itil v3 foundation handouts_082011

ITIL v3 Foundation Course

Service Management – IDC Central Europe, Service Management

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ITIL Class Program

� 13 weeks

� 2 hours every Monday (16.00-16.50, 17.00- 17.50)

� 10 mins break

� Stand – in Jana Tesarova

� 350 slides

� 5 Quizes

� Final written test (1 hour, 50 questions)



Additional materials

�www.itil.cz

�www.itil.co.uk

�other


Service Management – IDC Central Europe, Service Management 4

IntroductionIntroduction

ITIL = IT Infrastructure Library� Set of books giving guidance on the provision of quality IT services

� Common language

� Best practices in delivery of IT services

� Not a standard

� Should be adopted and adapted

� Scalable (organization size and need)

� Platform independent

� 3rd version



� Created in the late 1980’s, by the UK’s Central Computer and Telecommunications Agency (CCTA).

� Currently is owned by the Office of Government Commerce (OGC)

� The aims of the CCTA in developing the IT Infrastructure Library were:

– to facilitate the quality management of IT services.

– increase the efficiency with which the corporate objectives are met.

– to improve efficiency, increase effectiveness, and reduce risks.

– to provide codes of practice in support of total quality.

ITIL HISTORYITIL HISTORY



ITIL V2 Books setupITIL V2 Books setup



Service strategyService strategy

Service designService design

Service transitionService

transition

Service operationService

operation

Continual service improvement

ITIL V3 Books setupITIL V3 Books setup



Service

strategy

Service

strategy

Service

design

Service

design

Service

transition

Service

transition

Service

operation

Service

operationContinual service

improvementContinual service

improvement

Demand managementDemand managementIT Financial managementIT Financial management

Service catalogue mgmtService catalogue mgmtCapacity managementCapacity management

Service level mgmtService level mgmtAvailability mgmtAvailability mgmt

Service continuity mgmtService continuity mgmt

Strategy genStrategy genService portf.mgmtService portf.mgmt

Information security managementInformation security managementSupplier managementSupplier managementChange managementChange management

Service asset and configuration managementService asset and configuration managementKnowledge managementKnowledge management

Release and Deployment mgmtRelease and Deployment mgmtValid & TestingValid & Testing Operation m.Operation m.

Access m.Access m.Request ful.Request ful.

Event m.Event m.Incident managementIncident managementProblem managementProblem management

Service improv.Service improv.Service measureService measureService reportingService reporting

ITIL V3 Books setup ITIL V3 Books setup –– processes & processes & functfunct.. Application mgmt

IT Operation mgmt

Technical mgmt

Service Desk



� ITIL Certification of Individuals – Foundation� Content

� Entrance level

� General awareness of Service lifecycle> Understanding key elements> Knowledge of ITIL terminology> Core principles> Processes, roles and functions

– Target group> IT professionals> People who need basic understanding (power users, customers, business service

owners)

– Exam> Multiple choice, 40 questions, 60 minutes, Pass score 65%, Close book




� ITIL Certification of Individuals - Intermediate• Content

– Dual stream modular certification series> Service lifecycle modules (Service strategy; Service design; Service transition; Service

Operation; and Continual service improvement)> Service capability modules (Planning, protection and optimization; Service offerings and

agreements; Release, control and validation; and Operational support and analysis• Target group

– IT professionals– Individuals who require a deeper understanding (process owners, etc.)

• Exam– Complex Multiple choice, multi-part, scenario based questions, – 90 minutes, Pass score 65%, Close book, 3/4 credits for each exam within a stream

– Expert Level– Master Level




� http://www.itil-officialsite.com/home/home.asp



� ITIL is not the only best practice

Procedures Process Operation Process Control Process Strategy

ITILITIL

CMMICMMI

COBITCOBIT




�Good Practice vs. Best Practice– Organization capabilities take the form of functions and processes for

managing services over a lifecycle

– Best practice provides a set of generic guidelines based on the successful experiences of a number of organizations• High level practice• Have to be adapted for specific organization• Do not answer questions about how they should be applied

– Good practice could be either an application of best practice, or it could be an input into best practice• Good practice as an application of Best practice• Good practice as an input into best practice




Service Management Service Management

as a Practiceas a Practice



Service Management Service Management as a Practiceas a Practice

� Service management is a set of specialized organizational capabilities for providing value to customer in the form of service

� Service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.

……what is it?what is it?



� Organizations:– are often highly dependent on the IT services

– need IT services not only to support the organization but also to present new options to achieve the objectives

� IT Service:– one or more IT systems which enable a business process

– is a product the organization can buy:• Does the service align with my expectations?• Can I expect a similar service the next time?• Is the service provided at a reasonable cost?

� Providers of IT Services– Type 1: Internal service provider

– Type 2: Shared service provider

– Type 3: External service provider

Service Management as a Practice Service Management as a Practice -- DefinitionsDefinitions



IT service is the result of a process implemented by people and supported by products = 4Ps (Four Attributes of Service Management)

PeoplePeople

ProcessesProcesses

ProductsProducts

PartnersPartners

Service Management as a Practice Service Management as a Practice -- AtributesAtributes



� Functions, Roles and Processes

Function is a team or group of people and tools they use to carry out one or more processes or activities

Role is a set of responsibilities, activities and authorities granted to a person or team

Process is a set of activities design to accomplish a specific objectives and provide value to customers or stakeholders. Process is strategic asset when it creates competitive advantage and market differentiation

Service Management as a Practice Service Management as a Practice -- TermsTerms



Processes & KPI’s� Process characteristics

– It is measurable

– It delivers specific results

– It delivers its primary results to a customer or stakeholder

– It responds to specific events

� Process Roles– Process Owner - Responsible with documenting the process, defining process Key Performance

Indicators (KPIs), improving the process, ensuring process staff undertake the required training

– Process Manager - The Process Manager’s responsibilities include planning and coordination of all Activities required to carry out, monitor and report on the Process.

– Process Specific Roles - Responsible for specific task within the process

� KPI‘s– Key Performance Indicators (KPI‘s) are quantifiable measurements, agreed to beforehand, that

reflect the critical success factors of a process.

Service Management as a Practice Service Management as a Practice -- TermsTerms



Maturity Levels of the process

Level 1 – Initial

Level 2 – Repeatable

Level 3 – Defined

Level 4 - Managed

Level 5 - Optimized

Service Management as a PracticeService Management as a Practice



Working Instruction

Process Model

Sub-process Map

Process Map

Procedure: a description of logically related activitiesand of who carries them out. A procedure may include stages from different processes. A procedure defines who does what

Work instruction: defines how one or more activities in a procedure should be carried out




Business and IT Alignment

� To ensure that the IT services are aligned with the needs of the Customers is one of the main objectives of IT SM

OrganizationOrganization

Business ProcessBusiness Process

IT service provisionIT service provision

ServicesupportServicesupport

How?/What?

Why?




PDCA ("Plan-Do-Check-Act") Cycle is four-step problem-solving process typically used in quality control. It was made popular by Dr. W. Edwards Deming. Target is on Continuous Improvement of service.

� PLAN - Establish the objectives and processes necessary to deliver results in accordance with the specifications.

� DO - Implement the processes

� CHECK - Monitor and evaluate the processes and results against objectives and Specifications and report the outcome.

� ACT - Apply actions to the outcome for necessary improvement. This means reviewing all steps (Plan, Do, Check, Act) and modifying the process to improve it before its next implementation.




Continual Improvement - Deming’s cycle




Continual Improvement - Theory of Constrains (TOC)� Improve only one thing at the time

� Improve most constrained part first




� Service management is a set of specialized organizational capabilities

� Service means of delivering value to customers

� ITIL is a set of books giving guidance on the provision of quality IT services

� Best practice provides a set of generic guidelines

� Good practice could be either an application of best practice, or it could be an input into best practice

� Function is a team or group of people

� Role is a set of responsibilities, activities and authorities

� Process is a set of activities design to accomplish a specific objectives

� Process is a strategic asset

� Process management is more then just process description

Service Management as a Practice Service Management as a Practice -- SummarySummary



Service lifecycleService lifecycle

Continual service improvement

Business value realization

Business requirements



Service StrategyService Strategy



Service Strategy Service Strategy -- ProcessesProcesses

Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Service portfolio mgmt

Demand mgmt

Financial mgmt

Service catalogue mgmt Event mgmt 7-Steps improvement

Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt

Validation & Testing

Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Transition & Planning

Change mgmt

Release & Deployment



– Shows organizations how to transform Service management from an organizational capability into a strategic asset and then to act in a strategic manner

– Helps clarify the relationships between services, systems and processes, and the business models, strategies and objectives

Business Requirements

Service level package

Service Strategy processes

Service Strategy Service Strategy -- Purpose Purpose



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Release & Depl. mgmtService portfolio mgmt

Demand mgmt

Financial mgmt

Service catalogue mgmt

Event mgmt 7-Steps improvement

Info security mgmt

Supplier mgmt

IT Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation mgmt

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Strategy

Generation Transition & Planning

Change mgmt

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy Generation



To define the IT strategy

To differentiate your services from the competition – to make an advantage out of it

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationGOALGOAL



Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationACTIVITIESACTIVITIES



� Define the market:– understand the opportunities

– understand the customer

– evaluate existing services

– classify and visualize

� Develop offerings:– formulate services

– define utility and warranty

– understand the value of the services

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationACTIVITIES cont.ACTIVITIES cont.



� Develop strategic assets:– look for opportunities

– develop service management

– give competitive advantage

� Prepare for implemetation:– setting objectives

– Define CSF (critical succes factors)

– prioritize investments

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationACTIVITIES cont.ACTIVITIES cont.



� Service Assets

are any capabilities or resources that organizations use to create value

� Market space

is a set of opportunities to deliver value to the business of a customer through one or more services. To meet the needs of future opportunities, Service Management must further invest in assets such as process, knowledge, people, applications, and infrastructure.

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationKEY TERMSKEY TERMS



Utility & Warranty: define services and work together to create value

� Utility - fit for purpose

� Functional requirements� What does the service do?� Features, inputs, outputs

� Warranty- fit for use

� How well the service do it?� Non-functional requirements� Capacity, performance, availability

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationKEY TERMS cont.KEY TERMS cont.



Utility

Value

Fit for purpose..?

Fit for use..?Warranty

Performance supported..?

Constraints removed..?

Availability enough..?

Capacity enough..?

Continuous enough..?

Secure enough..?

Business

requirements

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationKEY TERMS cont.KEY TERMS cont.



� You know where you are going

� You know what you are offering, why and to whom

� You are able to measure if you arrive

� You are able to justify

� You are aligned with the business

Service Strategy Processes Service Strategy Processes –– Strategy GenerationStrategy GenerationBENEFITSBENEFITS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurementService Port.

Mgmt


Change mgmt

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio ManagementManagement



To proactively manage the investment across the service lifecycle

To provide direction to Service Design

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngGOALGOAL



� Define:– inventory services, ensure business cases and validate portfolio data

� Analyze:– maximize portfolio value, align and prioritize and balance supply and demand

� Approve:– finalize proposed portfolio, authorize services and resources

� Charter:– communicate decisions, allocate resources and charter services

� Balance service portfolio

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngACTIVITIESACTIVITIES



� Service Portfolio:– Part of Service Knowledge Management System

– The complete set of services that are managed by a Service Provider. The Service Portfolio is used to manage the entire lifecycle of all services

and includes three categories:

• Service pipeline:• Service catalogue:• Retired services:

� Business service

� IT service

� Business service management

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngKEY TERMSKEY TERMS



Service portfolio

Service pipeline

Service catalogue

Retired services

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngKEY TERMS cont.KEY TERMS cont.



� Product manager:– Owns and manages set of related services

– Evaluate opportunities and needs

– Create business value

– Plan development

� Business relationship manager:– Identify and document needs

– Takes care about demand management as well

� Service owner– Service lifecycle of existing service

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngROLESROLES



� Clear responsibility

� One place to see all the services

Service Strategy Processes Service Strategy Processes –– Service Portfolio Service Portfolio MngMngBENEFITSBENEFITS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Service Port. Mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Demand

Mgmt


Change mgmt

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand Management



Understand and influence customer demand for services and the provision of capacity to meet these demands

Ensure that the warranty and utility offered match the customer needs

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementGOALGOAL



� Business process demand

� Business activity demand

� Service request

� Capacity plan

� There are two ways to influence or manage demand:

– Physical/Technical Constraints

– Financial Constraints

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementACTIVITIESACTIVITIES



Business Activity Influencing patterns of demand for services

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementACTIVITIESACTIVITIES



� Core service - > Core service package:• Outcomes desired by one or more customers

� Supporting service:• Enable or enhance core service

� Pattern or business activity (PBA):• Workload profile• Different for different business cycle

� User profile:• Includes one or more PBA• Based on roles and responsibility

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementKEY TERMSKEY TERMS



� Business relationship manager• Identify and document needs• Takes care about demand management as well• Documents PBA and user profiles• Identifies correct service level package for the customer• Negotiates with the product manager for creation of a new service

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementROLESROLES



� A poorly managed demand is a risk/source of risk, because of uncertainty in the demand.

� Excess capacity for example generates costs without providing value, also the customer doesn't agree to pay for idle capacity unless it provides value.

� Insufficient capacity can have an impact on the quality of services that are delivered and can limit de growth of the service

Service Strategy Processes Service Strategy Processes –– Demand ManagementDemand ManagementRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Financial Mgmt


Change mgmt

Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial Management



� to provide cost-effective stewardship of the IT assets and resources used in providing IT Services

� The aims for any IT Services organization should include:

- to be able to account fully for the spend on IT Services and to attribute these costs to the services delivered to the organisation's Customers

- to assist management decisions on IT investment by providing detailed business cases for Changes to IT Services

Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementGOALGOAL



Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementACTIVITIESACTIVITIES

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Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementACTIVITIES cont.ACTIVITIES cont.



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Cost classification– Indirect - cannot be allocated

– Direct - can be allocated directly to the cost unit

– Capital - the expenditure on assets which have certain value

– Operational - expenses from day to day business

– Fixed - remain more or less constant

– Variable - vary according to units

Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementKEY TERMSKEY TERMS



IT Financial Manager– To oversee IT financial management implementation

– Assists in setting up budget and accounting plans

– Provide management reporting

– Communicate with appropriate parties in regard to financial issues

Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementROLESROLES



� Business:

• Allows comparisons• Higher satisfaction for customers, they know what they are paying for• Reducing risk of spending more money than it is available

� IT:

• Better utilization of resources• Improve capacity management

� Finance:

• Improves cost consciousness• Recover IT cost• Investment decisions can be made on accurate information• Raise revenue

Service Strategy Processes Service Strategy Processes -- Financial ManagementFinancial ManagementBENEFITSBENEFITS



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Quiz

1. Which of the following is the BEST definition of the term Service Management?

A. A set of specialized organizational capabilities for providing value to customers in the form of services

B. A group of interacting, interrelated, or independent components that form a unified whole, operating together for a common purpose

C. The management of functions within an organization to performcertain activities

D. Units of organizations with roles to perform certain activities



Quiz

2. Which of the following is NOT a characteristic of a process?

A. It is measurable

B. Delivers specific results

C. Responds to specific events

D. A method of structuring an organization



Quiz

3. Which of the following statements is CORRECT for every process?

1. It delivers its primary results to a customer or stakeholder

2. It defines activities that are executed by a single function

A. Both of the above

B. 1 only

C. Neither of the above

D. 2 only



Quiz

4. What are the publications that provide guidance specific to industry sectors and organization types known as?

A. The Service Strategy and Service Transition books

B. The ITIL Complementary Guidance

C. The Service Support and Service Delivery books

D. Pocket Guides



Quiz

5. Implementation of ITIL Service Management requires preparing and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners



Quiz

6. A process owner is responsible for which of the following?

1. Documenting the process

2. Defining process Key Performance Indicators (KPIs)

3. Improving the process

4. Ensuring process staff undertake the required training

A. 1, 3 and 4 only

B. All of the above

C. 1, 2 and 3 only

D. 1, 2 and 4 only



Quiz

7. What does a service always deliver to customers?

A. Applications

B. Infrastructure

C. Value

D. Resources



Quiz

8. Which of the following are the two primary elements that create value for customers?

A. Value on Investment (VOI), Return on Investment (ROI)

B. Customer and User satisfaction

C. Understanding Service Requirements and WarrantyD. Utility and Warranty


Service Management - GSDC Brno 72

Service DesignService Design



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Service catalogue mgmt


Info security mgmt

Supplier mgmt

IT Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement


Change mgmt

Release & Deployment

Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Service DesignService Design



– Design of new or changed services for introduction into the liveenvironment

– Design services to meet business objectives

– Design processes to support the service lifecycle

– Identify and manage risks

– Design measurement methods and metrics

Service Level Package

Service Design Package

Service Design processes

Service Design Service Design -- PurposePurpose



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt


Service Catalog. mgmt

IT Service Cont. mgmt

Capacity mgmt

Availability mgmt

Info Security mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Service Level

Mgmt Transition & Planning

Change mgmt

Service Design Service Design -- ProcessesProcesses



Negotiates, agrees and documents appropriate IT service targets with representatives of the business, and then monitors and produces reports on the service provider’s ability to deliver the agreed level of service.

Ensures that an agreed level of IT service is provided for all current IT services, and that future services are delivered to agreed achievable targets.

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementGOALGOAL



– Managing business relationships.

– Tracking changing business needs.

– Creating the service catalogue.

– Defining OLAs.

– Defining UCs.

– Defining SLAs.

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementACTIVITIESACTIVITIES



� Service Level Requirements (SLR) - A document that contains customer requirements regarding the IT services they want

� Service Specification - The translation of the customer requirements into "how" the IT organization is going to provide these services

� Service Level Agreement (SLA) - A document that defines agreed service levels between the customer and provider

� Underpinning Contract (UC) - A document that defines agreed service levels between the internal IT organization and an external provider

� Operational Level Agreement (OLA) - A document that defines agreed service levels between the internal IT organization and another internal provider

� Service Quality Plan (SQP) - The plan contains information about performance indicators for the IT organization to measure the Services

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementKEY TERMSKEY TERMS



BusinessBusiness

SLASLASLRSLR

UCUCOLAOLA

UCUC

IT OrganizationIT Organization

Internal PartnerInternal Partner External PartnerExternal Partner



Service Management - GSDC Brno

� SLA structure:• Service based• Customer based• Multi-level based

– Corporate– Customer– Service

� SLA content:• Service scope and description• Service hours• Measures of availability and reliability




� Service Level Manager:• Oversees service requirements• Oversees service specification• Oversees contracts• Oversees SQP and SIP (Service Improvement Plan)• Identifies customer requirements• Communicates current level• Sets measurable performance targets• Takes action when something is wrong• Ensures IT knows business needs

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementROLESROLES



� To the business:• Clearly defined roles and responsibilities

• A better understanding between business units and IT

• Provides flexibility for business to react quickly to market conditions

� To IT:• Monitoring, measuring specific targets and increased reporting quality

• Effort focused on the business key areas

• Provides discipline in supporting internal or external sourcing of IT services

� To the finance:• Used as basis for charging

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementBENEFITSBENEFITS



� Lack of commitment from the business

� Absence of tools and resources

� The process becomes too bureaucratic

� Bypassing the use of the SLM processes

� Business and customer measurements are not recorded

� Inappropriate business and customer relationships are developed

� High customer expectations and low perception

� Poor and inappropriate communication is achieved with the business

Service Design Processes Service Design Processes –– Service Level ManagementService Level ManagementRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt

Event mgmt 7-Steps improvementService Level. mgmt

IT Service Cont.

Capacity mgmt

Availability mgmt

Info Security mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurementService Catal.

Mgmt


Change mgmt

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..



Provides a central source of information on the IT services delivered to the business by the service provider.

Ensures that the business can view an accurate consistent picture of the IT services available, their details and status.

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..GOALGOAL



� Agreeing and documenting a service definition

� Interfacing with service portfolio mgmt

� Producing and maintaining a service catalogue

� Interfacing with the business and IT cont. mgmt

� Interfacing with support teams, suppliers and config. mgmt

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..ACTIVITIESACTIVITIES



Technical Service catalogueTechnical Service catalogue

Business Service catalogueBusiness Service catalogue

Business Process ABusiness Process A

Business Process BBusiness Process B

Business Process CBusiness Process C

Service AService A Service BService B Service CService C Service DService D Service EService E

SupportSupport DataDataApplicationsApplicationsSoftwareSoftwareHardwareHardware

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..KEY TERMSKEY TERMS



� Service Catalogue : provides a central source of information on the existing IT services delivered by the service provider organization.

� Business Service Catalogue : contains details of all the IT services delivered to the customer. This is the customer view of the Service Catalogue.

� Technical Service Catalogue: contains details of all the IT services delivered to the customer. This should underpin the Business Service Catalogue and not form part of the customer view.

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..KEY TERMSKEY TERMS



� Service catalogue manager:– Produce and maintain the service catalogue

– Ensure that all the operational services are recorded

– Ensure that all information inside the SCM is consistent and relevant

– Ensure that all information is protected and backed-up

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..ROLESROLES



BENEFITS

– Accurate Service Catalogue

– Business users are aware of the services being provided

– IT staff awareness of the technology supporting the services.

Service Design Processes Service Design Processes –– Service Catalogue Service Catalogue MngMng..BENEFITS & RISKSBENEFITS & RISKS

RISKS

� Inaccuracy of the data in the catalogue

� Poor acceptance of the Service Catalogue and its usage in all operational processes.

� Inaccuracy of information received from the business, IT and the Service Portfolio, with regard to service information.

� The tools and resources required to maintain the information

� Poor access to accurate Change Management information and processes



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt


Service Catalog. mgmt.

Capacity mgmt

Availability mgmt

Info Security mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

IT Service

Cont. mgmt


Change mgmt

Service Design Processes Service Design Processes –– ITSCMITSCM



To support the overall Business Continuity Management process by ensuring that the required IT technical and service facilities can be resumed within required, and agreed, business timescales.

Service Design Processes Service Design Processes –– ITSCMITSCMGOALGOAL



InitiationRequirements & Strategy

Implementation Operation

Service Design Processes Service Design Processes –– ITSCMITSCMACTIVITIESACTIVITIES



� Responsibilities:� Business:

� Business processes� Facilities� Business staff� Strategy and business continuity

� IT:� IT Services� Systems� Technical staff� Strategy for IT continuity

Service Design Processes Service Design Processes –– ITSCMITSCMKEY TERMSKEY TERMS



� Recovery Options:� Do nothing!� Manual back-up� Reciprocal agreement� Gradual recovery (cold standby)� Intermediate recovery (warm standby,)� Fast recovery (hot standby, within a 24-hour period.)� Immediate recovery (hot standby)

� Possible Risk� Loss of critical support services

Service Design Processes Service Design Processes –– ITSCMITSCMKEY TERMSKEY TERMS



� ITSCM Manager:

� Develop and manage ITSCM process� Develop and manage ITSCM documentation� Testing� Communication and awareness� Manage IT service delivery during crisis

Service Design Processes Service Design Processes –– ITSCMITSCMROLESROLES



� To the business:– Reduction of lost time

– Minimal interruption of the process

– Avoid/Minimize risks to the business

– Competitive advantage

� To IT:– Ability to recover from disaster

– Regulatory requirements

– Organizational credibility

– Improved relationships between the business and IT

� To the finance:– Understanding of the impact following lost of service

– Appropriate contingency expenditure

– Potential lower insurance premium

Service Design Processes Service Design Processes –– ITSCMITSCMBENEFITSBENEFITS



� Management commitment

� Review and test ITSCM plan

� Force business to decide on recovery option

� Recovery plan for each service

� Lack of resources

� Not tested properly

Service Design Processes Service Design Processes –– ITSCMITSCMRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt




Availability mgmt

Info Security mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Capacity mgmt


Change mgmt

Service Design Processes Service Design Processes –– Capacity ManagementCapacity Management



To understand the business’s capacity requirements

To deliver against requirements both in present and the future

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementGOALGOAL



� Business capacity management:• Collect business requirements and make sure that IT Services are planned

according to them

� Service Capacity management:• Collect information about service performance, analyse and tune it

� Component capacity management:• Collect information about single resources performance, analyse and tune it

– HW– SW– Knowledge– HR

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementACTIVITIESACTIVITIES



MonitoringMonitoring

ImplementationImplementation AnalysisAnalysis

TuningTuning

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementACTIVITIESACTIVITIES



� Application sizing– Design the application according to demands in SLA

� Modelling– Predict the performance of a specific IT Service

– Trend analysis

– Simulation modelling

– Baseline/ benchmark models

� Capacity database– Management reports

– Capacity plan

– Capacity performance data

– Business forecasts

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementKEY TERMSKEY TERMS



� Capacity Manager:– Develop and maintain Capacity plan

– Manage the process

– Keep CMIS up to date

– Collect and evaluate business demands

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementROLESROLES



� To the business:– Better service that is in tune with the requirements of the business– Reduced risk– The ability to estimate the impact of new applications or modifications

� To IT:– Improved ITSM processes– Increase efficiency– Effective development– An actual overview of the current capacity in place

� To the finance:– Confident forecasting– Cost savings

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementBENEFITSBENEFITS




� Lack of information from the business on future plans

� The processes become too bureaucratic

� The processes focuses too much on the IT

� Reports provided are too technical

Service Design Processes Service Design Processes –– Capacity ManagementCapacity ManagementRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt




Capacity mgmt

Info Security mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Availability

mgmt


Change mgmt

Service Design Processes Service Design Processes –– Availability ManagementAvailability Management



To ensure the highest availability possible of the IT services as required by the business to reach its goals

Service Design Processes Service Design Processes –– Availability ManagementAvailability ManagementGOALGOAL



� Planning:– Determine the availability requirements

– Design

� Improving:– Developing the availability plan

� Measuring and reporting:– Reporting about the availability of each service , the down times and

recovery times

– Methods: CFIA, FTA, CRAMM…

Service Design Processes Service Design Processes –– Availability ManagementAvailability ManagementACTIVITIESACTIVITIES



Availability

Reliability

Maintainability Serviceability

BusinessBusiness

SLASLASLRSLR

UCUCOLAOLA

IT OrganizationIT Organization

Internal PartnerInternal Partner External PartnerExternal Partner

UCUC

Service Design Processes Service Design Processes –– Availability ManagementAvailability ManagementKEY TERMSKEY TERMS



� Availability

� The availability and flexibility of components of the infrastructure

� MTBF = Mean Time Between Failure

� Reliability

� Freedom from operational failure

� MTBSI = Mean Time Between Service Incidents

� Maintainability

� The capability to maintain or restore a service component of the infrastructure at a certain level

� MTTR = Mean Time To Repair

� Serviceability

� How is third party companies able to provide services

� Security

� CIA- Confidentiality, Integrity and Availability




� Availability: the ability of a service, component or CI to perform its agreed function when required. It is often measured and reported as a percentage:

� Note: Downtime should only be included in the above calculation when it occurs within the Agreed Service Time (AST). However, total downtime should also be recorded and reported.

(AST – DT)

Availability (%) = ———————————- X 100 %

AST

Agreed Service Time (AST); Down Time (DT)




(Availability Management and the incident lifecycle)




Availability Manager:

- Establish and maintaining process- Review and audit process- Determine requirements- Create availability and recovery design criteria- Justify the cost- Establish measures and reporting- Monitoring availability- Producing Availability plan

Service Design Processes Service Design Processes –– Availability ManagementAvailability ManagementROLESROLES



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt




Capacity mgmt

Availability mgmt

Supplier mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Info Security

Mgmt


Change mgmt

Service Design Processes Service Design Processes –– Information Security Information Security MngMng..



To protect the interests of those relying on information

To protect systems and communications

Service Design Processes Service Design Processes –– Information Security Information Security MngMng..GOALGOAL



� Confidentiality:– protecting information against unauthorized access

� Integrity:– accuracy, completeness and timeliness of the information

� Availability:– accessible at any agreed time

� Security baseline:– the security level adopted by the IT organization for its own security

� Security incident:– any incident that may interfere with achieving the SLA’s security requirements

Service Design Processes Service Design Processes –– Information Security Information Security MngMng..KEY TERMSKEY TERMS



ControlControl

DamageDamage

IncidentIncident

ThreatThreat

Prevention/Reduction

Evaluation/Reporting

Direction/ Repression

Correction/ Recovery



Service Design Processes Service Design Processes –– Information Security Information Security MngMng..KEY TERMSKEY TERMS



� Information security officer– Manage entire process

– Consult with senior management

� Security officer– Day to day operational duties

– Advise staff on security policy & measures

Service Design Processes Service Design Processes –– Information Security Information Security MngMng..ROLESROLES




� Lack of budget for the ISM process

� Too much focus on technology but not on service and business

� Actions are conducted outside Availability Management and ITSCM

� ISM policies, plans, risks and information become out of-date

Service Design Processes Service Design Processes –– Information Security Information Security MngMng..RISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation

Strategy Generation

Demand mgmt

Service Port. mgmt

Financial mgmt




Capacity mgmt

Availability mgmt

Info Secuirtry mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Supplier

Mgmt


Change mgmt

Service Design Processes Service Design Processes –– Supplier ManagementSupplier Management



To ensure that supplies and the services they provide are managed to support

IT Services targets and business expectations

To manage supplier relationship

To negotiate and agree contracts

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementGOALGOAL



Identification needs Evaluation

Establish new contracts

CategorizationManage performance End of term

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementACTIVITIESACTIVITIES



� Supplier service improvement plans (SSIP):– records improvement plans with the supplier

� Supplier survey reports:– feedback gathered from individuals that deal with supplier

� Supplier & Contract performance report:– input for the review meetings to manage the quality

� Types of supplier agreements:–– CoCo--sourcing:sourcing:

•• An informal combination of in sourcing and outsourcingAn informal combination of in sourcing and outsourcing

–– Partnership (multiPartnership (multi--sourcing):sourcing):•• formal agreement between two or more organizations to work togetformal agreement between two or more organizations to work togetherher

–– Business process outsourcing:Business process outsourcing:•• formal agreement provides and manages the business processformal agreement provides and manages the business process

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementKEY TERMSKEY TERMS



� Supplier and Contract database (SCD):• Part of SKMS ( Service Knowledge Management System ) • Contains

– Policies– Supplier and contract details– Types of services– Products– Relationships with CI‘s ( Configuration Item )

� Supplier categories:• Strategic• Tactical• Operational• Commodity




Operational Suppliers


Strategic SuppliersStrategic Suppliers

Tactical SuppliersTactical

Suppliers

Commodity suppliers



Low

High

Medium

Low HighMediumRisk and impact




� Supplier Manager– providing assistance in the development and review of contracts

– Maintaining and reviewing a Supplier and Contracts Database (SCD)

– perform supplier reviews

– assess changes for impact on suppliers

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementROLESROLES



� Protected from poor supplier performance

� Supporting services align with business needs

� Better availability

� Clear ownership of supplier and contractual issues.

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementBENEFITSBENEFITS



� Lack of commitment from management

� Lack of information on future plans

� Suppliers agree to targets impossible to meet

� Suppliers are not cooperative

� The process becomes too bureaucratic

� Poor corporate financial processes

Service Design Processes Service Design Processes –– Supplier ManagementSupplier ManagementRISKSRISKS



QUIZ



Quiz

� 1. Where would you expect incident resolution targets to be documented?

A. A Service Level Agreement(SLA)

B. A Request for Change(RFC)

C. The Service Portfolio

D. A Service Description



Quiz

2. Which is the CORRECT list for the three levels of a multi level Service Level Agreement (SLA)?

A. Technology, Customer, User

B. Corporate, Customer, Service

C. Corporate, Customer, Technology

D. Service, User, IT



Quiz

3. Which of the following activities are responsibilities of a Supplier Manager?

1. Negotiating and agreeing Contracts

2. Updating the Supplier and Contract database

3. Planning for possible closure, renewal or extension of contracts

4. Managing relationships with internal suppliers

A. 1, 2 and 3 only

B. 1, 3 and 4 only

C. 2, 3 and 4 only

D. None of the above



Quiz

4. Which statement about Service Level Agreements(SLAs) is CORRECT?

A. They must contain legal wording because of their importance

B. There should always be a separate SLA for each specific customer

C. The wording must be clear and concise to allow no room for ambiguity

D. Changes to the SLA can only be requested by the customer



Quiz

5. Which of the following is MOST concerned with the design of new or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design



Quiz

6. Which of the following defines the level of protection in Information Security Management?

A. The IT Executive

B. The ISO27001 Standard

C. The Business

D. The Service Level Manager



Quiz

7. A Service Level Agreement (SLA) is:

A. The part of a contract that specifies responsibilities of each party

B. An agreement between the Service Provider and an internal organization

C. An agreement between a Service Provider and an external supplier

D. An agreement between the Service Provider and their customer



Quiz

8. Data used to support the capacity management process should be stored in:

A. A configuration management database (CMDB)

B. A capacity database (CDB)

C. A configuration management system (CMS)

D. A capacity management information system (CMIS)



Quiz

9.Reliability is a measure of:

A. The availability of a service or component

B. The level of risk that could impact a service or process

C. How long a service or component can perform its function without failing

D. A measure of how quickly a service or component can be restored to normal working



Quiz

10. Availability Management is responsible for availability of the:

A. Services and Components

B. Services and Business Processes

C. Components and Business Processes

D. Services, Components and Business Processes


Service Management – IDC Central Europe, Service Management 141141 141

Service Service TTransitionransition



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Transition & Planning Event mgmt 7-Steps improvement

Change mgmt

Asset & conf. mgmt

Release & Depl. mgmt


Evaluation mgmt

Knowledge mgmt

Service catal. mgmt

Availability mgmt

Info & Security mgmt

Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt

IT service cont.mgmt

Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Service TransitionService Transition



– Deliver services that are required by the business into operational use

– Implement all aspects of the service

– Application and adaptation of service design, including arranging for modification of the design, where the need is detected during transition

– Support knowledge transfer, decision support and re-use of processes, systems and other elements

Service Design Package

Service in Production Environment

Service Transition processes

Service Transition Service Transition -- PurposePurpose



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement


Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Transition &

Planning

Evaluation mgmt


Release mgmt

Asset & Conf mgmt

Change mgmt

Knowledge mgmt

Service Transition Processes Service Transition Processes –– Transition & PlanningTransition & Planning



To plan and coordinate resources to ensure that the requirements of Service Strategy encoded in Service design are effectively realized in Service Operations

To identify, manage and control the risks of failure and disruption across transition activities

Service Transition Processes Service Transition Processes –– Transition & PlanningTransition & PlanningGOALGOAL



Strategy PreparePlanning and coordinating

Advice AdministrationMonitoring and Reporting

Service Transition Processes Service Transition Processes –– Transition & PlanningTransition & PlanningACTIVITIESACTIVITIES



� Transition Strategy:– Purpose, goal and objectives– Context– Scope– Standard– Stakeholders

� Prepare for service transition:– Review and acceptance of inputs from the other service lifecycle stages– Review and check SDP– Identifying, raising and scheduling RFC– Checking configuration baseline– Checking transition readiness




� Planning and coordinating service transition:– Planning and coordinating service transition

– Planning an individual service transition

– Adopting program and project management best practices

– Review the plans

� Advice:

� Administration:– Managing of service transition changes and work orders

– Managing issues, risks, deviations and waivers

– Managing support tools

– Communication to stakeholders

� Monitoring and reporting:




� The number of releases implemented that met the customer’s agreed requirements in terms of cost, quality, scope, and release schedule (expressed as a percentage of all releases)

� Reduced variation of actual vs predicted scope, quality, cost and time� Increased customer and user satisfaction with plans and communications

that enable the business to align their activities with the Service Transition plans

� Reduction in number of issues, risks and delays caused by inadequate planning.

Service Transition Processes Service Transition Processes –– Transition & PlanningTransition & PlanningBENEFITSBENEFITS



� Service Transition activities require monitoring against the intentions set out in the transition model and plan.

� Only with the Measuring and monitoring the release and deployment Service Transition processes I will (at the conclusion) establish if the transition is proceeding according to plan.

� Maintaining an oversight of the actual transitions against the integrated Service Transition plans, release and change schedules is essential.

� Management reports on the status of each transition.� In many cases the transition plans will require amendment to bring them into

line with a reality that has changed since design.

Service Transition Processes Service Transition Processes –– Transition & PlanningTransition & PlanningRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement


Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Change mgmt

Evaluation mgmt


Release mgmt

Asset & Conf mgmt


Knowledge mgmt

Service Transition Processes Service Transition Processes –– Change ManagementChange Management



Use standardized methods and procedures to control change implementation

Minimize the risks associated with change

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementGOALGOAL



Registration

and

classification

Approval

Authorization

and

implementation

Evaluation

Change monitoring

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementACTIVITIESACTIVITIES



� Registration and classification:– All requests for change must be legged using RFC form

– The change manager briefly filter requests and reject any that are impractical, undesirable or repetitive

– The change manager classify the changes

� Approval:– Based on the assigned change type the RFC is approved (Minor, Significant, Major)

– The approved change is scheduled

� Authorization and Implementation:– Prepare and build the change

– Test the change

– Authorize the change

– Implement the change

– Document the change

� Verify:– Verification that the change was implemented according to the specification

– Make the Post implementation review

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementACTIVITIESACTIVITIES





� Change :– The addition, modification or removal of CIs

� Request for Change (RFC):– Form used to record details of a request for a change to any CI

� Change Advisory Board (CAB):– Group of representative people responsible for assessing all RFC's

� CAB Emergency Committee (ECAB):– Consists of one to three key staff Available 24 x 7

� Forward Schedule of Changes (FSC):– Schedule that contains details of all changes authorized for implementation

� Projected Service Availability (PSA) :– Document used to outline effect of changes on availability levels as defined in

SLA's

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementKEY TERMSKEY TERMS



Change Categories:– Category 0 : Is executed without prior contact. Used for workarounds/ temporary fixes– Category 1 : Little or no impact. Change Manager authorizes this RFC– Category 2 : Significant impact. CAB discussion needed. Change Manager requests advice on

authorization and planning– Category 3 : Major impact. Considerable resources required. Senior Management need to be a

part of the CAB.

� Change Priorities:– Urgent: change is required now, in order to achieve the service levels– High: as soon as possible, otherwise risk to current or future production– Normal: change solves serious mistakes or a lack in functionality– Low: change yields improvements that are not required by contract

� Change Types:– Standard ( pre- approved )– Ordinary : Minor, Significant , Major.– Urgent

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementKEY TERMSKEY TERMS



� Change manager :– Receives, logs and allocates priorities of all RFC‘s

– Schedules all non-urgent RFC's for a CAB meeting

– Decides on composition of the CAB

– Organize and chairs CAB and ECAB

– Issues the FSC via Service Desk

– Coordinates Change building, testing and implementation

– Review all implemented changes

– Produce management reports

� CAB member :– Review all submitted RFC's

– Attend relevant CAB meetings

– Be available to consult ECAB

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementROLESROLES



� To the business:– Reduced business risk of change– Saving time and money

� To IT:– Increase visibility of changes– Increased communication of changes– Improved risk assessment– Reduced adverse impact of change on quality of service and SLA‘s– Fewer changes that have to be backed-out– Improved problem management– Improved availability management– Improved ability to absorb a large number of changes

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementBENEFITSBENEFITS



– Unauthorized changes (above zero is unacceptable)

– Unplanned outages

– A low change success rate

– A high number of emergency changes

– Delayed project implementations.

Service Transition Processes Service Transition Processes –– Change ManagementChange ManagementRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement


Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmtAsset & Conf

mgmt

Evaluation mgmt


Release mgmt

Change mgmt


Knowledge mgmt

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..



To identify, record and report of all IT components and their relationships

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..GOALGOAL



Planning Identification Control Status accounting

Verification and audit

CMDB

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..ACTIVITIESACTIVITIES



� Planning:– Analyze current configurations– Assess the organizational context– Assess the policies– Define the key interfaces– Identify library and database locations– Create the configuration mgmt plan

� Identification:– What items need to be recorded ?– What do we need to know about them ?– Physically marking items that are under config mgmt




� Control:– Registering new CI‘s– New software– Versions of CI‘s from Release mgmt– License control

� Status accounting:– Record and reports on current data– Record and reports on historical data

� Verification and audit:– Make sure that CMDB reflects reality




� Configuration Item (CI):– Any component of an IT infrastructure, or an item associated with an IT infrastructure

which is under the control of Configuration management and there fore subject to formal change control

– Needed to deliver service– Uniquely identifiable– Subject to change– Manageable

� Configuration Management Database (CMDB):– A database that contains all relevant details of each CI and details of the important

relationships between CI‘s– One virtual, not physical database (can be more then one)

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..KEY TERMSKEY TERMS



� Relationships:– Describes the dependency or connectivity between CI‘s– Different types:

• Used by• Part of• Connected to• Resides on

� CI Lifecycle:– Shows the planned, current and previous states of CI‘s– For example: Planned, Ordered, In test, In production, Broken, In maintenance, In repair,

Archived, …

� Configuration Baseline:– A snapshot of the state of a CI or set of CI‘s established at a specific point in time, for a particular

purpose– Reference of the original state– Used for the formal control of a configuration




Structure of the CMDB structure :




Configuration Manager :– Implement CoM policy and standards

– Propose and agrees the scope of CoM

– Recruitment and training staff

– Create and manages CMP

– Propose and agrees CI types

– Plan and execute CMDB population

� Configuration Librarian:– Control the receipt, identification, storage CI's

– Provide information about status

– Assists to configuration manager

– Create libraries

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..ROLESROLES



� To the business:– Improved security

– Better risk management

– Contingency planning

– Economical provision of IT services

� To IT:– Providing accurate information on CI‘s and their documentation

– Ability to absorb rapid change

– Better management of changes

– Better management of incidents

– Better management of problems

– Adherence to legal obligations

– Supports effective deployment of assets

� To the finance:– Better financial management

– Expenditure planning

– Better control of valuable IT assets

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..BENEFITSBENEFITS



� Definition of CIs at the wrong level

� Implementation of Asset & Config Mgmt without Change Mgmt

� Urgent changes without proper documentation

� Bypassing the process

� Too high expectations

Service Transition Processes Service Transition Processes –– Asset & Asset & Config.MngConfig.Mng..RISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation


Demand mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Release Mgmt


Change mgmt

Service Transition Processes Service Transition Processes –– Release managementRelease management



To plan and oversee the successful rollout of software and related hardware

Aims to build, test and deliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders’ requirements and deliver the intended objectives.

Service Transition Processes Service Transition Processes –– Release managementRelease managementGOALGOAL



� Release policy:– Document how the organization will approach the release of new hardware and software.

– Define the frequency of release

– Define how to issue emergency releases

– Testing & subsequent release into production

� Release planning:– Usage of formal project mgmt methodology

– Content of the release

– Schedule

– Resource requirements

� Design release:– Identify what components (HW + SW) are involved

– Get appropriate components (buy HW, develop SW, etc.)

Service Transition Processes Service Transition Processes –– Release managementRelease managementACTIVITIESACTIVITIES



� Built release:– Put together all involved components

– Create back-out plan

� Test release:– Implement release in testing environment

– Test release

� Acceptance:– According to test results accept or refuse the release

� Roll-out planning:– Create a task list and assign resources

– Create an action plan for every site

– Identify stakeholders to communicate.




Release policyRelease policy Release planningRelease planning Design and get SW/HW

Design and get SW/HW

Built releaseBuilt release TestingTesting AcceptanceAcceptance CommunicationCommunication

Development EnvironmentDevelopment Environment

Controlled Test EnvironmentControlled Test Environment

Live EnvironmentLive Environment

Distribution and installation

Roll-out planning




� Communication:– Communicate with all the parties involved in order to increase the acceptance and success of

the release

– The service desk is a key area that must be performed about the release

� Distribution and Installation:– Distribute release to all sites

– Install all components of the release




� Release unit:– The portion of the IT infrastructure that is normally released together

� Type of release:– Full release

– Delta release

– Package release

– Emergency release

� DML : ( definitive media library)– A secure compound in which the definitive authorized of all software CIs are stored and

protected

� DS: (definitive spares)– Spare components and assemblies that are maintained at the same level as the comparative

systems within live environment

Service Transition Processes Service Transition Processes –– Release managementRelease managementKEY TERMSKEY TERMS






� Back-out plan:– Document of the actions to be taken to restore the service should the rollout of a Release fail,

either or totally.

� Escrow Agreement:– Software code owned by external company is stored on secure place to be available in case of

owner bankruptcy




� Release Manager:– Defining and maintaining the definition of the release policy

– Controlling the activities within the process

– Combination of the Release Manager, Change Manager and Configuration Manager processes is realistic

– Defining and maintaining release plan




� Business:• More controlled• Less disruptive• Reduction of viruses

� IT:• Better planning• Consistent quality of the release• More effective operational planning

� Finance:• HW and SW assets are more controlled• Better financial planning• Less time and resources are spent on rework

Service Transition Processes Service Transition Processes –– Release managementRelease managementBENEFITSBENEFITS



� Lack of commitment

� Testing environment

� Urgent fixes

� Bypassing the process

� No DML & DS

� No back-out plans

� Non-synchronized releases

Service Transition Processes Service Transition Processes –– Release managementRelease managementRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation


Demand mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt


Evaluation

Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Validation &

Testing


Change mgmt

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & Testing



To provide objective evidence that the new / changed service supports the business requirement ,

including the agreed SLAs.

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & TestingGOALGOAL



� Planning the test resources

� Prioritizing and scheduling testing

� Management of incident, problems, etc.

� Checking known error information

� Monitoring test progress

� Analysis of test metrics

� Consequential changes

� Configuration baselines

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & TestingACTIVITIESACTIVITIES



� Policies:– Service quality policies

• Level of excellence• Value for money

– Risk policy

– Service transition policy

– Release policy

� Test models:– Service contract test model

– Service requirement test model

– Service level test model

– Service test model

– Operations test model

– Deployment release test model

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & TestingKEY TERMSKEY TERMS



Business requirementsBusiness requirements

Service requirementsService requirements

Design service solutionDesign service solution

Develop service solutionDevelop service solution

Develop service solutionDevelop service solution

Component build & testComponent build & test

Component testComponent test

Release package testRelease package test

Service op. testService op. test

Service accept. testService accept. test

Validate serviceValidate serviceCriteria/PlanCriteria/Plan

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & TestingKEY TERMSKEY TERMS



� Matching test environment with production

� Insufficient staff, skills

� Project overrunning

� Developing standard measurement

Service Transition Processes Service Transition Processes –– Validation & TestingValidation & TestingRISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation


Demand mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt



Knowledge mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Evaluation


Change mgmt

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng..



Establish appropriate metrics and measurement techniques

Set stakeholder expectations correctly

Provide effective and accurate information to Change Management to make sure changes that could affect service capability and introduce risk are checked before transitioned.

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng. . GOALGOAL



� Evaluation Plan:– Understanding of the intended effect of a change

– Understanding of the unintended effect of a change

– Factors for considering the effect of a service change

� Evaluation of predicted performance:

– Risk assessment ( Risk management consists of risk assessment e.g. analyzing threats and risk mitigation e.g. eliminating threats)

– If there is finding for risk-> temporary report -> inform Change Mgmt

� Evaluation of actual performance:

� Evaluation report:

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng. . ACTIVITIESACTIVITIES



� Performance & Performance Model

� Predicted performance vs Actual performance = Deviation report� Risk : A function of the likelihood and negative impact of a service not performing as expected

� Countermeasures

� Test plan and results

� Residual risk

� Service capability & Capacity

� Constraint

� Resource� Evaluation plan & Evaluation Report

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng. . KEY TERMSKEY TERMS



� Provide good quality outputs from the evaluation process so that Change Management can take an effective decision about whether a service change is to be approved or not.

� Evaluation can be a useful source for Continual Service Improvement to analyze future improvements to the change process and the predictions and measurements of service change performance.

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng. . BENEFITSBENEFITS



� Unintended effects of a change: most often not recognized until pilot phase

� Developing standard performance measures

� Projects and suppliers inaccurate estimates

� Understanding stakeholder perspective

� Understanding the balance between managing risk and taking risk as it affects overall strategy

� Taking pragmatic and measured approach to risk

� Communication

� Share information

Service Transition Processes Service Transition Processes –– Evaluation Evaluation MngMng. . RISKSRISKS



Service

strategy

Service

design

Service

transition

Service

operation

Continual

service

improvement

Strategy Generation


Demand mgmt

Financial mgmt


Info security mgmt

Supplier mgmt

Service cont mgmt

Service level mgmt

Capacity mgmt

Availability mgmt

Asset & Config mgmt



Evaluation mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service reporting

Service measurement

Knowledge

mgmt


Change mgmt

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..



Ensure that the right information is delivered to the appropriate place or competent person at the right time to enable informed decision.

Enable the service provider to be more efficient, to improve quality of service and to reduce costs of service.

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..GOALGOAL



� Knowledge management strategy– Identify and plan capture of knowledge

– Governance model

� Knowledge management transfer– Activity by which one group, department is affected by the experience of another

– Example: service desk efficiency will raise in case they have information on known errors going into production which will not stop the release (provided by release mgmt)

� Data &Information management– Data gathering & maintaining. Data should be gathered only when needed.

– Data protection

– Access to data

– Use of common content and format

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..ACTIVITIESACTIVITIES



SKMS

Configuration Mgmt DB

Configuration Mgmt System

Service

Knowledge

Mgmt

DB

D

E

S

C

I

S

I

O

N

S

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..KEY TERMSKEY TERMS



� Data:� a set of independent to each other facts about events

� Information:� result of providing context to data

� Knowledge:� composed of experience, ideas, judgments of individuals and insights.

� Wisdom:� Strong common sense judgment

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..KEY TERMSKEY TERMS



� Knowledge mgmt Process Owner:

– Build the system

– Manage the system

– Check quality of information within the system

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..ROLESROLES



� Benefits:– Powerful asset for all people in all roles across all stages of the service lifecycle

– Relevant and appropriate knowledge is one of the key service elements during ST

– Agent efficiency

– Self service

– Improve the quality of decision making by ensuring reliable information is available throughout the service lifecycle.

�Risk:– Getting start to use the system

– Having time to record

– Managing information and knowledge

– Design the system in the right scale

– Commitment

Service Transition Processes Service Transition Processes –– Knowledge Knowledge MngMng..BENEFITS & RISKSBENEFITS & RISKS



Quiz



1. Which of the following statements is CORRECT?

A. The Configuration Management System is part of the Known Error Data Base

B. The Service Knowledge Management System is part of the Configuration Management System

C. The Configuration Management System is part of the Service Knowledge Management system

D. The Configuration Management System is part of the Configuration Management Database

Quiz



2.Which of the following options is a hierarchy that is used in Knowledge Management?

A. Wisdom - Information - Data - Knowledge

B. Data - Information - Knowledge - Wisdom

C. Knowledge - Wisdom - Information - Data

D. Information - Data - Knowledge - Wisdom

Quiz



3. Which of the following should be available to the Service Desk?

1. Known Error Data

2. Change Schedules

3. Service Knowledge Management System

4. The output from monitoring tools

A. 1, 2 and 3 only

B. 1, 2 and 4 only

C. 2, 3 and 4 only

D. All of the above

Quiz



4.Which of the following CANNOT be provided by a tool?

A. Knowledge

B. Information

C. Wisdom

D. Data

Quiz



Quiz

5. Which is the BEST definition of a Configuration Item (CI)?

A. An item of hardware or software registered in the asset database

B. A collection of information used to describe a hardware or software item

C. An asset, service component or other item that is, or will be, under the control of Configuration Management

D. Information recorded by the Service Desk when an Incident is reported



Quiz

6. Which of the following is the CORRECT definition of a Release Unit?

A. A measurement of cost

B. A function described within Service Transition

C. The team of people responsible for implementing a release

D. The portion of a service or IT infrastructure that is normally released together



Quiz

� 7. Which of the following statements is CORRECT?

A. The Configuration Management System is part of the Known Error Data Base

B. The Service Knowledge Management System is part of the Configuration Management System

C. The Configuration Management System is part of the Service Knowledge Management system

D. The Configuration Management System is part of the Configuration Management Database



Quiz

8 . Within Service Design, what is the key output handed over to Service Transition?

A. Measurement, methods and metrics

B. Service Design Package

C. Service Portfolio Design

D. Process definitions



Quiz

9. Which of the following statements BEST describes a Definitive Media Library (DML)?

A. A secure location where definitive hardware spares are held

B. A secure library where definitive authorised versions of all media Configuration Items (CIs) are stored and protected

C. A database that contains definitions of all media CIs

D. A secure library where definitive authorised versions of all software and back-ups are stored and protected



Quiz

10. Which of the following BEST describes a Change Authority?

A. The Change Advisory Board

B. A person that provides formal authorization for a particular type of change.

C. A role, person or a group of people that provides formal authorisationfor a particular type of change.

D. The Change Manager who provides formal authorisation for each change



Quiz

11. Which of the following statements BEST describes the aims of Release and Deployment Management?

A. To build, test and deliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders requirements and deliver the intended objectives

B. To ensure that each Release package specified by Service Design consists of a set of related assets and service components that are compatible with each other

C. To ensure that all Release and Deployment packages can be tracked, installed, tested, verified and/or uninstalled or backed out if appropriateD. To record and manage deviations, risks and issues related to the new or changed service



Quiz

12. Which of these is the BEST description of a release unit?

A. The portion of a service or IT infrastructure that is normally released together

B. The smallest part of a service or IT infrastructure that can be independently changed

C. The portion of a service or IT infrastructure that is changed by a particular release

D. A metric for measuring the effectiveness of the Release and Deployment Management process


Service Management – IDC Central Europe, Service Management 216216 216

Service OperationService Operation



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

Request fulfillment

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt

Validation & testing

Evaluation mgmt

Knowledge mgmt

Incident mgmt

Event mgmt

Problem mgmt

Access mgmt

Application mgmt

FunctionsIT Operation mgmt

Technical mgmt

Service Desk




� Coordinate and carry out day-to-day activities to deliver services at agreed levels

� Ongoing management of technology that is used to deliver services

� Realizing the value customers wants

Service in Prod. Environment

Service operated within agreed level

Service Operation processes

Service Operation Service Operation -- PurposePurpose



Good communication is needed:

� With other IT teams and departments

� With users and internal customers

� Between the Service Operation teams and departments themselves

An important principle is that all communication must have an intended purpose or a resultant action.

Information should not be communicated unless there is a clear audience. In addition, that audience should have been actively involved in determining the need for that communication and what they will do with the information.




Types of communication:

� Routine operational communication

� Communication between (Data Center ) shifts

� Performance reporting

� Communication in projects

� Communication related to changes

� Communication related to exceptions

� Communication related to emergencies

� Training on new or customized processes and service designs

� Communication of strategy and design to Service Operation teams




Benefits:

� The Service Operation is where plans, designs, and optimizations are implemented and measured.

� From a customer viewpoint, Service Operation is where actual value is seen

� Strategic objectives are ultimately realized through Service Operations

Risks:� Service loss

� Inadequate funding and resources

� Loss of momentum

� Loss of key personnel

� Resistance to change

� Lack of management support

� Differing customer expectations

Service Operation Service Operation –– Benefits & RisksBenefits & Risks



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Service Desk

Event mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service Operation Processes Service Operation Processes –– Event ManagementEvent Management



To detect events, make sense of them and determine the appropriate control action

To provide entry point for the execution of many SO processes and activities

To be used as a basis for automating many routines

Operations Management activities

Responsible for monitoring an IT Service and detecting when the performance drops below acceptable limits

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementGOALGOAL



� Event occurs

� Event notification

� Event detection

� Event filtering

� Significance of events

� Event correlation

� Trigger

� Response selection

� Review actions

� Close event

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementACTIVITIESACTIVITIES



� Event:– A change of state that has significance for the management of a Configuration

item

– Can be detected by the technical staff

– Can be detected by the automated tools

� Alert:– A warning that threshold has been reached or something has been changed

� Trigger:

– An indication that some action or response to an Event may be needed

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementKEY TERMSKEY TERMS



Problem ManagementProblem Management Change ManagementChange Management

Availability ManagementAvailability Management

Event ManagementEvent Management

Capacity ManagementCapacity ManagementConfiguration ManagementConfiguration Management

Asset ManagementAsset Management

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementINTERFACESINTERFACES



There is no dedicated stuff

Filled by people from the functions as follows

� Service desk

� Technical mgmt

� Application mgmt

� IT operations mgmt

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementROLESROLES



Event Management’s value to the business is generally indirect; however, it is possible to determine the basis for its value as follows:

� early detection of incidents before any actual service outage occurs

� provide basis for automated operations

� signal status changes or exceptions

Service Operation Processes Service Operation Processes –– Event ManagementEvent ManagementBENEFITS & RISKSBENEFITS & RISKS

RISKS

� Initial funding for the necessary tools and effort needed to install and exploit the benefits of the tools.

� Setting correct level of filtering

� Rolling out of the necessary monitoring agents across the entire IT infrastructure

� Acquiring the necessary skills



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Service Desk

Incident mgmt

Event mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service Operation Processes Service Operation Processes –– Incident ManagementIncident Management



Restore the service as soon as possible while minimizing

any negative effect on business processes.

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementGOALSGOALS



� Incident:

� Any event that is not part of the standard operation of a service

� Problem:

� The unknown underlying cause of one or more incidents

� Known Error:

� An incident or problem for which the root cause is known

� Workaround:

� Method/temporary solution of avoiding an incident, so that the normal operation can continue

� Major incident - incident which has a high priority or high impact on the business. A separate procedure, with shorter timescales and greater urgency, must be used for ‘major’ incidents.

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementKEY TERMSKEY TERMS



Incident detections and recording

Classification and Initial support

Investigation and diagnosis

Resolution and recovery Incident

closure

Ownership, monitoring, tracking and communication

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementACTIVITIESACTIVITIES



� Incident detection and recording:– Identifying that an incident is taking place (from user or automatic detection tools)

� Classification and initial support:– Assigning a „type“ of incident (important for escalation and potential problem analysis)

� Investigation and diagnosis:– Review Incidents against Known Errors, problems, solutions, planned changes or knowledge base– Assigning priority (impact x urgency) => defined by SLA !!!– Identifying resolution/workaround

� Resolution and recovery:– Applying resolution/workaround– Bringing affected CI‘s back to operational status

� Service request proceeding:– Interface to pre-approved changes

� Incident closure:– Closing the incident (from the user point of view, not only IT point of view)

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementACTIVITIESACTIVITIES



� Impact:– Affect on the business– Defined in the SLA

� Urgency:– Speed needed to resolve incident

� Priority:– Impact x Urgency– For example: Urgent, High, Medium, Low– Not assigned by the user !!!

Priority = Impact X UrgencyPriority = Impact X Urgency




� Classification/Categorization:– Used for searching in the knowledge base to find workaround– Used for incident reporting– Should be the same in the Problem, Change and Release mgmt

� Status:– Define incident lifecycle– For example: New, Accepted, Scheduled, Assigned, In progress, On hold,

Resolved, Closed,– Waiting for user




Incident - event that:

• Does not belong to standard IT service operations and

• Potentially or effectively cause an outage or degradation of the agreed service quality




� Incident Manager:– Drive and monitor the efficiency and effectiveness of the Incident mgmt process

– Recommend and implement improvements

– Develop and maintain the Incident mgmt support tools

– Schedule and manage the work of Incident support staff

� SD Analyst (1st level):– Incident registration

– Initial support and classification

– Resolution and recovery of incident if possible

– Escalation of incidents

– Ownership, monitoring, tracking and communication

– Review and closure of incidents

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementROLESROLES



� 2nd level support staff– Handling escalated incidents and service requests– Incident investigation and diagnosis– The resolution and recovery of assigned incidents– Further escalation if needed– Detection of possible Problems

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementROLESROLES



2nd LineSupport Team

3rd LineSupport Team

Service DeskManager

Service DeskSupport Team

3rd LineManager

2nd LineManager

IT ServiceManager

Hie

rarc

hica

l (au

thor

ity)

Functional escalation

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementESCALATIONSESCALATIONS



Problem ManagementProblem Management Change ManagementChange Management

Availability ManagementAvailability Management

Incident ManagementIncident Management

Capacity ManagementCapacity Management Configuration ManagementConfiguration Management

SLMSLM

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementPROCESS INTERFACESPROCESS INTERFACES



� To the business:• Reduce downtime and lower business impact• The proactive identification of beneficial system enhancement and amendments• The availability of business-focused management information related to SLA‘s

� To IT:• improved monitoring• Monitoring against SLA‘s• Management information in aspects of service quality• Better staff utilization• Elimination of lost incidents• Ongoing audit of CMDB• Improved user and customer satisfaction• Control efficiency

� Less surprises:

241

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementBENEFITSBENEFITS



� Being inundated with incidents that cannot be handled within acceptable timescales due to a lack of available or properly trained resources

� Incidents being bogged down and not progressed as intended because of inadequate support tools to raise alerts and prompt progress

� Lack of adequate and/or timely information sources because of inadequate tools or lack of integration

� Mismatches in objectives or actions because of poorly aligned or non-existent OLAs and/or UCs.

Service Operation Processes Service Operation Processes –– Incident ManagementIncident ManagementRISKSRISKS



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Service Desk

Request

Fulfillment

Event mgmt

Incident mgmt

Problem mgmt

Access mgmt

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilment



To provide a channel for users to request and receive standard services

To provide information to users and customers about availability of services

To assist with general information

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilmentGOALGOAL



� Service Request:• A request for information or advice• A request for Standard change• A request for access to an IT Service• Not related to a loss of service (ie incident)• Not a normal change

� Standard change:• A pre-approved, no risk change

� Request model:• A predefined model fo handling frequently occuring requests

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilmentKEY TERMSKEY TERMS



Carried out by the Service Desk Function function, desktop support or other groups as required.

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilmentROLESROLES



Service DeskService Desk Incident ManagementIncident Management

Request FulfillmentRequest Fulfillment

Release ManagementRelease Management Configuration ManagementConfiguration Management

Asset ManagementAsset Management

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilmentPROCESS INTERFACESPROCESS INTERFACES



BENEFITS

�To provide quick and effective access to standard services which business staff can use to improve their productivity or the quality of business services and products.

� Reduces the bureaucracy involved in requesting and receiving access to existing or new services, thus also reducing the cost of providing these services.

� Increases the level of control over these services. This in turn can help reduce costs through centralized negotiation with suppliers, and can also help to reduce the cost of support.

RISKS

�Poorly defined scope, where people are unclear about exactly what the process is expected to handle

� Poorly designed or implemented user interfaces so that users have difficulty raising the requests that they need

� Badly designed or operated back-end fulfillment processes that are incapable of dealing with the volume or nature of the requests being made

� Inadequate monitoring capabilities

Service Operation Processes Service Operation Processes –– Request Request FulfilmentFulfilmentBENEFITS & RISKSBENEFITS & RISKS



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Service Desk

Problem

mgmt

Event mgmt

Incident mgmt

Request Fulfillmment

Access mgmt

Service Operation Processes Service Operation Processes –– Problem ManagementProblem Management



� Minimize the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure,

� Seek to identify a permanent resolution to a number or reoccurring incidents

� Prevent recurrence of Incidents related to errors. In order to achieve this goal, Problem Management seeks to get to the root cause of Incidents and then initiate actions to improve or correct the situation

� Problem Management differs from Incident Management in that its main goal is the detection of the underlying causes of an Incident and their subsequent resolution and prevention. The goal of Incident management is to restore the service to the Customer as quickly as possible.

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementGOALGOAL



� Problem control

� Error control

� The proactive prevention of Problems

� Identifying trends

� Obtaining management information from Problem Management data

� The completion of major Problem reviews. A Major Problem Review examine: 1. Things that were done correctly

2. Those things that were done incorrectly

3. How to prevent recurrence

4. What could be done better in the future

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementACTIVITIESACTIVITIES



� Problem:– The unknown underlying cause of one or more Incidents

� Work-around:– A temporary fix to recover a disrupted service after an incident. Are documented into problem

records

� Known Error:– A Problem that is successfully diagnosed and for which a Work-around is known

� Known Error Database (KEDB):– Repository of known errors for the benefit and utilization of Incident Management

� RFC:– A Request For Change to any component of an IT Infrastructure or to any aspect of IT services

Relationship between Incidents, Problems, Known Errors and RFCs

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementKEY TERMSKEY TERMS



Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementFUNNEL EFFECTFUNNEL EFFECT



� Reactive Problem Management major activities:

- Problem Control

- Error Control

X� Proactive Problem Management major activities:

- identifying trends

- proactive prevention of problems

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementKEY TERMSKEY TERMS



Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementPROCESS FLOWPROCESS FLOW



Change

Management

Change

Management

Incident MgmtIncident Mgmt

Problem ManagementProblem Management

Release

and Deployment

Management

Release

and Deployment

Management

Capacity ManagementCapacity ManagementAvailability ManagementAvailability Management

Configuration

Management

Configuration

Management

IT Service ContinuityIT Service Continuity

Service Level

Management

Service Level

Management

Financial

Management

Financial

Management

Service Transition

Service Design

Continual Service Improvement

Financial MgmtFinancial Mgmt

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementPROCESS INTERFACESPROCESS INTERFACES



Problem Manager:� Developing and managing Problem Management process

� Handling major incident/problems

� Make recommendations for improvement

� Manage the problem mng. support stuff

Supporting stuff:

� Identifying and investigating problems

� Raising RFC’s

� Identifying trends

� Monitoring progress

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementROLESROLES



BENEFITS� Improved IT service quality

� Incident volume reduction

� Permanent solutions

� Improved organizational learning

� Better first-time fix rate at the Service Desk

� Effective and proactive support organisation

RISKS� linking Incident and Problem Management tools

� the ability to relate Incident and Problem Records

� absence of a good Incident control process

� failure to link Incident records with Problem/error records

� lack of management commitment

� the undermining of the Service Desk role

� inability to determine accurately the business impact of Incidents and Problems

� knowledge base not built or maintained correctly due to lack of time and (or) resources

Service Operation Processes Service Operation Processes –– Problem ManagementProblem ManagementBENEFITS & RISKSBENEFITS & RISKS



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Service Desk

Access mgmt

Event mgmt

Incident mgmt

Request Fulfillmment

Problem mgmt

Service Operation Processes Service Operation Processes –– Access ManagementAccess Management



Provides the rights for users to be able to use a service or group of services

Preventing access to non-authorized users

It is therefore the execution of policies and actions defined in Security and Availability

Management.

Close related with Information Security Management and Availability Management

processes

Is NOT providing accesses to computer rooms or other locations

Is NOT providing security staff for Data Centers and other buildings

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementGOALGOAL



Requesting access

Verification

Providing Rights

Monitoring

Logging and Tracking access

Removing or Restricting Rights

Self-services

Automated

Job changes (promotions, transfer, resignation, retirement)

If used properly

Under special circumstances (death, resignation, dismissal, role changed and

others)

The owner of the information/system should verify the request

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementACTIVITIESACTIVITIES



� Access

� Identity

� Rights

� Services or service groups

� Directory Services

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementKEY TERMSKEY TERMS



RFC

Request from Human Resources

Request from Management personnel

Service Request Request for a user(s) to access a service(s)

Access

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementTRIGERSTRIGERS



Information Security

Management

Information Security

ManagementHuman ResourcesHuman Resources

Configuration ManagementConfiguration Management

Request FulfillmentRequest Fulfillment

Change ManagementChange ManagementService Level ManagementService Level Management

Access ManagementAccess Management

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementPROCESS INTERFACESPROCESS INTERFACES



� No roles specified (not dedicated stuff).

� Part of • Execution of availability and information security management• Service desk staff• Technical management stuff• Aplication management stuff• IT operations stuff

Service Operation Processes Service Operation Processes –– Access ManagementAccess ManagementROLESROLES



Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt


Technical mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Event mgmt

Service Desk

Service Operation Functions Service Operation Functions –– Service DeskService Desk



� Service Desk acts as the Single Point of Contact (SPOC) between the users and the IT Services Organization

� ITIL defines customers and users :

– Customers : People (generally senior managers) who commission, pay for and own the IT Services, sometimes referred to as "the business"

– Users : People who use the services on a day-to-day basis

267




The Service Desk function can be structured as:

� Local Service Desk

� Centralized Service Desk(There is a single desk in one location serving the

whole organization )

� Virtual Service Desk

� Follow the Sun

268




Service Operation Functions Service Operation Functions –– Service Desk LocalService Desk Local



Service Operation Functions Service Operation Functions –– Service Desk CentralizedService Desk Centralized



Service Operation Functions Service Operation Functions –– Service Desk VirtualService Desk Virtual



� Call CentreMain emphasis on professionally handling large call volumes of telephone based transactions

� Help DeskManage, co-ordinate and resolve incidents as quickly as possible

� Service DeskNot only handles incidents, problems and questions but also provides an interface for other activities such as change requests, maintenance contracts, software licenses, Service Level Management, Configuration Management, Availability Management, Financial Management and IT Services Continuity Management

272

Service Operation Functions Service Operation Functions –– Service Desk Service Desk TYPESTYPES



• Receiving calls and first-line customer liaison

• Recording and tracking incidents and complaints

• Keeping customers informed on request status and progress

• Making an initial assessment of requests, attempting to resolve them or refer them to someone who can, based on agreed service levels

• Managing the request life-cycle, including closure and verification

• Communicating planned and short-term changes of service levels to customers

• Coordinating second-line and third party support groups

• Providing management information and suggestions for service improvement

• Identifying or contributing to problem identification

• Highlighting Customer training and education needs

• Closing incidents after confirmation with the Customer

273

Service Operation Functions Service Operation Functions –– Service DeskService DeskACTIVITIESACTIVITIES



A Service Desk benefits an organization by :

� improved customer service, perception and satisfaction

� increased accessibility through a single point of contact, communication, and information.

� better quality and speedier turnaround of customer requests

� improved teamwork and communication

� enhanced focus and a proactive approach to service provision

� reduced negative business impact

� better managed infrastructure and improved control

� improved usage of IT support resources and increased productivity of business personnel

� more meaningful management information for decision support

274

Service Operation Functions Service Operation Functions –– Service DeskService DeskBENEFITSBENEFITS



� User/Customer service not considered as priority

� Users do not call Service Desk, but try to go around it to the person know, “the one who helped them so well last time”

� Lack of awareness and understanding of the needs of the business and/or users

� Over reliance on technology (products)

� Insufficient or inadequate skill levels (Service Desk staff)

275

Service Operation Functions Service Operation Functions –– Service DeskService DeskRISKSRISKS



Functions

Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt

Functions

IT Operation mgmt

Service Desk

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Event mgmt

Technical mgmt



Technical Management - Goals

� Technical Management refers to the groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure.

� It provides the actual resources to support the ITSM Lifecycle. Technical Management ensures that resources are effectively trained and deployed todesign, build, transition, operate and improve the technology required to deliver and support IT services.



Technical Management - Activities

� Generic to the Technical Management function• Identifying the knowledge and expertise required to manage and operate the IT Infrastructure.

• Documentation of the skills that exist, as well as those skills that need to be developed.

• Initiating training programs to develop and refine the skills.

• Design and delivery of training for users, the Service Desk and other groups.

• Recruiting or contracting resources.

• Definition of standards used in the design of the IT infrastructure.

• Research and development of solutions.

• Involvement in the design and building of new services.

• Involvement in projects.

• Managing vendors.

• Definition and management of Event Management standards and tools.

• Support individual processes.

� Set of discrete activities which are preformed by all three functions



Technical Management - Organization

� Mainframe team or department.

� Server team or department.

� Storage team or department.

� Network Support team or department.

� Desktop team or department.

� Database team or department.

� Middleware team or department.

� Directory Services team or department.

� Internet or Web team or department.

� Messaging team or department.

� IP-based Telephony team or department



Technical Management -Metrics

� Measurement of agreed outputs.

� Process metrics.

� Technology performance.

� Mean Time Between Failures of specified equipment.

� Measurement of maintenance activity.

� Training and skills development.



Technical Management -Documentation

� Technical documentation

• Technical manuals

• Management and administration manuals

• User manuals for Configuration Items (CIs)

� Maintenance Schedules

� Skills Inventory



Functions

Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

Application mgmt

FunctionsTechnical mgmt

Service Desk

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Event mgmt

IT Operation mgmt



IT Operations Management - Goals

� Responsible for monitoring activities and events in IT infrastructure

� The department, group or team of people responsible for performing the organization’s day-to-day operational activities.

� Function responsible for the ongoing management and maintenance of an organization’s IT Infrastructure to ensure delivery of the agreed level of ITservices to the business.

� TIP: Not responsible for - first line Incident investigation and diagnosis logged by users



IT Operations Management – Activities

� IT Operations Control - oversees the execution and monitoring of the operational activities and events in the IT Infrastructure• Console Management,• Job Scheduling,• Backup and Restore,• Print and Output management,• Maintenance activities

� Facilities Management - refers to the management of the physical IT environment, typically a Data Centre or computer rooms and recovery sites together with all the power and cooling equipment



IT Operations Management –Metrics

� Successful completion of scheduled jobs

� Number of exceptions to scheduled activities and jobs

� Number of data or system restores required

� Equipment installation statistics� Process metrics. IT Operations Management execute many Service

Management process activities. Their ability to do so will be measured as part of the process metrics where appropriate

� Maintenance metrics

� Facility metrics



IT Operations Management – Documentation

� Standard Operating Procedures

� Operations Logs

� Shift Schedules and Reports• Major events• Any exceptions• Uncompleted activities

� Operations Schedule



Functions

Service

strategy

Service

design

Service

operation

Service

transition

Continual

service

improvement

7-Steps improvement

Service catal. mgmt

Availability mgmt


Supplier mgmt

Service reporting

Service measurement

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt


Change mgmt

Asset & conf mgmt

Release & Depl mgmt


Evaluation mgmt

Knowledge mgmt

IT Operation mgmt FunctionsTechnical mgmt

Service Desk

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Event mgmt

Application mgmt



Application Management - Goals

� Responsible for managing applications throughout their lifecycle.

� The Application Management function is performed by any department, group or team involved in managing and supporting operational applications.

� Application Management also plays an important role in the design, testing and improvement of applications that form part of IT services.



Application Management – Application lifecycle

Requirements

Optimize

Operate

Deploy

Build

Design



Application Management - Activities

� Identifying the knowledge and expertise required

� Initiating training programmes

� Recruiting or contracting resources

� Design and delivery of end-user training.

� Definition of standards

� Research and Development of solutions

� Involvement in the design and building of new services.

� Involvement in projects.

� Designing and performing tests

� Managing vendors

� Involvement in definition of Event Management

� Provide resoures to the processes



Application Management - Organization

Organization based on:

� The purpose of the application.

� The functionality of the application.

� The platform on which the application runs.

� The type or brand of technology used



Application Management - Roles

� Applications Managers/Team-leaders• Overall responsibility for leadership• Provide technical knowledge• Ensure necessary training• Ongoing communication• Report to senior management• Preform line management

� Applications Analyst/Architect• Working with users, sponsors, other stakeholders• Working with technical management• Preforming cost/benefit analysis• Developing operational models• Developing standards• Creating test requirements



Application Management - Metrics

� Measurement of agreed outputs

� Process metrics

� Application performance

� Measurement of maintenance activity

� Training development



Application Management - Documentation

� Application Portfolio

� Application Requirements

� Use and Change Cases

� Design documentation

� Manuals



QUIZ



1. Which of the following BEST describes a Service Request?

A. A request from a User for information, advice or for a Standard Change

B. Anything that the customer wants and is prepared to pay for

C. Any request or demand that is entered by a user via a Self-Help web-based interface

D. Any Request for Change (RFC) that is low risk and can be approved by the Change Manager without a Change Advisory Board (CAB) meeting



2. Which of the following is NOT a valid objective of Request Fulfillment?

A. To provide information to users about what services are available and how to request them

B. To update the Service Catalogue with services that may be requested through the Service Desk

C. To provide a channel for users to request and receive standard services

D. To source and deliver the components of standard services that have been requested



3. What are Request Models used for?

A. Capacity Management

B. Modeling arrival rates and performance characteristics of service requests

C. Comparing the advantages and disadvantages of different Service Desk approaches such as local or remote

D. Identifying frequently received user requests and defining how they should be handled



4. Which process is responsible for monitoring an IT Service anddetecting when the performance drops below acceptable limits?

A. Service Asset and Configuration Management

B. Event Management

C. Service Level Management

D. Performance Management



5. What are the categories of event described in the ITIL Service Operation book?

A. Informational, Scheduled, Normal

B. Scheduled, Unscheduled, Emergency

C. Informational, Warning, Exception

D. Warning, Reactive, Proactive



6. The BEST definition of an Incident is:

A. An unplanned disruption of service unless there is a backup to that service

B. An unplanned interruption or reduction in the quality of an IT Service

C. Any disruption to service whether planned or unplanned

D. Any disruption to service that is reported to the Service Desk, regardless of whether the service is impacted or not



7. Which of the following statements about Incident reporting and logging is CORRECT?

A. Incidents can only be reported by users, since they are the only people who know when a service has been disrupted

B. Incidents can be reported by anyone who detects a disruption or potential disruption to normal service. This includes technical staff

C. All calls to the Service Desk must be logged as Incidents to assist in reporting Service Desk activity

D. Incidents reported by technical staff must be logged as Problems because technical staff manage infrastructure devices not services



8. Which of the following is NOT a valid objective of Problem Management?

A. To prevent Problems and their resultant Incidents

B. To manage Problems throughout their lifecycle

C. To restore service to a user

D. To eliminate recurring Incidents



9. In which of the following situations should a Problem Record be created?

A. An event indicates that a redundant network segment has failed but it has not impacted any users

B. An Incident is passed to second-level support

C. A Technical Management team identifies a permanent resolution to a number of recurring Incidents

D. Incident Management has found a workaround but needs some assistance in implementing it



10. What is the objective of Access Management?

A. To provide security staff for Data Centers and other buildings

B. To manage access to computer rooms and other secure locations

C. To manage access to the Service Desk

D. To manage the right to use a service or group of services



11. Which of the following BEST describes the goal of Access Management?

A. To provide a channel for users to request and receive standard services

B. Provides the rights for users to be able to use a service or group of services

C. To prevent Problems and resulting Incidents from happening

D. To detect security events and make sense of them



12. Access Management is closely related to which other processes?

A. Availability Management only

B. Information Security Management and 3rd line support

C. Information Security Management and Availability Management

D. Information Security Management only



13. Which of the following is NOT an example of Self-Help capabilities?

A. Requirement to always call the Service Desk for service requests

B. Web front-end

C. Menu-driven range of self help and service requests

D. A direct interface into the back-end process-handling software



14. Which of the following are Service Desk organizational structures?

1. Local Service Desk

2. Virtual Service Desk

3. IT Help Desk

4. Follow the Sun

A. 1, 2 and 4 only

B. 2, 3 and 4 only

C. 1, 3 and 4 only

D. 1, 2 and 3 only



15. Which of the following BEST describes Technical Management?

A. A Function responsible for Facilities Management and building control systems

B. A Function that provides hardware repair services for technology involved in the delivery of service to customers

C. Senior managers responsible for all staff within the technical support Function

D. A Function that includes the groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure



16. Which of the following functions would be responsible for management of a data centre?

A. Technical Management

B. Service Desk

C. IT Operations Control

D. Facilities Management



17. Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Change Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Release Management



18. Which role or function is responsible for monitoring activities and events in the IT Infrastructure?

A. Service Level Management

B. IT Operations Management

C. Capacity Management

D. Incident Management



19. Which of the following is NOT a responsibility of Application Management?

A. Ensuring that the correct infrastructure management skills are available

B. Assisting in the design of the application

C. Providing guidance to IT Operations about how best to manage theapplication

D. Contributing to the decision on whether to buy or build an application






Processes

Service

strategy

Service

design

Service

operation

Continual

service

improvement

Event mgmt

Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

7-Steps Improvement

Service Reporting

Service Measurement

Service

transition


Change mgmt

Asset & Conf mgmt



Knowledge mgmt

Evaulation mgmt



Continual Service ImprovementPurpose

� Aims to continually align IT services to changing business needsby identifying and implementing improvements

� Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness

Existing services and processes

Improved services and processes


Processes



� Baselines are:

– markers or starting points for later comparison.

– used to establish an initial data point to determine if a service or process needs to be improved.

– documented, recognized and accepted throughout the organization.

� Baselines must be established at each level:

– strategic goals and objectives,

– tactical process maturity,

– operational metrics,

– Key Performance Indicators.

Service Measurement – Key Terms



Continual Service Improvement values – Key Terms

� Improvements – expressed by measurable increase in a desirable metric or decrease in an undesirable metric.

� Benefits - The gain achieved implemented of improvements.

� Value on Investments (VOI) - The extra value created by establishment of benefits that include non-monetary or long-term outcomes.

� Return on Investment (ROI) - The added monetary value as a percentage. ROI is a subcomponent of VOI.



Processes

Service

strategy

Service

design

Service

operation

Continual

service

improvement

Event mgmt

Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Service

transition


Change mgmt

Asset & Conf mgmt



Knowledge mgmt

Evaulation mgmt

7-Steps

Improvement

Service measurement

Service Reporting



Continual Service Improvement – Goal

To continually improve services provided by IT Service provider

To continually improve service assets



The 7-Step Improvement Process



� Based on Business vision, strategy, goals:1. Define what you should measure

2. Define what you can measure

3. Gather the data

4. Process the data

5. Analyze the data

6. Present and use the Information

7. Implement corrective action

The 7-Step Improvement Process -- Activities



Processes

Service

strategy

Service

design

Service

operation

Continual

service

improvement

Event mgmt

Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Service

transition


Change mgmt

Asset & Conf mgmt



Knowledge mgmt

Evaulation mgmt

Service

Reporting

Service measurement

7-Steps improvement



Identify the purpose, the target audience and content for the reporting

Right content to the right audience

Service Reporting - Goals



Service Reporting – Key terms

�Reporting policies & rules:

�Define targeted audience

�Agreement on what to measure

�Agreement on definition of all terms and boundaries

�Basis of all calculations

�Access to report

�Meetings schedule



Processes

Service

strategy

Service

design

Service

operation

Continual

service

improvement

Event mgmt

Service catal. mgmt

Availability mgmt


Supplier mgmt

Incident mgmt

Request Fulfillment

Problem mgmt

Access mgmt

Service level mgmt

Capacity mgmt


Strategy Generation

Service Port. mgmt

Demand mgmt

Financial mgmt

Service

transition


Change mgmt

Asset & Conf mgmt



Knowledge mgmt

Evaulation mgmt

Service

Measurement

Service reporting

7-Steps improvement



Create the Service Measurement Framework (SMF)

Ensure SMF adds value to reporting in terms of Availability of the service, Reliability of the service and Performance of the service.

Service Measurement - Goal



Service Measurement - Activities

� Understand the business process

� Decide what needs to be measured– Services– Components– Processes– Activities– Outputs

� Define target values

� Building the framework

� Defining the procedures and policies



� Metrics:

– define what is to be measured

– are a system of parameters or ways of quantitative assessment

– Include the way of how the measurement is carried out

� Types of metrics:

– Technology metrics

– Process metrics

– Service metrics

Service Measurement – Key Terms



� Define critical success factors of the service (CSF)

� Define Key performance Indicators (KPI)

� Choose relevant metrics

� Establish Measurements

Service Measurement – Establishing measurements



Continual Service Improvement - Models

� Deming Cycle

� CSI Model

� RACI Matrix



Continual Service Improvement- Deming cycle



The Continual Service Improvement cycle



Raci matrix

� R- responsible– Role responsible to execute the work– One per line– Can be delegated

� A- accountable– Role accountable that the work will be done– One per line– Can not be delegated

� C- communicated– Role which must be consulted before the work is done– Can be more per line

� I- informed– Role which must be informed when work is done– Can be more per line



Continual Service Improvement - Roles

� Service manager

� Service owner

� Process owner

� CSI manager

� Reporting analyst



Continual Service Improvement - Risks

� Being over-ambitious – don’t try to improve everything at once

� Implementing CSI with no resources – people must be dedicated to success

� Skipping steps in 7-Step Improvement Process

� Lack of making strategic, tactical and operational decisions

� Lack of meeting with the business to understand new business requirements

� Not involving the right people at all levels to plan, build, test and implement the improvement

� Removing testing before any implementation



Continual Service Improvement - Summary

� CSI is a overarching phase of the Service Lifecycle; provides feedback and control for all the other phases for better quality and value to the business

� Main inputs of CSI are existing services and processes and the main outputs are improved services and processes

� Key processes: The 7-Step Improvement Process, Service Reporting, Service Measurement

� Baselines are used to determine if services or processes need to be improved

� Qualitative and quantitative KPI s̀ are used to monitor processes (less are more)

� CSI can be supported by different models; Deming Cycle, CSI Model, Service gap model, RACI Matrix



Quiz



Quiz

1.What are the three types of metrics that an organization should collect to support Continual Service Improvement?

A. Return On Investment (ROI), Value On Investment (VOI), quality

B. Strategic, tactical and operational

C. Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activities

D. Technology, process and service



Quiz

2.In the Continual Service Improvement model, the stage 'How do we get there?' is underpinned by which set of activities?

A. Baseline assessments

B. Service and process improvements

C. Taking measurements and recording metrics

D. Setting measurement targets



Quiz

3.Which stage of the Continuous Service Improvement (CSI) model stages is BEST described as 'Understand and agree on the priorities for improvement based on a deeper development of the principles defined in the vision'?

A. Where are we now?

B. Where do we want to be?

C. How do we get there?

D. Did we get there?



Quiz

4.Undertaking a gap analysis is a key activity within which part of the Deming Cycle for improving services and service management processes?

A. Plan

B. Do

C. Check

D. Act



Quiz

5. A Process Owner has been identified with an "I" in a RACI matrix.

Which of the following would be expected of them?

A. Tell others about the progress of an activity

B. Perform an activity

C. Be kept up to date on the progress of an activity

D. Manage an activity



Quiz

6. What guidance does ITIL give on the frequency of production of service reporting?

A. Service reporting intervals must be defined and agreed with the customers

B. Reporting intervals should be set by the Service Provider

C. Reports should be produced weekly

D. Service reporting intervals must be the same for all services



…believe or not, that s̀ it… :o)))

itil v3 foundation handouts_082011

Documents

service management additional

quality management

mgmtservice portf

uks central computer

provision of quality

request ful

infrastructure library

support of total quality