40437740 ITIL Foundation

7/31/2019 40437740 ITIL Foundation

1/181


2/181

Slide 2

Course Objectives

To introduce ITIL -- Terms, Definitions, Phrases -- As Best

Practice

Gain an understanding of the essential ITIL processes and

how they relate to each other, in order to support and deliver

a quality IT service

An overview of ITIL processes and how they relate to eachother in order to support and deliver a quality IT service.


3/181

Slide 3

Course Content - Morning

Implementation Configuration Management

Service Desk

Incident Management

Problem Management

Change Management

Release Management


4/181

Slide 4

Course Content - Afternoon

Service Level Management

Financial Management for IT Services

Capacity Management

IT Service Continuity Management

Availability Management


5/181Slide 5

ITIL Overview

ITIL is a Best Practice Framework

Integrated into OGC and BSI guidance

Key Objective 1

Align IT services with the Current and Future needs of the

business and its Customers

Key Objective 2 To improveQuality of the services delivered

Key Objective 3

Reduce long term Cost of service provision

ITIL Philosophy Scaleable Process driven approach


6/181Slide 6

ITIL - IT Infrastructure Library

Mission

Statement

Strategy

Tactics

Planning

Operations

day-to-day

Business IT

Alignment

Service

Delivery

Service

Support


7/181Slide 7

Introduction to Service Management

The Service DeskConfiguration Management

Incident ManagementProblem Management

Change ManagementRelease Management
http://b%20%20intro%20service%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://d%20config%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://f%20problem%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://f%20problem%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://d%20config%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://b%20%20intro%20service%20mgt.ppt/


8/181

ITIL Service Management Foundation


9/181Slide 9

Course Objectives

To introduce ITIL As Best Practice framework

Terms, Definitions, Phrases

Gain an understanding of the essential ITIL processes and

how they relate to each other, in order to support and deliver

a quality IT service


10/181Slide 10

Course Content Day 1

Introduction

Introduction to IT Service Management

Service Desk

Configuration Management

Incident Management

Problem Management

Change Management

Release Management


11/181Slide 11

Course Content Day 2



Capacity Management




12/181Slide 12

ITIL Overview

ITIL is a Best Practice Framework

Integrated into OGC and BSI guidance

ITIL Philosophy Scaleable Process driven approach

Key Objective 1

Align IT services with the Current and Future needs of the

business and its Customers Key Objective 2

To improveQuality of the services delivered

Key Objective 3

Reduce long term Cost of service provision


13/181Slide 13

ITIL - IT Infrastructure Library

Mission

Statement

Strategy

Tactics

Planning

Operations

day-to-day

Business IT

Alignment

Service

Delivery

Service

Support


14/181

Slide 14

Introduction to Service Management

The Service DeskConfiguration Management

Incident ManagementProblem Management

Change ManagementRelease Management
http://b%20%20intro%20service%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://d%20config%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://f%20problem%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://h%20%20release%20mgt.ppt/http://g%20%20change%20mgt.ppt/http://f%20problem%20mgt.ppt/http://e%20%20incident%20mgt.ppt/http://d%20config%20mgt.ppt/http://c%20the%20service%20desk.ppt/http://b%20%20intro%20service%20mgt.ppt/


15/181

Slide 15

INTRODUCTION TO

IT SERVICE MANAGEMENT


16/181

Slide 16

IT Service Management Objectives

ITIL is a Best Practice Framework used..

To align IT services with the current and future

needs of the business and its Customers To develop the quality of the IT services delivered

To reduce the long term cost of service provision


17/181

Slide 17

Why Service Management

Increasing IT visibility and Reliance

Increasing demand from Business to deliver effective IT

solutions/services (Cost Effective)

Increasing complexity of IT infrastructure and processes

Increasing competition

Increasing pressure to realise return on investment


18/181

Slide 18

Considerations

Do not be over ambitious

Consider what elements already exist, are in use and

effective

Identify what can be re-used or needs to be developed

Adapt the guidelines to meet your requirements


19/181

Slide 19

Process Improvement Model


20/181

Slide 20

Process Improvement Stages

Process improvement definition

Communication

Planning

Implementation

Review and Audit


21/181

Slide 21

ITIL Service Management

Service Support

Day to day operational support of IT services Service Delivery

Long term planning and improvement of IT service

provision

Key Definitions

Customer: recipient of a service: usually the Customer management

has responsibility for the fundingof the service.

Provider: the unit responsible for the provision of IT service.

Supplier: a third party responsible forsupplyingor supporting

underpinning elements of the IT service.

User: the person usingthe service on a daily basis.


22/181

Slide 22

IT Service Management Overview

BUSINESS (Customer)

User User User

SD

IM

PROBLEM

CH REL

CONFIGURATION

SLM

AM CM

IT SCM

FINANCE

SERVICESUPPORT

SERVICE

DELIVERY

SPOC

SLA

SPOC Single Point of Contact

SD Service Desk

IM Incident Mngt

CH Change Mngt

REL Release Mngt

SLA Service Level Agreement

SLM Service Level Mngt

AMAvailability Mngt

CM Capacity Mngt

IT SCM IT Service Continuity Mngt

Service Support Process Model


23/181

Slide 23

Service Support Process Model

Configuration

Management

Release

Management

Change

Management

Problem

Management

Incident

Management

Business, Customers or Users

Releases

Changes

Management Tools

Incidents Incidents Service Desk

Problems

Known ErrorsCIs

RelationshipsReleasesChangesIncidents

Difficulties

QueriesEnquiries

Communications

UpdatesWorkarounds

C M D B

S i D li P M d l


24/181

Slide 24

Communications

Updates Reports

Capacity Plan

CDB

Targets/Thresholds

Capacity Reports

Schedules

Audit Reports

Service Delivery Process ModelBusiness, Customers and Users

Queries

Enquiries

SLAs, SLRs, OLAs

Service Reports

Service Catalogue

SIP

Exception Reports

Audit Reports

Service Level

Management

IT Continuity PlansBIA & Risk Analysis

Control Centres

DR ContactsReports

Audit Reports

IT Service Continuity

Management

Requirements

Targets

Achievements

Financial Plan

Types & Models

Costs & Charges

ReportsBudgets & Forecasts

Audit Report

Availability PlanDesign Criteria

Targets/Thresholds

ReportsAudit Reports

Financial Managementfor IT Services

Capacity

Management

Availability

Management

Alerts & Exceptions

Changes

ManagementTools


25/181

Slide 25

The Service Desk

G l P i Obj ti


26/181

Slide 26

Goal Primary Objective

To act as the central point of contact between the Userand IT

Service Management

To handle Incidents and request and provide an interface for

other activities such as

Change Management

Problem Management


Release Management



Wh S i D k?


27/181

Slide 27

Why a Service Desk?

Provide a single point of contact for Users

Deliver high quality support to meet business goals Help identify costs of IT services

Support and communication for changes

Increase user perception and satisfaction

Assist identification ofbusiness opportunities

R ibiliti


28/181

Slide 28

Responsibilities

Receive and record ALL calls from users

Provide first line support Refer to second line (Generalists) support where necessary

Monitoring and escalation of incidents

Keep users informed on status and progress

Provide interface between ITSM disciplines Produce measurements and metrics

S tti S i D k


29/181

Slide 29

Setting up a Service Desk

Understand the business needs and requirements

Define clear objectives

Obtain support, budget and resources

Advertise and sell benefits / communicate quick wins

Involve and educate users / train support staff

Types of Service Desk

Local Service Desk

Central Service Desk

Virtual Service Desk

Considerations of a Service Desk


30/181

Slide 30

Metricsand management reporting

- Daily, weekly, monthly

- Incident / problem status against service levels

- Service availability / breaches

- Overall performance, achievements and trend analysis

Service Desk Technologies

- Integrated tool sets / Knowledge base / Diagnostic tools- ACD / IVR systems

- Internet / Intranet capability

- Pager systems / text messaging

Considerations of a Service Desk

Local Ser ice Desk


31/181

Slide 31

Local Service Desk

Centralised Service Desk


32/181

Slide 32

Centralised Service Desk



33/181

Slide 33


Benefits of the Service Desk


34/181

Slide 34

Improved User service, perception and satisfaction Increased User accessibility via the single point of contact

Improved quality and faster response to User requests

More effective and efficient use of support resources

Better management information to make decision on support

Benefits of the Service Desk

Exam Tips


35/181

Slide 35

Exam Tips

A Service Desk staff should NOT be Forthright

Exam Questions


36/181

Slide 36

Which of the following lists best describes the key attributesneeded by the Service Desk Staff?

A Good interpersonal skills; tenacious; technically astute; firm

B Business aware; articulate; methodical; tolerant; good

interpersonal skills

C Logical; methodical; tenacious; forthright; analytical

D Well presented; technical specialists; numerate; good

interpersonal skills

Exam Questions


37/181

Exam Questions


38/181

Slide 38

Consider the following metrics:

1 Number of incidents closed on without onward referral

2 Number of incidents correctly categorised at logging

3 Number of hardware faults reported

Which of the above are valid performance indicators for the

Service Desk?

A All three

B 1 & 2

C 1 & 3D 2 & 3

Exam Questions


39/181

Slide 39



40/181

Types of CIs


41/181

Slide 41

yp

4 CI Types

1. Hardware

2. Software

3. DocumentationProcesses and Procedures

Technical documentation

Diagrams/Charts

4. IT StaffNOT USERS

Why Configuration Management?


42/181

Slide 42

Account forALL IT assets

Provide accurate information to support other Service

Management processes

Provide a sound basis for all other Service Management

disciplines

Verify records against the infrastructure and to correct

exceptions

Why Configuration Management?

5 Activities of Configuration Management


43/181

Slide 43

Planning

- Strategy, policy, scope, objective, roles & responsibilities

- Config Mgt processes, activities and procedures- CMDB, Relationships with other processes and 3rd parties

- Tools and resource requirements

Identification

- Selection, identification and labelling of all CIs - Relationships

Control- Authorised additions, modifications and removal of CIs

StatusAccounting- The reporting of all current and historical data of each CI

Ordered, Under Repair, Live, Test .

Verification&Auditing- Reviews and audits to verify physical existence of CIs

g g

KeyConsiderations


44/181

Slide 44

Configuration Items (CIs)

Component of an infrastructure that is (or is to be) under the control of

Configuration Management Configuration Management Database (CMDB)

A database that contains all relevant details of each CI and details of the

important relationshipsbetween CIs

Base Level

The lowest level at which CIs are uniquely identified Baseline A SNAPSHOT

The configuration of a product or system established at a specific point in

time, capturing both structure and details

y

Example Software Structure


45/181

Slide 45

Programme

C

Example Software StructureSoftware

System

Subroutine

2

ProgrammeB

Application

2

Module

1

Application

1

Application

3

Programme

A

Subroutine

1

BASE LEVEL

(CI Level)

The lowest level at which CIs areuniquely identified

Attributes


46/181

Slide 46

Attributes

- Unique Identifier- CI Type ID

- Name

- Version Number

- Model / type identification

- Place / location

- Supplier

- CI History

- Status

- Relationships

-VARIANTS

Relationships


47/181

Slide 47

Relationships

- ..is a parent/child of..- ..is a version of..

- ..is connected to..

- ..applies to..(e.g. documentation)

- ..is used for.. (CIs related to service)

- ..is a variant of.. (MS Dictionary English vs. Dutch)

Any others that are meaningful and useful to the organisation can be used

Benefits


48/181

Slide 48

Provides accurate information on CIs and their documentation to

support all other Service Management disciplines

Facilitates adherence to legal and contractual obligations

Improves security by controlling the versions of CIs in use

Setting up Configuration Management

The planning process for setting up could take up to 6 months.

Actual implementation may take much longer, but the benefits

of Configuration Management should outweigh the cost

Exam TipsCFig


49/181

Slide 49

The key to configuration management is that it identifiesRELATIONSHIPS between CIs

Configuration Activities

Planning

Identification of Configuration item (CI)

Control

Status Accounting (ordered, delivered,tested, installed, under repair,

retired)Verification & Audit

Configuration Management Database

Hardware

Software

Documentation

IT Staff

Exam Tips Continued


50/181

Slide 50

Documentation CIs

Processes and ProceduresTechnical Documentation

Organisational Charts / Diagrams

All CIs have a number ofATTRIBUTES

CISs ALWAYS have Unique ID and CI Type ID attributes

Base Level lowest level a CI is uniquely identified

Baseline = Snapshot of CMDB structure and detail

CI Variant is an additional CI attribute e.g. Keyboard CI may have

French and English variants

Exam Questions


51/181

Slide 51

What information does Configuration Mgt provide to the IT

management of an organisation?

A Variations from agreed service levels (IM)

B Time spent on investigation and diagnosis by each support

group (IM)

C Number of incidents and problems per category (IM)

D Details and history of the IT infrastructure

Exam Questions


52/181

Slide 52

A Configuration Management Database (CMDB) can contain

different Configuration Items (CIs). Which of the items belowwould NOT normally be regarded as a CI?

A A username

B A video monitor (SW)

C A bought-in software package (HW)

D A procedure (DOC)

Exam Questions


53/181

Slide 53

What is the main difference between a CMDB (Configuration

Management Database) and a typical asset register?

A A CMDB is a computerised system most asset registers are not

B There is no difference

C Only hardware and software is recorded in a CMDB

D A CMDB is a database that shows the relationships between

items

Exam Questions


54/181

Slide 54

Which of the following can be regarded as CIs?

1 Hardware

2 Documentation

3 Staff (NOT USERS)

4 Software

5 Network components

A 1,4 & 5

B 1,2,4 & 5

C 1 & 4

D All of them


55/181

Slide 55

Incident Management

Goal - Primary Objective


56/181

Slide 56

To restore normal service operation as quickly as possible with

minimum disruption to the business, thus ensuring that the best

achievable levels of availability and service are maintained

Why Incident Management


57/181

Slide 57

Ensure the best use of resource to support the business

Develop and maintain meaningful records relating to incidents

Devise and apply a consistent approach to all incidents reported

Incident Definition

An incident is an event which is not part of the standardoperation of a service and which causes, or may cause aninterruption to, or a reduction in the quality of that service

Incident Lifecycle


58/181

Slide 58


59/181

Use of Support Teams


60/181

Slide 60

Escalation


61/181

Slide 61

2nd Line

Support Team

3rd Line

Support Team

Service Desk

Manager

Service Desk

Support Team

3rd Line

Manager

2nd Line

Manager

IT Service

Manager

Functional (competence)

Hierarch

ical(au

thority)


62/181

Benefits


63/181

Slide 63

Reduced business impact of Incidents by timely resolution

Improved monitoring of performance against targets

Elimination of lost Incidents and Service Requests

More accurate CMDB information

Improved User satisfaction

Less disruption to both IT support staff and Users

Possible Problems


64/181

Slide 64

Lack of Management commitment

Lack of agreed Customer service levels Lack of knowledge or resources for resolving incidents

Poorly integrated processes

Unsuitable software tools

Users and IT staff bypassing the process

Exam TipsIM


65/181

Slide 65

Restoring services is a PRIMARY objective of IncidentManagement

ALL calls should be logged

Incident - Problem - Known Error - Change

Exam Questions


66/181

Slide 66

Salesmen are able to use their laptops from hotels to obtain

information on travel routes and travelling times. On several

occasions they have found that when a certain modem had beeninstalled, communication was unsatisfactory. A temporary solution to

this fault has been identified. Which processes other than Incident

Management are involved in achieving a structural solution?

A Change, Configuration, Release & Problem ManagementB Only Configuration, Problem & Release Management

C Only Change & Release Management

D Only Change, Release & Configuration Management

E Only Problem & Release Management

Exam Questions


67/181

Slide 67

A trend analysis of incident data that over 30% of incidents

regularly recur. Which of the following activities will contribute

most to cutting down the percentage of regularly recurringincidents?

A A presentation to the board of directors to explain the importance

of Problem Management

B Implementation of the Problem Management process

C The selection of an appropriate tool to log all incident data more

accurately

D The introduction of a single Service Desk number so customers

know who to contact

Exam Questions


68/181

Slide 68

Which of the following data is least likely to be used in the

incident control process?

A Incident category

B Make/model of faulty item

C Impact code

D Cost of faulty item


69/181


70/181

Slide 70

Problem Management



71/181

Slide 71

To minimise the adverse effect on the business of Incidents and

Problems caused by errors in the infrastructure and to proactively

prevent the occurrence of Incidents, Problems and Errors

Why Problem Management

Resolve Problems quickly and effectively


72/181

Slide 72

Resolve Problems quickly and effectively

Ensure resources are prioritised to resolve Problems

Proactively identify and resolve Problems and Known Errorsthus minimising Incident occurrence / recurrence

Improve the productivity of support staff

Problems & Known Errors

A Problem is the unknown underlying cause of one or moreIncidents. It will become a Known Errorwhen the rootcause is known and a temporary work around or apermanent alternative has been identified

Service Desk IM PM (PC) (EC) - CM

ProblemPRRS


73/181

Slide 73

User

Incident

DB

DB

Known Error

DB

Business Caseto FIX

Raise

RFC

ERROR CONTROL

PROBLE

MCONTROL

Known Error

One or More Incidents with

Unknown Underlying cause

Root Cause Known and Temp orPerm Fix found

STOP

NO

YES

Change Management

Incident

PM

PM

PM

SD/IM

IM

Activities


74/181

Slide 74

Problem Control

Error Control

Major Incident Support

Management Information

Major Problem Reviews

ProactiveProblem Prevention

Proactive Activities

T d A l i


75/181

Slide 75

Trend Analysis

- Post-Change occurrence of particular Problems

- Recurring Problems per type or per component

- Training, documentation issues

Preventative Action

- Raising RFC to prevent occurrence/recurrence

- Initiate education and training- Ensure adherence to procedures

- Initiate process improvement

- Provide feedback to testing, training and documentation

Benefits


76/181

Slide 76

Reduction in volume of Incidents

Improved IT service quality

Better first time fix rate at service desk

Permanent solutions

Improved organisation learning and awareness

Exam TipsPM


77/181

Slide 77

Unknown Underlying cause

Root Cause with workaround

Error Control

Problem Control

Exam Question


78/181

Slide 78

What is the difference between a Problem and a Known Error?

A A Known Error is always the result of an incident, a Problem is not

B There is no real difference between a Problem and a Known Error

C In the case of a Known Error there is a fault in the IT

infrastructure, with a Problem there is notD In the case of a Known Error the underlying cause of the Problem

is known

A company has received messages concerning errors in the daily batch run which

h dl th d i f t i l f th f t i Thi i

Exam Question


79/181

Slide 79

handles the ordering of raw materials for the manufacturing process. This is

probably due to an incorrect change in the software. The change involved extending

the stock number field by two positions. This change was also introduced in amonthly program that has not yet been run. The situation needs to be corrected very

quickly to avoid affecting manufacturing. What is the best possible solution to be

adopted by Problem Management when handling the error?

A The errors are reported and because the underlying cause is known, handled by

Change Management as a Request for Change with the status of urgent changeB The errors are reported as problems at the Service Desk and because

manufacturing is involved, are directly introduced as Changes

C The errors are reported as Incidents to the Service Desk and after some research

they are identified as Known Errors, which can then be changed

D The errors are reported as Incidents and a Problem is identified. After the cause of

the error has been established and a temporary workaround found, it is labelled as aKnown Error that can be corrected by raising a Request for Change


80/181

Slide 80

Change Management



81/181

Slide 81

To ensure that standardised methods and procedures are used

for efficient and prompt handling of all Changes, in order to

minimise the adverse impact of any Change-related incidents uponservice quality

Responsibilities


82/181

Slide 82

Raising and recording Changes

Assessing the impact, cost, benefit, resource requirements andrisk of proposed Changes

Developing business justification and obtaining approval

Managing and coordinating Change implementations

Monitoring and reporting on the implementation Reviewing and closing Requests for Change (RFC)


83/181

Types of Change

Basic Change


84/181

Slide 84

- Priority: Based on Impact+Urgency

High, Medium, Low (Urgent?)- Category: Based on business impact

Minor, Significant, Major

Urgent Change

- A change that needs to be implemented more quickly

Standard Change

- An accepted solution to an identifiable and relatively common

set of requirements (e.g. set up of User profile, Password reset)

Change Control Process Basic (normal)Change Manager

Filters requests

StartChange Manager

Allocates initial

Change Manager

Decide category

Implement

change using

appropriate


85/181

Slide 85Slide 85

Filters requestspriority and/or use of

standard modelStandard

Change model

Change Builder

Builds Change,

devises back-out &

testing plans

Independent tester

Tests Changes

Change Manager

Co-ordinates Change

implementation

Change Manager

Change review

Closed

Change Manager

Approves / rejectsand schedules

Changes, reports

action to CAB

Change Manager

Circulates RFCs to

CAB members

Change Manager

Circulates RFCs to

Board members

minormajor significant

Senior management /

board level

Approve / rejectChanges

(Financial / Technical /

Business)

Senior management /

board level

Approve / rejectChanges

(Financial / Technical /

Business)

Change Control Process - Urgent

Change ManagerStart

Change Manager Change Manager


86/181

Slide 86Slide 86

Filters requests

StartAllocates initial

priorityCalls CAB or CAB /

EC meeting

CAB or CAB / EC

Quickly assesses

impact resources

and urgency

Independent tester

Urgent testing

Change Manager

Co-ordinates Changeimplementation

Change Manager

Ensures records are

brought up to date

Change Manager

Review Change

Closed

Change Builder

Builds Change,

devises back-out &

testing plans


87/181

Considerations

Change Advisory Board (CAB)


88/181

Slide 88

- RFC are circulated to selected members depending on

Change Category (Minor, Major, Significant)- Mandatory assessment of RFC

- Optional attendance of CAB meeting

- Meetings held on a regular basis

CAB / Emergency Committee (CAB/EC)

- Responsibility for impact assessment ofurgent changes

Forward Schedule ofChanges (FSC)

Projected ServiceAvailability (PSA) based on FSC


89/181

Exam Tips

Basic and Urgent Change Control Process

CH


90/181

Slide 90

Basic and Urgent Change Control Process

Change is associated with RISK

CAB Members Problem Manager Change Manager Customer Representatives

Exam Question

When can the building, testing and implementation of a change


91/181

Slide 91

begin?

A If it is urgent, as soon as the Request for Change has been

classified

B As soon as there is a back-out plan for the change

C As soon as the impact analysis has been discussed by the

members of the Change Advisory Board

D As soon as the Request for Change has been formally

authorised

Exam Question


92/181

Slide 92

How frequently should CAB/EC meeting be held?

A Daily

B Monthly

C Weekly

D As required

Exam Question

Consider the following statements:


93/181

Slide 93

g

1 Effective Change Management ensures that urgency and impact

are keys to decisions made on the scheduling of changes

2 Change Management controls all aspects of the change process

Which of these statements is true?

A 1

B Neither of them

C 2

D Both of them


94/181

Slide 94

Release Management


95/181

Why Release Management

Managelarge orcritical hardware roll-outs

Manage major software roll-outs


96/181

Slide 96

Manage majorsoftware roll outs

Bundling orbatching related sets of changes

Controlthe release of authorised CIs into the supported

environment

Release Policy

A release policy document should be produced to clarify theroles and responsibilities for Release Management. Theremay be one document per organisation or an umbrella set ofguidelines and specific details for each supported service

Responsibilities of Release Management

Controlled Test Environment Live EnvironmentDevelopment

E i t


97/181

Slide 97

Release

Policy

Release

Planning

Develop

or

purchase

software

Build /configure

release

Fit for

purposetesting

Release

acceptanceRoll out

planning

Communication

preparation &training

Distribution

& installation

Configuration Management Database (CMDB)

and

Definitive Software Library (DSL)

RELEASE MANAGEMENT

Environment

Terminology Definitive Software Library (DSL)

Definitive Software Library where ALL authorised versions of software are stored

and protected. A Physical library or storage repository where master copies of software


98/181

Slide 98

versions are kept. This one logical store may consist of one or more physical software

libraries or file stores.

Definitive Hardware Store (DHS)Definitive Hardware Store An area set aside for the secure storage of definitive hardware spares.

Types of Release- Delta, Full and Package

Definitions

Release:a collection of authorised Changes to an IT Service

Release Unit:the portion of the IT infrastructure that isnormally released together

Roll-out:deliver, install and commission an integrated set ofnew or changed CIs across logical or physical parts of anorganisation

Types of Release

Delta

Only those CIs that have actually changed since last release


99/181

Slide 99

y y g

are included.

Full

All components of the Release are built, tested, distributed and

implemented together (whether they have changed or not).

Package

Individual Releases both Full and Delta are grouped together to

form a Package for release.

Build Management

Software and Hardware components for release should be


100/181

Slide

assembled in a controlled, reproducible manner.

Build Management becomes the responsibility of Releasemanagement from the controlled test environment on wards.

Back out plans should be devised and tested as part of the

release.

Change Management allows CMDB to remain accurate.

Without Configuration data change impacts are not accurately

assessable.

Without Change and Configuration Management, Releases will

not be controlable.


101/181


102/181

Exam Tips

Release is associated with ROLLOUT

U t S ft l d t i FULL t ti

RM


103/181

Slide

Urgent Software releases do not require FULL testing

Exam Questions

One of Release Managements tasks is to set up a DHS. Which

statement most closely describes the DHS?


104/181

Slide

statement most closely describes the DHS?

A A DHS is a number of physical locations where baselines are

stored

B Before setting up a DHS a tool should first be purchased for

releasing the hardware into the environment

C A DHS is an area set aside for the secure storage of definitive

hardware spares

D A DHS is a database in which all definitive hardware

Configuration Items are recorded

Exam Question

The words Delta Full and Package describe different types of


105/181

Slide

The words Delta, Full and Package describe different types of

release. Which one of these following statements is true?

A A Package release contains hardware and software

B Urgent changes are always Delta releases

C A Delta release is only ever part of a Package release

D A Full release releases the normal release unit into the live

environment


106/181


107/181


To maintain and gradually improve business aligned IT service


108/181

Slide

To maintain and gradually improve business aligned IT service

quality, through a constant cycle of Defining

Agreeing

Monitoring

Reporting

Reviewing IT service achievements and through instigating

actions to eradicate unacceptable levels of service

Responsibilities

Produce and maintain the Service Catalogue


109/181

Slide

Produce and maintain the Service Catalogue

Negotiate and agreeservice levels Measure and report actual service levels against targets

Maintain service levels in line with business requirements

Co-ordinate other ITSM functions and suppliers

Review all agreements and contracts against changing businessneed

Proactively improve Service Levels


110/181

Structure of SLAs

Some organisations adopt a multi-layer structure:

Corporate Level


111/181

Slide

Corporate Level

- Covering all generic SLM issues appropriate to every Customerthroughout the organisation

Customer level

- Covering all SLM issues relevant to the particularCustomer

group, regardless of the service being used

Service Level

- Covering all SLM issues relevant to the specific service, in

relation to a specific Customer group


112/181

SLA Contents

Examples

- Introduction - Change


113/181

Slide

g

- Service Hours - IT Service Continuity- Availability % - Security

- Reliability - Charging

- Support - Service Reporting

- Throughput and Reviewing- Transaction Response - Glossary of terms

Times - Escalation Path

- Batch turnaround times

Benefits

Actual service delivered measured against targets


114/181

Slide

Allows Customer to weigh service against charges (Value forMoney)

Potential cost reduction in long term

Agreed conflict resolution route

Less unpredictable demands

Improved customer relations

Exam Tips

Negotiate and Agree

SLM


115/181

Slide

Exam Question Which of the following are direct advantages of entering into

Service Level Agreements?

1 The expectations of both the IT customer and the provider


116/181

Slide

1 The expectations of both the IT customer and the provider

should be aligned2 Fewer incidents will occur

3 Unambiguous measurements of service provision will be

provided

4 The number of changes that have to be backed out will decrease

A 2 & 4

B 1 & 2

C 3 & 4

D 1 & 3

Financial ManagementAvailability ManagementCapacity Management

http://j%20%20financial%20mgt.ppt/http://k%20availability%20mgt.ppt/http://l%20capacity%20mgt.ppt/http://m%20%20it%20service%20cont%20mgt.ppt/http://m%20%20it%20service%20cont%20mgt.ppt/http://l%20capacity%20mgt.ppt/http://k%20availability%20mgt.ppt/http://j%20%20financial%20mgt.ppt/


117/181

Slide


118/181

Slide



To provide cost-effective stewardship (management) of (ALL) the

IT assets and financial resources used in Services


119/181

Slide

Why Financial Management

Identify the actual cost of services provided


120/181

Slide

Provide accurate and vital financial information to assist indecision making

Make Customers aware of what services actually cost TCO

Assist in the assessment and management of changes

Help influence customer behaviour

Positioning forcharging

Concepts

Accounting and Budgeting (mandatory)

- Understand costs involved in providing a service


121/181

Slide

Understand costs involved in providing a service

- Prediction of future costs

- monitor actual against predicted costs

- Account for monetary spend over given period

Charging (optional)

- Recovery of service costs from Customer

- Operate IT Division as a business unit if required


122/181


123/181

Key elements in determining the cost of a service

INDIRECT COSTS NOT directly attributable but shared.

ABSORBED OVERHEADS Total cost of indirect materials and


124/181

Slide

ABSORBED OVERHEADS Total cost of indirect materials and

expenses that are NOT passed onto the customer.

UNABSORBED OVERHEADS Total cost of Indirect materials;

wages; expenses that are apportioned and added to the cost of

each service.

DIRECT COST Directly attributable.

Charging

Based against Organisational policy on IT

- overhead/ break even / profit centre


125/181

Slide

Prices should be simple, understandable, fair and realistic Charging mechanism to support policy

Cost: Price=cost

Cost plus: Price=cost +/-X%

Going rate: Price is comparable with other internal groups (internal X charge rate)

Market rate: Price matches that charged by external suppliers (open market price)

Fixed Price: Set price is agreed for a set period based on anticipated usage

Benefits

Reduced long term costs

Increased confidence in managing budgets


126/181

Slide

Accurate cost information More efficient use of IT

Ensuring funds are available to provide service

Enables the recovery of costs

Influences customer behaviour Allows comparison with alternative providers

Exam Tips

ABC of Finance

Accounting (MAN)

Fin


127/181

Slide

Budgeting (MAN)Charging (OPT)

You must have a cost model before you can charge

Charging shows Total Cost of Ownership

THE SPA Cost Types

Overhead orindirect cost total cost ofindirect materials wagesand expenses.

Direct cost can be traced in full to a product or service, cost centreor department e.g. Wages

Indirect Cost cannot be traced directly in full to product or service,

cost centre or department because it has been apportioned.

Exam Questions

Without a good Accounting System you cannot:


128/181

Slide

1 Know the full cost of services provided2 Judge the efficiency of Problem Management

3 Recovercosts related to usage, should you wish

Which of the above is true?A 1,2 & 3

B 1 & 3 only

C 1 & 2 only

Note! The question is asking you is 2 or 3 correct as 1 appears in

all answers and must be correct.

Exam Questions

Consider the following statements:


129/181

Slide

1. Customers should always be invoiced for the IT services they use2. The only reason services are charged for is to make customers

aware of the costs involved in using those services

A Both

B Only 1

C Neither

D Only 2

Exam Questions

Which of the following is NOT the concern of IT Financial

Management?


130/181

Slide

A Telephone charges

B Invoicing

C Differential Charging (High and Low Tariffs) Demand

Management Method used in CAPACITY MANAGEMENT

D Reviewing IT service quality

Exam Questions

Which of the following statements on IT Financial Management is

correct?


131/181

Slide

A An IT Financial Manager identifies the costs incurred by IT and

might propose prices for the services supplied

B In order to set up Budgeting and Accounting, SLAs and OLAs

need to have been agreed

C It is only possible to be cost conscious if the customer is chargedfor services (hinting at TCO)

D IT Financial Management must agree charges with the customer

before establishing a Cost Model (Cost Model comes before

charging)


132/181

Slide



To optimise the capability of the IT infrastructure and supporting

organisations to deliver a cost effective and sustained level of

availability that enables the business to satisfy its objectives


133/181

Slide

y y j

Principles

Availability is at the core of business & end user satisfaction


134/181

Slide

When things go wrong, it is still possible to achieve business &end user satisfaction

Improving availability begins when it is understood how IT

services integrate with and support the business

Why Availability Management

To ensure services are available when the customer needs them

Influences


135/181

Slide

Business Demand Cost required to meet demand

Complexity of IT Infrastructure

Levels ofRedundancy

Reliability of the Infrastructure

Level of Maintenance

Processes and procedures used by Services

Human Factors

Skill sets

Responsibilities

Determine availability requirements in business terms

Predictand design for expected levels of availability


136/181

Slide

Optimise availability through monitoring and reporting Produce Availability Plan Long term for proactive improvement

Ensure SLAs are met and monitor OLA/UC availability obligations

Manage Service Outage Analysis (SOA)

Produce and maintain:

- Component Failure Impact Analysis (CFIA)

- Fault Tree Analysis (FTA)

Considerations

Availability

Reliability

M i t i bilit

Managed through OLAs


137/181

Slide

Maintainability Serviceability

Resilience

- Related to Resource Capacity Management

Security

- Confidentiality, Integrity, Availability (CIA)

Managed through UCs

ITAMM IT Availability Metrics Model

Range ofmetrics and perspectives that should be considered

when establishing Measurement and Reporting

M t d t b i f l d dd l


138/181

Slide

Measurements need to be meaningful and add value

Consider WHAT you measure and HOW you report it

Expanded Incident lifecycle

I id t D t ti Di i R i R R t ti I id t

DOWNTIME or MeanTime To Repair(M)TTR


139/181

Slide

Incident Detection Diagnosis Repair Recovery Restoration Incident

UPTIME or MeanTime

Between Failures(M)TBF

Time between system incidents (M)TBSI

Time

Calculating Availability

% Availability =AST - DT

AST

X 100


140/181

Slide

Further considerations:

Components in series or parallel

Weighting per number of users affected

Weighting per criticality period

Measuring Availability

Measurements need to be meaningful and add value to the IT and business organisation.

It would be necessary to consider both what is measured and how it is reported

Benefits

Services are designed and managed to meet specified business

availability requirements

Shortfalls in levels of availability are identified and corrective


141/181

Slide

Shortfalls in levels of availability are identified and correctiveactions taken

Frequency and duration of IT failures is reduced

Availability levels are measured to fully support Service Level

Management

BUSINESS VALUE! Effective Availability Management will influence customer

satisfaction and determine the perceived Reliability of the

business on the market

Exam Tips

Remember the ABILITY

RELIABILITY

MAINTAINABILITY

AM


142/181

Slide

MAINTAINABILITY SERVICEABILITY

But NOT VULNERABIILITY (ITSCM)

CIA (Confidentiality, Integrity and Availability)

Exam Questions

Availability Management is responsible for ..

1. Understanding the reliability of components to carry out a required

function under given conditions over a certain period of time


143/181

Slide

function under given conditions over a certain period of time2. The ease with which maintenance (Maintainability) of service

components can be carried out

3. Negotiating availability levels with customers

Which of these is correct?

A Only 2 & 3

B Only 1 & 2

C 1, 2 & 3

D Only 1 & 3

Note !1 is definitely correct and 3 is definitely wrong (SLM)

2 is disguised!!!!

Exam Questions

Percentage availability is calculated as:

A DT * 100 C (AST DT) * 100


144/181

Slide

------------- ----------------------

AST AST

B AST * 100 D AST------------- ---------------------

DT (AST DT) * 100

Note! It just is Remember it! Treat it as a gift

(100 20) * 100------------ = 80%

100

Exam Questions

In Availability Management terms, what do the letters CIA stand

for?


145/181

Slide

A Component Impact Analysis (ITSCM)

B Confidentiality, Integrity, Availability

C Configuration Item Availability

D Central Intelligence Agency (A contradiction in terms)

Exam Questions

Managing service availability is now more important than ever

because


146/181

Slide

A The dependence (Reliability prevention of failure) of customers

on their IT has grown

B System Management tools can now provide much more real time

performance management information

C More IT systems are outsourcedD More service providers now have Service Level Agreements with

their customers

C it M t


147/181

Slide

Capacity Management


To understand:

- The future business requirements (the required service delivery)


148/181

Slide

Thefuture business requirements (the required service delivery)- The organisations operation (the current delivery)

- The IT infrastructure (the means of service delivery)

Ensure that all current and future capacity and aspects of the

business requirements are provided cost effectively

Why Capacity Management

Monitorthe performance and throughput of IT services

Tuning activities to make efficient use of resources

Understand the current demands for IT services and producef t f f t i t


149/181

Slide

Understand the current demands for IT services and produceforecasts for future requirements

Help to influence demands for IT resources

Production of a Capacity Plan predicting the IT resources needed

to achieve agreed or proposed service levels

Success Factors

Accurate business forecasts

Understanding of current and future technology

Ability to demonstrate cost effectiveness


150/181

Slide

Ability to demonstrate cost effectiveness Interaction with other Service Management processes

Ability to plan for and implement appropriate IT capacity to match

business requirements and predictions

Responsibilities of Capacity Management

Business Capacity management (BCM)

- Ensuring future business requirements for IT services are

considered and matched to capability

Service Capacity Management (SCM)


151/181

Slide

Service Capacity Management (SCM)

- Managing performance of IT services delivered to customers and

documented in SLAs

Resource Capacity management (RCM)

- Management of components ensuring that all resources aremonitored & measured

Business Capacity Management

Planning Future Business requirements

Requires a knowledge of..

Existing Service Levels, SLAsF t i l l SLR


152/181

Slide

Existing Service Levels, SLA s Future service levels ans SLRs

Business Plan and Capacity Plan

Modelling Techniques

Analytical

Simulation

Trending

Baselining

Application Sizing

Service Capacity Management

Monitors and Measures services

Requires a knowledge of ..

Service Levels and SLAsS i th h t d f


153/181

Slide

Service throughput and performance

Tuning and demand management

Resource Capacity Management

Management of Components of IT Infrastructure

Requires a knowledge of ..

Current technology and utilisationF t lt ti t h l i


154/181

Slide

gy Future alternative technologies

Resilience of systems and services

Capacity Management Database (CDB)

Forms the basis for the production of all Capacity management

reporting

May consist of many physical data stores covering:

- Business data


155/181

Slide

- Business data

- Service data

- Technical data

- Financial data

- Utilisation data

May form part of the CMDB

Iterative Activities The Cycle

I l t

Tune

Analyse


156/181

Slide

Monitor

Implement Analyse

Iterative ActivitiesIterative Activities Inputs

Implement

Tune

Analyse


157/181

Slide

SLM

ThresholdsResource

Utilisation

ThresholdsCapacity

ManagementDB

Monitor

Implement Analyse

Iterative ActivitiesIterative Activities Outputs

Implement

Tune

Analyse


158/181

Slide

SLM

Exception

Reports

Resource

Utilisation

Exception

ReportsCapacity

ManagementDB

Monitor

Implement Analyse

Other Activities

Demand Management Differential Charging and Lock out

Modelling

- Trend Analysis,- Analytical Modelling


159/181

Slide

- Analytical Modelling

- Simulation Modelling

- Baseline Modelling

Application Sizing

Production of the Capacity Plan

Capacity planning is essentially a balancing act:

Cost against CapacitySupply against Demand

Benefits of Capacity Management

Increased efficiently and cost savings resulting in more economic

provision of IT services

Elimination of unnecessary spare capacity

Elimination of panic buying


160/181

Slide

p y g

Possibility for deferred expenditure

Reduced risk of performance Problems and failures

More confident and improved forecasting

Improved awareness of capacity issues within the developmentcycle

Exam Tips

Business Capacity Management - future business requirements

Service Capacity Management current service delivery

Resource Capacity Management underlying resource components

CM


161/181

Slide

Demand Management Differential Charging Modelling

TuningAnalytical Simulation Baseline (what if?)

Application sizing

There are capacity threshold that generate alerts!

Exam Questions

Application Sizing is a technique used by Capacity Management.

Why is Application Sizing Important?

A The availability of an IT service can be measured (AM)


162/181

Slide

y ( )

B The use of an IT application can be controlled

C The maintenance oftechnical skills is important to application

developers

D The resources needed (RCM) for an application and itsperformance can be predicted (BCM)

Exam Questions

Differential Charging is a technique used in ..

A FTA (Fault Tree Analysis ITSCM)

B Status Accounting (Configuration Management)


163/181

Slide

g ( g g )

C Demand Management (Capacity Management Varying Tariffs)

D CRAMM (ITSCM Risk Analysis)



164/181

Slide

y g


To support the overall Business Continuity management

process by ensuring that the required IT technical services

and facilities can be recovered within required and agreed

business time-scales


165/181

Slide

Why Continuity Management

Ensuring business survival by reducing the impact of a

disasteror major failure

Reducing the vulnerability and risk to the business byeffective risk analysis and risk management


166/181

Slide

Preventing the loss of Customer and User confidence

Producing IT recovery plans that are integrated with and fully

support the organisations overall Business Continuity Plan

Considerations

IT Service Continuity options need to be understood and the

most appropriate solution chosen in support of BCM

requirements

Roles and responsibilities need to be identified and


167/181

Slide

supported from a senior level

IT recovery plans and Business Continuity plans need to be

aligned regularly reviewed, revised and tested

The Business Continuity Life-cycle Overview

Stage 1 Initiation Initiate Business Continuity Manager

Stage 2 Requirements and Strategy

Stage 3 - Implementation


168/181

Slide

Stage 4 - Operational Management

Stage 2 Requirements and Strategy

Business Impact Analysis

Identification of Critical Business Processes and Speed of Recovery

Risk Assessment and Methodology

Th t t A t


169/181

Slide

Threats to Assets

CRAMM CCTAs Risk Analysis Management Methodology

(Central Computer and Telecommunications Agency)

Business Continuity Strategy

Based on Top Risks

Risk Analysis (CRAMM)

ANALYSIS

Assets Threats Vulnerabilities


170/181

Slide

MANAGEMENT

Risks

Countermeasures

Risk Analysis

Asset Categorise and RANK 1-10

Hardware

Software People


171/181

Slide

p

Buildings etc.

Threat List and RANK 1-3 Vulnerability against Assets Matrix RANK 1-3

Risk = Asset * Threats * Vulnerability

IT Recovery Options

Do nothing

Manual back-up revert to pen and paper

Reciprocal arrangements with another company Gradual recovery - Cold Standby


172/181

Slide

y y

Intermediate recovery - Warm Standby

Immediate recovery - Hot Standby

Gradual Recovery COLD standby

Time to recovery > 72hrs

Empty Computer space

Remote Portable


173/181

Slide

Nothing in the rooms

Requires contracts / procedures in place to set up

Intermediate Recovery WARM standby

Time to recovery 24hrs to 72hrs

Filled Computer space

Remote Portable


174/181

Slide

Networked Computers but with NO Data

Immediate Recovery HOT standby

Time to recovery within the working day 0hrs to 8hrs

Filled Computer Space

Remote Portable


175/181

Slide

Networked Computers with Data (but not necessarily up to

date)

Benefits of Continuity Management

Management of risk and the consequent reduction of the

impact of failure

Fulfilment of regulatory requirements

Potentially lower insurance premiums


176/181

Slide

A more business focussed approach to IT continuity and

recovery

Reduced business disruption during an incident

Increased customer confidence and organisational credibility

Exam Tips

Know the Disaster Recovery options

ISCM


177/181

Slide

Exam Questions

In relation to IT Service Continuity Planning, the severity of

a disasterdepends upon:

A The time of day it occurs


178/181

Slide

B How many people are available to assist in recovery

C The type of disaster, whether flood, fire etc

D The impact (EFFECT) upon customers businesses

Exam Questions

Consider the following statements about IT Service ContinuityPlanning:

1 The intermediate recovery external option offers a remoteinstallation, fully equipped with all the required hardware,software communications and environmental control equipment


179/181

Slide

software, communications and environmental control equipment

2 The intermediate recovery external option is often sharedbetween multiple customers and in the event of a disaster maynot be available due to over-subscription

A Both

B Neither

C Only 1

D Only 2

Exam Questions

Your organisation has just entered into a Gradual Recovery

(Cold Standby) IT service Continuity Agreement. Within the ITIL

definition, which of the following lists is INCORRECT for what you

could find at the contingency site?


180/181

Slide

A A building, electricity, telecommunications equipment, office space

for technical staff

B Stand-by generator, telecommunications equipment, system

manuals, support staff, water

C A building, telecommunications equipment, a computer, support

staff, documentation

D A building, electricity, water, support staff, system manuals

Exam Questions

Which of the following would you NOT expect to see in an IT

Service Continuity Plan?

A Contact lists

B Th i b


181/181

Slide

B The version number

C Reference to change control procedures

D Full Service Level Agreements (SLM)

40437740 ITIL Foundation

Documents

Transcript of 40437740 ITIL Foundation