1972sc ITIL V3 Foundation Three-Day

©2009 by Pultorak & Associates, Ltd. All rights reserved.

1972 ITIL® V3 Foundation v7-0

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Presentation • 1

The IT Infrastructure Library (ITIL®) is a collection of best-practice guidance

on IT Service Management (ITSM). In 2007, the ITIL® body of knowledge

was updated to Version 3 (ITIL® V3). For this third iteration of ITIL®, the

entire IT Service Lifecycle, from its strategy definition and design through its

implementation, operation, and continual improvement, is tackled. ITIL® V3

constitutes a greatly expanded set of materials as compared to previous

versions of ITIL®, which focused mainly on the operations of IT services.

This course teaches the fundamental concepts and principles of this latest

version of ITIL® and is aimed at IT professionals who have little or no prior

knowledge of ITIL®.



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Presentation • 2

This ITIL® V3 Foundation course is aimed at teaching you the different

terminologies, concepts, processes, and functions that together form the

underlying structure of ITIL®.

The coverage of this course is based on the official ITIL® V3 Foundation

certificate syllabus released by APMG, and when appropriate, a reference to

the syllabus section is included in the presentation slide footer. The official

syllabus helps participants adequately prepare for the Foundation certification

examination leading towards attainment of the ITIL® Foundation certificate in

IT Service Management. Some content specified by the syllabus are not going

to be covered by the examination, and in those instances, the Non-Examinable

(NE) icon is placed on the upper-right corner of the presentation slide.

The reference to the syllabus also includes a pointer to the sections of the

official ITIL® books where the full discussion of the topic can be found.

Use this to further your understanding of the topic as the Foundation-level

course is not designed to enable you to apply ITIL® into your organization

without further studies and guidance.

Ref: APMG ITIL® V3 Foundation Certificate Syllabus v4.2



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Presentation • 3

This course is divided into seven main topics or modules.

Module 1 provides you with an overview of what services and Service

Management are, which is key to understanding the value of the ITIL® Service

Lifecycle model.

Modules 2 to 6 cover each of the Service Lifecycle phases. Each of these

modules will give you a brief introduction of what each lifecycle phase is

about as well as the basic concepts and principles for each of them. It is then

followed by a brief overview of their processes and any applicable functions.

The discussion of each phase ends with guidance on tools, metrics, and Critical

Success Factors (CSFs) as identified by ITSM practitioners worldwide.

The course ends with Module 7 which not only summarizes the course but,

more importantly, prepares you to take the ITIL® V3 Foundation certification

examination by sharing tips on how to answer the type of questions asked, as

well as having you take a mock examination.



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Presentation • 4

This is the first module of the course. Here we will introduce the concept of IT

Service Management and the basics of processes, functions, roles, and how

roles are determined in an organization will also be tackled. We will also

introduce how ITIL® V3 defines the Service Lifecycle and what each of the

phases of this lifecycle looks like.

When going through this module, think of the relationship between your IT

organization and the users. How do you determine the quality standards of the

services provided? Is your IT organization more focused on the technologies it

manages or on the services those technologies allow you to provide? Do you

think of the strategy and design of your services prior to making them available

to users? How do you ensure ongoing service improvement?



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Presentation • 5

IT Service Management could be described as the act of transforming resource

into valuable services. This is the very core of Service Management as a

profession and as a responsibility. IT Service Management plays a crucial role

in identifying resources and correctly using it. Without it, any service

organization is just considered a mass of useless resources. Of course, correctly

implementing IT Service Management means having to fully understand the

principles that guide it.



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Presentation • 6

What specific objectives do you have for these topics?

Ref: APMG ITIL® V3 Foundation Certificate Syllabus v4.2



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Presentation • 7

Today’s organizations benchmark themselves against others to identify and

close gaps in capabilities. One way of closing the gaps is through the adoption

of so-called good practices.

A “practice” is defined as a way of working. Good or best practices are “field-

proven” activities or processes which have been successfully used by many

organizations. These good practices come from several possible sources:

Existing public standards, such as those promulgated by the ISO

Industry practices that are shared among industry practitioners

Academic research which discovers them through empirical analysis

Training and education which identifies them through sharing experiences

Internal experiences or from the organizations’ own past experiences in

providing such service

What are some of the more noteworthy best practices in your organization?

ITILMD01-1. Describe the concept of Good Practice and explain and justify how this can assist an

organization (SS 1.2.2)

ITILFND 01-1. Describe the concept of Good Practice (SS 1.2.2)



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Presentation • 8

“ITIL® is a public framework that describes best practice in IT Service

Management. It provides a framework for the governance of IT, the service

wrap, and focuses on the continual measurement and improvement of the quality

of IT service delivered, from both a business and a customer perspective. This

focus is a major factor in ITIL®’s worldwide success and has contributed to its

prolific usage and to the key benefits obtained by those organizations deploying

the techniques and processes throughout their organizations.”

- An Introductory Overview of ITIL® V3

ITIL® focuses on the area of Service Management for the IT industry, with

guidance culled from practitioners out in the field. It is not an academic or

theoretical view of how to manage IT services. It emphasizes quality

management approach and standards, supports quality systems such as ISO

9000, and is guided by total quality frameworks such as European Framework

for Quality Management (EFQM) and the Malcolm Baldrige National Quality

Award (MBNQA).

ITILFND02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS

1.2.3 All)

ITILFNB02-2. Describe the structure, scope, components and interfaces of the ITIL® Library (SS

1.2.3 All)



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Presentation • 9

There are four levels within the ITIL® scheme:1. Foundation level – focuses on knowledge / comprehension to provide a

good grounding in the key concept, terminology, and processes of ITIL®

2. Intermediate level – assesses an individual's ability to analyze and apply the concepts of ITIL®. This is composed of two streams:a) Intermediate lifecycle stream – five individual certificates built around

the five core OGC titles: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement

b) Intermediate capability stream – four individual certificates focusing on detailed process implementation and management within cluster groupings: Operational Support and Analysis (OS&A); Service Offerings and Agreements (SO&A), Release, Control and Validation (RC&V), and Planning, Protection and Optimization (PP&O) Operational Support and Analysis (OS&A) – Event, incident,

Request, problem, Access, Service Desk, Technical, IT Ops and Application Mgmt.

Service Offerings and Agreements (SO&A) – Portfolio, Service Level, Catalog. Demand, Supplier and Financial Mgmt.

Release, Control and Validation (RC&V) – Change, Release & Deployment, Validation & Testing, Service Asset & Configuration, Knowledge, Request Mgmt. / Service Evaluation

Planning, Protection and Optimization (PP&O) – Capacity, Availability, Continuity, Security, Demand and Risk Mgmt.

3. ITIL® expert – certifies that the individual has successfully completed a number of Intermediate units in addition to the mandatory Foundation Level and the Managing Across the Lifecycle capstone course

4. ITIL® master – assesses an individual's ability to apply and analyze the ITIL® concepts in new areas (currently under development)



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Presentation • 10

Candidates with existing V2 knowledge and experience can upgrade their skills

to V3 through a scheme which provides credits to V1 and V2 certifications.

Those who have Foundation level V2 skills may take the V3 Foundation

Bridge certification, and then continue to take the V3 intermediate level

courses in order to eventually attain the V3 expert level certification.

Those who have attained V1 or V2 Service Managers certificate can upgrade

their skills to V3 without going through the Foundation Level courses again.

This can be done by taking the V3 Managers Bridge course. Successfully

passing the certification examination for that course will entitle the candidate

to an ITIL® expert certification.

Candidates who have not yet attained V1 or V2 Managers certification but

have taken several of the V2 practitioner courses can continue to gain credits

through any of the V3 intermediate level courses, and then taking the

Managing Across the Lifecycle course. As long as candidates are able to

accumulate the required 22 credits prior to taking the Managing Across the

Lifecycle course, they can qualify to receive the ITIL® expert certification

as well.

Full details of the bridging qualification scheme can also be found at the ITIL®

official site (http://www.itil-officialsite.com).



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Presentation • 11

There are three basic components to the V3 materials and framework ideas

ITIL® core – best practice guidance applicable to all types of organizations

who provide services to a business

ITIL® complementary guidance – a complementary set of publications with

guidance specific to industry sectors, organization types, operating models,

and technology Architectures

Web support services – represent the information available from many

Service Provider groups that have products and services that support the

ITIL® lifecycle strategy

The core, complementary, and Web guidance of ITIL® take inputs from the

different industry standards and best-practice guidance on IT and business

management. These together form the basis for developing and maintaining the

lifecycle strategies depicted in the core volumes.

You should use these three sources to build your own custom implementation

of ITIL® in your organization.


1.2.3 All)


1.2.3 All)



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Presentation • 12

The ITIL® core library is composed of five books representing each of the

Service Lifecycle stages.

The Service Strategy book focuses on how to design, develop, and

implement Service Management as a strategic asset

The Service Design book provides guidance for the design and development

of services and processes, covering design principles and methods for

converting strategic objectives into portfolios of services, and service assets

The Service Transition book covers the development and improvement of

capabilities for transitioning new and changed services into the live

production / operating environment

The Service Operation book takes a look at the different practices in the

management of Service Operation and includes guidance on achieving

efficiency and effectiveness in the delivery and support of services

The Continual Service Improvement book is focused on creating and

maintaining value for customers through better design, introduction, and

operation of services

You should invest in these books, as they form the core guidance, or skeleton,

of ITIL® V3, and is essential for any organization who would like to

implement ITIL®. These books may be purchased individually or as a set, and

may be ordered from the Pultorak store at http://store.pultorak.com.


1.2.3 All)


1.2.3 All)



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Presentation • 13

In today’s business environment where the turnover of technology and people

is high, ignoring public frameworks and standards can needlessly place an

organization at a disadvantage. Why reinvent the wheel, when good practices

already exist for doing certain things? To develop a competitive advantage,

organizations should cultivate their own proprietary knowledge on top of a

body of knowledge based on public frameworks and standards.

Aside from helping jump-start an organization’s efforts in delivering quality

services to its customers, adoption of public standards and frameworks also

allows for easier collaboration and coordination with vendors, suppliers, and

other organizations.

Look at the business practices you see in other organizations. Which ones do

you think will help your organization if you adopt and adapt it?

ITILFND01-1. Describe the concept of Good Practice (SS 1.2.2)



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Services are an important approach for customers who would like to focus on

the achievement of business targets in a cost-effective manner. Outcomes that

customers want to achieve are possible from the performance of tasks, but are

limited by a number of constraints. Services can enhance performance and

reduce the pressure of constraints, thereby increasing the chances that the

desired outcomes will be realized.

ITILMD01-2. Define and explain the concept of a Service (SS 2.2.1)

ITILFND01-2. Define and explain the concept of a service (SS 2.2.1)

ITILFNB01-2. Define and explain the concept of a Service (SS 2.2.1)



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Presentation • 18

Service Management is the discipline of transforming an organization’s capabilities and resources into services assets that can improve the performance of services, thereby contributing value to the customer’s assets and improving their business outcomes. This diagram emphasizes the link that has to be preserved between the desired business outcomes and the services that Service Management is responsible for.In your organization, is there any service that you think does not contribute to the company’s bottom-line or financial success? If Service Management was properly done on that service, do you think that would still be the case? Capabilities – the abilities of an organization, person, process, application,

Configuration Item or IT service to carry out an activity Resources – a generic term that includes IT infrastructure, people, money or

anything else that might help to deliver an IT service Service Assets – any resource or capability. Assets of a Service Provider include

anything that could contribute to the delivery of a service. Assets can be one of the following types: Management, Organization, Process, Knowledge, People, Information, Applications, Infrastructure, and Financial Capital. Organizations use assets to create value in the form of goods and services.

Performance – a measure of what is achieved or delivered by a system, person, team, process, or IT service.

Customer assets – the capabilities or resources of the customer Value – a measure of the Return on Investments or benefits to the business Business outcome – the results as seen by the business

ITILMD 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)

ITILAWR Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)

ITILFND 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)

ITILFNB 01-3. Define and explain the concept of Service Management (SS, SD, ST, SO, CSI 2.1)



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Presentation • 19

An organization’s service assets are essentially the resources and capabilities

that are available to it for the performance of services. The resources are the

tangible assets that can be “bought”. Capabilities, on the other hand, cannot be

“bought” by an organization, but is something which has to be developed and

maintained and are thus the intangible assets of the organization.

Resources are the direct inputs for the production of so-called “goods” while

capabilities play a direct role in an organization’s ability to create “services”.

Both are equally important. Capabilities are typically experience driven,

knowledge intensive, information based, and firmly embedded within an

organization’s people, systems, processes, and technologies.

Which do you think is easier to acquire, resources or capabilities? Why?

ITILMD Resources and Capabilities (SS 3.2.1)

ITILFND03-2. Resources and Capabilities (SS 3.2.1)

ITILFND03-34. Service Assets (SS 3.2)

ITILFNB03-2. Resources and Capabilities (SS 3.2.1)



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Presentation • 20

From the customer’s perspective, the value of a service is measured in terms of

its utility and warranty.

Utility is perceived by the customer from the attributes of the service that have

a positive effect on the performance of tasks associated with desired outcomes.

Removal or relaxation of constraints on performance is also perceived as a

positive effect. In short, it is the service’s “fitness for purpose”.

Warranty is derived from the positive effect of being available when needed, in

sufficient capacity or magnitude, and dependable in terms of continuity and

security. It is the service’s “fitness for use”. Utility and warranty go hand-in-

hand. Customers cannot benefit from a service that is fit for purpose but not fit

for use, and vice versa.

Can you recall and share an example of something which you bought but

proved worthless because it did not provide the needed functionality or was not

useable all the time?

ITILMD03-1. Utility and Warranty (SS 2.2.2)

ITILFND03-1. Utility and Warranty (SS 2.2.2)

ITILFNB03-1. Utility and Warranty (SS 2.2.2)



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Presentation • 22

A business case is a formal justification for an expenditure that is usually

required when a certain level of budget or cost is to be exceeded. It is written

primarily with the target audience of C-level executives in mind. Business

cases are discussed here because it is the primary tool used by Service

Providers in justifying the development or adoption of the service they offer to

an organization. A service offering which cannot be directly tied to business

benefits will most likely never be adopted.

When writing a business case, it is important to be clear about what the

boundaries of the business case are as this will help define its scope. These

boundaries can be based on a certain time period, which function or division

will assume the costs, or who will reap the most benefits.

One of the issues you need to deal with in a business case are risks. How do

you identify and manage these risks?

ITILMD03-5. Business Case (SS 5.2.1, CSI 4.4.1)

ITILFND03-6. Business Case (SS 5.2.1 Intro, CSI 4.4.1)

ITILFNB05-22. Business Case (SS 5.1 Intro, 5.1.2 Intro)



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Presentation • 24

Risk can never be completely eliminated. Risk Management is essential in

ensuring that a sufficient amount of investment in IT is made in the right areas

where risk is greatest and most likely to create a problem. In CSI, risk is

managed through CRAMM. It is focused on external Events that pose risks to

systems and physical infrastructure and applications. In analyzing risk for

availability, we are talking about risks to the business not being able to operate

as expected because of a risk to a system or program availability. The methods

of mitigation are similar, but the products are different. You may decide not to

deploy a change as a result of the analysis that showed a possible negative

impact to a system or application.

ITILFND03-7. Risk (SS 9.5.1, CSI 5.6.3)



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Presentation • 25

Risk analysis involves the assessment of the level of the risks identified. This

assessment is based on the probability of a threat, the vulnerability of an asset

to that threat, and the negative impact if that threat does materialize. The value

of the asset is also an important parameter in risk analysis. Risk management

takes those risks and identifies and adopts countermeasures that will offset the

negative impact of those risks as much as possible. Having a good risk analysis

practice is useless if risk management is poorly done, and vice versa.

ITILFND03-7. Risk (SS 9.5.1, CSI 5.6.3)



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Presentation • 26

When judiciously applied, automation of service processes helps

Improve the quality of service

Reduce costs

Reduce risks

Reduces complexity and uncertainty, and efficiently resolves trade-offs

In your organization, what Service Management tools are used? What is the

model of interaction?

ITILMD08-2. Understand and communicate how Service Automation assists with integrating

Service Management processes (SS 8.1)

ITILFND08-2. Understand and communicate how Service Automation assists with integrating




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Presentation • 27

What is your understanding of each feature below in terms of Service

Management tools? Can you cite an example where a tool put in production

failed in one of these features?

Functionality

Performance

Scalability

Failure recovery

Data integrity

ITILMD08-1. Understand and weigh the generic requirements for an integrated set of Service

Management Technology (SD 7.1, ST 7, SO 7.1)



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Presentation • 28

Automation can have a particularly significant impact on the performance of

service assets such as management, organization, people, process, knowledge,

and information.

Applications by themselves are a means of automation but their performance

can also be improved where they need to be shared between people and process

assets. Advances in artificial intelligence, machine learning, and rich-media

technologies have increased the capabilities of software-based service agents to

handle a variety of tasks and interactions.

Automation is to be considered to improve the utility and warranty of services.

It may offer advantages in many areas of opportunity, including the following

in the slide.

Some of the areas Service Management can benefit from automation are:

Design and modeling

Service Catalog

Pattern recognition and analysis

Classification, prioritization, and routing

Detection and monitoring

Optimization







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Presentation • 29

When automating Service Management process, consider the following:

Avoid oversimplification that removes necessary information, tasks, or

interactions that makes the processes less useful

Apply principles of encapsulation and modularity to simplify the interfaces

so that users see the attributes needed to present demand and extract utility

Do not be in a hurry to automate tasks and interactions that are neither

simple nor routine in terms of inputs, resources, and outcomes







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Presentation • 30

Before proceeding to the next topic, review the objectives presented at the

beginning of this lesson to check if they have been met.

1972sc ITIL V3 Foundation Three-Day

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