Itil Foundation Handouts v1.3

Sun Services Education Consulting INTERNAL USE ONLY

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Author: Paolo Rossetti - [email protected] edited: 9/25/03 - Version 1.0

ITIL Foundation Certification

IT Organisation Design Practice Development Manager

Sun Services education consulting [email protected]

Sun Dial: 52346 Mobile: +39 335 6968 980 Version 1.1Last edited: 3 Oct 2003 Validity: Sept.2004

Copyright 2003 Sun Microsystems, Inc. All Rights Reserved. Sun Services, Revision B Sun Proprietary: Internal Use OnlySun Services Education Consulting ITIL Foundation

Slide 2

Objectives

Upon completion of this training, you should be able to:

? A) understand, explain and answer questions about:

1 The importance of IT Service Management and the IT Infrastructure

2 The Service Management processes and the interfaces between them

3 ITIL processes and the relations between these processes 4 Basic concepts of ITIL

? B) prepare to pass the Foundation Certificate in IT Service Management EXIN


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Slide 3

ITIL Foundation CertificationModules


Slide 4

1 The importance of IT Service Management


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Slide 5

GOAL: to be able to

? Indicate the importance of a methodical and systematic approach to IT Service

For users and customers of IT Service For Suppliers of IT Service


Slide 6

The context

? IT Market Trends

Increasing cost of IT services (delivery & maintenance) Increasing requirements for quality and value for money from IT

services Increasing complexity of IT infrastructure Increasing frequency of IT changes Increasing dependency on IT services


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Slide 7

The problem faced

? Organisations are increasingly dependent upon IT to satisfy their corporate aims and meet their business needs.

? Growing dependency leads to growing needs for quality IT services - quality that is matched to business needs and user requirements as they emerge


Slide 8

Processes, procedures

and metricsTools

People, competencies,

communication and organization

IT Service Management


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Slide 9

How should the IT Management be structured?

?... are there any reference standard, best practices?

Does existing standard consider my market sector?

How are those standard considered by regulatorydepartments in my Country?


Slide 10

Need for a foundation

? Basic terminology, glossary, key concepts and consideration are the foundation to improve processes


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Slide 11

IT Service Management Problems

? Lack of corporate recognition & understanding of the difference between IT Service Management and IT Systems Management

? Tendency to over-commit in attempting to meet customer needs

? Poor recognition of critical services

? Lack of resources & skills

? Limited education available in service management

? Achieving a balance between costs & quality


Slide 12

The IT Infrastructure Library

? Developed in the late 1980's

? The IT Infrastructure Library (ITIL) has become the world-wide de facto standard in Service Management.

? Starting as a guide for UK government

? ITIL framework is known and used worldwide not a commercial venture

? BS15000 and ISO


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Slide 13

ITIL aims

? To facilitate Quality Management of IT Services

? To improve efficiency, increase effectiveness and reduce risk

? To provide codes of practice in support of Total Quality

? ISO9000-compliant


Slide 14

ITIL How does it work

? Provides guidance on strategic, tactical and operational management of IT infrastructure

? Provides a systematic, process-based approach, supported by procedures

? Suggests implementation strategies

? Acts as a training aid

? Complies with requirements for ISO9001 quality standards


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Slide 15

ITIL Who is involved?

? British Government - CCTA

? Independent examining bodies - EXIN and ISEB

? International Trade Association: itSMF

? Suppliers of Training Courses - accredited

? Suppliers of Services and Consultancy


Slide 16

History of ITIL

? 1989: initiated by CCTA (Central Computer & Telecommunications Agency)

SSADM CRAMM PRINCE 2

? 1991: itSMF Trade association ? 1992: ISEB/EXIN examination institutes ? 1996: Launched in North America


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Slide 17

The jigsaw metaphora


Slide 18

Recap: ITIL Principles

? ITIL is all about which processes need to be realized within the organization

? ... for management and operation of the IT infrastructure...

? ...to promote optimal service provision to the customer of the services...

? ...at justifiable costs.


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Slide 19

Should I care about IT Service Management? Why to adopt ITIL?

? Improved support to the business in delivering better IT Services to customers tailored to their needs

? Guiding principles to design Services based on customer's requirements

? IT = business enabler, rather then a support function


Slide 20

Difference betweenSystem vs. "Service" management?

? System Management = focus on Technical issues

? Service Management = focus on Service Quality Customer oriented approach




Slide 21

How could ITIL be applicable to my peculiar environment?

? Provide an economical service: reliable, consistent, highest quality

? ITIL processes are intended to be implemented so that they underpin, but do not dictate, the business processes of an organisation

? Service Management is a generic concept

? ITIL is scalable

? Non burocratich

? For central or distributed IT environment, internally managed or outsourced


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Slide 23

IMPORTANCE of a methodological and systematic approach

? Business dependency on IT increases

? Reduced costs to the organisation

? More professional staff

? Benchmark each other within the IT Service Management area

? Quality approach

? Getting people to speak that common language

? Relevant to anyone working in IT


Slide 24

What is an IT Service?

? Any clue?

An IT Service is a described set of facilities, IT and non-IT, sustained by the IT service provider that fulfills one or more needs of the customer, that supports the customers business objectives and that is perceived by the customer as a coherent whole.


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Slide 25

Service

? Service: An essentially intangible set of benefits, created by activities, that are sold by one party to another

? Main characteristics:

Intangibility Heterogeneity Simultaneous production and consumption Perishability


Slide 26

Product Service

Relatively pure good

Service-intensivegood

Hybrid Good-intensiveservice

Relatively pure Service

Packagedfood

Privateautomobile

transportation

Fastfood

Airline transportation

Babysitting

Customsoftware

development

Shrink-wrapsoftware

Adaptivemaintenance

Softwareoperation

Correctivemaintenance


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Slide 27

IT Service Definition Template example

? ID:

? Name of Service:

? Description:

? Purpose (in scope):

? Excluded: (out of scope)

? Dependency: (interfaces)

? Responsability:

? Supervision of the task:

? Start of task:

? Duration of task:

? Clients:

? Internal effort required:

? External effort required:

? Financial resources:

This is just an example,


Slide 28

Process led approach - ITIL


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Slide 29

For every process ITIL states

? Goals and objectives

? Task and workflow

? Input

? Output


Slide 30

Process could span different organisational units


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Slide 31

Management commitment

? Management commitment is about motivating and leading by example

? Genuine management commitment is absolutely essential


Slide 32

EXAMPLE: Business case for ISO 9001

Many companies require their suppliers to become registered to ISO9001 and because of this, registered companies find that their market opportunities have increased. In addition, a company's compliance with ISO9001 ensures that it has a sound Quality Assurance system.

Registered companies have had dramatic reductions in Customer complaints, significant reductions in operating costs and increased demand for their products and services.

ISO9000 registration is rapidly becoming a should for any company that does own business in Europe. Many industrial companies require registration by their suppliers. There is a growing trend toward universal acceptance of ISO9000 as an international standard.


Page 17


MODULE 2IT Service ManagementProcesses and Interfaces


Slide 34

2 The Service Management processes and relative interfaces


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Slide 35

GOAL to be able to:

? Mention the benefits of the description of the Service Management Processes for an organisation

? Distinguish between ITIL processes and organisational units

? Indicate which elements are needed for the description of the ITIL Processes


Slide 36

What do you mean with Process?

? A process can be defined as A connected series of actions, activities, changes etc, performed by

agents with the intent of satisfying a purpose or achieving a goal? Process control can similarly be defined as

The process of planning and regulating, with the objective of performing a process in an effective and efficient way

TASK TASK TASK

Roles

RulesRulesRules

RolesRoles


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Slide 37

What are the benefits of a process oriented approach?

? Workflows mapped and activities explicited

? A process model enables understanding and helps to articulate the distinctive features of a process

? Processes, once defined, should be under control

? Once under control, processes can be repeated and become manageable

? Degrees of control over processes can be defined, and then metrics can be built in, to manage the control process

? At Sun: Sun Sigma DMAIC


Slide 38

Every process has a correspondig function?

? Process owner

? Different funtions could be involved

? A process is not a function!


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Slide 39

Elements to describe a process

? Input

? Output

? Process Activities and sub-processes

? Process Enablers Resources

Roles

? Process Control Process owner

Process goal

Quality parameter and Key performance indicators


Slide 40

Elements to describe a process

Process Input Output

Owner Goals

Q/KPIs

Resources Roles

Process Control

Process Enablers


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Slide 41

Example life cycle of an Incident:

The following sequence shows the relationship between the processes involved in managing an incident


Slide 42

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management

Service LevelManagement

ServiceBuild & Test

ServiceDesign

Commercial Policy Personnel& Organization Architecture Finance

Sec

urity

Man

agem

ent

IT Service Continuity

ChangeManagement

ProblemManagement

ConfigurationManagement

ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)

Financial Mgt Capacity Mgt

Availability Mgt

Production

RfC

RfC

INFORMATION

1 - A User calls theService Desk to report

response difficulties withthe on-line service.


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Slide 43

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

2 - The IncidentManagement

process deals withIncident.


Slide 44

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

3 - The Problem Managementprocess investigates

underlying cause and calls inCapacity Management to

assist in this process.Service Level Management

alerted that the SLA. hasbeen breached.


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Slide 45

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

4 - The Change Managementprocess raises and co-ordinates a Request For

Change (RFC)


Slide 46

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)

FinancialMgt Capacity Mgt

Availability Mgt

Production

RfC

RfC

INFORMATION

5 - The IT FinancialManagement process

assists with the businesscase cost justification for the

hardware upgrade.


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Slide 47

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

6 - The IT Service Continuity processgets involved in the Change

Management process to ensurerecovery is possible onto current back-

up configuration.


Slide 48

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

5 - The IT FinancialManagement processassists with the businesscase cost justification for thehardware upgrade.

7 - The Release Management processcontrols the implementation of the Change by

rolling out replacement hardware andsoftware. Release Management updatesConfiguration Management with details of

new Releases and versions.


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Slide 49

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

8 - The Availability Managementprocess is involved in considering thehardware upgrade to ensure that it can

meet the required availability andreliability levels.


Slide 50

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

9 - The ConfigurationManagement process

ensures the CMDBinformation is updatedthroughout the process.


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Slide 51

ServicePlanning

Development

Tac

tical

(Ser

vice

Del

iver

y)

CustomerStrategical

Account Management


ServiceBuild & Test

ServiceDesign


Sec

urity

Man

agem

ent


ChangeManagement

ProblemManagement


ReleaseManagement

IncidentManagement

Ser

vice

Des

k

User

Supplier

Ope

ratio

nal

(Ser

vice

Sup

port)


Availability Mgt

Production

RfC

RfC

INFORMATION

10 - The Customer Relationship Managementprocess liaises with Customer throughout theprocess to ensure he/she is kept abreast of

progress.


Slide 52

Service Management Processes and interfaces Configuration Management Change Management Release Management Incident Management Problem Management Service Desk Service Level Management Capacity Management Financial Management for IT

Services Availability Management IT Service Continuity Mgt

Customer Relationship Management

ICT Infrastructure Management

Application Management Security Management Project Management


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Slide 54

Service Delivery processes


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Slide 55

Configuration Management

? Integral part of all other Service Management processes

? Current, accurate and comprehensive information about all components in the infrastructure (CI)

? Change Management can be integrated with Configuration Management

? CMDB = core to Incident, Problem, Release Mgmt

? SLM relates SLA to CI

? Financial Mgmt for IT uses info for charging

? IT Service Continuity and Availability Managemen need info to perform risk analysis and component failure impact analysis


Slide 56

Change Management

? Depends on CMDB

? Very close relationship between Configuration, Release and Change Management

? Changes Document in SLAs to ensure that Users know how to request Changes, projected target times and impact

? Details of Changes need to be made known to the Service Desk

? CAB made up of representatives from all areas within IT and representatives from business units.


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Slide 57

Release Management

? As a result of changes

? Rely on CMDB


Slide 58

Incident Management

? Primary goal of the Incident Management process is to restore normal service operation as quickly as possible and minimise the adverse impact on business operations

? Relationship with other processes

Relationship with problem management Raise an RFC Incident tracked linked to CMDB Priorities and escalations defined by Service Level Management


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Slide 59

Problem Management

? Goal of Problem Management is to minimise the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure, and to prevent recurrence of Incidents related to these errors


Accurate incident info Availability management to investigate causes and remedial


Slide 60

Service Desk

? Adopt proactive and structured working practices

e.g. more time is needed to plan, train, review, investigate, and work closer with Customers and Users

? A central point of contact with Customers and Users to meet Customer and Business Objectives

? Function (the only one in ITIL)


Incident management Change interface with users (RFC, Communication) Service Desk is in the direct firing line of any impact on the SLAs

and as such needs rapid information flows


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Slide 61

Service Level Management


Assessing the impact of Changes upon service quality and SLAs, both when Changes are proposed and after they have been implemented

Is the hinge for Service Support and Service Delivery Relies on the existence and effective and efficient working of

other processes


Slide 62

Capacity Management


Directly related to the business requirements Involved in Incident resolution and Problem identification Raise Requests for Change (RFCs) Involved in evaluating all Changes, establish the effect on

capacity and performance Both when Changes proposed and after implemented


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Slide 63

Financial Management for IT Services


Accounting for the costs of providing IT service and for any aspects of recovering these costs from the Customers (charging)

Good interfaces with Capacity Management, Configuration Management (asset data) and Service Level Management to identify the true costs of service

With Customer Relationship Manager and the IT Directorate during negotiations of IT department budgets & individual Customer's IT spend


Slide 64

Availability Management


Design, implementation, measurement and management of IT services to ensure the stated business requirements for availability are consistently met

Incident Management and Problem Management provide a key input to ensure the appropriate corrective actions are being progressed

Availability Management supports the Service Level Management process in providing measurements and reporting to support service reviews


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Slide 65

IT Service Continuity Management


Managing an organisation's ability to continue to provide a pre-determined and agreed level of IT Services to support the minimum business requirements following an interruption to the business

Balance of risk reduction measures such as resilient systems and recovery options including back-up facilities

Configuration Management data is required Subject to Change Management procedures Service Desk for communication with User


Slide 66

Customer Relationship Management


Customer Relationship Managers (CRMs) need to interface with all the other ITIL processes

Facilitates the interaction between the Customer and IT departments during the annual SLA/financial negotiations, and is involved in resolving Customer discontent with the service being provided


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Slide 67

ICT Infrastructure Management


Technical support Operation execution of the production systems


Slide 68

Application Management


Major processes required to manage applications throughout their lifetime

Release Management


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Slide 69

Security Management


Interfaces where security issues are involved. Related to the Confidentiality, Integrity and Availability of data;

security of hw and sw components, documentation and procedures


Slide 70

Project Management


When implementing new processes in an organisation there are benefits to running the activity as a project


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MODULE 3ITIL PROCESSES Building blocks


Slide 72

ITIL processes building blocks




Slide 73

GOAL to be able to:

? Distinguish the objectives, activities and results of the various ITIL processes

? Give examples for each of the connections in the representation of the relationships between the processes


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Slide 76

THE SERVICE DESK

? Why do we need a Service Desk?

? The support problem

? Call Centre, Help Desk or Service Desk?

? Business and operational benefits

? Customer interaction

? Infrastructure Incident model


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Slide 77

Why do we need a Service Desk?

? Competition, request for Quality


Slide 78

The support problem

? Request: improve service and reduce costs? Reactive mode? Evidence in our analysis with Customers: No structured customer support mechanism in place

Low customer confidence/perceptionAn outgrown customer support systemSupport resource undermanagedContinually fire-fighting - the same problems being resolved repeatedly rather than eliminated - continually interrupt-drivenAn overdependency on key staffa lack of focusuncoordinated and unrecorded change takes placean inability to cope with changes in the business ... ... ... etc. Etc.


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Slide 79

Support problem solution

? Adopt proactive and structured working practices

e.g. more time is needed to plan, train, review, investigate, and work closer with Customers and Users

? A central point of contact with Customers and Users to meet Customer and Business Objectives


Slide 80

Several names...

? Call Centre

Professionally handling large call volumes of telephone-based transactions for commodity telesales services

? Help Desk

Manage, coordinate and resolve Incidents as quickly as possible and to ensure that no request is lost, forgotten or ignored


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Slide 81

Service Desk

? Extends the range of services and offers a more global-focused approach

handles Incidents, Problems and questions, but also provides an interface for other activities such as customer Change requests, maintenance contracts, software licenses, Service Level Management, Configuration Management, Availability Management, Financial Management for IT Services, and IT Service Continuity Management.


Slide 82

Service Desks

? Represent the service provider to the Customer and to the User (internal or external)

? Operate on the principle that customer satisfaction and perception is critical

? Depend on blending people, processes and technology to deliver a business service.


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Slide 83

How can a Service Desk help my organisation?

? A vital day-to-day contact point between Customers, Users, IT services and third-party support organisations

Strategic function to identify and lower the cost of ownership Supports the integration and management of Change Reduces costs by the efficient use of resource and technology Supports the optimisation of investments and the management of the

businesses Support services helps to ensure long term Customer retention and

satisfaction Assists in the identification of business opportunities


Slide 84

Strategic function

? Service Desk is the only window on the level of service and professionalism offered by the whole organisation

? Provision of management information, including information regarding:

Staff resource usage Service deficiencies Service performance and target achievement Customer training needs Associated costs


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Slide 85

Business and operational benefits? Improved customer service, perception and satisfaction

? Increased accessibility through a single point of contact, communication, and information

? Better-quality and speedier turnaround of customer requests

? Improved teamwork and communication

? Enhanced focus and a proactive approach to service provision

? Reduced negative business impact

? Better managed infrastructure and control

? Improved usage of it support resources and increased productivity of business personnel

? More meaningful management information for decision support


Slide 86

Customer Interaction


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Slide 87

Infrastructure Incident model


Slide 88

Result of the Infrastructure Incident Model

? Customer impact and downtime are minimised

? repetitive manual tasks are performed automatically

? management information is automatically collected for analysis

? Incidents, once registered, will be under the control of escalation management

? the Service Desk attains a proactive position

? service availability and utilisation is extended

? Operational and resource costs are reduced


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Slide 89

Local? Common processes across all locations

and, where possible, common procedures

? Localised skills known and available to other Service Desks

? Ensure compatibility of hardware, software and network infrastructure

? Same escalation processes, impact, severity, priority and status codes across all locations

? Normalising top-level request classifications to allow for common reporting on major service components

? Using common management reporting metrics

? Common shared database

? Putting in place the ability to pass or escalate requests between Service Desks, preferably automatically


Slide 90

Centralized

? Reduced operational costs

? Consolidated management overview

? Improved usage of available resources.


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Slide 91

Virtual ? All persons accessing the Virtual Service Desk should use common processes, procedures and terminology

? A common, agreed-on language should be used for data entry

? Customers and Users interact with a single point of contact.

? Consider global telephone numbers, local numbers that route to the Virtual Desk and Automatic Call Distribution (ACD) technology

? Support tools in place should allow for 'workload partitioning' and authorised views.

? Network performance should be 'fit for purpose'


Slide 92

Service Desk functions

? Receive calls, first-line Customer liaison

? Record and track Incidents, requests and complaints

? Keep Customers informed on request status and progress

? Initial assessment of requests, attempting to resolve them or refer them to someone who can, based on agreed service levels

? Monitor and escalation procedures relative to the appropriate SLA

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

? Communicate planned and short-term changes of service levels to Customers

? Coordinate second-line and third-party support groups

? Provide management information and recommendations for service improvement

? Identify Problems

? Highlight Customer training and education needs

? Close Incidents and confirmation with the Customer

? Contribute to Problem identification


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Slide 94

GOALConfiguration Management

? Provide a logical model of the IT infrastructure by identifying, controlling,maintaining and verifying the versions of all Configuration Items


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Slide 95

SCOPEConfiguration Management

? What is Configuration Management? Central management of infrastructure components Management information on infrastructure

? Why Configuration Management? Complexity of the infrastructure Dependency of the business on IT services Experience alone is insufficient


Slide 96

BASIC TERMSConfiguration Management

? Configuration Item Component of an infrastructure - or an item, such as a Request for

Change, associated with an infrastructure - that is (or has to be) under the control of Configuration Management


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Slide 97

CI Hardware example

NETWORKMAINFRAME FILESERVER

HUB

PC PC PC PC

Keyboard Video CPU

MODEM

MODEM

PC

ScopeScope

CI Level

ATTRIBUTSATTRIBUTSowner, status,

location, version,serial#, ...

RelationshipRelationshipis connected to

is a copy ofis part of ...


Slide 98


? Configuration Baseline

A Configuration baseline is the configuration of a product or system established at a specific point in time

Used to assemble all relevant components in readiness for a Change or Release, and to provide the basis for a configuration audit and regression

? Configuration Management Data Base CMDB

A database that contains all relevant details of each CI and details of the important relationships between Cis

spreadsheet, local database or paper-based


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Slide 99

ACTIVITIESConfiguration Management

? Identification

? Control

? Status accounting

? Verification

ICanSeeVampires


Slide 100


? Configuration identification

The selection, identification and labeling of the configuration structures and CIs, including their respective 'owner' and the relationships between them

Deciding the level at which control is to be exercised, with top-level CIs broken down into components which are themselves CI etc.

? Defining the Base level (CI level)


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Slide 101


? CI RELATIONSHIP

is parent/child of ... is a version of is connected to applies to (e.g. documentation) is used for (CIs related to services) is a variant of ... ...any other relationships that are meaningful and useful to the

organisation can be used


Slide 102


? CI ATTRIBUTES

Unique identifier Name Version number Model / type identification Place / location Department responsible

Supplier Change record

identification Incident/problem record

identification CI History Status ... any other considered

useful by your organization


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Slide 103


? Configuration Control

Authorisation Planning Defining the Base level (CI level)

? Status accounting

Keeping CMDB up-to-date and baselining? Verification

Management reporting Configuration Audits Review for efficiency and effectiveness


Slide 104


CMDB

IDENTIFY &register

Verify

Status Control

Define the scope

Define the CI Level




Slide 105

BENEFITConfiguration Management

? Contributes to the economic and effective delivery of IT services by

Providing accurate information on CIs and their documentation Controlling valuable CIs Facilitating adherence to legal obligations Helping with financial and expenditure planning Making software Changes visible Contributing to contingency planning Supporting and improving Release Management Improving security by controlling the versions of CIs in use Enabling the organisation to reduce the use of unauthorised

software Providing Problem Management with data on trends


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Slide 107

GOALIncident Management

? Restore normal service operations as quickly as possible


Slide 108

SCOPEIncident Management


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Slide 109

BASIC TERMSIncident Management

? Customer

Recipient of a service; usually the Customer management has responsibility for the cost of the service, either directly through charging or indirectly in terms of demonstrable business needs

? User

The person who uses the services on a day-to-day basis


Slide 110


? Incident

Any event that is not part of the standard operation of a service and that causes, or may cause, an interruption to, or a reduction in, the quality of that service

? Problem

Unknown underlying cause of one or more Incidents


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Slide 111


? Functional and hierarchical escalation

'Escalation' is the mechanism that assists timely resolution of an Incident. It can take place during every activity in the resolution process

Functional escalation takes place because of lack of knowledge or expertise (1st to 2nd level)

Hierarchical after a certain critical time interval, when it is likely that a timely resolution will fail


Slide 112


? Resolution

Synonymous of Work-around After 'resolution' of the cause of the Incident and restoration of

the agreed service, the Incident is closed for Incident management


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Slide 113


? Service Request

Every Incident and question (Change requests should also be considered) reported by the Customer, its history and the solution given should be registered, whether it took one minute or one month to fix


Slide 114


? Incident status / workflow position

status of an Incident reflects its current position in its life-cycle? new ? accepted ? scheduled ? assigned/dispatched to specialist ? work in progress (WIP) ? on hold ? resolved ? closed


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Slide 115

BENEFITIncident Management

? For the business:

reduced business impact of Incidents by timely resolution, increasing effectiveness

the proactive identification of beneficial system enhancements and amendments

the availability of business-focused management information related to the SLA


Slide 116

BENEFITIncident Management

? For the IT organisation in particular:

improved monitoring, allowing performance against SLAs to be accurately measured

improved management information on aspects of service quality better staff utilisation, leading to greater efficiency elimination of lost or incorrect Incidents and service requests more accurate CMDB information (giving an ongoing audit while

registering Incidents) improved User and Customer satisfaction


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Slide 117

ACTIVITIESIncident Management


Slide 118





Slide 119

Priority definition

? Impact

? Urgency

? Time (target resolution time)

? SLA

? Politics consideration

? Importance for the Support structure


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Slide 121

GOALProblem Management

? Prevent and minimise the adverse effect on the business of errors in the IT infrastructure

? Get to the root cause of Incidents and then initiate actions to improve or correct the situation


Slide 122

SCOPEProblem Management

? Reactive Problem Identification Root cause Investigation RFC to solve errors Monitoring of Known Error Inform Service Desk staff about work-around to known errors Assist in every major incident

? Proactive Identify trends and potential sources of problem RFC to prevent problems


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Slide 123

Scope of P.M.

Problem controlError controlPreemptive actionsTrend analysisMajor problem analysisInfo for management

Incident detailsCI details

Work-around

Known Errors (KE)RFC

Problem recordSolution to incidentManagement info

INPUT OUTPUTActivities


Slide 124

BASIC TERMSProblem Management

? Problem

The unknown underlying cause of one or more Incidents? Known Error

A Problem that is successfully diagnosed and for which a Work-around is known

? RFC

A Request For Change to any component of an IT Infrastructure or to any aspect of IT services


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Slide 125

Incident vs Problem

? Incident Management Service Restore as soon as possible

? Problem Management Identify root cause, resolution and prevention

Problem Control? Transform problem in Known Error (find a workaround)

Error Control? Proactive Problem resolution through RFC


Slide 126

ACTIVITIESProblem Management


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Slide 127

Problem DetectionKepner and Tregoe

? Five phases for Problem analysis

1) Defining the Problem 2) Describing the Problem with regard to identity, location, time

and size 3) Establishing possible causes 4) Testing the most probable cause 5) Verifying the true cause


Slide 128

Problem Control

? Problem Identification and registration? Classification and resource allocation to solve the

problem? Investigation and diagnosis


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Slide 129

Error Control

? Error Identification and registration? Assessment? Solution (RFC)? Closure? Problem Monitoring and evolution of error

solution


Slide 130

Proactive sub-processes

? Trend analysis

? Proactive actions

? Inform

? RFC


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Slide 131

BASIC TERMSTrend Analysis

? Trends, such as the post-Change occurrence of particular Problem types

? Incipient faults of a particular type

? Recurring Problems of a particular type or with an individual item

? Need for more Customer training or better documentation


Slide 132

Major Problem reviews

? On completion of the resolution of every major Problem,

what was done right what was done wrong what could be done better next time how to prevent the Problem from happening again




Slide 133

BENEFITProblem Management

? Improved IT service quality

? Incident volume reduction

? Permanent solutions

? Improved organisational learning

? Better first-time fix rate at the Service Desk


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Slide 135

GOALChange Management

? Ensure standardised methods and procedures are used for efficient prompt and authorised handling of all changes in the IT infrastructure


Slide 136

SCOPEChange Management

PROBLEM

CHANGE

Change management


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Slide 137

BASIC TERMSChange Management

? Change

A Change is an action which bring one or more CI of the IT infrastructure in a different status

? RFC

a Request for change (RFC) is the input to Change Management process

? Change Authority (CAB)

? Forward Schedule of Changes (FSC)

? Post Implementation Review (PIR)


Slide 138

ACTIVITIESChange Management

Problem Management Process

Error Control CMDBConfigurationManagementProcess

Assessment& Planning

Autorizzazione deichange

Acc

etta

zion

e &

C

lass

ifica

zion

e

Controllo& Coordinazione

Valutazione

Requestfor Change


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Slide 139

Change Management

Incident

Change

InfrastructureProblem

Operation

Implementation

Identification

Requestsfor Change

InformationTechnology

Service

Requestsfor Change

from Customer


Slide 140

1 - Change Management


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Slide 141

2 Change Management


Slide 142

Emergency Change Procedure


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Slide 143

RecapPROCESS RALATIONSHIP RECAP

Pro

ble

m m

anagem

ent

Change

managem

ent

Inci

den

t C

ontr

ol

CustomerServiceDesk

OpenIncidentRecord

LogData

ReadCMDB

FixAvailable

Incident orRequest Apply Fix Fixed?

CloseIncidentRecord

Problemmanagement

UpdateCMDB

Openproblemrecord

LogData

PerformProblem

dectection

KnownError

RaiseRFC

CloseProblemRecord

ReviewCloseRFC

ChangeManagem

entAccept? Prioritize Categor

izeImpact

Assessment Approval?Build /Test

Fixed?

Scheduleand apply

changeApproval?

I

R

N

YY

N

Y

PROBLEMCONTROL


Slide 144

BENEFITChange Management

? Better alignment to business requirements

? Increased visibility and communication of Changes

? Improved risk assessment

? Reduced adverse impact of Changes on the quality of services and SLAs

? Better assessment of the cost of proposed Changes

? Fewer Changes that have to be backed-out

? Improved Problem and Availability Management through the use of valuable management information

? Increased productivity of Users and key personnel

? Greater ability to absorb a large volume of Changes

? Enhanced business perception of IT


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Slide 146

GOALRelease Management

? Ensure that all technical and non-technical aspects of a release are dealt with in a co-ordinated approach

? Focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks

plan and oversee the successful rollout of software and related hardware

design and implement efficient procedures for the distribution and installation of traceable, secure and authorized Changes


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Slide 147

BASIC TERMSRelease Management

? Release = collection of authorised Changes to an IT Services.

Defined by the RFCs that it implements Unique identifier

? Release unit = portion of the IT infrastructure that is released together


Slide 148


? Definitive Software Library (DSL): secure compound to store definitive authorised versions of all software CIs with master copies of all controlled software (internal and purchased) and documentation (after test)

? Definitive Hardware Store (DHS): secure storage of definitive hardware spares


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Slide 149

BASIC TERMRelease Management


Slide 150


? Example of Release:

Major software Releases and hardware upgrades Minor software Releases and hardware upgrades Emergency software and hardware fixes


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Slide 151


? Release Policy:

Release numbering Frequency Level in the IT infrastructure (Release Unit)


Slide 152


? Type of Release Unit:

Full Release = all components of the Release unit are built, tested, distributed and implemented together

Delta (partial) Release = includes only those CIs within the Release unit that have actually changed or are new since the last full or delta Release

Package Release = group of individual Releases (full units, delta Releases or both)

Urgent (Fast) releases = corrections to a small number of known Problems


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Slide 153

Release Management:Processes relationship

Problem Management

Change Management

Service Desk

Authorization

incidentcontrol

problemcontrol

errorcontrol

OperationalIT-services

Impact analysis

Incident

requestfor change

requestfor change

Configuration management

CMDB

Release management

DSLReleasePolicies

incidentcontrol


Slide 154

ACTIVITIESRelease Management

? Usually a part of Configuration Management and / or Change Management

? Responsible for:

DSL (Definitive Software Library) Physical storage of software Distribution of software Implementation of software items

? Ensures that only the correct software with the necessary authorisation is implemented

? Production of Management Information


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Slide 155

ACTIVITIESRelease Management

? Release planning

? Designing, building and configuring a Release

? Release acceptance

? Rollout planning

? Communication, preparation and training

? Distribution and installation


Slide 156

BENEFITRelease Management

? When combined with effective Configuration Management, Change Management and operational testing

Consistency, error reduction

stable test and live environments (traceable)

Better use of User resources and better expectation setting

ability to build and control the software used at remote sites from a central location

savings in support costs

Itil Foundation Handouts v1.3

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Transcript of Itil Foundation Handouts v1.3