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TRANSCRIPT
Way To ITIL v3 Foundation
By. Mohamed Mahran, PMP, ITIL v.3 ExpertEmail: [email protected] In: http://sa.linkedin.com/in/mohamedmahranTwitter:@MuhamedMahran
Course Overview
• Introductions• Review of IT Service Management (ITSM) and
IT Infrastructure Library (ITIL)• ITIL v3:
– Service Lifecycle:• Service Strategy• Service Design• Service Transition• Service Operation• Continual Service Improvement
Introduction
Course Design
• Coverage of the Service Lifecycle strategy within ITIL v3– Lecture– Simulation/Case Study– Practice Exams– Foundations Certification Exam (Optional)
Introduction
• Please Introduce Yourself– Where do you work?– What is your title and key responsibilities?– IT experience?– Service Management experience?– Expectations for the course?
Introduction
Introductions
ITIL Review• Conceived in the mid 1980s
– CCTA (Central Computer and Telecommunications Agency)– OGC (Office of Government Commerce)
• Evolution– 30 + titles in v1 – 7 (9) titles in v2 – 5 titles in v3
• Standard for Service Management• Best practice across many industries• itSMF
Introduction
ITIL v2 Books Review
© Crown copyright 2007. Reproduced under license from OGC
Introduction
Why ITIL for Service Management?
• Best Practices• Non-Proprietary/Non-Prescriptive• Guidance, not regulations• Innovative
Best Practices lead to Good Practices Good Practices lead
to Best Practices
Introduction
Complimentary GuidanceCommonly known frameworks and standards that have synergy with ITIL:
• COBIT
• ISO/IEC 20000• ISO/IEC 15504• ISO/IEC 19770:2006• Management of Risk
• Project management• CMMI• Six Sigma• Other ITSM publications• ITIL Live• The Official Introduction to the
ITIL Service Lifecycle
Introduction
Qualification Scheme
© OGC’s Official Accreditor – The APM Group Limited 2007
Introduction
* working title
This course is EXIN accredited:
• Independent exams in IT, based on standards and best practices • Worldwide recognition, in over 125 countries • 40 years of experience, involving experts • High quality, web-based technology• International certification for IT standards:
• ITIL® • ASL• ISO/IEC 20000/SQM • BiSL • MOF • TMap®
• Partner with The APM Group Limited (APMG) who won the rights to administer ITIL accreditation, certification and examination needs for the OGC.
Introduction
More Complementary Material
• Pocket Guides• Standards Alignment• Knowledge and Skills• Case Studies• Scalability• Quick Wins• Qualifications• Templates• Study Aids• Specialty Topics
Introduction
ITIL v3
Overview of ITIL Key Concepts
Lifecycle
Five Core BooksLifecycle
Lifecycle: Terms of Interest
• Service Management• Service• Service Owner• Process• Process Owner• Function• Capability• Resource
Lifecycle
Capabilities and Resources
Capabilities Resources
Management
Organization
Processes
Knowledge
People
Financial Capital
Infrastructure
Applications
Information
People
Lifecycle
Value Creation
Business unit
Assettypes
Createvalue
Consumeassets
Generate returns(or recover costs)
ProspectsCompetitorsRegulatorsSuppliers
Influence
Demand
Supply
Management
Organization
Processes
Knowledge
People
Information
Applications
Infrastructure
Financial capital
Coordinate,control, anddeploy
Customers
Goods/Services
Capabilities
Resources
Lifecycle
© Crown copyright 2007. Reproduced under license from OGC
Lifecycle: Five phases• Strategy
– Working with the business to plan appropriately for both long- and short- term service needs
• Design– Planning and architecting services that fall within the business’s strategy
• Transition– Moving planned business initiatives to live status– Retiring old services no longer of value to the business– Improving services to keep the business at or above required
competitive levels• Operation
– Managing the services currently utilized by the business• Continual Service Improvement
– Implemented as part of every process
Lifecycle
Benefits of ITIL
• Best Practices• Lifecycle Approach• Better Integration
– Business Services– IT Services– IT Functions
• Focus on Value of Service
Lifecycle
Organizational Context
RACI Model:• Responsible
– What needs to be done and by whom• Accountable
– Who are the owners of the results?• Consult
– Who has ability to assist, guide?• Inform
– Who needs/desires to know?
Lifecycle
Governance
AccountabilityAssurance
Value CreationResource Utilization
Enterprise Governance
Corporate Governancei.e. Conformance
Business Governancei.e. Performance
Lifecycle
© Crown copyright 2007. Reproduced under license from OGC
Lifecycle
Continual Service Improvement
Service Strategy Processes
Service Design Processes
Service Transition Processes
Service Operation Processes
Service Lifecycle Operational Processes
Service Measurement
Service Reporting
Service Improvement
Demand ManagementFinancial Management
Strategy GenerationService Portfolio Mgmt
Service Catalog ManagementService Level ManagementCapacity ManagementAvailability ManagementService Continuity Management
Information Security ManagementSupplier Management
Change ManagementService Asset and Configuration Management
Knowledge Management
Release and Deployment Management
Incident ManagementProblem Management
Operation Management
Service Lifecycle Governance Program
Service Management Governance
Source: The Official Introduction to the ITIL Service Lifecycle
Lifecycle
ServiceStrategy
Continual Service Improvement
Service
Design
Service Transition
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Process Model
Process Control
Triggers
Process
ProcessInputs
Process Owner
Process Documentation
Process PolicyProcess Objectives
Process Feedback
Process ActivitiesProcess Metric
Process Procedures
Process Work Instructions
Process Enablers
Process Outputs
Including process reports and reviews
Process Roles
Process Improvements
Process Resources Process Capabilities
Lifecycle
© Crown copyright 2007. Reproduced under license from OGC
The Four Ps: People, Processes, Products, Partners
People
Processes Products/Technology
Partners/Suppliers
Lifecycle
© Crown copyright 2007. Reproduced under license from OGC
Service Operation
Incident ManagementProblem Management
Request FulfillmentEvent Management
Access Management
Service Transition
Asset and Configuration ManagementChange Management
Knowledge ManagementTransition Planning and Support
Release and Deployment ManagementValidation and Testing
Evaluation
Service StrategyFinancial Management
Service Portfolio Management
Service Design
Service Catalog ManagementService Level Management
Availability ManagementCapacity Management
IT Service Continuity ManagementSupplier Management
Information Security Management
Lifecycle
© Cable Holdings, LLC copyright 2007
Review Questions
Lifecycle
Lifecycle
1. Which of the following statements is CORRECT for ALL processes? a) They define activities, roles, responsibilities,
functions and metrics b) They create value for stakeholders c) They are carried out by a Service Provider in support of a Customer d) They are units of organisations responsible for specific outcomes
Answer: B
Lifecycle
2. The ITIL core is structured around? a) An Operations Lifecycle b) An IT Management Lifecycle c) A Service Lifecycle d) An Infrastructure Lifecycle
Answer: C
Lifecycle
3. Functions are BEST described as? a) A body of knowledge b) Closed loop systems c) Self-Contained units of organizations d) Projects focusing on transformation
Answer: C
Lifecycle
4. Which of the following statements are CORRECT? 1. A Process responds to specific events 2. A process is performance driven and able to be measured
a)1 onlyb)Both of the abovec)Neither of the above d)2 only
Answer: B
Lifecycle
5. Which of the following statements is always CORRECT about 'good practice'? a) It must be adopted by all organisations b) It is something that is in wide industry use c) It is documented in international standards d) It is based on ITIL
Answer: B
Lifecycle
6. A Process Owner is responsible for which of the following? a) Purchasing tools to support the process b) Ensuring that targets specified in a Service Level Agreement (SLA) are met c) Carrying out activities defined in the process d) Monitoring and improving the process
Answer: D
Lifecycle
7. What is the RACI model used for? a) Documenting the roles and relationships of
stakeholders in a process or activity b) Defining requirements for a new service or
process c) Analysing the business impact of an incident d) Creating a balanced scorecard showing the
overall status of Service Management
Answer: A
Lifecycle
8. Which of the following statements is CORRECT?1. Only one person can be responsible for an activity 2. Only one person can be accountable for an activity
a) All of the aboveb) 1 onlyc) 2 onlyd) None of the above
Answer: C
Lifecycle
9. Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and
resources 3. They rely on processes for cross-functional coordination and
control 4. They are costlier to implement compared to processes
a) 1, 2 and 3 onlyb) 1, 2 and 4 onlyc) All of the above d) None of the above
Answer: A
Lifecycle
10. Which of the following is NOT one of the ITIL core publications? a) Service Optimisation b) Service Transition c) Service Design d) Service Strategy
Answer: A
Lifecycle
The Five Phases of ITIL
Service Strategy
• Starting point• Explore business
needs, plans• Map IT strategies to
business• Focus on Service as
value to business• Source appropriately
“Everything in strategy is very simple, but that does not mean that everything is very easy.” – Carl von Clausewitz1
Service Strategy
• Starting point• Explore business needs, plans• Map IT strategies to business• Focus on Service as value to business• Source appropriately
Service Strategy
Service Strategy Key Concepts
Service Strategy
Strategy Terms of Interest• Warranty
– Usability of a service– Is it user-friendly?
• Utility– Functionality of a service– It does what it was designed to do
• Open-Loop System– Perform activity regardless of environment conditions, i.e. Backup
scheduled• Closed-Loop System
– Monitor environment and respond to changes, i.e. load balancing• Trigger
– Event that launches a process, i.e. a call to the Service Desk begins Incident Management activities
Service Strategy
UTILITY
WARRANTY
T/F
T/F
T/F
Fit for purpose?
Fit for use?
OR
AND
Performance supported?
Constraints removed?
Available enough?
Capacity enough?
Continuous enough?
Secure enough?
T: TrueF: False
Value-createdAND
Utility and Warranty = Value
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Business CaseBusiness case structure
A. Introduction
Presents the business objectives addressed by the service
B. Methods and assumptions
Defines the boundaries of the business case, such as time period, whose costs and whose benefits
C. Business impacts
The financial and non-financial business case results
D. Risks and contingencies
The probability that alternative results will emerge
E. Recommendations
Specific actions recommended.
Service Strategy
Service ModelsDetermine/InfluenceMarket
SpaceServicePortfolio
CustomerPortfolio
ContractPortfolio
CustomerAssets
ServiceAssets
ServiceModels
Configuration ofService Assets
(Structure)
ServiceModel
(Dynamics)
Activities, events,and Interactions
ServiceOperation
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Service Provider Types
• Type I – Internal• Type II – Shared Services (Internal)• Type III – External Provider
Service Strategy
Delivery Models
• Insourcing• Outsourcing• Co-sourcing• Partnership or multi-sourcing• Business Process Outsourcing (BPO)• Application Service Provision (ASP)• Knowledge Process Outsourcing (KPO)
Service Strategy
Service Strategy Key Processes and Functions
Service Strategy
Service Strategy Key Activities
• Define the Market• Develop the Offerings• Develop Strategic Assets• Prepare for Execution
Service Strategy
Financial Management
• Service Valuation– ROI (and VOI)
• Funding (Budgeting)• Accounting• Chargeback
Service Strategy
Business and IT Common Concerns
Customer
Service Provider
SLM
8Financial
Compliance
7Service
Provisioning Optimization
6Known Variable Cost Dynamics
5Service Portfolio Management and
Optimization
4Financial Processes
Supporting Rapid Change in:
- Budget - Business Need-Value Networks
3Service
Investment Analysis
2Service Consumption
Modelling, Valuation and Planning Confidence
1Visible, consistent run-cost structure
Commonality of Interests and Benefits PP
M
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Service Portfolio Management
• The Provider’s collection of services available to the customer– Services defined in terms of business value– Repository detailing information about the services throughout
the lifecycle– Means for comparing service competitiveness
• Why should a customer buy from this provider?• What is a fair rate for the service?• What are the strengths, weaknesses, priorities, risks?
Service Strategy
Business Service Management
Business Activity
IT Activity
Infrastructure and Application
ActivityTechnology Resources
Valu
e to
Bus
ines
s
Value to IT
ITILBusiness Service
Management
IT Service Management
IT Systems Management
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Service Portfolio Management Methods
Service Strategy
Define
Analyse
Approve
Charter
• Inventories• Business Case
• Value Proposition• Prioritization
• Service Portfolio• Authorization
• Communication• Resource Allocation
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Service Portfolio
Service Catalog
Service Pipeline
Continual Service Improvement
Marketspaces
Service concepts
Customers
Service designs
Service transition Service
operation
Third-party catalog
Retired services
Resources engaged
Return on assets earned from
service operation
Resources released
Common pool of resources
Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)
Service Strategy
ServicePortfolio
© Crown copyright 2007. Reproduced under license from OGC
Demand Management
Demand pattern
Capacity management
plan
Demand management
Delivery scheduleIncentives and
penalties to influence consumption
Pattern of business activity
Business Process
Service Process
Service belt
Service Strategy
© Crown copyright 2007. Reproduced under license from OGC
Review Questions
Service Strategy
Service Strategy
1. Which of the following questions is NOT answered by information in the Service Portfolio? a) How should our resources and capabilities be allocated? b) What opportunities are there in the market? c) Why should a customer buy these services? d) What are the pricing or chargeback models?
Service Strategy
Answer: B
2. In which core publication can you find detailed descriptions of Service Portfolio Management, Demand Management and Financial Management? a) Service Operations b) Service Strategy c) Service Transition d) Continual Service Improvement
Service Strategy
Answer: B
3. How does an organisation use Resources and Capabilities in creating value? a) They are used to create value in the form of
output for production management b) They are used to create value in the form of
goods and services c) They are used to create value to the IT organisation for Service Support d) They are used to create value to the IT organisation for Service Delivery
Service Strategy
Answer: B
4. "Warranty of a service" means? a) The service is fit for purpose b) There will be no failures in applications and
infrastructure associated with the service c) All service-related problems are fixed free of
charge for a certain period of time d) Customers are assured of certain levels of
availability, capacity, continuity and security
Service Strategy
Answer: D
5. Which of the following statements CORRECTLY defines Insourcing and Outsourcing delivery model options? a) Insourcing relies on internal resources; outsourcing relies on external organisation(s) resources b) Insourcing relies on external organisation(s)
resources; outsourcing relies on internal resources c) Insourcing relies on co-sourcing; outsourcing relies on partnerships d) Insourcing relies on knowledge process outsourcing; outsourcing relies on application service provisioning
Service Strategy
Answer: A
6. Which of the following statements is CORRECT about patterns of demand generated by the customer's business? a) They are driven by patterns of business activity b) It is impossible to predict how they behave c) It is impossible to influence demand patterns d) They are driven by the delivery schedule
generated by Capacity Management
Service Strategy
Answer: A
7. There are 7 different sourcing strategies that a company can use. What is the newest form of outsourcing? a) Knowledge Process Outsourcing b) Partnership or multi-sourcing c) Business Process Outsourcing (BPO) d) Application Service Provision
Service Strategy
Answer: A
8. Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle? a) Service Strategy b) Service Strategy and Continual Service Improvement c) Service Strategy, Service Transition and Service
Operation d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service
Improvement
Service Strategy
Answer: A
Service DesignDesire to achieve:
Appropriate and innovative IT services…
…To meet current and future agreed business requirements.
Service Design
Service Design Key Concepts
Service Design
Service Design Terms of Interest
• Service Provider• Supplier• Service Level Agreement• Operational Level Agreement• Contract• Service Design Package• Availability
Service Design
Service Design Path
• Triggered with new or changed business requirements– Service Strategy and/or Service Continual
Improvement also employed in beginning• Ends with appropriately developed solution• Control then handed to Service Transition and
Service Operation
Service Design
Business Change Process
BusinessProcessChange
BusinessRequirements& Feasibility
BusinessProcessDevelopment
BusinessProcessImplementation
BusinessBenefitsRealization
IT ServiceIT ServiceRequirement
IT Service Lifecycle
Service Strategy
Service Design
Service Transition
Service Operations
Service Design
Based on OGC ITIL® material. Reproduced under license from OGC
Design Management
Functionality
Reso
urce
s Schedule
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Five Aspects of Service Design
• Design of Service Solutions• Design of Service Portfolio• Design of Technology Architectures and
Management Systems• Design of Processes• Design of Measurements, Methods and Metrics
Service Design
Design of Service PortfolioService Portfolio
Service Lifecycle
Service Pipeline
Service
Status:
Requirements
Defined
Analyzed
Approved
Chartered
Designed
Developed
Built
Tested
Released
Operational
Retired
Service Catalog
Retired Services
Customer/support team viewable section of the Service Portfolio (the Service Catalog, with selected fields viewable)
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Design of Technology Architectures and Management Systems
Business/Organization Architecture
Service Architecture
Application Architecture
Enterprise Architecture
Information/Data Architecture
Environmental Architecture
IT Infrastructure Architecture
Management Architecture
Product Architecture
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Design of Processes
Process Control
Triggers
Process
ProcessInputs
Process Owner
Process Documentation
Process PolicyProcess Objectives
Process Feedback
Process ActivitiesProcess Metric
Process Procedures
Process Work Instructions
Process Enablers
Process Outputs
Including process reports and reviews
Process Roles
Process Improvements
Process Resources Process Capabilities
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Design of Measurements, Methods and MetricsDefine monitoring and
data collection requirements
Define frequency of monitoringand data collection
Determine tool requirements for monitoring and data collection
Develop monitoring anddata collection procedures
Develop and communicatemonitoring and data collection
plan
Update availability andcapacity plans
Begin monitoring anddata collection
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Design ConstraintsPricing constraints
WarrantySolutions space:
Controlled by constraints
Values and ethics constraints
Resourceconstraints
Standards andregulationsOther
constraints
CapabilityconstraintsUtility
Copyrights,patents andtrademarks
Contractualterms and conditions
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Service Design Processes and Functions
Service Design
Service Design Processes
• Service Catalog Management• Service Level Management• Availability Management• Capacity Management• IT Service Continuity Management• Supplier Management• Information Security Management
Service Design
Service Catalog Management
• Dependent on Service Portfolio• Details of all live and approved-for-live
services• Two versions
– Business Service Catalog– Technical Service Catalog
Service Design
Service Portfolio and Catalog
Service Portfolio
Description
Value proposition
Business cases
Priorities
Risks
Offerings and packages
Cost and pricing
Service Catalog(s)
Services
Supported products
Policies
Ordering and request procedures
Support terms and conditions
Entry points and escalations
Pricing and chargeback
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Service Catalog
BusinessProcess 1
BusinessProcess 2
BusinessProcess 3
Business Service Catalog
Service A Service B Service C Service D Service E
Technical Service Catalog
Support Services
Hardware Software Applications Data
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Service Level Management
• Design SLA framework• Gather, document SLRs• Monitor performance against SLAs• Produce appropriate reports• Conduct reviews (could lead to SIP)• Manage contacts and relationships
Service Design
Scope of Service Level Management
• Service Level Agreements• Service Level Requirements• Availability Targets• Operational Level Agreements• Contracts• Reporting and Reviewing• Service Improvement
Service Design
Service Level Manager Role
• Negotiates• Ensures Targets• Reviews• Manages Relationships• Guides Improvement
Service Design
Availability Management
• Produce Availability Plan• Provide Guidance on Availability Issues• Ensure Availability Targets• Assist on Availability Incidents and Problems• Assess Change Plans• Proactive Improvements of Availability
Service Design
Availability Management Responsibilities
Reactive activities
Monitor, measure, analyze report & review service & component
availability
Investigate all service & component unavailability & investigate remedial action
Proactive activities
Risk assessment & management
Implement cost- justifiable counter
measures
Review all new & changed services & test
all availability & resilience mechanisms
Plan & design for new & changed services
Availability Management
Information System (AMIS)
Availability Management
reports
Availability Plan
Availability design criteria
Availability testing
schedule
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Availability Management Proactive Activities
• Identify Vital Business Functions• Component Failure Impact Analysis• Modeling• Single Point of Failure Analysis• Fault Tree Analysis• Management of Risk (M_o_R)• Testing and Maintenance• Produce Projected Service Outage Document• Plan and Design for New/Changed Services
– Redundancy– High Availability
Service Design
Availability Management Reactive Activities
• Monitor, Measure, Analyze, Report, Review on Component Availability
• Unavailability Analysis• Expanded Incident Lifecycle
– MTRS and MTBF• Service Failure Analysis (SFA )
Service Design
Capacity Management• Business Capacity Management• Service Capacity Management• Component Capacity Management• Threshold Management• Capacity Management Information System
Service Design
Capacity Management Responsibilities
• Capacity Plan• Guidance and Assistance on Capacity-related
Issues• Ensure Capacity Targets• Ensure Proactive Improvements
Service Design
Capacity Management Information System
Improve current service & component capacity
Assess, agree & document new requirements & capacity
Plan new capacity
Capacity plan
Forecasts
Capacity & performance reports
& data
Capacity Management Information System
(CMIS)
Review current capacity & performance
Service Design
© Crown copyright 2007. Reproduced under license from OGC
IT Service Continuity Management
• IT Service Continuity Plans• Business Impact Analysis (BIA)• Management of Risk (M_o_R)• Guidance on Continuity and Recovery• Ensure Continuity and Recovery Measures in Place• Assess Impact of Change on Continuity Plans• Ensure Proactive Measures• Negotiate with Suppliers for Continuity Needs
Service Design
ITSCM Lifecycle
Invocation
Requirementsand strategy
Policy settingScope
Initiate a project
Business Impact AnalysisRisk Assessment
IT Service Continuity Strategy
Develop IT Service Continuity plansDevelop IT plans, recovery plans and proceduresOrganization planningTesting strategy
Education, awareness and trainingReview and auditTesting
Change Management
Business ContinuityStrategy
BusinessContinuityManagement(BCM)
Lifecycle Key activities
Initiation
Business Continuityplans Implementation
On-goingoperation
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Information Security Management
• IT Information Security Policy (ISP)• Ensure Security Requirements• Document and Implement Security Controls• Manage Supplier Access to Systems• Manage Security Breaches and Security-related
Incidents• Proactive Improvements of Security• Integrate Security Aspects within other ITSM
processes
Service Design
The Five Elements of the Security Framework
PLANService Level Agreements
Underpinning contractsOperational Level Agreements
Policy Statements
IMPLEMENTCreate awareness
Classification and registrationPersonnel securityPhysical security
Networks, applications, computersManagement of access rightsSecurity incident procedures
CONTROLOrganize
Establish frameworkAllocate responsibilities
MAINTAINLearn
ImprovePlan
Implement
EVALUATEInternal auditsExternal audits
Self assessmentsSecurity incidents
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Information Security Policy
• Policy Covers:– Passwords (Access Management)– Email– Virus Control– Encryption– Remote Access
Service Design
Supplier Management
• Supplier Policy• Obtain Value from Suppliers• Ensure Supplier Contracts are Business-aligned• Manage Supplier Relationships and Performance• Negotiate Supplier Contracts and Manage them through
their lifecycle• Supplier and Contract Database (SCD)
Service Design
Supplier Management Components
Supplier Mgt.Process Owner
ContractsManager
Finance &Purchasing
Legal
SupplierManager 1
SupplierManager 2
SupplierManager 3
SupplierManager 4
Service Provider
Service
Supplier 6Supplier 5
Supplier 4Supplier 3
Supplier 2Supplier 1
Sub-contractedSupplier 1
Service Service Service Service Service
Sub-contractedSupplier 2
Service Design
© Crown copyright 2007. Reproduced under license from OGC
The Supplier and Contract Database
Supplier categorization
& maintenance of theSCD
Supplier & contract
management &performance
Establish new
suppliers &contracts
Contract renewaland/or
termination
Evaluation of newsuppliers & contracts
Supplier strategy& policy
Supplier & ContractDatabaseSCD
Supplier reportsand information
Service Design
© Crown copyright 2007. Reproduced under license from OGC
Review Questions
Service Design
Service Design
1. A benefit of using Service Design tools is? a) To help ensure that standards and conventions are followed b) To help ensure that Events are detected as
quickly as possible c) To help enable different applications to work
together d) To help implement architectures that support
the business strategy
Service Design
Answer: A
2. The Information Security Policy should be available to which groups of people? a) Senior Business Managers and all IT staff b) Senior Business Managers, IT Executives and
the Security Manager c) All Customers, Users and IT staff d) Information Security Management staff only
Service Design
Answer: C
3. Which of the following is the CORRECT description of the Four Ps of Service Design? a) A four step process for the design of effective
service management b) A definition of the people and products required for successful design c) A set of questions that should be asked when
reviewing design specifications d) The four major areas that need to be considered in the design of effective service management
Service Design
Answer: D
4. A Customer Service Catalogue should contain which? a) The version information of all software b) The organisational structure of the company c) Asset information d) Details of all operational services
Service Design
Answer: D
5. Which aspect of Service Design is missing from the list below?
1. The design of services 2. The design of service management systems and tools 3. The design of technology architecture and management
systems 4. The design of the processes required 5. ?
a) The design of functionsb) The design of Service Level Agreements (SLAs)c) The design of applicationsd) The design of measurement systems, methods and metrics
Service Design
Answer: D
6. Which process reviews Operational Level Agreements (OLAs) on a regular basis? a) Supplier Management b) Service Level Management c) Service Portfolio Management d) Contract Management
Service Design
Answer: B
7. The main objective of Availability Management is? a) To monitor and report availability of services and components b) To ensure that all targets in Service Level
Agreements (SLAs) are met c) To guarantee availability levels for services and components d) To ensure that service availability matches or
exceeds the agreed needs of the business
Service Design
Answer: D
8. Defining the functional requirements for a new service is part of: a) Service Operation: Application Management b) Service Strategy: Service Portfolio Management c) Service Design: Design the technology architecture d) Service Design: Design the service solutions
Service Design
Answer: D
9. Which is the CORRECT sequence of events in choosing a technology tool? a) Select; Requirements; Selection Criteria; Evaluate b) Selection Criteria; Requirements; Evaluate; Select c) Requirements; Selection Criteria; Select; Evaluate d) Requirements; Selection Criteria; Evaluate; Select
Service Design
Answer: D
10. The Service Level Manager has responsibility for ensuring that the aims of Service Level Management are met. The Service Level Manager is NOT responsible for? a) Negotiating and agreeing Operational Level Agreements b) Ensuring that all non-operational services are
recorded within the Service Catalogue c) Negotiating and agreeing Service Level Agreements d) Assisting with the production and maintenance of an accurate Service Catalogue
Service Design
Answer: B
Service Transition
• Manage Change and Risk
• Integrated with Business Change
Service Transition
Service Transition Key Concepts
Service Transition
Service Transition Terms of Interest
• Service Knowledge Management System• Configuration Item• Configuration Management System• Change
– Normal, Standard, Emergency• Definitive Media Library• Release Unit• Seven Rs of Change Management
Service Transition
Service V-Model
Level 1
Level 2
Level 5
Level 4
Level 3
Define Customer/ Business Requirements
Define Service Requirements
Design Service Solution
Design ServiceRelease
Develop Service Solution
Componentand Assembly Test
Service Acceptance Test
1a
2a
3a
4a
5a 5b
4b
3b
2b
1b
Service Component Build and
Test
Internal and External Suppliers
Service Review Criteria/Plan
Service Acceptance Criteria/Plan
Service Operational Criteria/Plan
Service Release Test Criteria and Plan
BL
Levels of configuration and testing
Baseline point
Deliveries from internal and external suppliers
Validate Service Packages, Offerings and Contracts
Service Operational Readiness Test
Service Release Package Test
Service Transition
© Crown copyright 2007. Reproduced under license from OGC
Service Transition Processes and Functions
Service Transition
• Processes that support the Service Lifecycle:– Change Management– Asset and Configuration Management– Knowledge Management
• Processes within Service Transition:– Transition Planning and Support– Release and Deployment Management– Testing and Validation – Evaluation
Service Transition
Change Management
• Focus on changes to assets and CIs across the whole lifecycle
• Change Activities:– Planning and Controlling Changes– Change and Release Scheduling– Communications– Change Decisions and Authorizations– Measurement and Reporting
Service Transition
Change Scope
c
SupplierBusiness Service Provider
Manage the business
Tactical change
Manage the business
processes
Manage the business
operations
Service change
Manage the suppliers’ business
Manage external services
External operations
Manage IT services
Service portfolio
Service operations
Strategic change
Operational change
Service Transition
© Crown copyright 2007. Reproduced under license from OGC
Change Management Roles and Resources
• Request For Change (RFC)• The Change Advisory Board (CAB)• The Emergency Change Advisory Board (ECAB)• The Schedule of Changes (SC)• The Projected Service Outage Document (PSO)• Post Implementation Review (PIR)
Service Transition
Normal ChangeU
pdate CM
S
requested
Ready for evaluation
implemented
Ready for decision
scheduled
Create RFC
Change proposal (optional)
Authorize
change proposal
Record the RFC
Review RFC
Assess and evaluate
Authorize change
Plan updates
Coordinate implementation
Initiator
Change Management
Change authority
Change Management
Change Management
Evaluation report Review and close
Work orders
Work orders
authorized
MajorChanges
Service Transition
© Crown copyright 2007. Reproduced under license from OGC
The Seven Rs of Change
• Who RAISED the change?• What is the REASON for the change?• What is the RETURN required from the change?• What are the RISKS involved in the change?• What RESOURCES are required to deliver the change?• Who is RESPONSIBLE for the build, test and implementation of the change?• What is the RELATIONSHIP between this change and other changes?
Service Transition
Asset and Configuration Management• Asset Management focus:
– Service Assets during Service Lifecycle• Configuration Management focus:
– Manage Logical Model of Infrastructure– Show how Assets and Components
interrelate
Service Transition
Asset Management
• Manages/Details:– Inventory of Assets– Owner/Responsible party for Asset– Lifecycle steps from Acquisition to Disposal– Financial Information
Service Transition
Configuration Management Information System
• Logical Model of the IT Infrastructure• Data from multiple sources or federated
CMDBs• References Definitive Media Libraries (DML),
Spares Store and Asset Stores (staging areas)
Service Transition
Definitive Media Library and Spares Store
CMDB
Information about the CIsPhysical CIsDML
Release Record
Electronic CIs
Build new Release
Service Transition
© Crown copyright 2007. Reproduced under license from OGC
Knowledge Management
• Service Knowledge Management System (SKMS)
• Right information to the right people at the right time.
Service Transition
Knowledge Sharing
Configuration Management System (CMS)
Service KnowledgeManagement
System(SKMS)
Configuration ManagementDatabases (CMDB)
Decisions
Service Transition
© Crown copyright 2007. Reproduced under license from OGC
Release and Deployment Management
• Deliver change faster, at lower cost, with reduced risk
• Assure the changed or new service supports the business and its customers
• Ensure consistency in implementing changes• Ensure traceability
Service Transition
Release and Deployment Activities
• Planning• Preparation• Build and Test• Service Testing and Pilots• Plan and Prepare for Deployment• Transfer, Deploy, Retire• Verify• Early Life Support• Review and Close Deployment• Review and Close Transition
Service Transition
Transition Planning and Support
• Determine capacity and resources• Support transition teams• Ensure integrity of assets
Service Transition
Validation and Testing
• Validation– Is the change fit for purpose (Utility)?– Is the change of good quality (Warranty)?
• Testing– Is the change going to achieve its intended results
(Utility)?– Is the change going to work without adverse affects
(Warranty)?
Service Transition
Evaluation
• Determines a means of answering these two questions:– What was the expected result?– Did the change succeed?
Service Transition
Review Questions
Service Transition
Service Transition
1. The objective of Service Asset and Configuration Management is most accurately described as? a) To understand the performance characteristics of assets and Configuration Items (CIs) in order to
maximise their contribution to service levels b) To manage service assets and CIs from an operational perspective c) To ensure that assets and CIs deliver the business outcomes they were designed to achieve d) To define and control the components of services and infrastructure and maintain accurate
configuration records
Service Transition
Answer: D
2. The objective of the Change Management process is most accurately described as? a) Ensuring that all Changes are recorded, managed,
tested and implemented in a controlled manner b) Ensuring that Changes to IT infrastructure are
managed efficiently and effectively c) Ensuring that all Changes have appropriate back-out plans in the event of failure d) Protecting services by not allowing Changes to be
made
Service Transition
Answer: A
3. Which of the following statements are CORRECT? 1. Service Transition provides guidance on moving new and changed
services into production 2. Service Transition provides guidance on testing 3. Service Transition provides guidance on the transfer of services to
or from an external service provider
a) 1 and 2 only b) 1 onlyc) All of the aboved) 1 and 3 only
Service Transition
Answer: C
4. Which of the following would NOT be stored in the Definitive Media Library (DML)? a) Master copies of software b) Backups of application data c) Software licenses d) Master copies of controlled documentation
Service Transition
Answer: B
5. Which of the following are aims of the Release and Deployment Management process?
1. To ensure there are clear release and deployment plans 2. To ensure that skills and knowledge are transferred to operations
and support staff 3. To ensure there is minimal unpredicted impact on production
services, operations and support 4. To provide cost justifiable IT capacity that is matched to the needs
of the business
a) 1, 2 and 3 only b) All of the above c) 1 and 3 only d) 1, 3 and 4 only
Service Transition
Answer: A
6. What does the ‘Service V model’ represent?a) A strategy for the successful completion of all
service management projects b) The path to Service Delivery and Service
Support for efficient and effective utilization of resources
c) Levels of testing required to deliver a Service Capability
d) The business perspective as perceived by the customer and the user of services
Service Transition
Answer: C
7. What is the role of the Emergency Change Advisory Board (ECAB)? a) To assist the Change Manager in ensuring that no
urgent Changes are made during particularly volatile business periods b) To assist the Change Manager in implementing
Emergency Changes c) To assist the Change Manager in evaluating
Emergency Changes and to decide whether the Change should be approved
d) To assist the Change Manager in speeding up the Emergency Change Process so that no
unacceptable delays occur
Service Transition
Answer: C
8. Which of these is NOT a type of change? a) Standard Change b) Normal Change c) Urgent Change d) Emergency Change
Service Transition
Answer: C
9. The goal of Service Asset and Configuration Management is to? a) Account for all the financial assets of the
organisation b) Provide a logical model of the IT Infrastructure,
correlating IT services and different IT components needed to deliver the servicesc) Build service models to justify ITIL implementations d) Implement ITIL across the organisation
Service Transition
Answer: B
10. The following options are considered within which process?
1. Big Bang vs. Phased 2. Push and Pull 3. Automated vs. Manual
a) Incident Managementb) Release and Deployment Managementc) Service Asset and Configuration Management d) Service Catalogue Management
Service Transition
Answer: B
Service Operation
• Manage day-to-day IT activities
• Add value as seen by customer
Service Operation
Service Operation Key Concepts
Service Operation
Service Operation Terms of Interest
• Incident• Alert• Event• Service Request• Problem • Known Error• Workaround• Impact, Urgency, Priority
Service Operation
Service Operations
• An interesting daily dichotomy – Services vs. Components (External vs. Internal)
• Manage the customer desires and needs (external) while working with an ever changing IT architecture (internal).
– Stability vs. Responsive• Attempt to keep the environment stable while at the same time
being responsive to user needs– Quality vs. Cost
• Managing expectations within a finite budget– Reactive vs. Proactive
• Balance hard to achieve if environment routinely undergoes massive change
Service Operation
Services vs. Components
An organization here is out of balance and
is in danger of not meeting business
requirements
An organization here is quite balanced, but
tends to under-deliver on promises
to the business
Extreme Focus on Internal
Extreme Focus on External
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Stability vs. ResponsivenessAn organization here is out of balance and is in
danger of ignoring changing business
requirements
An organization here is quite balanced, but
may tend to overspend on change
Extreme Focus on Stability
Extreme Focus on Responsiveness
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Quality vs. Cost
An organization here is out of balance and is in danger of losing service quality because of heavy
cost cutting
An organization here is quite balanced, but may
tend to overspend to deliver higher levels of service than are strictly
necessary
Extreme Focus on Cost
Extreme Focus on Quality
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Reactive vs. Proactive
An organization here is out of balance and is not
able to effectively support the business
strategy
An organization here is quite balanced, but tends
to fix services that are not broken, resulting in higher levels of change
Extremely Reactive
Extremely Proactive
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Service Operation Processes and Functions
Service Operation
Service Operation Processes
• Incident Management• Problem Management• Event Management• Request Fulfillment• Access Management
Service Operation
Incident Management
• Restore Service as Soon as Possible• Standard Incident Model
– Assist in speedy Incident Management• Major Incident Management
– Problem Management may be asked to assist
Service Operation
Incident Management Workflow
No
No
End
No
No
Incident Identification Incident LoggingIncident Categorization
Service Request?Yes
Incident Prioritization
To Request Fulfilment
Major Incident ProcedureYes
Major Incident?
Initial Diagnosis
Yes Functional (2, 3 level)YesEscalation Needed?
Investigation & Diagnosis
Resolution and Recovery
Hierarchic Escalation Needed?
YesManagement Escalation
Incident Closure
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Problem Management
• Eliminate Problems and Incidents in the IT Infrastructure– Minimize impact of incidents that cannot be prevented
• Knowledge Base• Problem Models
– Used to enable quick elimination for similar problems • Major Problem Review
Service Operation
Problem Management Workflow
No
End
Problem Detection and Logging
Categorization
Prioritization
Investigation & Diagnosis
Workaround?
Create Known Error Record
Change Needed?Yes
Resolution
Closure
Change Management
Major Problem? Major Problem Review
Known Error Database
CMS
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Event Management
• Scope focused on specific events vs. general monitoring– Early Detection – Preventative
• Basis for key automated operations– Detect– Make sense of– Act on
• Classifications based on significance:– Informational– Warnings– Exceptions
Service Operation
Request Fulfillment
• Handles non-incident requests:– Service Requests– RFCs (Standard Changes)
• Request Models• Self-Help Opportunities
Service Operation
Access Management
• Access Rights– Verification of legitimacy of requests– Monitoring Identity Status– Logging and Tracking Access– Granting/Removing/Restricting
• Privileges predetermined (Availability and Security)
• Physical Access control not within scope– Facilities
Service Operation
Operational Functions• IT Operations• Service Desk• Application
Management– Financial Apps– HR Apps– Business Apps
• Technical Management– Mainframe– Server– Storage– Network– Desktop– Database– Middleware– Directory Services– Internet/Web
Service Operation
Service Desk
• Single Point of Contact for User Community• Manages Incidents and Service Requests
– First level of support– Escalates as agreed– Keeps users informed– Closes
• Conducts Satisfaction Surveys• Communicates with Users• Updates CMS
Service Operation
Service Desk Organizational Structures
• Local Service Desk• Centralized Service Desk• Virtual Service Desk
Service Operation
Local Service Desk
User User User User
Service Desk
Request Fulfilment
3rd Party Support
IT Operations Management
Application Management
Technical Management
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Centralized Service Desk
Customer Site 1 Customer Site 2 Customer Site 3
Service Desk
Request Fulfilment
3rd Party Support
IT Operations Management
Application Management
Technical Management
Second Line Support
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Virtual Service Desk
Virtual Service Desk
ParisService Desk
San FranciscoService Desk
Rio de JaneiroService Desk
BeijingService Desk
LondonService Desk
SydneyService Desk
Service Knowledge Management
System
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
Service Desk Metrics
• First line resolution rate• Average time to resolve an incident• Average time to escalate an incident• Average cost of handling an incident
– Specific to Service Desk• Percentage of user updates as agreed by SLA• Average time to review and close a resolved call• Average number of calls per day and per week
Service Operation
Technical Management
• Custodian of Technical Knowledge and Expertise
• Provides the Resources to Support the ITSM Lifecycle
Service Operation
Application Management
• Assists in application sizing and workload forecasts
• Assists in identifying ongoing operational costs of applications
• Assists in determining support skills required• Assists in determining costs of customization• Assists in determining to build or buy• Assists in data access requirements
Service Operation
Application Management LifecycleRequirements
Design
Build
Deploy
Operate
Optimize
Service Operation
© Crown copyright 2007. Reproduced under license from OGC
IT Operations Management
• Operations Control– Console Management– Job Scheduling– Back-up and Restore– Print and Output Management– Maintenance Activities
• Facilities Management– IT Environment
• i.e. Data Center
Service Operation
Review Questions
Service Operation
Service Operation
1. Which of the following statements about the Service Desk are CORRECT?
1. The Service Desk is a function that provides a means of communication between IT and its users for all operational issues
2. The Service Desk is always the owner of the Incident Management process
a) 2 onlyb) 1 onlyc) Both of the aboved) Neither of the above
Service Operation
Answer: B
2. Application Management is NOT responsible for? a) Documenting and maintaining the technical skills required to manage and support applicationsb) Managing applications through their lifecyclec) Assisting in the decision to build or buy new
software d) Developing functionality required by the business
Service Operation
Answer: D
3. Which of the following BEST describes a Workaround? a) A technician uses a pre-defined technique to restore
service as this Incident has been seen before b) A technician tries several approaches to solve an Incident. One of them works, although he does not know why c) After reporting the Incident to the Service Desk, the user works on alternative tasks while the problem is identified and resolved d) A device works intermittently, thus allowing the user to
continue working at degraded levels of performance while the technician resolves the problem
Service Operation
Answer: A
4. An Incident occurs when: 1. A user is unable to access a service during service hours 2. An authorised IT staff member is unable to access a service
during service hours 3. A network segment fails and the user is not aware of any
disruption to service 4. A user contacts the Service Desk about slow performance of an
application.
Which of the above statements is CORRECT?a) All of the above b) 1 and 4 only c) 2 and 3 only d) None of the above
Service Operation
Answer: A
5. What is the best definition of an Incident Model? a) The template used to define the Incident logging form used to report Incidents b) A type of Incident involving a standard (or
model) type of Configuration Item (CI) c) A set of pre-defined steps to be followed when dealing with a known type of Incident d) An Incident that is easy to solve
Service Operation
Answer: C
6. Which of the following areas would technology help to support?
1. Self help 2. Measurement and reporting systems 3. Release and deployment 4. Process design
a) 1, 2 and 3 only b) 1, 3 and 4 only c) 2, 3 and 4 only d) All of the above
Service Operation
Answer: D
7. Which of the following activities are included in Access Management?
1. Verifying the identity of users requesting access to services 2. Setting the rights or privileges of systems to allow access to
authorised users 3. Defining security policies for system access 4. Monitoring the availability of systems that users should have
access to
a) 2 and 4 only b) 1 and 3 only c) 2 and 3 only d) 1 and 2 only
Service Operation
Answer: D
8. Facilities Management refers to? a) The Management of IT services that are viewed as "utilities" such as printers or network access b) The Management of an outsourcing contract c) The Management of the physical IT environment such as a Data Centre d) The procurement and maintenance of tools that are used by IT Operations staff to maintain the infrastructure
Service Operation
Answer: C
9. Which of the following is the most appropriate approach to carrying out Service Operations? a) The internal IT view is most important as Service
Operations has to monitor and manage the infrastructure b) Service Operations should maintain a balance between an internal IT view and an external business view c) The external business view is most important as Service Operations is the place where value is realised and the customer obtains the benefit of the services d) IT Operations does not take an internal or external view as they execute processes defined by Service Design
Service Operation
Answer: B
10.What is the purpose of the Request Fulfilment Process? a) Dealing with Service Requests from the users b) Making sure all requests within an IT organisation are fulfilled c) Ensuring fulfilment of Change Requests d) Making sure the Service Level Agreement (SLA) is met
Service Operation
Answer: A
Continual Service Improvement
• Continual realignment of IT to business requirements
• Aim to improve all processes within Service Lifecycle
• Assist/Guide growth and maturity of Service Management Processes– Measure, Analyze, Review
Continual Service Improvement
Continual Service Improvement Key Concepts
Continual Service Improvement
Continual Service Improvement Key Terms
• Baseline• Seven Steps of Improvement• CSI Model• Metrics
– Technology– Process– Service
Continual Service Improvement
Constant Improvement: Deming
Effective QualityImprovement
CHECK
PLANACT
DO
Time Scale
Mat
urity
Lev
el
Consolidation of the level reachedi.e. Baseline
BusinessIT
Alignment
PlanDoCheckAct
Project PlanProjectAuditNew Actions
Continuous quality control and consolidation
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
Continual Service Improvement Metrics
• You cannot manage what you cannot control• You cannot control what you cannot measure• You cannot measure what you cannot define
Continual Service Improvement
Continual Service Improvement Activities
• Review management information to ensure targets are met
• Check process maturity activities • Audit processes for compliance• Conduct satisfaction surveys• Produce communication strategies• Ensure improvements are beneficial
• ROI and VOI
Continual Service Improvement
CSI Required Skills
Gathering Data
Processing Data
Analyzing Data
Presenting and Using the
Information
Nature of Activities- Higher management level- High variation- Action orientated- Communicative- Focus on future
- Intellectual effort- Investigative- Medium to high variation- Goal orientated- Specialized staff and business management
- Automated- Procedural- Structured- Mechanistic- Medium variation- Specialized staff
- Procedural- Routine tasks- Repetitive- Automated- Clerical level- Low variation- Standardized
Skills- Managerial skills
- Communication skills- Ability to create and use (high-level) concepts
- Ability to handle complex and uncertain situations- Representative
- Education and experience
- Analytical skills- Modelling skills
- Inventive attitude- Education
- Programming expertise
- Numerical skills- Methodical
- Accuracy- Applied training
- Programming expertise- Tool expertise
- Accuracy- Precision
- Applied training- Technical
expertise
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
CSI Model
What is the vision?
Where do we wantto be?
How do we get there?
Did we get there?
Where are we now?
How do we keepthe momentum going?
Service & processimprovement
Measurabletargets
Baselineassessments
Measurements &metrics
Business vision,mission, goals and
objectives
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
Seven Steps of ImprovementIdentify• Vision• Strategy• Tactical Goals• Operational Goals
1. Define what youshould measure
7. Implementcorrective action
6. Present and use theinformation, assessmentsummary, action plans, etc.
2. Define what youcan measure
3. Gather the dataWho? How? When?Integrity of data?
4. Process the dataFrequency? Format?System? Accuracy?
5. Analyze the dataRelations? Trends?According to plan?Targets met?Corrective action?
Goals
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
Role of Measurements
To Validate To Direct
To InterveneTo Justify
Measurement Framework
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
Focus on the Business NeedsVision
Mission
Goals
Objectives
CSF
KPI
Metrics
Measurements
Continual Service Improvement
© Crown copyright 2007. Reproduced under license from OGC
Methods and Techniques of Continual Service Improvement
• Assessments• Gap Analysis• Balanced Scorecard• SWOT
– Strengths Weaknesses Opportunities Threats• Deming Cycle of Improvement
– Plan – Do – Check – Act
Continual Service Improvement
Review Questions
Continual Service Improvement
Continual Service Improvement
1. Learning and Improvement is the PRIMARY concern of which of the following phases of the Service Lifecycle? a) Service Strategy, Service Design, Service
Transition, Service Operation and Continual Service Improvement
b) Service Strategy, Service Transition and Service Operation c) Service Operation and Continual Service
Improvement d) Continual Service Improvement
Answer: D
Continual Service Improvement
2. "If something cannot be measured, it should not be documented" is a principle that applies to which of the following? a) The Glossary of Terms b) A Service Level Agreement (SLA) c) An Incident Management record d) A Configuration Item (CI)
Answer: B
Continual Service Improvement
3. Which is the first activity of the Continual Service Improvement (CSI) model? a) Assess the current business situation b) Understand the vision of the business c) Agree on priorities for improvement d) Create and verify a plan
Answer: B
Continual Service Improvement
4. Which of the following benefits would be LEAST useful in supporting a business case for service improvement? a) Reduced technology investment by 20% due to more accurate capacity and performance
modeling processes b) Reduced support manpower demand by 30%
due to automated incident and problem management processes c) Reduced level of customer complaints due to
more effective Service Level Management d) Reduced Problem resolution time by half due to improved knowledge management
Answer: C
Continual Service Improvement
5. The 7 Step Improvement Process can most accurately be described as? a) The Seven P's of Continual Service Improvement (CSI) b) A service improvement methodology based on the Deming Cycle c) A set of roles and responsibilities for managing service improvements d) A process for defining what is to be measured, gathering the data, processing the data and using it to take corrective action
Answer: D
Continual Service Improvement
6. Which of the following roles is responsible for identifying opportunities for improvement?
1. Service Owner 2. Continual Service Improvement (CSI) Manager 3. Process Owner
a) 1 and 2 only b) 1 and 3 only c) All of the aboved) 2 and 3 only
Answer: C
Continual Service Improvement
7. Which activities would you expect a Service Owner to undertake?
1. Representing a specific service across the organisation 2. Updating the Configuration Management Data Base (CMDB)
after a change 3. Helping to identify service improvements 4. Representing a specific service in Change Advisory Board
(CAB) meetings
a) 1, 2 and 4 only b) All of the above c) 1 and 4 only d) 1, 3 and 4 only
Answer: D
Continual Service Improvement
8. What is the main reason for establishing a Baseline? a) To standardise operation b) For knowing the cost of services provided c) For roles and responsibility to be clear d) For later comparison
Answer: D
Continual Service Improvement
9. Consider the following statements:1. Continual Service Improvement (CSI) provides guidance on how
to improve process efficiency and effectiveness 2. CSI provides guidance on how to improve services 3. CSI provides guidance on the improvement of all phases of the
Service Lifecycle 4. CSI provides guidance on the measurement of processes and
services
Which of the above statements is CORRECT? a) 1 and 2 only b) 2 only c) 1, 2 and 3 only d) All of the above
Answer: D
Continual Service Improvement
10. Which of the following are the three main types of metrics as defined in Continual Service Improvement (CSI)?
1. Process Metrics 2. Supplier Metrics 3. Service Metrics 4. Technology Metrics 5. Business Metrics
a) 1, 2 and 3 b) 2, 4 and 5 c) 1, 3 and 4 d) 1, 2 and 4
Answer: C
Continual Service Improvement
11. The four stages of the Deming Cycle are? a) Plan, Measure, Monitor, Report b) Plan, Check, Re-Act, Implement c) Plan, Do, Act, Audit d) Plan, Do, Check, Act
Answer: D
Continual Service Improvement
Questions and Wrap-up