itil v3 foundations certification course

8/8/2019 ITIL V3 Foundations Certification Course

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ITIL Foundations Certification Course

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ITIL V3 Foundations Certification Course

ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of

Government Commerce, and is Registered in the U.S. Patent and Trademark Office.

IT Infrastructure Library is a Registered Trade Mark of the Central Computer andTelecommunications Agency which is now part of the Office of Government Commerce.


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Agenda

Day 1

Introduction

Module 1 Service Management as a Practice

Module 2 Service Lifecycle

Module 3 Key Principles, Models and Concepts

Day 2

Module 4 Concepts, Processes, Roles & Functions

Module 5 Service Management Technology & Architecture.

Quiz


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Why ITIL?

Adopting ITIL guidance can provide such benefits as:

Continuous improvement in the delivery of quality IT services

Reduced long term costs through improved Return On Investment through processimprovement

Demonstrable Value For Money to the business, the board and stakeholders,through greater efficiency

Reduced risk of not meeting business objectives, through the delivery of rapidlyrecoverable, consistent services

Improved communication and better working relationships between IT and thebusiness

The ability to absorb a higher rate of Change with an improved, measurable rate ofsuccess

Processes and procedures that can be audited for compliance to best practiceguidelines

Introduction


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Remember :

ITIL describes what needs to be done but NOT how it should be done

ITIL does NOT define:

Every role, job or organisation design

Every tool, every other equipment, every required customisation

Every process, procedure and task required to be implemented

ITIL does NOT claim to be a comprehensive description of everything within IT, but it

instead contains best practices that have observed and accepted in the industry


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Why ITIL V3?

ITIL V2 was all about What not How

ITIL V2 did not address Supply Chain

Better synergy with other best practices like CMMI, COBIT, Quality, etc.

V3 includes Integrated Value Service Network

V3 provides guidance on selecting good tools.

V3 addresses both ROI and ROV

V3 focuses on Service driven lifecycle approach

Introduction


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ITIL V3 Framework


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Service Management as a PracticeModule 1


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What is a Service?

A service is a means of delivering value to customers by facilitating outcomes customerswant to achieve without the ownership of specific costs and risks.

Some services enhance performance of tasks, others have a more direct impact, and someperform the task itself.

What is Service Management?

It is a set of specialized organizational capabilities for providing value to customers in theform of services.

A set of functions and processes for managing services over their lifecycle.

THE ACT OF TRANSFORMING RESOURCES INTO VALUABLE SERVICES IS THE CORE OF SERVICE MANAGEMENTTHE ACT OF TRANSFORMING RESOURCES INTO VALUABLE SERVICES IS THE CORE OF SERVICE MANAGEMENT

Module 1


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Functions, Roles and Processes

Function A team or group of people and the tools they use to carry out one or moreprocesses or activities.

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

Processes A set of activities designed to accomplish a specific objective. Process takesdefined inputs, turns them into a desired output.

Recognizing a process

Process has to be measurable

It delivers specific resultsPrimary results are delivered to customers or stakeholders

Responds to specific events

Module 1


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A Process Model

Process

Owner

Process

Objectives

Process

Documentation

Process

Feedback

Process

Activities

Process

Metrics

Process

Roles

Process

Procedures

Process Work

Instructions

Process

Improvement

Process

Resources

Process

Capabilities

Process Control

Process inputs Process outputs

Process Enablers

Module 1


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Summary

What is a Service?

What is Service Management?

What are Functions?

What are Roles?

What is a Process?

Process Model

Module 1


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The Service Lifecycle

Module 2


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Module 2


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ITIL is used by organizations world wi de to establish and improve capabilities i n service management.

ISO/IEC 20000 provides a formal and universal standard for organization seeking to heir service m anagement capabilities audited and certified.

ITIL Library has the foll owing components:

ITIL CORE

ITIL Complementary Guidance

ITIL Web

Service Strategy

Service Design

Service Transition

Service Operations

Continual Service Improvement

Publications

Module 2


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Service Strategy - provides guidance on how to design, develop and implement service

management not only as an organizational capability but as a strategic asset. Service Strategyincludes, development of markets, service assets; service catalog; Financial Management,

Service portfolio management, organizational development and strategic risks.

Module 2

It helps answers questions like:

What services should we offer and to whom?

How to create value for customers?

How do we define service quality?

How to efficiently allocate resources across a portfolio of services?

How can financial management provide visibility and control over value creation? Etc.


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Service Design - provides guidance for design and development of services and service

management processes. Scope of Service design is not limited to new service, it also includes

changes and improvements necessary..

Module 2

Goals of Service Design:

Design services to meet business objectives.

Design services that can easily and efficiently developed and enhanced

Design efficient and effective processes for design, transition, operation and improvementof high quality IT Services.

Identify and manage risk

Design Measurement methods and metrics

Produce and maintain IT plans, processes, policies, architectures, frameworks and

documents, etc


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Module 2

Scope of SD:

New and Changed Services

Service Portfolio

Technology architecture and Management Systems

The processes

Measurement methods and metrics

Value to Business of SD

Reduced total cost of ownership (TCO)

Improved quality of service

Improved consistency of service

Improved IT governance

Improved information and decision making

Improved service alignment.


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Service Transition - provides guidance for development and improvement of capabilities for

transitioning new and changed services into operations. It combines practices in release

management, program management and risk management and places them in practical context

of Service management..

Module 2

Goals of Service Transition:

Plan and implement deployment of all releases

Assure the proposed changes in Service Design are realized

Decommission or terminate services

Reduce variations in the predicted and actual performance

Plan and manage resources to successfully establish a new or changed service

Set customer expectations on how performance and use of new or changed service can be

used to enable business change.

Provide consistent and rigorous framework for evaluation service capability and risk profile.

Provide efficient, repeatable build and installation mechanisms that can be used to deploy

releases to test and production environments


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Module 2

Scope of ST:

Management and coordination of processes, systems and functions to:

Package, build, test and deploy a release into production.

Establish the service specified in customer and stakeholder requirements.

Change Management, Service Asset and Configuration Management, Knowledge

Management

Value to Business of SD

Ability to react quickly

Management of Mergers, de-mergers, acquisitions, transfer of services

Better prediction of service levels and warranties

More confidence in governance and compliance

Reduced level of risk


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Service Operations - provides guidance on achieving effectiveness and efficiency in delivery

and support of services. Coordinate and carry-out day-to-day activities and processes to deliver

and manage services at agreed levels.

Module 2

Scope of Service Operations:

Ongoing management of:

The services themselves

The Service Management processes

Technology

People

Value to Business of SO

Where actual value of strategy, design and transition are realized by the customers and

users.


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Achieving balance (Conflicting Motives)

IT Services Vs Technology

Stability Vs Responsiveness

Quality of Service Vs Cost of Service

Reactive Vs Proactive

Module 2

The value of communication

Communications must have an intended purpose

Must have a resultant action

Must have a target audience


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Continual Service Improvement - provides instrumental guidance in creating and maintaining

value for customers through better design, introduction and operation of services. It combines

principles of quality management, change management and capability management..

Module 2

Objective of CSI

Review, analyze and make recommendations on improvement opportunities in each

lifecycle phase

Review and analyze Service Level Achievement results

Identify and implement individual activities to improve IT Service Quality and improve the

efficiency and effectiveness of enabling ITSM processes.

Ensure applicable Quality Management methods are used to support continual

improvement activities.

Overall health of

ITSM

Continual alignment

of portfolio with IT

Services

Maturity of enabling

IT processes


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Value to Business of CSI

Improved service quality, higher availability

Gradual cost reductions and better cost-justification

Better information about existing services

Better business/IT alignment

Increased flexibility and adaptability

Improved communication

ROI / VOI

Module 2


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Interfaces with other Methodologies, standards.

CMMI Carnegie-Melon Capability Maturity Model Integration

TOGAF The Open Group Architecture Framework

eTOM Enhance Telecom Operations Map

Six Sigma Quality Management System

PMBOK Project Management Book of Knowledge.

SOA Service Oriented Architecture

PRINCE 2 Project Management System developed by OGC

COBIT Control Objectives for Information & Related Technology

M-o-R Management of Risk

ISO /IEC 20000 International Standard for IT Service Management

SOX Sarbane-Oxley

ISO/IEC 27001 International Standard for IS Security

ISO/IEC 19770 International Standard for Software Asset Management.

Module 2


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Summary

ITIL CORE

Service Strategy

Service Design

Service Transition

Service Operations

Continual Service Improvement (CSI)

Interface with other methodologies and standards

Module 2


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Key Principles, Models and Concepts

Module 3


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Agenda

Service Provider RACI Model

Process Owner

Service Owner

Suppliers and Contracts

Service Portfolio

Service Catalog

Risk Management & Analysis

Plan, Do, Check, Act Model

Governance

Module 3


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RACI Model

Responsible, Accountable, Consulted and Informed

To build a RACI:

Identify activities/processes

Identify and define functional roles

Conduct meetings and assign the RACI codes

Identify gaps

Ensure allocations are followed.

Module 3


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Process Owner

Responsible For:

Assisting with Process Design

Documenting the Process

Monitoring Process Performance

Ensuring objectives are met

Improving process over time.

Defining Key Performance Indicators (KPIs)

Module 3


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Service Owner

Responsible For:

Initiation and Transition

Ongoing maintenance and support

Monitoring and reporting

Identifying improvement opportunities

Prime Customer Contact

Module 3


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Service Portfolio

The most effective way of managing all aspects of services through their lifecycle is by usingappropriate management systems and tools to support and automate efficient processes.

Service Portfolio is the most critical management system used that describes a providers

services in terms of business value.

Why should a customer buy these services?

Why should they buy these services from you? What are pricing or chargeback models?

What are my strengths, weaknesses, priorities and risk?

Module 3


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Service Portfolio should contain details of every service and its current status wi thin the organization.

Some of the status values include:

Requirements

Defined

Analyzed

Approved

Chartered Designed

Developed

Built

Test

Released

Operational

Retired.

Module 3


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Service Catalog

Part of the Service Portfolio

Services available for deployment or use

Information to be shared with customers

Business Service Catalog

Services of interest to customer

Technical Service Catalog

Underpinning services of interest to IT

Module 3

Catalog contains details of all operational services being provided or those being prepared for

transition to live environment, a summary of their characteristics and details of the customers

and maintainers of each.

Business Service Catalog: Containing details of all IT Services delivered to the customer together withrelationships to the business units and the business process that rely on IT Services

Technical Service Catalog: Containing details of all the IT Services delivered to customer, along with

relationships to the supporting services, shared services, components and CIs necessary to support the

provision of such service.


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Service Portfolio should contain details of every service and its current status wi thin the organization.

Some of the status values include:

Requirements

Defined

Analyzed

Approved

Chartered Designed

Developed

Built

Test

Released

Operational

Retired.

Module 3


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Risk Management and Analysis

Identification and Control of exposure to risk

Aims at supporting better decision-making through a good understanding of risks and their

likely impact.

2 Phases Risk Analysis and Risk Management

Risk Management includes Business Continuity Management, Security, Program/Project risk

management and operational service management.

Module 3


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Planning for Improvement Initiatives (Plan)

Implementation of Improvement Initiative (Do)

Monitor, Measure and Review Services and Service Management Process (Check)

Continual Service & Service Management process Improvement (Act)

Module 3


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Module 3

Service Provider

RACI Model

Process Owner

Service Owner

Suppliers and Contracts

Service Portfolio

Service Catalog

Risk Management & Analysis


Governance

Summary


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Concepts, Processes, Roles and Functions

Module 4


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Module 4

Service Operation Processes

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Functions Service Desk Technical Management

IT Operations Management

Application Management

Agenda


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Module 4

Objectives

Basic Concepts

Roles

Event Management


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Module 4

Detect Events, make sense of them and determine appropriate control action Event management is basis for Operational Monitoring and Control

It facilitates a way of comparing actual performance and behavior against design standardsand Service Level Agreements.

Event Management - Objectives

Event An alert, a notification.

Event Management Process responsible for managing events throughout their lifecycle.

Alert Something that happens that triggers an event or a call for action.


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Module 4

Event Management Logging and Filtering

Filtered

Exception

Warning

Information


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Module 4

Event Management Managing Exceptions

Filtered

Incident

Problem

RFC

Exception

Incident

Management

ProblemManagement

Change

Management


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Module 4

Event Management Information & Warnings

Incident

Problem

RFC

Warning

Incident

Management

Problem

Management

Change

Management

Alert Human

Intervention

Auto response

InformationLog

ITIL F d ti C tifi ti C


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Module 4

Service Desk

Technical Management

Applications Management

IT Operations Management

Event Management - Roles



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Module 4

Objectives Scope

Business Value

Basic Concepts

Activities

Interfaces

Key Metrics Roles

Challenges

Incident Management



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Module 4

To restore normal service operation as quickly as possible and minimizeadverse impact on the business.

Ensuring best possible levels of service quality and availability are maintained.

Incident Management is the process for dealing with all incidents; this caninclude failures, questions or queries reported by the users (usually via a

telephone call to the Service Desk), by technical staff, or automatically detectedand reported by event monitoring tools.

Incident Management - Objective

Managing any disruption or potential disruption to live IT services.

Incidents are identified. Directly by users through the Service Desk

Through an interface from Event Management to Incident Management tools.

Reported and/or logged by technical staff

Incident Management - Scope

Service requests are different from IncidentsService requests are different from Incidents


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Module 4

Incident Management - Activities

From EventMgmt

From WebInterface

User

PhoneCall

EmailTechnical Staff

IncidentIdentification

IncidentLogging

IncidentCategorization

Service request?

Incidentprioritization

Major incident Initial DiagnosisInvestigation &

Diagnosis

Resolution &Recovery

Incident Closure

END

No



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Module 4

Identification Logging

Categorization

Prioritization

Initial Diagnosis

Escalation

Investigation and diagnosis Resolution and recovery

Closure

Incident Management - Steps



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Module 4

Identification Logging

Categorization

Prioritization

Initial Diagnosis

Escalation

Investigation and diagnosis Resolution and recovery

Closure

Incident Management - Steps



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Module 4

Incident Prioritization

Priority CodePriority Code DescriptionDescription Target Resolution TimeTarget Resolution Time

1 Critical 1 hour

2 High 8 hours

3 Medium 24 hours

4 Low 48 hours

5 Planning As planned



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Module 4

Problem Management Service Asset and Configuration Management (SACM)

Change Management

Capacity Management

Availability Management

Service Level Management

Event Management

Incident Management - Interfaces

Total number of incidents

Breakdown of incidents

Size of incident backlog

Mean elapsed time to resolution

% resolved by the Service Desk % handled within agreed response time

% resolved within agreed SLA

No & % of major incidents

No & % of incidents incorrectly assigned

Avg Cost of incident handling

Incident Management Key Metrics



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Module 4

Incident Manager Super Users

First Line Support

Second-Line Support

Third-Line Support (Technical Mgmt, IT Ops, App Mgmt, 3rd party)

Incident Management - Roles

Ability to detect incidents as quickly as possible

Ensuring all incidents are logged

Ensuring previous history is available

Integration with Configuration Management System, SLM and KEDB

Incident Management Challenges



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Module 4

Service Request Request from user for information or advice, or for a standardchange.

Self Help

Request Fulfillment Basic Concept

Not usually a dedicated staff

Service Desk staff

Incident Management staff

Service Operations teams

Request Fulfillment - Roles



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Module 4

Objectives Basic Concepts

Roles

Problem Management

To prevent problems and resulting Incidents from happening

To eliminate recurring incidents

Minimize impact of incidents that cannot be prevented.

Problem Management - Objectives



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Module 4

Problem Problem Models

Workaround

Known Error

Known Error Database

Reactive Problem Management

Proactive Problem Management

Problem Management Basic Concepts

ITIL Foundations Certification Course Module 4


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Module 4

Problem Problem Models

Workaround

Known Error

Known Error Database

Reactive Problem Management

Proactive Problem Management

Problem Management Basic Concepts

Problem Manager

Supported by technical groups Technical Management

IT Operations Application Management Third-Party suppliers

Problem Management Roles

ITIL Foundations Certification CourseModule 4


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Module 4

Objectives Basic Concepts

Roles

Access Management

Granting Authorized users the right to use a service

Preventing access by non-authorized users.

Execution of policies and actions defined in Information Security Management

and Availability Management.

Access Management - Objectives



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Module 4

Access Identity

Rights

Service or Service Groups

Directory Services

Access Management Basic Concepts

Not usually dedicated staff

Access management is execution of Availability Management and Information

Security Management

Service Desk staff

Technical Management staff

Application Management staff

IT Operations staff.

Access Management - Roles



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Module 4

Service Operations Functions

Service Desk

IT OperationsManagement

Operations ControlFacilities Management

Technical Management Application Management



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Module 4

A Service Desk is a functional unit made up of a dedicated number of staffresponsible for dealing with a variety of service events, often made viatelephone calls, web interface, or automatically reported infrastructure events.

Improved customer service, perception and satisfaction

Increased accessibility through a single point of contact, communication

and information

Service Desk

Logging all relevant incident/service request details, allocating categorization

and prioritization codes

Resolving those incidents/service requests they are able

Closing all resolved incidents, requests and other calls

Service Desk - Responsibilities



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Module 4

There are many ways of structuring Service Desks and locating them and the correct solution

will vary for different organizations.

1.Local Service Desk

2.Centralized Service Desk

3.Virtual Service Desk



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Local Service Desk

This is where a desk is co-located within or physically close to the user community it serves,

Service Desk

Technical

Management

Application

Management

IT Operations

Management

3rd Party

Support

Request

Fulfillment

Users



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There may, however, be some valid reasons for maintaining a local desk, even where call

volumes alone do not justify this. Reasons might include:

Language and cultural or political differences

Different time zones

Specialized groups of users

The existence of customized or specialized services that require specialist knowledge

VIP/criticality status of users

Centralized Service Desk

It is possible to reduce the number of Service Desks by merging them into a single location (or

into a smaller number of locations) by drawing the staff into one or more centralized Service

Desk structures

More Efficient

Cost Effective

Better resource utilization



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Service Desk

Technical

Management

Application

Management

IT Operations

Management

3rd Party

Support

Request

Fulfillment

Site 1

Second Line

Support

Site 2 Site 3 Site 4

Centralized Service Desk



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Virtual Service Desk

Through the use of technology, particularly the Internet, and the use of corporate support tools,

it is possible to give the impression of a single, centralized Service Desk when in fact thepersonnel may be spread or located in any number or type of geographical or structural

locations

Work-from-home

Second support group

Off-shoring or outsourcing

Site2

Site 1

Site 3

Virtual

Servic

e Desk



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Follow-the-Sun:

Some global or international organizations may wish to combine two or more of their

geographically dispersed Service Desks to provide a 24-hour follow-the-sun service

Specialized Service Desk groups

For some organizations it might be beneficial to create specialist groups within the overall

Service Desk structure, so that incidents relating to a particular IT service can be routed

directly (normally via telephony selection or a web-based interface) to the specialist group.

This can allow faster resolution of these incidents, through greater familiarity and specialist

training



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An organization must ensure that the correct number of staff are available at any given time to

match the demand being placed upon the desk by the business.

Factors when deciding Staffing:

Business requirements, such as budget, call response times, etc.

The number of customers and users to support

Incident and Service Request types (and types of RFC if appropriate):

Duration of time required for call types

The volume and types of incidents and Service RequestsThe period of support cover required, based on:

Hours covered

Out-of-hours support requirements

Time zones to be covered

Locations to be supportedThe service level targets in place (response levels etc.)

The type of response required:

TelephoneE-mail/fax/voice mail/video

Physical attendance

Online access/control

Service Desk staffing



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Metrics should be established so that performance of the Service Desk can be evaluated at

regular intervals. This is important to assess the healthy, maturity, efficiency, effectivenessand any opportunities to improve Service Desk operations.

Some Example of Metrics Include:

First-line Resolution Rate

Average time to resolve/escalate an Incident

Total cost for period divided by total call duration minutes

Number of calls broken down by time of day and day of week, combined with average call-

time.

Service Desk Metrics



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Change Management

A change is an event that results in a new status of one or more configuration

items (CI's)



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The goal of Change Management is to ensure that standardised methods and

procedures are used for efficient handling of all Changes, in order to minimise

the impact of Change-related incidents and to improve day-to-day operations.

The main aims of Change Management are :

Minimal disruption of services

Reduction in back-out activities

Economic utilisation of resources involved in the change

Change Management



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Change Management Terminology

Change

the addition, modification or removal of CIs

Request for Change (RFC)

form used to record details of a request for a change and is sent as an input to ChangeManagement by the Change Requestor

Forward Schedule of Changes (FSC)

schedule that contains details of all the forthcoming Changes

Change Management



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Change Categories

Category 0 : Is executed without prior contact. Used for workarounds/

temporary fixes

Category 1 : Little or no impact. Change Manager authorises this RFC

Category 2 : Significant impact. CAB discussion needed. Change Manager

requests advice on authorisation 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 Management



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Request for Change ( RFC) - Contents



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Change Management (contd..)

Request for Change ( RFC)

It is a formal document sent to Change Management by the Change Requestorrequesting for a change.

Every RFC runs through a number of stages before the change can be implemented



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Change Review

All implemented changes must be reviewed to establish whether: The change has had the desired effect and met its objectives

There have been no unexpected or undesirable side-effects

The resources used to implement the change were as planned

Change Advisory Board (CAB) The CAB is an advisory board that reviews RFCs and determines and provides detail

of likely impact CAB participants include :

Customers/users affected by the change

Representatives of Service Management areas

Application development teams



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Change Advisory Board/ Executive Committee (CAB/EC) The CAB/EC is responsible for authorising urgent changes

The members vary depending on their involvement with the urgent change, and their

availability at the time

What the CAB discusses : Failed or backed-out Changes

Changes applied without reference to the CAB by Incident Management

RFCs to be assessed by CAB

Change reviews

Change management process



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Change Management - CAB attendees



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Change Approval Process

Financial approval

Indicates costs are within budgetary limits or cost-benefit criteria are met

Technical approval

Assurance that the Change is feasible, sensible and can be performed without seriousinterruptions to the business

Customer approval

To ensure that business managers are satisfied with the proposals and accept any impact totheir requirements



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Change Management - Tasks



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The benefits of Change Management are :

increased visibility and better communication of changes improved risk assessment of changes

fewer backed-out or failed changes

better productivity of Users (fewer disruptions) and IT Staff (duties clearly planned)

ability to absorb large number of changes

reduction in the number of incidents and problems caused by changes

Change Management - Benefits



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The critical success factors for Change Management are :

Be prepared for dealing with Urgent Changes Integrate with Configuration and Release Management

Ensure management commitment is present and let them set the example

Choose appropriate Project Management methodologies



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Release Management (contd..)

Release Categories

A Release consists of the new or changed software and/or hardware required to implement

approved Changes

Releases are categorised as :

Majorsoftware Releases and hardware upgrades, normally containing large areas of

new functionality, some of which may make intervening fixes to Problems redundant. A

major upgrade or Release usually supersedes all preceding minor upgrades, Releases

and emergency fixes Minorsoftware Releases and hardware upgrades, normally containing small

enhancements and fixes, some of which may have already been issued as emergency

fixes. A minor upgrade or Release usually supersedes all preceding emergency fixes

Emergency software and hardware fixes, normally containing the corrections to a

small number of known Problems



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Releases can be divided based on the release unit into :

Delta Release : is a release of only that part of the software which has been changed.For ex: Security patches to plug bugs in a software

Full Release : means that the entire software program will be release again. For ex :

an entire version of an application

Packaged Release : is a combination of many changes . For ex : an Operating System

image containing the applications as well



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Release PolicyA Release policy should include :

Release naming and numbering conventions

A definition of major and minor Releases, plus a policy on issuingemergency fixes

Frequency of Releases

Expected deliverables for Releases (e.g. installation instructions and

Release notes) Guidance as to how and where Releases should be documented (e.g.

which tool to use and how)

A policy on the production of back-out plans



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One of the main activities of Release Management is managing the Definitive

Software Library (DSL) and the Definite Hardware Storage (DHS)

Definitive Software Library (DSL) Secure compound in which the authorised versions of all software CIs are stored and

protected. Includes copies of purchased software (along with the license documents)

as well as the software developed on site

Definite Hardware Storage (DHS) An area set aside for secure storage of hardware spares



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Release Management - Tasks


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The critical success factors for Release Management are :

Align with Change and Configuration Management

Create test environments that represent the live hardware and software environments

as closely as possible




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Configuration Management

Almost every Service Management process depends upon accurate IT

infrastructure information. Configuration Management :

Provides accurate information on configurations and their documentation to support all

the other Service Management processes

Accounts for all the IT assets and configurations within the organisation

Verifies the configuration records against the infrastructure and corrects any exceptions

Configuration Management v/s Asset Management

Configuration Management revolves around the lifecycles of CIs and their

relationships, whereas Asset Management is primarily concerned with the

financial value of assets



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Configuration Management (contd..)

A configuration item (CI) is a component of, or directly related, to the IT-infrastructure. CI'sinclude: hardware, software, documentation, processes and procedures

Examples of CIs :

Personal computers, Network components, Service Level Agreements, Manuals,

Applications, etc.

Examples of the relationships between CIs :

Hierarchically subjected to (parent-child relation)

Is part of (a processor is part of a PC)

Interfaced with (a system is connected to a printer)

Uses (a program uses a subroutine)

Is a copy of (program is a copy of...)

Is related to (attribute) (serial number, location, status)



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Details about CIs are stored in the Configuration Management DataBase (CMDB) from

which queries about the IT Infrastructure can be answered

The details of a CI that are mentioned in a CMDB include : Unique Identifier (service tag)

Attributes (supplier, price) Status (ordered, testing, production, archived) History (past incidents, applied changes) Category (hardware, software) Relationship (is connected to, is a part of)

The scope of the Configuration Management database is defined by the area ofresponsibility of the IT organization

The level of detail is defined by the need for information of the IT managementprocesses, the control of the information and the costs and benefits of a CMDB

Configuration Management DataBase (CMDB)



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Configuration Management DataBase (CMDB)



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Configuration Management Database (CMDB) Change Management interfaces with Configuration Management to obtain information

about a CI and then provides input on what the status of the CIs will be after a change

Configuration Management will then update the CMDB to reflect the changed status of

the CI



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Configuration Management - Process



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PlanningDuring the planning, define :

Purpose, scope and objectives

Related policies and standards

Roles and responsibilities

CI naming conventions

CMDB design, including scope and key interfaces



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Identification

The Identification activity addresses : Configuration, structures and the selection of CIs

CI types and life-cycles

CI relationships

Identification of software and document libraries

Identification of configuration baselines

Naming conventions

Labelling CIs



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Control

The Control activity organises :

Registration of new CIs and versions

Updating of CI records

Archiving of CIs and their associated records

Protection of the integrity of configurations

Updating of the CMDB after periodic checking



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Status Accounting

Status reports should be produced on a regular basis listing, for all CIs under Control, their current version

and history.

Status Accounting reports can be used to establish baselines and enable Changes between baselines andReleases to be traceable.



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Verification and Audit

Before acceptance into the environment, new Releases, builds, equipment and standardsshould be verified against the contracted or specified requirements.

Physical configuration audits should be carried out to verify that the as-built configuration

of a CI confirms to its as-planned configuration and its associated documents.



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Configuration BaseLines

A BaseLine is the configuration of a product or system established at a specific point in time,

which captures both the structure and the details of that product or system and enables that

product or system to be re-built at a later date.

Configuration BaseLines and approved Changes to those BaseLines together constitute the

Currently Approved Configuration .


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Configuration Management Benefits


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The benefits of Configuration Management are :

helps to minimize the impact of changes

provides accurate information on CIs

improves security by controlling the versions of CIs in use

facilitates adherence to legal obligations

helps in financial & expenditure planning

Configuration Management - Benefits



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The critical success factors for Configuration Management are : Select the appropriate tool at the start of the process

Ensure no one bypasses Change Management

Make use of Inventory Systems




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ConfigurationManagement

Identification

Control

StatusAccounting

IncidentManagement

Detection& Recording

Classification &Initial Support

Investigationand Diagnosis

Resolution& Recovery

Closure

ProblemManagement

Problem Control

Error Control

ProactivePreventionof Problems

ChangeManagement

Accept &Classify Changes

Evaluate

Authorize &Schedule Changes

CoordinateImplementation

ReleaseManagement

ReleasePlanning

Design, Build,Configure

Test, Accept

Verification& Audit

Monitor & Report

Review & Close

Plan Roll Out

Communicate,Prepare, Train

Distribute& Install



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Capacity Management

Ensure that capacity and performance aspects of the business requirements areprovided timely and cost effectively

Availability Management

Optimize the capability of the IT Infrastructure and supporting organization to deliver acost effective and sustained level of availability to satisfy business objectives

Service Level Management Maintain and improve IT service quality through a constant cycle of agreeing,

monitoring, reporting and reviewing IT service achievements

IT Service Continuity Management

Ensuring that the required IT technical and service facilities can be recovered within thetime scales required by Business Continuity Management

Financial Management for IT Services

Provide cost effective stewardship of IT assets and resources used in providing ITservices



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Capacity Management

The objective of Capacity Management is to ensure the optimum use of ITresources for the performance agreed upon with the client

Capacity Management is needed to support the optimum and cost-effective

provision of IT services by helping organizations to match their IT resources to

the current and future demands of their business

The main tasks of Capacity Management are :

Match capacity and demand by increasing or managing available capacity

Ensure that existing capacity is used in an optimum manner


Capacity Management (contd )


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Capacity Management (contd..)

The main types of Capacity Management are :

Business Capacity Management Trend, forecast, model, prototype and document future business requirements

Service Capacity Management Monitor, analyse, tune and report on service performance, establish baselines and

profiles of use service, manage demand for services

Resource Capacity Management Monitor, analyse, tune and report on utilisation of components, establish baselines

and profiles of use of components


Capacity Management (contd )


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Demand Management (covers the management of users' demands for IT resources) Short-term: optimization

Long-term: have an insight into future projects

Workload Management (concerned with identifying and understanding the applications,their work patterns and peaks, and their use of hardware resources)

Resource Management (storage management, assessment of new HW technology)

Performance Management (measure, control and tuning of performance of components ofthe IT infrastructure)

Application Sizing (forecast for HW resources for new and changed applications)




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p y g ( )

Modelling (trend analysis, estimation, simulation, analytic modeling)

Capacity Planning (Capacity plan which details the current levels of resourceutilisation and service performance, and forecasts the future requirements forresources)



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Capacity Management DataBase (CDB)Capacity Management collects data from a variety of hardware platforms and software

applications that could be widely distributed and stores the data in a CDB.

The components of a CDB include :

service data from SLAs

business data from the business plans and strategy

technical data from the manufacturers specification of the hardware and software

components

financial data


Capacity Management Tasks


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Capacity Management - Tasks


C it M t


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0

The benefits of Capacity Management are :

Reduced risk of performance problems and failure Cost savings

Both achievable through:

Planned buying

Deferring expenditure until really needed (but in a controlled way)

Matching capacity to business need

Ensures that systems have sufficient capacity to run the applications required by the

business for the foreseeable future Provides information on current and planned resource utilization of individual

components allowing decisions on which components to upgrade, when to do so, and

how much it will cost.

Capacity Management - Benefits


C it M t ( d )


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The critical success factors for Capacity Management are :

Interface with Availability and Financial Management

Ensure business expertise is available, especially for Business Capacity

Management



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Availability Management (contd )


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Availability Management (contd..)

Availability Management Terminology

Availability

The extent that a CI or an IT service is able to perform the expected functionality of the CI orIT service over a specified time period

Reliability

Refers to the extent that an IT service is able to perform the expected functionality, over acertain period of time, under prescribed circumstances OR freedom from operational failure.

Maintainability

This indicates the ease of the maintenance of the IT service (preventative, inspective,corrective)




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Serviceability

All relevant contractual conditions of external suppliers and third-party suppliers to

maintain CIs

Resilience

The ability of an IT service to function correctly in spite of the incorrect operation of

one or more subsystems



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Availability = Host * Network * Server * Workstation

= 0.98 * 0.98 * 0.98 * 0.975 * 0.96

= 0.8809

Total Infrastructure Availability = 88.09%.




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Un-Availability Costs

Tangible costs

Lost user and IT staff productivity, lost revenue, overtime payments, wastedgoods and material, fines and penalties

Intangible costs

Loss of goodwill (customer dissatisfaction), loss of customers, loss of business

opportunity (to sell, gain customers), damage to business reputation, loss ofconfidence, damage to staff morale




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Calculating Un-Availability Costs

Determine the Vital Business Function (VBF)

Carry out CRAMM (Computer Risk Assessment Management Methodology)


Availability Management - Tasks


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Availability Management - Benefits


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The benefits of Availability Management are : IT services with an availability requirement are designed, implemented, and managed

to consistently meet that target

Improvement of capability of the IT infrastructure to attain the required levels of

availability to support the critical business processes

Improvement of customer satisfaction and recognition that availability is the prime IT

deliverable

Reduction in frequency and duration of incidents that impact IT availability Single point for availability is established within the IT organization (process owner)

Levels of IT availability provided are cost-justified and support SLAs fully

Shortcomings in provision of availability are recognized and coped with in a formal way

Mindset moves from error correction to service enhancement: from reactive to

proactive attitude




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The critical success factors for Availability Management are :

Integrate with IT Service Continuity Management

Understand the un-availability costs (both tangible and intangible costs)


Service Level Management


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A Service Level Agreement (SLA) is a two-sided written agreement between an

IT Service Provider and the IT Customer(s), defining the key service targets and

responsibilities of both parties

Service Level Management is the process of negotiating, defining, contracting,

monitoring and reviewing the levels of customer service, that are both required

and cost effective

Service Level Management helps to develop a better relationship between the IT

Organisation and its customers


Service Level Management (contd..)


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Service Level Management aims to :

Strike a balance between customer requirements and service costs

Identify customer requirements in terms of what customers want and what can be

delivered

Measurable service standards

What you don't measure, you can't agree upon

Enhance quality by implementing quality improvement programs

What can be measured can be improved!

Business relationship between customer and supplier




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Service Level Management Contracts

The IT organization has several contracts: An SLA with customers, an OLA with

an internal supplier and underpinning contracts with external suppliers




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Functions of Service Level Management

As well as setting up and monitoring SLAs, maintaining underpinning contracts with

suppliers and managing relationships with customers are also functions of SLM




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Service Level Management consists of activities that are needed to set up a

SLA, but also activities needed to see if the Service Levels are met




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Balancing IT Service Supply & Demand

Important within a SLA is the balance between the demand for IT services andthe supply of IT services

Demand and Supply for IT Services can be balanced by :

Being aware of the business requirements

Being aware of the IT possibilities (technical and economical)

Alignment of expectations



S f f S


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Service Level Agreements consist of elements of the other Service Management

processes

Input from those processes is required for agreeing and monitoring ServiceLevels


Service Level Management - SLA Details


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Elements of an SLA

General Introduction : Parties, Signatures, Service Description

Reporting & Reviewing : Content, Frequency

Incentives & Penalties

Support

Service Hours, Support, Change Procedures, Escalation

Delivery

Availability, Reliability, Throughput, Transaction Response Time, Batch Turn-around Times, Contingency & Security, Charging




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Service Level Reports (SLR)

Measured from the customers perspective

Data like reaction times, escalation times and support should be made measurable

Reports should be produced regularly

Reports contain measuring values concerning the up-to-date supporting levels and the trend

developments




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Service Catalog

A Service Catalogue can be used to list the "normal" services provided by the IT

organization whereas Service Level Agreements can be set up for "special" services

The Service Catalogue contains :

Relevant characteristics of services

Relevant information of the use of the services


Service Level Management - Tasks


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Service Level Management - Benefits


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The benefits of Service Level Management are :

Improvement in IT service quality and reduction of service outages can lead to

significant financial savings

Satisfied customers and better customer relationship

Clearer view between both parties on roles and responsibilities

Specific targets that have to be achieved and that can be measured and reported

Focusing of IT effort on what the business thinks is key

IT and customers have consistent expectations on the level of service required

Identification of weak areas that can be remedied subsequently SLM underpins supplier management and vice-versa

IT services are designed to meet Service Level Requirements

SLAs can be the basis for charging, and are the demonstration of what customers

receive for their money.




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The critical success factors for Service Level Management are :

Service Level Management should not just be limited to SLAs Ensure buy-in from all other Service Management processes

Create a definition of Service


IT Service Continuity Management


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The objective of IT Service Continuity Planning is to restore IT services asquickly and as completely as possible after a disaster has taken place

IT Service Continuity Management ensures that the required IT technical andservices facilities (including computer systems, networks, applications,telecommunications, technical support and service desk) can be recoveredwithin required, and agreed, business schedules.

The reasons an organization should implement IT Service ContinuityManagement are : Avoid financial risks (insurance)

Increased dependence on IT services; business protection

Provides a competitive edge

Legal requirements

Customers demands


IT Service Continuity Management (contd..)

B i C ti it M t d IT S i C ti it M t


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Business Continuity Management and IT Service Continuity Management

Business Continuity Management (BCM) is concerned with managing risks toensure that at all times an organization can continue operating to, at least, a predetermined

minimum level. The BCM process involves reducing the risk to an acceptable level and

planning for the recovery of business processes should a risk materialize and a disruption to

the business occur.

IT Service Continuity Management (ITSCM) must be a part of the overall BCM

(Business Continuity Management) process and is dependent upon information derivedthrough this process. ITSCM is focused on the continuity of IT Services to the business.

BCM is concerned with the management of Business Continuity that incorporates all

services upon which the business depends, one of which is IT.




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IT Service Continuity Management activities include :

Risk Analysis Risk Management

Continuity Plan

Creation

Testing

Improving

Maintenance

Reporting

These activities are all engineered to provide IT Service continuity




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The recovery options that can be used are :

Do nothing !!! Insure for damage

Manual back-up procedures (on paper until IT is restored)

Take-over by other organization with similar equipment (reciprocal)

Fortress approach; disaster-proof

Gradual recovery {cold standby} 72-48 hours

Intermediate recovery {warm standby} 24-1 hours Immediate recovery {hot standby} seconds

Using internal / external / fixed / portable / mobile centres



Ri k A t


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Risk Assessment




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Contingency Plan

Contents

Administration

IT infrastructure

IT infrastructure management and procedures for operation

Staff

Security

Continuity site

Return to original situation

Scope

Hardware, Software, Networks, Terminals/PCs, Accommodation (for IT and

users), Building facilities and Staff


IT Service Continuity Management - Tasks


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IT Service Continuity Management - Benefits


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The benefits of IT Service Continuity Management are :

Potential lower insurance premiums

Business relationship with the rest of the enterprise is fostered because IT

organization is forced to get a better

understanding of the business

Positive marketing of contingency capabilities. Effective ITSCM allows

organization to provide high service levels and thus win business

Organizational credibility is increased towards customers, businesspartners, and stakeholders

Competitive advantage over organizations without it




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The critical success factors for IT Service Continuity Managementare :

Ensure alignment to BCM

If its not worth protecting, its not worth doing

Test under realistic circumstances



Fi i l M i i i h i h f h IT


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Financial Management gives insight into the costs of the IT

organization and options to charge the costs - making it possible to run

IT as a business

The reasons why an organization should implement Financial

Management for IT Services are :

Cost/profits awareness (make users aware of what services actually cost)

Decision-making support Cost recovery

Cost control (know the full cost of the provided IT services)

Planning

Efficiency

Influence on use (for instance providing incentives for using off-peak times




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The goals of Financial Management for IT Services are to :

Provide cost-effective stewardship of the IT assets and resources used inproviding IT Services

Be able to account fully for the spendings on IT Services and to attribute

these costs to the services delivered to customers

Assist management decisions on investments by providing detailed

business cases for Changes to IT Services


Financial Management for IT Services (contd..)


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Financial Management for IT Services activities include :

Budgeting

IT Accounting

Charging

Budgeting

The process of predicting and controlling the spending of money within the

enterprise and consists of a periodic negotiation cycle (usually annual) to set

limits on budgets and the day-to-day monitoring of the current budgets.Budgeting enables an organisation to :

Predict the money required for a given period

Ensure that actual spending can be compared with predicted spending

Reduce the risk of over-spending

Ensure that revenues are available to cover predicted spending



IT A ti


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IT Accounting

The set of processes that enable the IT organization to fully account for the way

its money is spent (particularly the ability to identify costs by customer, by

service, by activity). It usually involves ledgers and should be overseen by

someone trained in Accountancy. IT Accounting enables an organisation by :

Account for the money spent

Calculate the cost of providing IT Services to both internal & external services

Perform cost-benefit or return-on-investment analyses

Identify the cost of Changes




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Charging

The set of processes required to bill a customer for the services supplied tothem. To achieve this requires sound Accounting, to a level of detail determined

by the requirements of the analysis, billing & reporting processes. Charging

enables an organisation to :

Recover the costs of the IT Services from the Customers of the service

Operate the IT Organisation as a business unit, if required

Influence User and Customer behaviour


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Financial Management for IT Services - Tasks


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Financial Management for IT Services - Benefits


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The benefits of Financial Management for IT Services are :

IT accounting supports the IT Service Manager Statements about profitability of the individual IT services

Essential decisions about IT services and the required investments

Data for justifying IT expenditures

Essential planning and budgeting

Overview of costs, created by service failures, as a basis for expenditure

justification in strategy planning Users can track costs of the services they have used




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The critical success factors for Financial Management for IT Services

are : Involve financial / accounting experts

Interface with the other Service Management processes

Use customer-based charging units


Service LevelManagement

AvailabilityManagement

CapacityManagement

FinancialManagement

IT ServicesContinuity


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Management

Identify ServiceLevel Requirements

Verification ofFeasibility

Negotiate(Agreeing)

Management

DetermineRequirements

Perform BIA andassess design criteria

Define Targets& Measures

Monitoring& Trend Analysis

Investigate

Management

Business CapacityManagement

Service CapacityManagement

Resource CapacityManagement

for IT Services

Budget

Account

Charge(Optional)

Management

Initiation

RequirementsAnalysis

& Strategy Definition

Implementation

Establishmentof Agreements

Monitor Service Levels

Report & ReviewProduce & Maintainthe Availability Plan

OperationalManagement



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Service Management Technology & Architecture

Module 5


Service Management Technology and Architecture


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Implementing and delivering IT Services

Managing the lifecycle of IT Services

Service Design Tools

Service Management Tools

Knowledge Management Tools

Tool Selection

Scope


Service Design Tools


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Scope Hardware, Software, Environment, processes, data.

Speeding up design process

Ensuring standards and conventions

Offering prototypes and simulations

Enabling What if scenarios

Benefits


Service Management Tools


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Scope Incident, Problem, Change. May include Configuration, workflow and

Service knowledge Management

Self Help

Workflow or Process Engine

Discovery/Deployment/Licensing Technology Remote Control

Diagnostic Utilities

Reporting

Dashboards


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Tool Selection


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Create a statement of Requirement

Use MoSCoW analysis to define features. (Must, should, could, wont (but should in future) Consider vendor and tool credibility

Visit reference sites

Assess training needs

Consider integration with environment.



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Appendix


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7 Rs of Change Management

Who Raised the change?

What is the Reason for change?

What is the Return required from change?

What are the Risks involved in change?

What Resources are the required to deliver the change?

Who is Responsible for Build, test and implementation of the change?

What is the Relationship between this change and other changes?



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7 Step Improvement Process

Identify Vision, Tactical Goals, Operational Goals

Define what you should measure

Define what you can measure

Gather Data

Process Data

Analyze Data

Present and use the information

Implement corrective action

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