10-02-20151ITIL2011 FOUNDATIONCOURSENIRAJ BHATTCor por at e Tr ai ner,Pr of essi onal Speaker & ManagementConsul t antParticipants Introduction Name Professional Experience Current Role What you know about ITIL10-02-20152Course Overview Introduction Service Management Common Terminologies Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Technology and ArchitectureITIL2011Foundation CourseINTRODUCTION10-02-20153History1980: Industries stared using IT as Services1980: CCTA in UK to study best practices1989: First Version V1 61 books1999: Second Version V2 7 books- Focus on Service Support and Service Delivery2001: CCTA merged with OGC2007: Third Version V3 Major Structural changes2011: Forth version ITIL2011 with additional processesWhat is ITIL?ITIL is a framework- of best practice techniques - to facilitate the delivery of high-quality IT ServicesITIL outlines- An exhaustive set of Management Procedures - to support organizations in achieving both- Value and Quality in IT OperationsITIL provides a systematic approach- To the provisioning and management of IT Services- From inception to design, transition, operation & CI10-02-20154ITIL PhilosophyCapture industry best practiceOrganization should adopt and adaptNo standards!- Set of guidelines used by organizations worldwide- Scalable to any size of organization and platform independent- No organization has to go for certification for ITIL- ISO/IEC 20000 provides a formal and universal standards for organization seeking to have their service management capabilities audited and certified- ITIL offers a body of knowledge useful to achieve the standardWhy ITIL?Organizations dependency on IT service is increasingHigher visibility of failureMore exacting users requirementsIncreased complexity of the infrastructureChanging for IT servicesCompetition for Customers10-02-20155ITIL ObjectivesReduce CostImprove AvailabilityTune CapacityIncrease ThroughputOptimize resource UtilizationImprove ScalabilityAlignment ofBusiness & ITOrganization Objective- Revenue generation $$$, Brand & Reputation, New MarketsCore Business Processes- Retail, Advertisement & MKT, Procurement, Online StoresIT Service Organization- Website, Email, Online Store, HW, SW, ERP etc.IT Service Management- Ensures that IT Service Provisions are as per what is needed, available when needed and are with right cost and time10-02-20156IT Service Management (ITSM)What?- The effective and efficient, process driven management of quality IT ServicesWhat is the value add?- ITSM is business aligned and has a holistic Service Lifecycle approachService Management is a set of specialized organizational capabilities for providing values in the form of servicesAttributes ofService Management10-02-20157ITIL V3/2011 CoreITIL2011Foundation CourseCOMMONTERMINOLOGIES10-02-20158Fundamental UnderstandingIT Service ManagementIT InfrastructureCapabilitiesProcessesFunctionsBest PracticesGood PracticesRole & RACI ModelIT InfrastructureHardware Components- Desktops, Servers, Networks, I/O Devices etc.Software Components- OS, DB, Mail, Apps, Tools etc.Service Level AgreementsTechnical / User DocumentsReports- Availability, Capacity, Performance etc.Staff- Roles, Responsibilities, Skills etc.10-02-20159Service Management OverviewService Management is a set of specialized organizational capabilities which take the form of:- Processes- Function- RolesThe core of service management is the act of transforming resources into valuable services, providing value to its customers in the form of servicesThese organizational capabilities are functions and processes for managing services throughout lifecycleProcessesProcess is a structured set of activities designed to accomplish a specific objectiveTakes one or more inputs and tern them into defined outputsIt includes all of the- Roles & responsibilities- Tools- Management Controlthat are required to deliver the outputs reliably10-02-201510ProcessesProcess are closed-loop systems- Provide change and transformation towards a goal- Use feedback for self-reinforcing and self-corrective actionProcesses become strategic assets when they create competitive advantage and market differentiationProcess CharacteristicsMeasurable- Process is performance driven and measurable on the aspect of cost effectiveness, cycle time and productivitySpecific Results- Delivers specific, individually identifiable & countable resultCustomer- Delivers its primary result to a customer/stakeholderRespond to specific events- It should be traceable to a specific trigger10-02-201511Process ElementsMeasurementsIF YOU CANS MEASURE IT, YOU CANT MANAGE ITTo manage and control the process to get desire outcome they need to be monitored and measuredCare must be taken on what to measure and howMeasurement will impact behavior so if you measure wrong parameter or record correct parameter wrong, it would result into wrong behaviorOnly the metrics that encourage movement towards business objective should be used10-02-201512Metrics TypesProgress- Milestones and deliverables in the capability of the processCompliance- Compliance of the process to governance requirements, regulatory requirements and compliance of people to the use of the processEffectiveness- The accuracy and correctness of the process and its ability to deliver the right-resultEfficiency- Productivity, speed, throughput & resource utilizationThe Process ModelA process model enables understanding and helps to articulate the distinctive features of a processProcess control can be defined as the activity of planning and regulating a process, with the objective of performing a process in an effective, efficient and consistent mannerProcesses should be defined, documented and controlled. After they are under control, they can be repeated and they become manageableDegree of control over processes can be defined. Then process measurement and metrics can be built in to the process to control and improve the process10-02-201513Process ExampleGoal- Bake a CakeInput- Ingredients like Milk, Sugar, Chocolate, Eggs, Flour etc.Activity or Interrelated Activities- Mixing ingredients, pre-heat the oven, back, decorateMeasurement- How much, how long, what temperature etc.Guidelines / Norms- Recipe GuidelinesOutput!!! CAKE !!!FunctionsFunctions are units of organizations- Specialized to perform certain type of work- Responsible for specific outcomesFunctions are:- Self contained entries- Provide structure to the organization- Define roles and associate responsibility- Leads to specialization and optimization10-02-201514Best PracticeBest Practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in the particular fieldBest Practice is based on:- More than one person- More than one organization- More than one technology- More than one eventWhy Best PracticeIt provides a starting pointIt presents guidelines, not regulationsIt promotes internal directionIt is genericIt builds a basis for professionalism10-02-201515Good PracticesGood practices: Practices that are widely used in industry by companies getting good resultsReason to adopt good practices:- Dynamic environments- Performance PressureBenefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in capabilitiesSources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices etc.ServiceService is:- A means of delivering value to customer by- Facilitating outcomes customers want to achieve- Without the ownership of specific costs and risksService can be made up of hardware, software and communication components, but is perceived as a self-contained, coherent activity10-02-201516Service & Customer SatisfactionProduct:- The satisfaction comes after usageService:- The satisfaction happens while it is being consumedProcess Owner Vs. Service OwnerProcess Owner:- A process owner is responsible for ensuring that the process is fit for the desired purpose and is - Accountable for the output of that processService Owner:- A service owner is accountable for the delivery of specific IT Service and- Responsible for continual improvement and management of change effecting services under their care10-02-201517Service OwnerActs as a primary customer contact for all service related enquiries and issuesEnsure that ongoing service delivery meet agreed customer requirementsIdentify opportunities for service improvement and take actionsLiaise with required process owners throughout the service management life cycleAccountable for the delivery of the serviceProcess OwnerDefines the process strategyAssist in the process designEnsures that the process document is available and updatedDefine policies and standards to be employed through out the processAudit the process to ensure compliance to policy and standardReview the process strategy and change it if requiredProvide process resource10-02-201518RoleA set of responsibilities, activities and authorities granted to a person or teamOne person or team may have multiple rolesRACI ModelResponsible (the Doer)- The individual(s) who actually completes the taskAccountable (the Manager)- The individual who is ultimately responsible- Only 1 person can be accountable for each task- Yes or No authority and veto powerConsulted (the Gyannis)- The individual(s) to be consulted prior to final decision or action- Involvement through input of knowledgeInformed (the Keep in loop types)- The individual(s) who needs to be informed after decision or action is taken10-02-201519ITIL2011Foundation CourseSERVICESTRATEGYService Strategy1. Service Portfolio Mgt2. Finance Management3. Demand Management10-02-201520What is Strategic?How services provide differentiated ValueBeing lower-cost provider is not sufficientYou also should give strategic advantageGoals and Objectives ofSSGoal is to help service providers to:- Operate and grow successfully in the long-term- Provide the ability to think and act in a strategic mannerObjectives are:- To provide direction for- Growth- Prioritizing investments and- Defining outcomes- Against which the effectiveness of service management may be measured- To influence organizational attitudes and culture towards the creation of value for customers through services- To ensure effective communication, coordination and control among various parts of a service organization10-02-201521Business Values ofSSSets clear direction for everyone for quicker decision making thereby improving business efficiencyHelps service organization to prioritize investments to get planned returnsHelps building strategic assets which add value to businessGuides entire SD, ST & SO in a coherent manner for effective service operationsService Provider and TypesService Provider:- An organization supplying services to one or more Internal or External CustomersTypes of business models or service providers- Type I Internal Service Provider- Type II Shared Services Unit- Type III External Service Provider10-02-201522Different sourcing approachesIn sourcing: Utilizing internal resourcesCo-sourcing: Often a combination of in & out sourcingPartnership: Strategic partnershipOutsourcing: Utilizing external organization resources- Business Process Outsourcing (BPO): Entire business process or function is outsourced- Application Service Provision (ASP): Application on demand- Knowledge Process Outsourcing (KPO): Domain-based processes and business expertiseBusiness CaseBusiness case is a decision support and planning tool that projects the likely consequences of business action.A financial analysis is frequently at the central of a good business case10-02-201523Business CaseRisk10-02-201524RiskRisk is defined as uncertainty of outcome, whether positive opportunity or negative threatManaging to risk requires the identification and control of the exposure to risk, which may have an impact on the achievement of an organizations business objectives.Service Strategy - OverviewWhat services should be offered and to whom?How the internal and external market places for these services should be developedWhat you do and how you do, will it differentiate you from the existing and potential competition in these market places?How the customer(s) and stakeholders will perceive the measure value, and how this value will be created?10-02-201525Service Strategy - OverviewHow customer will make service sourcing decisions with respect to use of different types of service providersHow visibility and control over value creation will be achieved through financial management?How the robust business case will be created to secure strategic investment in service assets and service management capabilitiesHow the allocation of available resources will be tuned to optimal effect?How service performance will be measured?The Key Principle = Value10-02-201526Service Assets used for value creationKey Processes in SSStrategic Management of IT ServicesService Portfolio ManagementDemand ManagementBusiness Relationship Management10-02-201527Strategy Management ofIT ServicesObjective:- To access the service providers offerings, capabilities, competitors and well as current and potential market places in order to develop a strategy to serve customers- Once the strategy has been defined, Strategy Management for IT Services is also responsible for ensuring the implementation of the strategyService PortfolioThe Service Portfolio is the complete set of services that is managed by a Service ProviderManages the entire Lifecycle of all services and includes three categories:- Service Pipeline (Proposed on in development)- Service Catalog (Live or available for development)- Retired ServicesActs as the basis of a decision framework because it allows the management to compare and contrast various ideas so that the most viable and valuable can be further developed as a service10-02-201528Service PortfolioDesigned in SD but owned and managed in SSFocuses on:- Why should the customer buy these services- Why should they buy these services from you- What are the pricing and chargeback models- What are my strength, weaknesses, priorities and risks- How should my resources and capabilities are allocatedService Portfolio10-02-201529SPM GoalsGoal- To manage Service Portfolio by considering services in terms of the business value they provideObjective:- Define: Inventory services, ensure business case and validate portfolio data- Analyze: maximize portfolio value, align and prioritize and balance supply vs. demand- Approve: finalize process portfolio, SPM ObjectiveDefine:- Ensure Business Case & Validate Portfolio DataAnalyze:- Maximize Portfolio Value- Align & prioritize and balance supply vs. demandApprove:- Finalize process portfolio- Authorize services & resourcesCharter:- Communicate decision- Allocate resources and charter services10-02-201530Demand Management GoalGoal- Understand and influence Customer demand for Services and provide capacity to meet these demandsPlease note:- At a Strategic level Demand Management can involve analysis of Patterns of Business Activity and User Profiles- At a Tactical level it can involve use of Differential Charging to encourage Customers to use IT services at less busy times- It is very closely linked to capacity managementDemand Management ConceptConsumption produce demands and production consumes demand in highly synchronized pattern. Unlike products, services can not be produced in advance and stocked ready for consumption10-02-201531Service Strategy Processes - DMBusiness Processes are the primary source of demand for services. Patterns of business activity influences the demand pattern seen by service providersWhere there is capacity plan in place, this increase in demand will have been foreseen, and so created for when planning the servicesDifferent users and business units will have different requirements on the services. Part of the role of Demand Management is to understand these patterns and profilesOnce these patterns have been understood, different Service Level Packages (SLPs) can be compiled to meet the different needs of each usersUnderstanding SLP10-02-201532Finance ManagementImportant Concepts:- Budgeting Total budget after planning- Accounting Actual expense tracking and its accounting- Reporting Providing reports and P&L to top authorities- ChargingBusiness Relationship ManagementGoal- Establish a strong business relationship with the customer by understanding the customers business and their customers outcomesObjective- The process is responsible for maintaining a positive relationship with the customer, identify customer needs, ensure that the service provider is able to meet these needs with an appropriate catalogue of services10-02-201533SS Key Roles and ResponsibilityBusiness Relationship Manager (BRM)- Establish a strong business relationship with the customer by understanding the customers business and their customers outcomes. BRM works closely with the Product Managers to negotiate productive capacity on behalf of customersProduct Manager (PM)- Takes responsibility for developing and managing services across the life-cycle, and have responsibilities for productive capacity, service pipeline and the services, solutions and packages that are presented in the service cataloguesSS Key Roles and ResponsibilityChief Sourcing Officer (CSO)- Is a champion of the sourcing strategy within the organization, responsible for leading and directing the sourcing office and development of the sourcing strategy in close conjunction with the CIO10-02-201534SS RolesDirector of Service ManagementContract ManagerProduct ManagerProcess OwnerBusiness RepresentativeITIL2011Foundation CourseSERVICEDESIGN10-02-201535Service Design1. Service Catalogue Mgt2. Service Level Mgt3. Capacity Mgt4. Availability Mgt5. Service Continuity Mgt6. Information Security Mgt7. Supplier MgtService DesignObjective:- Design services to satisfy business objectives, based on the quality, compliance, risk and security requirements- Delivering more effective and efficient IT Services- Coordinating all design activities for IT services to ensure consistency and business focus10-02-201536The 4Ps ofDesignPeople:- People, skills and competencies involved in provisioning of IT servicesProduct / Technology:- The technology and management system used in the delivery of IT servicesProcesses:- The processes, roles and activities involved in the provision of IT servicesPartner / Supplier:- The vendors, manufacturers and suppliers used to assist and support IT service provisionFive major areas ofService DesignDesign of:- New or changed service A Solution- Service Management systems and tools, especially the Service Portfolio, including the Service Catalogue- Technology Architecture - The Processes required How do you operate & improve?- Measurement methods and metrics10-02-201537Service Design PackageService Design Package (SDP) is a document defining all aspects of an IT service and its requirement through each stage of its lifecycleSDP is produced for each new IT Service, Major change or IT Service RequirementService Level Management GoalsThe goal is to ensure:- An agreed level of IT service is provided for all current IT Services- Future services are delivered to agreed achievable targets- Proactive measures are taken to seek and implementimprovements to the level of service delivered10-02-201538Service Level Management Basic ConceptsSLA Service Level AgreementOLA Operational Level AgreementUC Underpinning ContractSLR Service Level RequirementsSLAM Chart SLA Monitoring Chart- RAG / Red Amber Green ChartService Level AgreementAn agreement between an IT Service Provider and a CustomerThe SLA describes the IT service, documents Service Level Targets, and specifies the responsibilities of the IT Service Providers and the CustomerSingle SLA can cover multiple services or multiple customers10-02-201539Operational Level AgreementAn agreement between an IT Service Provider and another part of the same OrganizationAn OLA supports the IT Service Providers delivery of IT Services to CustomerOLA defines the goods or services to be provided along with the responsibilities of both partiesExamples- Service Provider, Procurement Dept. to obtain HW on time- Service Desk, Support Team for incident resolution on timeUnderpinning ContractContract between an IT Service Provider and a Third Party ProviderThe Third Party Providers gives goods or services that support delivery of an IT service to a CustomerDefine targets and responsibilities that are required to meet agreed Service Level Targets committed in SLAEnforceable at LAW10-02-201540Service Level Management ObjectiveThe objectives are:- Define, document, agree, monitor, measure, report and review the level of IT services provided- Provide and improve the relationship and communication with the business and customers- Ensure that specific and measurable targets are developed for all IT services- Monitor and improve customer satisfaction with the quality of service delivered- Ensure that IT and the customers have a clear and unambiguous expectation of the level of service to be delivered- Ensure that proactive measures to improve the levels of service delivered are implemented wherever it is cost-justifiable to do soService Level Management DefinitionsService Catalogue (SC)- List of all IT services provided which can come into scope for SLAs. Also lists users of the service and their maintainersService Level Requirement (SLR)- List of all customer requirements for the serviceService Improvement Program (SIP)- Management can instigate a SIP to identify and implement what ever actions are necessary to overcome any difficulties and restore service quality10-02-201541SLA FrameworkService-based SLA- This is where an SLA covers one service, for all customers of that service- Example: An SLA may be established for an organizations Premium Internet Service covering all the customers of that service- This is more common where common levels of service are provided across all areas of the business, such as e-mail or telephony, the service-based SLA can be an efficient approach to useSLA FrameworkCustomer-based SLA- This is an agreement with an individual customer group, covering all the services they use- Example: Agreement with the finance department to maintain the finance system, the accounting system, they payroll system, the procurement system or any other IT systems that they use- Customer always prefer such type of agreements, as all of their requirements are covered in a single document- Single Document which simplifies the issue10-02-201542SLA FrameworkMulti-level SLAs- SLA at the multiple layers of the organization- Corporate Level Covering all the generic SLM issues appropriate to every customer throughout the organization. These issues are likely to be less volatile, so updates are less frequently required- Customer Level covering all SLM issues relevant to the particular customer group or business unit, regardless of the service being used- Service Level covering all SLM issues relevant to specific service, in relation to a specific customer groupSLAM Chart / RAG Chart10-02-201543SLAM Chart / RAG ChartService Level Management KPIsPercentage reduction in SLA targets missedPercentage reduction in SLA targets threatenedPercentage increase in customer perception and satisfaction of SLA achievements, via service reviews and Customer Satisfaction Survey responsesPercentage reduction in SLA breaches caused because of third-party support contracts (unpinning contracts) & internal Operational Level Agreements (OLA)10-02-201544Service Level Management ChallengesIdentifying suitable customer representatives with whom to negotiateA lack of accurate input, involvement and commitment from the business and customersThe tools and resources required to agree, document, monitor, report and review agreements and service levelsThe process becomes a bureaucratic, administrative process rather than an active and proactive process delivering measurable benefit to the businessActivitiesDetermine, document and agree requirements fornew services and produce the SLRsMonitor Service Performance against SLACollate, Measure and Improve Customer SatisfactionProvide Service ReportsConduct Service Reviews and Instigate improvementswithin an overall SIPReview and revise SLAs, service scope andunderpinning agreements10-02-201545Service Catalog ManagementThe Goal is to ensure:- That a Service Catalogue is produced and maintained- It contains accurate information on all operational and planned servicesThe Objectives are:- Manage the information contained within the Service Catalogue- Ensure accuracy in current details, status, interfaces and dependencies for all services in scope (Scope:All services that are being transitioned or have been transitioned)Catalog Managers ActivitiesEnsuring that all operational services and all services being prepared for operational running are recorded within the Service CatalogueEnsuring that all the information within the Service Catalogue is accurate and up-to-dateEnsuring that all the information within the Service catalogue is consistent with the information within the Service PortfolioEnsuring that the information within the Service Catalogue is adequately protected and backed up10-02-201546Service Catalog Business & TechnicalService CatalogBusiness Service Catalogue:- Details of all the IT services from customers perspective- Relationships to the BU and Business Processes- Customers view of the Service CatalogueTechnical Service Catalogue:- Details of all the IT services from IT perspective- Relationships to the supporting services10-02-201547Capacity Management Goal & ScopeGoal is to ensure that:- Cost-justifiable IT Capacity is matched to the current and future agreed needs of the business in a timely mannerScope:- IT Services- IT Components- ResourcesCapacity Management ObjectivesProduce and maintain an appropriate and up-to-date Capacity Plan, which reflects the current and future needs of the businessProvide advice and guidance to all other areas of the business and IT on all capacity and performance related issuesEnsure that service performance achievements meet or exceed all of their agreed performance targets, by managing the performance and capacity of both services and resources10-02-201548Capacity Management ObjectivesAssist with the diagnosis and resolution of performance and capacity related incidents and problemsAssess the impact of all changes to the Capacity Plan and the performance and capacity of all services and resourcesEnsure that proactive measures to improve the performance of services are implemented wherever it is cost-justifiable to do soCapacity Management ConceptBalancing costs against resources needBalancing supply against demandSub-processes- Business Capacity Management- Service Capacity Management- Component Capacity ManagementModelingDemand ManagementApplication Sizing10-02-201549Business Capacity ManagementTranslates business needs an plans into- Requirement of IT Service - IT InfrastructureAnd ensure that future business requirements- Quantified- Designed, Planned and Implemented in timely mannerService Capacity ManagementFocuses on- Management, control and the prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloadAnd ensure that performance of all services- is monitored and measures as defined in SLAs and SLRs- Data is collected, recorded, analyzed and reported10-02-201550Component Capacity ManagementFocuses on- Management, control and the prediction of the performance, utilization and capacity of individual IT Technology ComponentAnd ensure that all components with finite resources- Are monitored and measured- Data is collected, recorded, analyzed and reportedCapacity Management - ResponsibilitiesFor IT Services and IT Components- Ensuring adequate IT capacity to meet required levels of services- Identifying capacity requirements of business- Understanding current usage profile and the maximum capacity- Sizing all proposed new services and systems to ascertain capacity requirements10-02-201551Capacity Management ProcessWhat is AvailabilityAvailability of Configuration Item or IT Service to perform its agreed function when requiredNote:- Availability is determined by Reliability, Resilience, Maintainability, Serviceability, Performance and Security- Availability is usually calculated as a percentage. This calculation is often based on Agreed Service Time and Downtime- It is good practice to calculate availability using measurements of the Business output of the IT Service 10-02-201552Some DefinitionsReliability:- A measure of how long a service, component or CI can perform its agreed function without interruptionResilience:- Refers to the ability of an IT service or component to remain functional when one or more components are failedMaintainability:- A measure of how quickly and effectively a service, a component or a CI can be restored to normal working after a failureServiceability:- The ability of a third party supplier to meet the terms of their contractsAvailability Management ObjectivesProduce and maintain Availability Plan reflecting current and future needsProvide advice and guidance on all availability-related issuesEnsure availability achievement meets agreed targetsAssist with the diagnosis and resolution of availability related incidents and problemsAssess impact of changes on Availability PlanEnsure proactive and cost-effective measures to improve the availability10-02-201553Availability Management ActivitiesEnsuring that all existing services deliver the levels of availability agreed with the business in SLAsEnsuring that all new services are designed to deliver the levels of availability required by the business and validation of the final design to meet the minimum levels of availability as agreed by the business for IT servicesAssisting with the investigation and diagnosis of all incidents and problems that causes availability issues or unavailability of service or componentParticipating in IT infrastructure design, including specifying the availability requirements for hardware and softwareIT Service Continuity ManagementGoal is to:- Support the overall Business Continuity Management planScope:- Services, computer systems, networks, applications, data repositories, telecommunication, environment, technical support and Service Desk- Also includes Resources (People)10-02-201554ITSCM ObjectivesObjectives are ensuring that:- Required IT technical and service facilities can be resumed- Within required and agreed business timescales- Following a major disruptionBusiness Impact AnalysisThe purpose is:- To quantify the impact loss of IT service would have on the business.10-02-201555ITSCM - ResponsibilitiesPerforming Business Impact Analysis for all existing and new servicesImplementing and maintaining the ITSCM process, in accordance with the overall requirements of the organizations Business Continuity Management process andRepresenting the IT services function within the Business Continuity Management processEnsuring ITSCM plans, risks and activities are capable of meeting the agreed targets under all circumstancesPerforming risk assessment and risk management to avert disasters where practicalITSCM - Lifecycle10-02-201556Information Security ManagementGoal of ISM is to:- Align IT security with business security and- Ensure that information security is effectively managed in all service and Service Management activitiesScope:- Should cover use and misuse of all IT systems and services for all IT security issuesInformation Security ManagementThe Objective of information security is to:- Protect the interests of those relying on- Information, systems and communicationsFrom harm resulting from failures of- Availability- Confidentiality &- Integrity10-02-201557ISM Concepts Security PolicyThe overall Information Security PolicyUse and misuse of IT assets policyAn access control policyA password control policyAn e-mail / internet / anti-virus policyAn information classification policyA remote access policySupplier access of IT services & componentAn asset disposal policyISM ResponsibilitiesDeveloping and maintaining the Information Security Policy and a supporting set of specific policiesEnsuring appropriate authorization, commitment and endorsement from senior IT and business managementCommunicating and publicizing the Information Security Policy to all appropriate partiesEnsuring that the Information Security Policy is enforced and adhered toIdentifying and classifying IT and information assets (Configuration Items) and the level of control and protection required10-02-201558ISM Key ActivitiesProduction, review and revision of an overall Information Security Policy and a set of supporting policiesCommunication, implementation and enforcement of the security policiesAssessment and classification of all information assets and documentationImplementation, review, revision and improvement of a set of security controls and risk assessment and responsesISM Key ActivitiesMonitoring and management of all security breaches and major security incidentsAnalysis, reporting and reduction of the volumes and impact of security breaches and incidentsSchedule and completion of security reviews, audits and penetration tests10-02-201559SupplierA Third Party responsible for supplying goods or services that are required to deliver IT ServicesExamples:- Commodity hardware and software vendors- Network and telecom providers- Outsourcing OrganizationsSigning a contract is must. These contracts are known as Underpinning Contracts (UC)Supplier Management Goal and ScopeGoal:- To manage suppliers and the services they supply, to provide seamless quality of IT service to the business, ensuring value for money is obtainedScope:- Should include the management of all suppliers and contracts needed to support the provision of IT services to the business10-02-201560Supplier Management Concepts,TermsSupplier and Contract Database (SCD):- Holds the information needed by all sub-processes within Supplier ManagementContract:- Legally binding agreement between two partiesSupplier Categorization:- The amount of time and effort spent managing the supplier and the relationship can then be appropriate to its categorizationSupplier & Contract Database10-02-201561ITIL2011Foundation CourseSERVICETRANSITIONService Transition1. Change Management2. Service Asset & Configuration Mgt3. Release and Deployment Mgt4. Transition Planning and Support5. Service Validation and Testing6. Evaluation7. Knowledge Management10-02-201562Service TransitionThe ultimate goal of the Service Transition Lifecycle is to assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfullyGoals ofService TransitionSet customer expectations on how the performance and use of the new or changed serviceEnable the business change project or customerReduce variations in the predicted and actual performanceEnsure that the service can be used in accordance with the requirements and constraints specified within the service requirements10-02-201563Scope ofService TransitionManaging the complexity associated with changes to services and Service Management processesAllowing for innovation while minimizing the unintended consequences of changeThe introduction of new servicesChanges to existing services, e.g. expansion, reduction, change of supplier, acquisition or disposal of section of user base or suppliers, change of requirement or skills availabilityDecommissioning and discontinuation of services, applications or other service componentsTransfer of servicesPrinciples ofService TransitionDefine and implement a formal policy for Changes through Service TransitionMaximize re-use of established processes and systemsAlign Service Transition plans with the business needsEstablish and maintain relationships with stakeholders with effective controlsProvide systems for knowledge transfer and decision supportPlan release and deployment packages10-02-201564Principles ofService TransitionAnticipate and manage course correctionsProactively manage resources across Service TransitionEnsure early involvement in the service lifecycleAssure the quality of the new or changed serviceProactively improve quality during Service TransitionService Transition ProcessesTransition Planning and SupportChange ManagementService, Asset and Configuration ManagementRelease and Deployment ManagementService Validation and TestingEvaluationKnowledge Management10-02-201565Service Transition ProcessesTransition Planning and SupportChange ManagementService, Asset and Configuration ManagementRelease and Deployment ManagementService Validation and TestingEvaluationKnowledge ManagementTransition Planning and SupportGoal:- Plan and coordinate the resources to ensure that the requirements of Service Strategy encoded in Service Design and effectively realized in Service Operation- Identify, manage and control the risks of failure and disruption across transition activities10-02-201566Transition Planning and SupportConcepts:- Service Design Package is created in collaboration with customers, external and internal suppliers and other relevant stakeholders- This SDP is designed and developed in the Service Design Phase and passed on to Service Transition Phase so it can be passed on to Business / Service OperationService Transition ActivitiesTransition StrategyPrepare for Service TransitionPlanning an Individual Service TransitionIntegrated PlanningAdopting Program and Best Project Management PracticeReview of Plans10-02-201567Service ChangeThe addition, modification or removal of authorized, planned or supported service or service component and its associated documentationThe Service Portfolio provides a clear definition of all current, planned and retired servicesUnderstanding the Service Portfolio helps all parties involved in the Service Transition to understand the potential impact of the new or changed service on current services and other new or changed servicesChange Management Purpose, GoalGoals are to:- Respond to the customers changing business requirements while maximizing value and reducing incidents, disruption and re-work- Respond to the business and IT requests for change that will align the services with the business needsPurpose:- Standardized methods and procedures are used for efficient and prompt handling of all changes- All changes to service assets and configuration items are recorded in the Configuration Management System- Overall business risk is optimized10-02-201568Change Management ObjectivesObjective of ChM Process is:- To ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled mannerChange authority:- Formal authorization is obtained for each Change from a Change authority that may be a role, person, or group of peopleRequest for Change (RFC)RFC is:- A formal communication seeking an alteration to one or more configuration items (CI)CI is:- Any component that is managed through formal control of Change ManagementChange request can take severalformsDifferent types of change may require different types of change request10-02-201569Change TypesChange Types are: Standard and EmergencyStandard Change- A change to a service or infrastructure for which the approach is pre-authorized by Change Management that has an accepted and established procedure to provide a specific change requirement- Example: upgrade of a PC to use pre-budgeted S/W or Desktop move for a single userChange TypesEmergency Change- A change that must be introduced ASAP- Emergency change is the highest priority change that can be defined in an organization- Emergency change needs to be evaluated, assessed and either approved or rejected in short space of time10-02-2015707Rs ofChange ManagementImpact Assessment- 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 implementation of the change?- What is the RELATIONSHIP between this change and other changes?Change Management Process10-02-201571Change Manager - RoleRole of Change Manager:- Receive, record, prioritize, categorize the RFC- Evaluate RFC- Select CAB members and coordinate CAB/ECAB meeting- Assess authorize and schedule changes- Review changes to have met their objectives- Analyze the change trendsChange Management Process - BoardChange Advisory Board (CAB)- CAB is a body that exists to advise the change manager - About the decisions on change and - To assists change management in the assessment and prioritization of changes- It should comprise of Change Manager, User Manager, Developers, Technical Consultants, Third Party Representative- Change Manager normally chairs the CAB activity- E-CAB: A subset of a CAB members designed to be convened in for decision making in case if urgent / emergency changes10-02-201572Change Management KPIsTop five indicators- Unauthorized changes (Above zero is unacceptable)- Unplanned outage- A Change Success Rate- Number of Emergency Changes- Project Implemented on Time / Delayed by how muchChange Management BenefitsPrioritizing and responding to change requestsReducing failed changes to service disruptionDelivering change promptlyTracking changes through the Service Life Cycle, contributing to better estimation of the quality, time and cost of changeReducing disruption due to high levels of unplanned or emergency changesReduce the Mean Time to Restore Service (MTRS) through quicker and more successful implementation of corrective changes10-02-201573Service Asset & Configuration Mgmt.- GoalThe goals are to:- Support the business and customers control objectives and requirements- Support Service Management processes by providing accurate configuration information to enable people to make decisions- Minimize the number of quality and compliance issues- Optimize the service assets, IT configurations, capabilities and resourcesSACM Objective & ScopeObjective:- To define and control the components of services and infrastructure and maintain accurate configuration information on the historical, planned and current state of the services and infrastructureScope:- It covers service assets across the whole service lifecycle- It provides a complete inventory of assets and who is responsible for their control10-02-201574Configuration Item (CI)A configuration item (CI) is an asset, service component or other item that is, or will be under the control of Service Asset & Configuration ManagementExamples:- Entire / Partial IT Service- Hardware / Software- Documentation / Technical / SLA- People / Staff- AccommodationConfiguration Management SystemA set of tools and databases that are used to manage an IT Service Providers Configuration dataThe CMS also includes information about Incidents, Problems, Known Errors, Change and Releases; and may contain data about Employees, Suppliers, Locations, Business Units, Customers and UsersThe CMS includes tools for collecting, storing, managing, updating, and presenting data about all Configuration Items and their RelationshipsThe CMS is maintained by Configuration Management and is used by all IT Service Management Processes10-02-201575Definitive Media Library (DML)One or more location in which the definitive and approved versions of all software Configuration Items are securely storedThe DML may also contain associated CIs such as licenses and documentationThe DML is a single logical storage area even if there are multiple locationsAll software in the DML is under the control of Change and Release Management and is recorded in the Configuration Management SystemOnly software from the DML is acceptable for use in a ReleaseChM and SACM RolesService Asset ManagerConfiguration ManagerConfiguration AnalystConfiguration Administrator / LibrarianCMS / Tools AdministratorChange ManagerCAB and ECAB10-02-201576Release & Deployment Management- GoalRelease and Deployment Management aims to build, test and deliver the capability to provide the services specified by Service Design andthat will accomplish the stakeholders requirements and deliver the intended objectivesRelease & Deployment Management- GoalThe goal of Release and Deployment Management is to Deploy releases into production andEstablish effective use of the service in order toDeliver value to the customer and Be able to handover to service operation10-02-201577Release UnitComponents of an IT Service that are normally released togetherA Release Unit typically includes sufficient Components to perform a useful functionExample unit 1: Release Unit could be Desktop PC, including Hardware, Software, Licenses, DocumentationExample unit 2: Release Unit could be a complete Payroll Application, including IT Operation Procedure and User Manual RDM ObjectivesTo ensure clear and comprehensive plans are in placeTo build, install and deploy release packageTo ensure the new or changed services are capable of delivering the agreed requirements w.r.t. utilities, warranties and service levelsTo minimize the unpredicted impact and operationsTo ensure customer, user and SM staff are satisfied with the output like user documentation and training 10-02-201578RDM ScopeThe scope of RDM includes The processes, systems and functions to package, build, test and deploy a release into production and establish the service specified in the Service Design package before final handover to service operation RDM ApproachesBig Bang Vs PhasedPush and PullAutomation Vs. ManualRelease and Deployment Model define:- Release structure release package and the target environments- The exit and entry criteria- The roles and responsibilities for each configuration item at each release level10-02-201579V ModelEarly Life Support (ELS)10-02-201580Knowledge ManagementGoal:- To enable organization to improve the quality of management decisions by ensuring that reliable and secure information and data is available through the Service LifecycleService Knowledge Mgmt. SystemA set of tools and databases that are used to manage knowledge and informationThe SKMS includes the Configuration Management System as well as other tools and databasesThe SKMS stores, manages, updates and presents all information that an IT Service Provider needs to manage the full Lifecycle of IT Services10-02-201581DIKW StructureKnowledge Management is typically displayed within the Data Information Knowledge Wisdom structure:- Data is a set of discrete facts about events- Information comes from providing context to data by asking question on the data- Knowledge is composed of the concepts, tacit experiences, ideas, insights, values and judgments of individuals- Wisdom gives an ultimate discernment of the material and guides a person in the application of knowledgeITIL2011Foundation CourseSERVICEOPERATION10-02-201582Service Operation1. Event Management2. Incident Management3. Request Fulfillment4. Problem Management5. Access ManagementGoals ofService OperationsCoordinate and carry out the IT operational activitiesWork on processes required to deliver and manage services at agreed levelsManage the technology that is used to deliver and support services10-02-201583Service OperationsBusiness Value:- Balance between cost Vs. quality- Clearer and improved communication- IT operational health managementBalances in Service OperationsIT Services versus Technology componentsStability versus ResponsivenessQuality of Services versus Cost of ServiceReactive versus Proactive10-02-201584Service Operations ProcessesEvent ManagementIncident ManagementRequest ManagementProblem ManagementAccess ManagementEvent Management - Scope, Goals & Obj.Provide basis for operational monitoring and control by detecting events, make sense of them and determine the appropriate control actionProvides the entry point for the execution of Service Operation processes and activitiesProvides a way of comparing actual performance and behavior against design standards and SLAsProvide a basis for Service Assurance and Reporting; and Service Improvement10-02-201585Event Management Basic ConceptsAn event can be defined as any detectable or discernible occurrence- That has significance for the management of the IT Infrastructure or the delivery of IT servicePlease Note:- Events are typically notifications created by an IT service, CI or monitoring tool- Events that signify regular operation- Event that signify an exception- Event that signify unusual, but not exceptional operationAlertA warning that a threshold has been reached, something has changed, or a Failure has occurredAlters are often created and managed by System Management tools and are managed by the Event Management Processes10-02-201586IncidentAn unplanned interruption to an IT Service or a reduction in the Quality of an IT ServiceFailure of a Configuration Item that has not yet impacted service is also an Incident Example: Failure of one disk from a mirror setIncident Management Scope & Obj.Objective:- Restore normal service operation as quickly as possible and minimize the adverse impact on business operations, thus ensuring that the best possible levels of Service quality and availability are maintainedScope:- Any event which disrupts, or which could disrupt a service10-02-201587Incident Management ConceptsIncident Model:- Steps taken to handle the incident- The chronological order in which the steps should be taken- Responsibilities, who should do what- Timescale and Threshold for completion of the actions- Escalation Procedures, who should be contacted and when- Any necessary evidence preservation activities (this is relevant for security and capacity related incidents)Incident Management ConceptsMajor Incidents:- A separate procedure- With shorter timescale and greater urgency- Agreed and mapped to Incident Prioritization Process10-02-201588Impact, Urgency and PriorityImpact High Medium LowHighcritical -1< 1 hourhigh -2< 8 hoursmedium -3 < 24 hoursMediumhigh -2< 8 hoursmedium -3< 24 hourslow -4< 48 hoursLowmedium -3< 24 hourslow -4< 48 hoursPlanning/plannedUrgencyPriority = Impact X UrgencyIncident Management ProcessFromEventMgmtFromWeb Interface User PhonecallIncidentIdentificationEmail TechnicalStaffIncidentloggingIncidentCategorizationInitialDiagnosisIncidentPrioritizationInvestigation& DiagnosisFunctionalEscalationto nextlevelResolution& RecoveryHierarchical EscalationNeeded?Major IncidentService RequestManagement EscalationMajorIncident ProcedureIncident ClosureTo Request FulfillmentFunctional EscalationNeeded?YNYNYNY10-02-201589Incident Management ChallengesThe ability to detect incidents as early as possibleConvincing all users that all incidents must be loggedAvailability of information of problems and known errorsIntegration into the CMSIntegration into the SLM processIncident Management KPIBreakdown of incidents at each stageSize of current incident backlogNumber and percentage of Major IncidentsMean elapsed time to achieve incident resolution or circumvention, broken down by impact codePercentage of incidents handled within agreed response time10-02-201590Service RequestA request from a user for information, or advice, or for a Standard Change or for Access to an IT ServiceFor example to reset a password, or to provide standard IT service to a new userService Request are usually handled by a Service Desk, and do not require a RFC to be submittedRequest FulfillmentTo provide a channel for users to request and receive standard services for which a pre-defined approval and qualification process existsTo provide information to users and customers about the availability of services and the procedure for obtaining themTo source and deliver the components of requested standard services (e.g. licenses and software media)To assist with general information, complaints or comments10-02-201591Request Fulfillment Basic ConceptsService Requests will usually be satisfied by implementing a Standard Change (frequent changes, low risk, low cost)The ownership of Service Requests resides with the Service Desk, which monitors, escalates, dispatches and often fulfils the user requestsPre-defined Request Models which typically include some form of pre-approval by Change ManagementProblemUnknown underlying cause of one or more IncidentsThe cause is not usually known at the time of a Problem Record is created, and the Problem Management Process is responsible for further investigation10-02-201592WorkaroundReducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet availableFor example by restarting a failed Configuration ItemWorkarounds for Problems are documented in Known Error RecordsWorkarounds for Incidents that do not have associated Problem Records are documented in the Incident RecordProblem Management GoalGoal is:- To prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that can not be prevented10-02-201593Problem Management GoalGoal is:- To prevent problems and resulting incidents from happening- To eliminate recurring incidents and - To minimize the impact of incidents that cant be preventedProblem Management ActivitiesProactive Problem Management:- Initiated in Service Operation, but - Generally driven as a part of Continual Service ImprovementReactive Problem Management:- Generally executed as a part of Service Operation10-02-201594ITIL2011Foundation CourseCONTINUALSERVICEIMPROVEMENTSContinual Service ImprovementPrimary purpose is to align and realign IT services to the changing business needs by identifying necessary improvementsObjectives- Review, analyze and make recommendations on improvement opportunities10-02-201595CSI and Service LifecycleCSI Model10-02-201596CSI RegisterUsed to record all improvement opportunitiesCategorized into- Large/Medium/Small, Quick/Medium Term/Long TermPotential BenefitsPrioritizationThe 7-Step Improvement Process10-02-201597ITIL2011Foundation CourseMAJORFUNCTIONSMajor Service Management FunctionsTMF Technical Management Function- Custodian of technical knowledge and expertise related to managing the ITAMF Application Management Function- Custodian of technical knowledge and expertise related to managing the Applications- Can overlap with Application DevelopmentITOMF IT Operations Management Function- Responsible for the daily operational activities needed to manage the IT infrastructures- Can overlap with TMF, AMF10-02-201598Major Service Management FunctionsSDF Service Desk Function- SPOC Single Point of Contact- Focuses on service restorationLocal Service Desk10-02-201599Centralized Service DeskVirtual Service Desk10-02-2015100ITIL2011Foundation CourseTHANKYOU&HAVEA WONDERFULIT CAREERAHEAD