the IT organisation andits customers, wherein the services to be performed aredetermined end-to-end.

This includes both qualitative and quantitativespecifications, such as performance and availability of

these services. Internal safeguarding of service agreements is through

operation level agreements, OLAs.




Service Level Management – Description…

In addition, support agreements or maintenanceagreements are signed with external providers(underpinning contracts).

It is essential that in assessing service quality, servicelevel management takes into account all factors of service management.

Clear and intelligibly worded SLAs, which can bemeasured in practical application, are an importantprerequisite for the assessment and implementation of most activities within the IT organisation.

Detailed information contained in an SLA is used tomeasure system values.

It also provides the IT organisation with concrete figuresfor evaluation and subsequent measures.




Service Level Management – Keywords

Service Level Agreements At the very least, a service level agreement

should document or contain the followingelements: Parties involved and signatures;

A simple description of the service and theperformance characteristics; Agreed service times; Reaction times in relation to users, handling of

incidents and RfCs;

Targets of availability, safety and security, andcontinuity of service; Obligations of customers and providers; Critical business hours and exceptions.




Service Level Management – Keywords

Operation Level Agreements OLAs are internal agreements relating to the

supply of services by other internal supportorganisations.

OLAs separately describe the individualcomponents of the overall services performed forthe customer.

Often they contain an OLA for each support group

and an agreement for each supplier. OLAs and SLAs can be signed with external

suppliers to supplement external agreements.




Service Level Management – Keywords Service Catalogue

The service catalogue contains an overview of allservices to be performed including their characteristics.This catalogue documents a mutual understanding of all the services offered, as well as their components,

features, costs etc. The service catalogue should include the following: Information obtained about the services from the IT

operations; Customer and user requirements;

Persons responsible for maintaining and furtherdeveloping the catalogue. SIP

Service improvement program; measures for continuedimprovement of the SLM process.




Service Level Management – Tasks Negotiate and agree on service level requirements with

business and customers; Monitor and report on the actual service level (service level

reporting); Plan and implement continuous improvements in service

levels; Coordinate service management and service support

functions; Conduct service review meetings with customers; Implement service improvement programs; Monitor the changing requirements of the enterprise and

amend the service level agreements accordingly; Amend the operation level agreements and the support

agreements with external suppliers; Prepare and maintain a service catalogue.




Service Level Management – Benefits

The required level of service is unambiguous, consistentand measurable;

There is an appropriate balance between the desiredlevel of services and the costs incurred through this;

Exact specifications help achieve savings; Customer productivity is enhanced by the provision of improved services;

Objective proof of the service quality delivered helpsprevent differences of opinion;

The number and the ramifications of requirements that

were not planned-in are reduced; The relationship between the IT customer and the

provider is improved.




Service Level Management – Key Performance Indicators

Extent of coverage of the IT services;

Number of deviations from the agreedservice levels;

Customer satisfaction;

Availability of the services;

Performance of the services;

Process costs.



Capacity Management –

Capacity Management



Capacity Management – Objective

Capacity management ensures thatthe resources necessary to meet theagreed customer requirements areprovided economically.

Capacity Management



Capacity Management – Description

Capacity management ensures thatquantitatively and economically tenable ITcapacity is always available to cater for therequirements of the business in terms of

transaction volume, processing time andresponse time. Capacity management ascertains business

requirements for IT resources, forecasts theworkloads necessary to provide them andcarries out planning of the IT resources.

By means of performance management, theeffective performance of the resourcesprovided is documented.




Capacity Management – Tasks

Providing proof of economical capacity utilisation andthe preparation of a capacity plan is one of the mostimportant results of capacity management.

Determine customer requirements (=demandmanagement);

Transpose the requirements to system utilisation(=workload management); Determine the required resources (=resource

management); Prepare a capacity plan; Monitor the performance and carry out fine-tuning

(performance and tuning); Carry out improvements to achieve the agreed service

level.




Capacity Management – Keywords I

CDB The capacity management database contains

information about capacity utilisation and performanceof IT services

The input for the database comprises the following

information: Business data; Service data; Technical data; Financial data; Capacity utilisation data.

The following information can be compiled from theCDB: Service and components report (capacity utilisation); Exception reports; Capacity and planning data (forecasts).




Capacity Management – Keywords II

Demand Management Business requirements and growth expectations

based on business development are determinedby means of demand management. Business

plans and business strategies form the basis forthis.

Workload Management The IT services are adapted (expanded, service

times adapted, optimised etc.) on the basis of demand management.

Techniques used for this include trend analysis,simulation, and baseline method.




Capacity Management – Keywords III

Resource Management Administration and procurement of resources

(finances, physical resources, and employees)

Performance Management Monitoring, checking and regulating (e.g. by

prioritising) service performance

Capacity Plan

The capacity plan contains: Actual capacity utilisation;

Desired capacity utilisation;

Basis for budget planning.




Capacity Management Benefits Improved economy in the production of goods and servicesthrough better utilisation of the resources used. Reduction in the probability of capacity bottlenecks occurring; Better use of available resources; Basis for monitoring capacity costs and thus early detection of

step costs; Improvement in customer relationships; More precise definition of performance requirements; More precise forecasting concerning the expected

performance behaviour of systems; More efficient use of employees; Better structured procurement of hardware expansions; Improved understanding of the interrelationship between

performance problems and capacity problems.




Capacity Management Key Performance Indicators

Workload of IT services;

Reserves;

Number of bottlenecks;

Capacity utilisation rate of humanresources and systems;

Costs: economic use of resources;

Ability to meet deadlines whenproviding resources.



Availability Management

Availability Management –



Availability Management Objective

Using availability management, ensurethe availability of IT services asspecified by the customer.




Availability Management Description

Availability management provides for reliable access toIT services. Availability means that the customer willalways receive the expected services when they areneeded.

Good availability requires a low error or failure rate. If there is an incident or malfunction, it has to be rectifiedquickly.

Furthermore, availability management ensures thatmaximum benefit is gained from the existing IT

infrastructure and services. Such maximum benefit is ensured by reliability of theservices, and the ability to service and maintain the ITinfrastructure.




Availability Management Tasks

Determine availability requirements; Prepare availability forecasts and plan the required measures; Prepare an availability plan; Determine the actual availability; Prepare reports; Improve the agreed availability. Improvement of availability, for example, is achieved by

applying the following methods: CFIA component failure impact analysis; Fault-tree analysis;

CRAMM: risk analysis with a counter-measure plan; SOA system outage analysis; structured cause analysis; Ongoing improvement in conjunction with support

organizations.




Availability Management Keywords

Reliability (mean time between systemincidents or MTBSI) Reliability is the capacity to maintain

operational services. Maintenance orrestoration of services takes place in thefollowing steps: Error prevention;

Error detection (incidents); Error diagnosis (problems);

Error repair (known errors);

Restoration of the service.




Availability Management Keywords…

Maintainability (mean time to repair orMTTR) Maintainability is the ability to keep the

services operational. Maintenance orrestoration of services takes place in thefollowing steps: Error prevention; Error detection (incidents);

Error diagnosis (problems); Error repair (known errors); Restoration of the service.




Availability Management Keywords…

Serviceability Serviceability describes the performance

to which external suppliers are committedin relation to certain components of the IT

infrastructure or services" MTTR mean time to repair

(maintainability); MTBF mean time between failures

(availability); MTBSI mean time between systems

incidents (reliability).




Availability Management Benefits

IT services are designed and controlled sothat contracted availability is achieved;

Service quality improves; New systems become more economical;

The requirement for problem supportdiminishes; Maintenance and down time are reduced; Supplier performance is improved;

More detailed information is available forservice level negotiations; Existing IT resources are used more

efficiently.




Availability Management Key Performance Indicators

Costs can also be determined by assessing non-availability:

Productive time lost by customers; Productive time lost by IT resources;

Income lost; Overtime supplements for support teams; Materials consumed; Penalty for contract non-performance;

Image loss vis-à-vis customers; Lost business opportunities; Reduced customer satisfaction.



IT Service Continuity Management

IT Service Continuity



IT Service ContinuityManagement - Objective

The objective of IT continuitymanagement is to safeguard theperformance of services in anyeventuality based on planning andimplementation of preventivemeasures.




Se ce Co t u tyManagement - Description

Enterprises depend to a significant extent on theavailability and functionality of the informationtechnology in use.

Therefore, preparation for an eventuality, combinedwith business continuity management, assumes evergreater importance, with the specific goal of safeguarding the availability of services, takingpreventative measures to reduce the probability of failures and, if a catastrophic event should occur,restoring services in the required time.




yManagement – Description…

The IT continuity plan is always based on a higher-levelbusiness continuity management plan (BCM).

Strategic and business policy risk evaluation of ITservices has to be undertaken by businessmanagement.

Feasibility and expenditure are determined by IT; in thefinal analysis they thus have an influence on the servicelevel required.




yManagement - Tasks

Carry out risk analyses as part of businesscontinuity management;

Prepare recovery plans for IT services; Provide the required means; Provide employee training; Test and verify plans to be able to restore

the services in an emergency in the timerequired, safely and in a controlled way;

Keep the recovery plans up to date.




yManagement – Tasks…

Options for eventuality planning: Do nothing;

Manual conversion;

Mutual agreement;

Cold standby;

Warm Standby;

Hot Standby.




yManagement - Keywords

Risk: Risk refers to the possibility of suffering loss, damage,

disadvantage or destruction. It is thus the potential of undesirable negative effects arising from an event.

Cold standby: A cold standby solution for the case of a disaster exists if a

suitable failure location is provided for an eventuality, but noreplacement plant is kept readily Warm standby:

In the case of a warm standby solution, bypass systems forrestarting IT services are available in a second location.However, after an event has occurred, the data will first have tobe loaded before the service is available again.

Hot standby: In the case of a hot standby solution, the data on the bypass

environment is always kept up-to-date. In the case of an event,this system is immediately available for the user to continueoperations.




yManagement - Benefits

Restrictions to daily business in the case of acatastrophic event are reduced;

By implementing preventative measures, the numberof failures is reduced to a minimum;

Based on modern infrastructures, data loss in thecase of a catastrophic event can be / is prevented; In the case of a catastrophic event, IT services are

checked and brought back into service by trainedpersonnel.




Management – Key Performance Indicators

Business continuity service level (time delayand data loss in case of a catastrophicevent);

Investment and maintenance costs of the ITrecovery solution;

Test successes (technology, business cases,and current status of data);

Process costs.



Financial Management –



gObjective

Financial management provides thebasis for information on economicalcontrol, finance planning and costaccounting.




gDescription

Financial management is responsible for theidentification, calculation, monitoring and onwardallocation of costs for the customer's contracted ITservices.

By creating cost awareness, financial managementcan influence the behaviour of users and customersalike determining the true costs for providing ITservices serves as the basis for financialmanagement.

The pricing policy for the use of services by users

must be fair and transparent. Financial management also provides IT managementwith the basis for budget planning.




gTasks

Budgeting (budget planning) Prepare cost targets and performance targets; Prepare budget cost estimates; Prepare investment and financing plans.

Accounting (target/performance accounting) Determine the true cost of services offered; Determine standard cost unit rates; Monitor expenditure, target/performance comparison; Cost type, cost centre and cost unit accounting.

Charging (costing; invoicing for services) Prepare invoicing bases for each service; Calculate transparent and understandable prices for services

rendered; Influence customer behaviour through pricing; Allocate costs onward based on actual services received; Prepare invoices.




Keywords I

Costs: Actual costs, delimited physically and in time.

Expenditure: Accounting expenditure which includes undisclosed reserves.

Income: Actual income, delimited physically and in time.

Earnings: Accounting earnings which have not yet been delimited physically and in

time.




Keywords II

Cost types: Cost-type accounting shows the costs which have arisen during a

particular period. All costs are classified according to cost types (e.g. costof materials, personnel costs, cost of premises, hardware costs, orsoftware costs) and accrued against the expenditure in financialaccounting.

Cost centres:

Cost-centre accounting shows in which department of the enterprise costshave been incurred. For this reason, cost centres are formed, i.e. theenterprise is divided into sectors which provide uniform and calculableservices. In cost-centre accounting, overheads are charged to the costcentres according to the principle of causation.

Cost unit: In job-order cost accounting, direct costs and overheads within a

particular period of time are charged to the individual cost units. Costing

objects, such as IT services, which are listed in the service catalogue, arecost units.




Keywords III

Prime costs: Prime costs or direct costs can be charged directly to the individual

service (cost unit). There is thus a directly measurable causalrelationship between the creation of an IT service and the use of theservice.

Overheads: In contrast to the above, overheads or indirect costs cannot be

charged directly to the individual service because they are incurred jointly for several services or because individual charging is toocumbersome and too expensive (e.g. maintenance costs of centralserver units).

Fixed costs: Fixed costs are costs which are not affected by fluctuations in output

and use over a particular period. They are incurred irrespective of

the capacity utilisation rate and are thus constant (e.g. insurancepremiums). Variable costs:

Variable costs react directly to fluctuations in output and in thecapacity utilisation rate (e.g. consumables such as printercartridges).




Keywords IV

Step costs: Step costs are fixed only for particular utilisation intervals; they

increase in a stepped shape (e.g. acquisition of a new server unitbecause the capacity of the old unit is no longer sufficient).

Costing: Costing or cost calculation serves the purpose of determining the

costs of individual IT services. In this way the costs for controllingbusiness behaviour can be determined. Costing also provides thebasis for pricing.

Break-even: In profitable pricing, a business enterprise attempts to indicate a

profit target from which the price can be derived. This is based onthe prerequisite that apart from the desired profit, the businessenterprise knows the total cost curve and has sufficient IT service

capacity to satisfy the need (capacity management; demandmanagement). The break-even analysis helps show theinterrelationships between the variables mentioned. The break-evenpoint represents the intersection between the cost curve and theincome curve.




Benefits

Cost finding helps to: Promote cost-consciousness and thus economic use of resources

within IT departments; Support the IT investment strategy; Assess change measures from the point of view of costs;

Provide a basis for planning and budgeting; Make business decisions about each service provided; Set performance targets and monitor costs in the context of the

budget; Justify investments for new or improved services; Substantiate reasons for technical infrastructure renewal; Prioritise the use of resources.

Charges resulting are an accessory to: Monitoring services and investment plans; IT refinancing costs incurred; Influencing customer behaviour and thus overall cost reduction.





Adherence to the budget;

Degree of cost coverage;

Liquidity; Process costs.



Security Management

Security Management –



Objective

Using security management, the data andinfrastructures are to be protected so that Confidentiality is appropriately preserved; Integrity of information is ensured; Availability is ensured; Conducting a transaction is not denied; Obligations imposed by law, contractual

arrangements and supervisory bodies can be

fulfilled.




Description

Security is a moving target and almost invariably difficult to planand calculate because changes often originate from the outside inparticular when understanding a necessary technical innovation.

However, the integrity as well as protection of customer andbusiness data and of IT resources is crucial to the very survival of an enterprise.

Corporate management must therefore determine and documentthe security policy of the enterprise or the business sectors to besecured, set objectives and specify commitments for IT security.

Corporate management must further ensure that such objectivesand commitments are understood at all levels and areimplemented and maintained. In particular the following must beemphasised:

Clearly determined security objectives; A defined area of application; Principles and codes of conduct to be implemented; Maintenance of the security process in all disciplines of service

management.




Tasks I

Determine a corporate strategy for handlinginfrastructure critical to the enterprise;

List all IT processes and components, taking intoaccount interdependencies;

Determine and document respective criticality: Identify possible weak points; Assess the probability of damage occurring; Estimate the effects and extent of damage, taking into

account availability, confidentiality and integrity;

Determine the criticality category: non-critical, critical,or highly critical.




Tasks II

Verify the decision: Improve objectivity by comparisons and ranking tables; Assess the ability to influence sectors; Set priorities; if necessary, accept risk that some sectors might be

less well protected; Make a concluding assessment or management decision taking into

account possible consequences which are critical to the enterprise. Measures and concepts: Provide the necessary resources (finance, personnel, time, and

training); Safeguard and monitor basic protective measures for IT; Prepare a catalogue of measures to improve protection of the

systems rated as being highly critical; Prepare and extrapolate emergency plans; Implement and monitor measures and concepts (management

responsibility).

Security Management – d



Keywords

Confidentiality Confidentiality means ensured protection against

disclosure of information without permission of the owner.

Integrity Integrity means ensured that protection against

modification of information by unauthorisedpersons is ensured.

Availability Supply facilities, which are critical to maintaining

business operations, are designed taking intoaccount the use, risk of failure, necessaryavailability and confidentiality, and integrity of thedata resulting from the protective requirements.

Security Management – f



Benefits

Increase in the level of security for data,systems and applications;

Prevention of data loss; Ensured data integrity; Guarantee of data confidentiality; Compliance with statutory obligations

concerning data protection; Increased customer confidence; Increased awareness of employees about

security issues.

Security Management – K P f I di




Internal and external security audits;

Number of intrusions detected, firewallattacks, virus attacks etc.;

Damage which occurs during securityinfringements (image and repair);

Process costs.

Li k ITIL P



Links – ITIL Pages

ITIL Online; the official ITIL Page http://www.itil.co.uk

The ITIL and ITSM Directory http://www.itil-itsm-world.com/

The ITIL Tooling Page http://tools.itsmportal.net

IT SMF Forum http://www.itsmf.com/

OGC Office of Government Commerce http://www.ogc.gov.uk

ITIL Portal http://www.interpromusa.com/

Service Management Institute http://www.itsmi.com

ITIL Service Support Management http://www.itil-service-support-management.com

TÜV: IT-Services and Innovation http://www.tuv-secure-it.com/

EXIN ITIL Examination Institute http://www.exin-exams.com/

ISEB Examination Institute http://www.bcs.org/iseb/

Where you can get the ITIL books http://www.itilbooks.com/

ITIL Homour http://web.inter.nl.net/users/pwilkins/

ITIL Community www.itilcommunity.com

Li k S i M t



Links – Service Management

Change Management ResourceLibrary

http://www.change-management.org/

The Service Marketing Advisors http://www.itsma.com/

EFQM European Foundation forQuality Management http://www.efqm.org/new_website/

Helpdesk http://www.helpdesk.com/

The IT Service Capability MaturityModel http://www.itservicecmm.org/

SLM Learning Community http://www.slm-info.org/



Links B siness Contin it



Links – Business ContinuityThe Business Continuity Planning & Disaster Recovery Planning Directory http://www.disasterrecoveryworld.com/

Business Continuity Planning: Are yougetting it right?

http://www.businesscontinuityplan.co.uk/bcp/index.htm

Contingency Planning & ManagementOnline

http://www.contingencyplanning.com/

Business Continuity, ContingencyPlanning & Disaster Recovery

http://www.business-continuity-world.com/

The Contingency Planning Guide http://www.contingency-planning-disaster-recovery-guide.co.uk/

The Disaster Recovery Journal http://www.drj.com/

Links Security Management



Links – Security ManagementInformation Security http://www.security.kirion.net/Introduction to Security Risk Analysis http://www.security-risk-

analysis.com/index.htm

IT Audit http://www.theiia.org/itaudit/

The Encyclopedia of Computer Security http://www.itsecurity.com/

The SANS Institute http://www.sans.org/

BSI Bundesamt für Sicherheit in derInformationstechnik

http://www.bsi.de/

Enterprise Security Wold http://www.e-securityworld.com/

Information Security Forum http://www.securityforum.org

The standard of Good Practice forinformation security

http://www.isfsecuritystandard.com

Links Systems Management



Links – Systems ManagementCMG Computer Measurement Group,Inc.

http://www.cmg.org/

Enterprise Storage Forum http://www.enterprisestorageforum.com/

SNIA Storage Networking IndustryAssociation

http://www.snia.org/

SNIA Europe http://www.snia-europe.org/

Telemanagement Forum http://www.tmforum.org/

The Open Group http://www.opengroup.org

Links Project Management



Links – Project ManagementProject Management Online http://www.allpm.com/

Prince2 Home Page http://www.prince2.com

Key Skills Ltd (Prince2) http://www.ksl.org

International Project ManagementAssociation

http://www.ipma.ch/

The Project Management Institute http://www.pmi.org/

The Gantthead http://www.gantthead.com/Gantthead

Consultancy

Swiss Service Management ConsultancyCompany

http://www.glenfis.ch

ITIL Summary



ITIL Summary

Service Management Service Support

Service Desk Configuration Management Incident Management Problem Management

Release Management Change Management

Support Delivery Service Level Management Financial Management

Capacity Management Availability Management IT Service Continuity Management

itil concepts

Documents