ITIL Foundation Training

ITIL® 2011 FOUNDATION CERTIFICATION E-

LEARNING COURSE

Ver. 2.2

“ITIL® is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries”.

"The Swirl logo™ is a Trade Mark of The Cabinet Office ".

ITIL® Foundation Training Offered by Simplilearn.com

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2

ITIL® 2011 Foundation Course Objectives

2

At the end of the course, you should be able to

Discuss the ITIL 2011 qualification scheme

Explain the practice of Service Management

Describe Service Lifecycle

Identify key principles and models of ITIL 2011

Define generic concepts in ITIL 2011

Discuss the processes, roles and functions in ITIL 2011

Summarise the use of technology with ITIL 2011

Successfully clear your ITIL 2011 foundation exam.

©Simplilearn Solutions Pvt. Ltd. 2011

3

ITIL® 2011 Foundation Course Agenda

3

Module 1: Introduction to Service Management Lifecycle

Principles of Service Management, Processes, The ITIL Service Lifecycle

Module 2: Service Strategy

Concepts and Models, Processes

Module 3: Service Design

Concepts and Models, Key Principles, Processes

Module 4: Service Transition


Module 5: Service Operations

Concepts and Models, Key Principles, Processes and Functions

Module 6: Continual Service Improvement


Module 7 : Summary and Exam Preparation

Review of Key Concepts and Practice Exam


4

Module 1

4

Introduction

To Service

Management

Lifecycle


5

Lesson 1.0: What is ITIL ?

5

What is ITIL® ? A set of publications for good practices in IT service Management.

Why ITIL ?

• Focuses on descriptive guidance on IT Service Management that’s

easily adapted.

• Emphasizes Quality Management approach, standards

ITIL® goals

• Consistent, comprehensive, hygienic set of Best-Practice guidance

• Platform independent discussion of processes

• Common Language, Standardized vocabulary

• Flexible framework, adaptable to different IT environments.


6

Lesson 1.1: ITIL 2011 Components

6 ©Simplilearn Solutions Pvt. Ltd. 2011

7

Lesson 1.2: ITIL Core Publications

7

Each lifecycle phase of ITIL 2011 Core

is represented by a Volume in the

Library

1. Service Strategy

2. Service Design

3. Service Transition

4. Service Operation

5. Continual Service Improvement


8

Lesson 1.3: ITIL 2011 Qualification

Scheme: Credits System

8

Lifecycle Modules

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

Capability Modules

Operational Support and Analysis (OSA)

Planning Protection & Optimization (PPO)

Release Control and Validation (RCV)

Service Offerings & Agreements (SOA)

http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp


9

Lesson 1.4: ITIL 2011 Foundation Exam Format

9

Type Online, Multiple choice, 40 questions. The questions are selected from

the full ITIL Foundation in IT Service Management examination

question bank.

Duration Maximum 60 minutes. Candidates sitting the examination in a language

other than their native language have a maximum of 75 minutes

Supervised Yes

Open Book No

Pass Score 65% (26 out of 40)

Where ? AEC Authorized Examination Centers


Lesson objectives

At the end of this lesson, you should be able to:

• Explain the concept of good practice

• Define the concepts of service, Service

Management, Functions, Roles &Processes, and

RACI

• The role of IT Governance across the Service

Lifecycle

Lesson 2.0: Principles of IT Service

Management 10


11

Lesson 2.1: ITIL is presented as

Good Practice. What are good Practices?

11

Good Practices are generally commoditized, generally accepted, proven effective ways of

doing things which were previously considered best practices of the pioneering

organizations.

Successful Innovations applied diligently become Best Practices

Best practice accepted and adopted by others become common, Good Practices

Good Practices are Commoditized, generally accepted principles, or regulatory requirements


12

Lesson 2.2: Why Choose Good

practices over Proprietary ones?

12

Good Practices, Public Standards

and frameworks Proprietary knowledge

Wide Community Distribution

Public Training and Certification

Difficult to adopt

Difficult to replicate and transfer

Hard to document

Valid in Different applications

Peer Reviewed

Used by different parties

Highly customized

Specific to business needs

Hard to adapt or reuse

Free and publicly available

Labor market skills easy to find

Owners expect compensation


13

Lesson 2.3: What is a Service?

13

A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.

Customer

Transfer costs and Risks

Retains focus and accountability for outcomes

Service Provider

Takes on Costs and Risks

Responsible for the means of achieving outcomes

Costs and Risks are transferred to service provider.

Customers focus on outcomes versus means.


14

Lesson 2.4: What is a Service Management?

14

Business Outcomes

Customer Assets

Services

Service Assets

Capabilities Resources

Performance

Value

Capabilities Resources

A5 Management Financial Capital

A4 Organization Infrastructure

A3 Processes Applications

A2 Knowledge Information

A1 People

Serv

ice M

ana

gem

ent


15

Lesson 2.5: Process, Functions and Roles

15

Process

- A set of activities designed to accomplish a specific

objective. A process takes defined inputs and turns them

into defined outputs. A process may include roles,

responsibilities, tools and management controls required

to deliver the outputs


16

Lesson 2.6: A Basic Process

16

Activity 1

Activity 2

Activity 3

Process

Customer

Suppliers

Service Control & Quality

Trigger

Desired

Outcome

Data, Information

and Knowledge


17

Lesson 2.7: Process Characteristics

17

• It is measurable

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)


18

Lesson 2.8: Functions

18

Function

- A team or group of people and the tools they use to carry

out one or more processes or activities


19

Lesson 2.9: Processes across the organization

19

CIO

Operations Development Project

Management Architecture

Service desk

Mainframe

Application

Website

HR

Applications

Finance

Applications

Project 1 Enterprise

Architecture

Networks

Project 2

Project 3


20

Lesson 2.10: Service Management Roles :

Service Owner

20

Service Owner :

The person who is accountable for the delivery of a specific IT Service. They are

responsible for continual improvement and management of change affecting Services

under their care. Example: The owner of the Payroll Service

Responsibilities:

To act as prime Customer contact for all Service related enquiries and issues

To ensure that the ongoing Service delivery and support meet agreed Customer

requirements

To identify opportunities for Service Improvements, discuss with the customer

and to initiate changes for improvements if appropriate.

To liaise with the appropriate Process Owners throughout the Service

Management lifecycle

To solicit required data, statistics and reports for analysis and to facilitate effective

Service monitoring and performance


21

Lesson 2.11: Service Management Roles :

Process Owner

21

Process Owner : The person responsible for ensuring that the process is fit for the desired

purpose and is accountable for the outputs of that process. Example: The

owner for the Availability Management Process

Responsibilities:

Assisting with process design

Documenting the process

Make sure the process is being performed as documented

Making sure process meetings it aims

Monitoring and improving the process over time ©Simplilearn Solutions Pvt. Ltd. 2011

22

Lesson 2.12: Connecting with

Processes and Functions: RACI

22

RACI is an acronym for the four main roles of:

Responsible – the person or people responsible for getting the job done

Accountable – only one person can be accountable for each task

Consulted – the people who are consulted and whose opinions are sought

Informed – the people who are kept up-to-date on progress.

Example RACI matrix

Activities Service

owner

Process

Owner

Security

Manager

IT

Head

Chief

Architect

Process

Manager

Create a framework for defining IT services C C C A/R C I

Build an IT service catalogue C A/R I C I I

Define SLA for critical IT services A R C R C I

Monitor and report SL performance I A/R I I I R

Review SLAs, OLAs and UCs A R C R I R

Review and Update IT service catalogue C A/R I C I C

Create service improvement Plan I A/R I C C R


23

Lesson 2.13: Key Terminology: Service Provider

23

Service Provider :

An Organization supplying Services to one or more Internal Customers or

External Customers. Service provider is often used as an short form for IT

Service provider.

There are three types of business models service providers:

Type I

Internal Service Provider

• An internal service provider that is embedded within a business unit e.g. one IT organization within each of the business units. The key factor is that the IT Services provide a source of competitive advantage in the market space the business exists in.

Type II

Shared Services Provider

• An internal service provider that provides shared IT service to more than one business unit e.g. one IT organization to service all businesses in an umbrella organization. IT Services typically don’t provide a source of competitive advantage, but instead support effective and efficient business processes.

Type III

External Service Provider

• Service provider that provides IT services to external customers i.e. outsourcing


24

Lesson 2.14: Key Terminology: Supplier

24

Supplier:

A Third party responsible for supplying goods or Services that are required

to deliver IT services. Examples of suppliers include commodity hardware

and software vendors, network and telecom providers, and outsourcing

Organizations.

Business

Service Provider

Supplier

Contract: A legally binding agreement between two or more

parties to supply goods or services

Contract: A legally binding agreement between two or more

parties to supply goods or services

Fig: A Basic value Chain


Lesson objectives


Understand the value of the Service Lifecycle

How the processes integrate with each other,

throughout the Lifecycle

Explain the relationship between Governance

and IT Service Management

Lesson 3.0: The Service Lifecycle 25


26

Lesson 3.2: The Lifecycle Interactions

26

The Business / Customers Requirements

Service Strategy

SLP’s from

Requirements Resources &

Constraints Policies

Strategy

Service Design

SDP’s

Standards Architectures

Solution

Design

Service Transition

SKMS Updated

Tested Solutions

Transition plans

Service Operation Operational

Services Operations Plan

Continual Service

Improvement Improvement

Plans & Actions

Serv

ice K

now

led

ge M

ana

gem

en

t Syst

em

s

(SK

MS)

Incl

udin

g the S

erv

ice P

ort

folio &

Serv

ice C

ata

log


27

IT Governance

IT Service Management

Lesson 3.3: Relationship between

Governance and ITSM

27

Relationship between Governance and ITSM

Corporate Governance

Corporate Compliance

IT Compliance

Establishes IT policy, Standards and Principles,

Assures alignment of IT strategy to corporate

business strategy

Assures the design and

operability of IT

policies , processes

and key controls

Assures adherence to Legal, Industrial and regulatory

requirements.

Ensures the provision strategy and business

plans. Establishes the Corporate policies and

enables strategic direction, objectives, critical

success factors and key result areas.

Establishes, enables and executes the IT

strategy. Establishes Operations to assure

high-quality, compliant IT service

provisioning. Ensures effective key result

Areas.


28

End of Module 1

What it ITIL

Process, Function, Technology

Life Cycle of Service i.e. SS,

SD, ST, SO and CSI

We are covering hereon…

Lifecycle Phases

Processes and Functions

Tools used for ITSM

But before that a quiz ! 28

Covered so far…


29

Module 1: Quiz

Sample question 1:

29

Which of the following is NOT one of the ITIL® 2011 core

publications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy


30

Module 1: Quiz

Sample question 2:

30

What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a

process or activity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of

Service Management


31

Module 1: Quiz

Sample question 3:

31

A service owner is responsible for which of the following?

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to

support a Service

c) Producing a balanced scorecard showing the overall status of

all Services

d) Recommending improvements


32

Module 1: Quiz

Sample question 4:

32

Which of the following statements is CORRECT?

1. Only one person can be responsible for an activity

2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c) 2 only

d) None of the above


33

Module 1: Quiz

Sample question 5:

33

Which of the following statements are CORRECT about Functions?

1. They provide structure and stability to organizations

2. They are self-contained units with their own capabilities and resources

3. They rely on processes for cross-functional coordination and control

4. They are costlier to implement compared to processes

a) 1, 2 and 3 only

b) 1, 2 and 4 only

c) All of the above

d) None of the above


34

Module 1: Quiz

Sample question 6:

34

Which of the following is a characteristic of every process?

1. It is measurable

2. It is timely

3. It delivers a specific result

4. It responds to a specific event

5. It delivers its primary result to a customer or stakeholder

a) 1, 2, 3 and 4 only

b) 1, 2, 4 and 5 only

c) 1, 3, 4 and 5 only

d) All of the above


End of Module 1 35


36

Module 2

36

Service

Strategy


Lesson objectives


• Understand the Goals and Objectives of Service

Strategy

Lesson 1: Service Strategy

37


38

Lesson 1.1: Service Strategy Objectives

Shows organization how to transform Service Management into a strategic

asset and then think and act in a strategic manner

Helps clarify the relationship between various services, systems or processes

and the business models, strategies or objectives they support

KEY ROLE: To stop and think about WHY something has to be done, before

thinking HOW.


39

Lesson 1.2: Key Strategy Questions

The objectives of service Strategy are to answer questions such as :

• What services should we offer and to whom?

• How do we differentiate ourselves from competing alternatives?

• How do we truly create value for our customers?

• How do we capture value for our stakeholders?

39

Process in Service Strategy:

• Demand management

• Service portfolio Management, and

• Financial management

• Business Relationship Management


Lesson objectives


• Describe basics of Value Creation through

Services

• Explain Business Case

Lesson 2.0: Key concepts of service

strategy 40


41

Lesson 2.1 Key Principles and Models

Service Value Creation : Utility & Warranty

41

Value

Fit for Purpose ?

Fit for Use ?

OR

AND

Performance Supported ?

Constraints removed ?

Available enough ?

Capacity enough ?

Continuous enough ?

Secure Enough ?

Utility

Warranty


42

Lesson 2.2: Service Value creation:

Utility & Warranty

Utility Warranty

Functionality offered by

product /service as the

customer views it

Promise that the product/service will meet agreed requirements

What the customer gets How it is delivered

Fitness for purpose Fitness for use

Three Characteristics of warranty

>Provided in terms of availability/capacity of services

>Ensures customer assets continue to receive utility, even if

degraded, through major disruptions

> Ensures Security for value-creating potential of customer

assets

Increases performance

average

Reduces performance variation

42


43

Lesson 2.3: Basics of Value Creation:

Service Assets

Resources Capabilities

Financial Capital Management

Infrastructure Organization

Applications Processes

Information Knowledge

People

Service Assets – Resources and capabilities available to an organization.

Resources – the IT infrastructure. People, money and others which

might help to deliver an IT service; the assets of an organization.

Capabilities – ability to co-ordinate, control, deploy resources; the

intangible assets of an organization.

43


44

Lesson 2.4: Service Packages

44

Core Services Package

(Basic outcomes desired

by the customer.)

Supporting Services

Package

(Enables or Enhances the

value proposition )

Service Level Packages

(Defines level of utility and warranty provided by Service Package)

Availability Levels Capacity Levels Security Levels

Service Features

Service Support

Continuity


45

Lesson 2.5: Business Case

A decision support and planning tool that projects the likely

consequences of a business action

Justification for a significant item of expenditure.

Includes Information about costs, benefits, options, issues, risks and

possible problems

Uses qualitative and quantitative terms

Type Business case structure

1. Introduction – business objectives addressed

2. Methods and assumptions- boundaries of the business case

3. Business Impacts – Financial and non financial

4. Risks and Contingencies

5. Recommendations – Specific Actions

45


46

Lesson 2.6: Risk

Risk

46

• Risk is defined as uncertainty of outcome, whether positive opportunity

or negative threat.

• There are two distinct phases. Risk Analysis and Risk Management.

• Risk analysis is concerned with gathering information about exposure to

risk so that the organization can make appropriate decisions and

manage risk appropriately.

• Risk management supports critical decision making process, in terms of

evaluating and selecting controls.

• Management of risk covers a wide range of topics, including business

continuity management (BCM), security, program/Project risk

management and operational service management.


47

Lesson 2.9: Service Management

Technology & Automation

Automation (Tools) are extremely useful to improve utility and warranty of

services:

Real time and historical data for analysis

Correlation of data from multiple devices

Service Impact analysis for prioritization

Service Performance optimization


48



Automation of service processes helps improve the quality of service,

reduce costs and reduce risks by reducing complexity and uncertainty, and

by efficiently resolving trade-offs.

Some of the areas where service management can benefit from automation

Design and modeling

Service catalogue

Pattern recognition and analysis

Classification, prioritization and routing

Detection and monitoring

Optimization.


49



Service Management Tools functionality include:

Self Help: a web front-end offering a menu-driven range of Self-Help and

Service Requests – with a direct interface into the back-end process-

handling software.

Workflow or Process Engine: should allow responsibilities, activities,

timescales, escalation paths and alerting to be pre-defined and then

automatically managed.

Integrated CMS: CIs, Relationships, Records related to incidents,

problems, KE & Change

Discovery/Deployment technology: populate or verify CMS data, assist

in license management, ability to deploy new software at target locations 49 ©Simplilearn Solutions Pvt. Ltd. 2011

50



Service Management tools functionality include (contd.)

Remote Control: allow relevant support groups to take control of the user

desktops

Diagnostic scripts & utilities

Reporting & Dashboards


Lesson objectives

At the end of this lesson, you should be able Objectives

and basic concepts of the four processes in Service

Strategy:

Demand Management,

Service Portfolio Management

Financial Management

Business Relationship Management

Lesson 3.0: Service Strategy

Process 51


52

Lesson 3.1: Demand Management: Objectives

52

The primary objective of Demand Management is to assist the IT

Service Provider in understanding and influencing Customer demand

for services and the provision of Capacity to meet these demands.

Other objectives include:

• Identification and analysis of Patterns of Business Activity (PBA) and

user profiles (UP) that generate demand.

• Utilizing techniques to influence and manage demand in such a way

that excess capacity is reduced but the business and customer

requirements are still satisfied.


53

Lesson 3.2: Managing Demand for Services

53

Service

Process

Demand Pattern

Service Belt

Delivery Schedule

Demand

Management

Capacity

Management

Plan

Patterns of

Business Activity


54

Lesson 3.3: PBA and UP

Pattern of Business Activity (PBA)

Workload profile of one or more business activities

Varies over time

Represents changing business demands

User Profile

Pattern of user demand for IT services

Each user profile includes one or more PBAs


55

Lesson 3.4: What is a Service Portfolio?

Service Portfolio

55

Service

Portfolio

Customer

2

Market

Space 2

Service

Improve

-ment

Plan

Third

Party

Services

Market

Space 1

Customer

1

Customer

3

Market

Space 3

The Service Portfolio

represents the

commitments and

investments made by a

service provider across

all customers and market

spaces.

It also includes the

ongoing service

improvement plans and

third party services.


56

Retired

Services

Lesson 3.5: Components of Service Portfolio

56

Service

Operations

Common Pool of resources

Third

Party

Catalog

Service

Design

Customers

Market

Spaces

Continual service

Improvement

Service Pipeline

Service Catalog

Service Portfolio

Service

Transition

Resources

Released

Return on Assets

earned during Service

Operations Resources

Engaged

Components of

Service

Portfolio


57

Lesson 3.6: Financial Management:

Goals and Objectives

57

Business

IT

Business

Opportunities

Technology

Capabilities Financial

Management


58

Lesson 3.7: Financial Management: Activities

Activities

58

Budgeting

Accounting

Chargeback

Predicting the expected future requirements for

funds to deliver the agreed upon services and

monitoring adherence to the defined budgets.

Enables the IT organization to account fully for the

way its money is spent.

Charging customers for their use of IT Services.

Demand

Modeling

Working with the process of Demand Management

to anticipate usage of services by the business and

the associated financial implications of future

service demand. ©Simplilearn Solutions Pvt. Ltd. 2011

59

Lesson 3.8: Financial Management: Benefits

Benefits

59

• Enhanced decision making.

• Increased speed of change.

• Improved Service Portfolio Management.

• Financial compliance and control.

• Improved operational control.

• Greater insight and communication of the value created by IT

services.

• Increased visibility of IT leading to increased perception of IT


60

Lesson 3.9: Business Relationship

Management: Purpose

60

The purpose of Business Relationship Management are

• To establish and maintain relationship between the service

provider and customer

• To identify customer needs and ensure that the service provider is

able to meet these needs


61

Lesson 4.0: Business Relationship Activities

61

Following are the two key activities

• Being the voice of the service provider to the customer

• Being the voice of the customer to the service provider


62

Lesson 4.1:Business Relationship Mgmt:

Role – Business Relationship Manager

62

• Responsible for the interaction and the communication with

customers

• Could easily combine with the Service level Manager to create

seamless conduit from customer to service provider capabilities

used to ensure value


End of Service Strategy Module 63

• Objectives and Key concepts of Service Strategy

• Service Strategy processes.


64

Module 2: Quiz

Question 1:

64

Which ITIL® process is responsible for drawing up a charging

system ?

a) Availability Management

b) Capacity Management

c) Financial Management for IT Services

d) Service Level Management


65

Module 2: Quiz

Question 2:

65

A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a

Service Level Agreement

b) A defined level of utility and warranty associated with a core

service package

c) A description of the value that the customer wants and for

which they are willing to pay

d) A document showing the Service Levels achieved during an

agreed reporting period


66

Module 2: Quiz

Question 3:

66

The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use


67

Module 2: Quiz

Question 4:

67

The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service

Level Package

b) Core Service Package, Supporting Process Package, Service

Level Package

c) Core Service Package, Base Service Package, Service

Support Package

d) Core Service Package, Supporting Services Package, Service

Level Packages ©Simplilearn Solutions Pvt. Ltd. 2011

68

Module 2: Quiz

Question 5:

68

Setting policies and objectives is the primary concern of which of

the following elements of the Service Lifecycle?

a) Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition, Service

Operation and Continual Service Improvement


69

Module 2: Quiz

Question 6:

69

Which of the following questions does guidance in Service Strategy

help answer?

1: What services should we offer and to whom?

2: How do we differentiate ourselves from competing alternatives?

3: How do we truly create value for our customers?

a) 1 only

b) 2 only

c) 3 only

d) All of the above


70

Module 3

70

Service

Design


Lesson objectives


• Understand the Goals and Objectives of Service Design

• Understand the Value Service Design provides to the Business.

Lesson 1.0 Service Design 71


72

Lesson 1.1: Service Design Objectives

To convert the strategic objectives defined during Service Strategy

into Services and Service Portfolios.

To use a holistic approach for design to ensure integrated end-to-

end business related functionality and quality.

To ensure consistent design standards and conventions are

followed in all services and processes being designed.


73

Lesson 1.2: Value to Business

73

Reduced Total Cost of Ownership (TCO)

Improved quality of service

Improved consistency of service

Easier implementation of new or changed services

Improved service alignment

More effective service performance

Improved IT governance

More effective Service Management and IT processes

Improved information and decision-making


Lesson objectives


• Understand the importance of People, Processes,

Products and Partners for Service Management.

• Understand the five major aspects of Service

Design.

• Explain Service Design Package

Lesson 2.0: Service Design Key

Concepts 74


75

Lesson 2.1: 4 P’s in Service Management

75

People Products

Partners Processes

IT Service Management

• Skills

• Organisation

• Experience

• Suppliers

• Manufacturers

• Vendor

• Services

• Technology

• Tools

• Activities

• RACI

• Dependencies


76

Lesson 2.2: Major Aspects of Service Design

76

New or Changed Service Solutions Design

Service Management systems and tools design

Technology and Management architectures design

Processes design

Measurement systems design


77

Lesson 2.3: Service Design Package

77

Defines all aspects of an IT Service and its requirements through each

stage of its lifecycle. A service Design package is produced for every

new IT service, a major change or for retiring a service.

Business requirements

Service Transition

Plan

Service Program

Organisational

Readiness

Service Design &

Topology

Service Acceptance

Criteria

Service Operational

Acceptance Plan

Service Level

Requirements

Service Functional

Requirements

Service Contacts

Service Applicability Contents of a

Service Design

Package


Lesson objectives


• State the Objectives and basic concepts of the following processes

• Service Catalog Management

• Service Level Management

• Supplier Management

• Capacity Management

• Availability Management

• IT Service Continuity Management

• Information Security Management

• Design Coordination

Lesson 3.0: Service Design

Processes 78


79

Lesson 3.1: Service Catalogue

Management: Objectives

79

Objectives • To provide a single source of consistent

information on all of the agreed services, and

ensure that it is widely available to those who

are approved to access it.

• To ensure that a Service Catalog is produced,

maintained, and kept current, containing accurate

information on all operational services and those

being prepared to be run operationally.

Key terms • Business Service Catalog

• Technical Service Catalog


80

Lesson 3.2: Service Catalogue

Management: Key Terms

80

Business Service Catalog Details of all the IT services delivered to the customer,

together with relationships to the business units and the

business process that rely on the IT services. This is the

customer view of the Service Catalogue.

Technical Service Catalog Contains the details of all the IT services delivered to

the customer, together with relationships to the

supporting services, shared services, components and

CIs necessary to support the provision of the service to

the business.


81

Lesson 3.3: Service Level Management:

Objectives

81

Objectives • To ensure an agreed level of IT service is

provided for all current IT services, and future

services have an achievable target.

• To define , document, agree on, monitor

measure, report and review the level of IT

services provided.

• To provide and improve the relationship and

communication with the business and customers.

• Proactive measures to improve the levels of

service delivered are implemented in a cost-

justified manner.

Key terms • Service Level requirements (SLR’s), Service

Catalog, Service Level Agreement (SLA),

Operational Level Agreement (OLA),

Underpinning contract (UPC)


82

Continual Service

Improvement Service Design


Process Activities

82

Design and Plan SLA’s

Negotiate & Agree

SLA Improvement

Determine and Document Requirements

Monitor Service

Performance

Produce Service Reports

Conduct Service review and

Instigate Service Improvement

Negotiate & Agree


83


Terminology

83

Service Level requirements (SLR)

• Detailed recording of the Customer’s needs, forming the basis for design criteria for a new or modified service.

Service Catalog • A written statement of available IT services, default

levels, options, prices and identification of which business processes or customers use them.

Service Level Agreement (SLA)

• An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level targets, and specifies the responsibilities of the IT Service Provider and the Customer.

Operational Level Agreement (OLA)

• Internal agreement with another function of the same organization which supports the IT service provider in their delivery of services.

Underpinning Contract (UPC)

• Contract with an external supplier that supports the IT organization in their delivery of services.

SLAM Chart

• A Service Level Agreement Monitoring(SLAM) Chart is used to help monitor and report achievements against Service Level Targets. ©Simplilearn Solutions Pvt. Ltd. 2011

84

Storage

Services

Email

Services

Network

Services

Storage

Services

Service Desk

Hardware

Software

Applications

Storage

IT Infrastructure

OLA


Key Terms Illustrated

84

Payroll Business Process Business

Process

Business

Process S

L

A

External Supplier

U

P

C

U

P

C

U

P

C

OLA OLA OLA


85


Designing SLA Structures

85

Customer A Customer B Customer C

Service X

(Tea)

Service Y

(Coffee)

Service Z

(Juice)

Service Based

Customer Based

Corporate

Customer A Customer B

Service X

(Tea)

Service Y

(Coffee)

Service Z

(Juice)

Corporate Level SLA

Customer Level SLA

Service Level SLA

Customer Based vs. Service Based SLA’s Multi Level SLA’s


86


SLA Content

86

• Introduction to the SLA.

• Service description

• Mutual Responsibilities

• Scope of SLA

• Applicable Service Hours

• Service Availability

• Reliability

• Customer Support Agreements

• Relationship and Escalation contacts

• Service Performance Metrics

• Security

• Costs and Charging Mechanisms.

Service Level Agreement

for Service XYZ


87

Lesson 3.9: Supplier Management: Objectives

87

Objectives • To manage suppliers and the services they supply, to

provide seamless quality of IT service to the

business and ensure that value for money is

obtained.

• Ensure that underpinning contracts and agreements

with suppliers are aligned to business needs.

• Manage relationships with suppliers.

• Negotiate and agree contracts with suppliers.

• Manage supplier performance.

• Maintain a supplier policy and a supporting

Supplier and Contract Database (SCD).

Key terms • Supplier and Contract Database (SCD)


88

Lesson 3.10: Supplier Management:

Supplier and Contract Database

88

Supplier

&

Contract

Database

(SCD)

Supplier and

Contracts

Evaluation

Establish new

suppliers and

Contracts

Supplier & Contract

Management &

performance

Contract

Renewal And/or

termination

Supplier categorization and

Maintenance of the SCD

Supplier

Strategy

& Policy


89

Lesson 3.11: Supplier Management:

Relationship with Service Level Management

89

Service Level Management

Supplier Management

Service Level

Agreements (SLA)

Underpinning

Contracts (UC’s)

External

Suppliers

Supplier Management

To ensure the UC’s are aligned with

SLR’s and SLA’s by managing

relationships with Supplier.


90

Lesson 3.12: Capacity Management:

Objectives

90

Objectives • To ensure that cost-justifiable IT capacity in all

areas of IT always exists and is matched to the

current and future agreed needs of the business, in

a timely manner.

• Produce and maintain an appropriate and up-to-

date Capacity Plan.

• Provide advice and guidance to the business and IT

on all capacity and performance-related issues

• Ensure that service performance achievements meet

or exceed all of their agreed performance targets.

Key terms • Capacity plan/ CMIS

• Business capacity management

• Service capacity management

• Resource/Component capacity management


91


A Balancing Act

91

Supply

• Resources

• Components

Demand

• Performance

Capacity

Cost


92


Process Activities

92

Review Current Capacity

and Performance

Plan new Capacity

Capacity

performance reports

& data

Forecasts

Capacity Plans

Capacity Management

Information System (CMIS)

Assess, Agree &

Document new

Requirements & Capacity

Improve Current service

and component capacity


93


Sub Process

93

Business Capacity

Management

• Translates business needs and plans into requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion.

Service Capacity Management

• Management, control and prediction of the end-to-end performance and capacity of the live, operational IT services usage and workloads.

• Ensure that the performance of all services, as detailed in service targets within SLAs and SLRs, is monitored and measured, and that the collected data is recorded, analyzed and reported.

Component Capacity

Management

• Management, control and prediction of the performance, utilization and capacity of individual IT technology components.


94

Lesson 3.16: Availability Management

Process: Objectives

94

Objectives • To ensure that the level of Service Availability

delivered in all services is matched to or exceeds

the current and future business requirements, in a

cost-effective manner.

• To provide a point of focus and management for all

availability-related issues.

• Produce and maintain an appropriate and up-to-

date Availability Plan.

• Ensure that proactive measures to improve the

availability of services are implemented wherever it

is cost-justifiable to do so.

Key terms • Availability, Reliability, Maintainability,

Serviceability

• Vital business Functions (VBF)

• Expanded Incident Lifecycle & MTRS, MTBF, MTBSI


95

Lesson 3.17: Availability Management:

Key Terms explained

95

Availability • The percent time of agreed service hours the

component or service is available.

Reliability • A measure of how long a component or IT

Service can perform its agreed operation without interruption.

Maintainability • A measure of how quickly and effectively a

component or IT Service can be restored to normal working after a Failure.

Serviceability

• The ability of a Third-Party Supplier to meet the terms of its Contract. This Contract will include agreed levels of Reliability, Maintainability or Availability for an IT service or component.


96


Key Terms explained..contd.

96

Vital business Functions

(VBF’s)

• The business critical elements of the business process supported by an IT Service.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.

Service Availability

• All aspects of service availability and unavailability and the impact of component availability, or the potential impact of component unavailability on service availability.

Component Availability

• All aspects of component availability and unavailability.


97

Dow

ntim

e


Expanded Incident Lifecycle

97

Uptim

e

Up

tim

e

Time to

detect

Time to

Record

Time to

Diagnose

Time to

Repair

Time to

Recover

Time to

Restore

Inci

dent 1

Inci

dent 2

Dete

ct

Reco

rd

Dia

gnose

Rep

air

ed

Reco

vere

d

Rest

ore

d

Mean Time to Restore Service (MTRS)

Mean Time to between system incidents (MTBSI)

Mean Time

Between

Failures

(MTBF)


98

Lesson 3.20: IT Service Continuity


98

Objectives • To support the overall Business Continuity

Management (BCM) process by ensuring that the

required IT technical and service facilities (including

computer systems, networks, applications, data

repositories, telecommunications, environment,

technical support and Service Desk) can be resumed

within required, and agreed, business timescales.

• Maintain a set of IT Service Continuity Plans and IT

recovery plans that support the overall Business

Continuity Plans (BCPs) of the organization.

Key terms • Business Continuity Planning (BCP)

• Business Impact Analysis (BIA)

• Business Continuity Management (BCM)

• Risk Analysis


99


Management: Key Terms Explained

99

Business Continuity

Management (BCM)

• Strategies and actions to take place to continue Business Processes in the case of a disaster.

• It is essential that the ITSCM strategy is integrated into and a subset of the BCM strategy.

Business Impact Analysis (BIA)

• Quantifies the impact loss of IT service would have on the business.

• Identifies the most important services to the organisation and is therefore critical input to Strategy

Vital Business Functions (VBF’s)

• The business critical elements of the business process supported by an IT Service.

• Typically this will be where more effort and investments will be spent to protect these vital business functions.


100


Management: Key Terms Explained..contd

100

Risk

• Possibility of an event occurring that could cause harm or loss, or affect the ability to achieve Objectives.

• A Risk is measured by the probability of a Threat, the Vulnerability of the Asset to that Threat, and the Impact it would have if it occurred.

Risk Assessment

• Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other assets.

Risk Management

• Identifying appropriate risk responses or cost-justifiable countermeasures to combating identified risks.


101


Management: Lifecycle Activities

101

Initiation

Requirements

& Strategy

Implementation

On Going

Operations

Business Continuity

Strategy

Business Continuity

Plans

Invocation


102

Lesson 3.24: Information Security


102

Objectives • To align IT security with business security and ensure

that information security is effectively managed in

all service and IT Service Management activities.

• To protect the interests of those relying on

information, and the systems and communications

that deliver the information, from harm resulting

from failures of availability, confidentiality and

integrity.

Key terms • Availability, Confidentiality, Integrity

• Information Security policy

• Information Security Management System (ISMS)


103


Management: Key Terminology

103

Confidentiality • Protecting information against unauthorized

access and use.

• Examples: Passwords, swipe cards, firewalls

Integrity

• Accuracy, completeness and timeliness of services, data information, systems and physical locations.

• Examples: Rollback mechanisms, test procedures, audits.

Availability

• The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems.

• Examples: UPS, resilient systems, Service desk hours


104


Management: Security Framework

104

Information Security Framework

Information Security Strategy

Information Security

Organisation

Information Security Management System

Information Security Policy

Information Security Controls

Information Security Processes

Management of Security Risks

> Communications Strategy

> Training & Awareness Strategy


105


Management: Security Policy

105

An overall Information Security Policy

Use and misuse of IT assets policy

Access control policy

Password control policy

E-mail policy

internet policy

Anti-virus policy

Information classification policy

Document classification policy

Remote access policy

Policy for supplier access of IT service, information

and components

Asset disposal policy.

Audience for Security Policy

• These policies should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.

Security Policy Contains….


106

Lesson 3.28: Information Security Mgmt:

Information Security Management System (ISMS)

106

Interested

Parties

(Customers,

Suppliers

etc.)

Interested

Parties

(Customers,

Suppliers

etc.)

• Internal audit

• External audit

• Self assessments

• Security Incidents

• Learn

• Improve

• Plan

• Implement

• Awareness, Classification

• Personnel Security

• Physical Security

• Systems Security

• Security Incident Procedures

• Service level Agreements (SLA’s)

• Underpinning Contracts (UC’s)

• Operational level agreements (OLA’s)

• Policy Statements

Plan Implement

Evaluate Maintain

Information

Security

Requirements &

Expectations

Managed

Information

Security

Control • Organize

• Establish framework

• Allocate responsibilities


107

107

Design Coordination main objectives are

• Ensuring consistent design of services

• Coordination of all design activities across projects

• Maintaining Governance

Lesson 3.29: Design Coordination - Objectives


108

108

Some aspects of the governance that Design Coordination can bring

includes

• Assisting and supporting each project through all the activities and

processes

• Maintaining policies and guidelines for service design activities

• Planning and forecasting of the resources for future demand

• Ensuring that all the requirements are appropriately addressed in

service designs

Lesson 3.30: Design Coordination - Governance


109

109

• Service Design Package

• Service Design Policy

Lesson 3.31: Design Coordination - Keywords


End of Module 3 110


Service Design :Quiz 111


112

Module 3 : Quiz

Question 1:

Which of the following is NOT one of the five individual aspects of

Service Design?

112

A. The design of the Service Portfolio, including the Service

Catalogue

B. The design of new or changed services

C. The design of Market Spaces

D. The design of the technology architecture and management

systems


113

Module 3 : Quiz

Question 2:

113

Which of the following is MOST concerned with the design of new

or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design


114

Module 3 : Quiz

Question 3:

114

Implementation of ITIL Service Management requires preparing

and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners


115

Module 3 : Quiz

Question 4:

115

What is the MAIN goal of Availability Management?

A. To monitor and report availability of components

B. To ensure that all targets in the Service Level Agreements

(SLAs) are met

C. To guarantee availability levels for services and components

D. To ensure that service availability matches or exceeds the

agreed needs of the business


116

Module 3 : Quiz

Question 5 :

116

The Information Security Policy should be available to which

groups of people?

A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information

Security Manager only

C. All customers, users and IT staff

D. Information Security Management staff only


117

Module 3 : Quiz

Question 6 :

117

Which of the following are activities that would be carried out by

Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs)

2: Evaluation and selection of suppliers

3: Ongoing management of suppliers

A. 1 and 2 only

B. 1 and 3 only

C. 2 and 3 only

D. All of the above


118

Module 4

118

Service

Transition


Lesson objectives


• Understand the Goals and Objectives of Service Transition

• Explain What value Service Transition provides to the Business

Lesson 1.0: Service Transition 2


120

Lesson 1.1: Service Transition Goals

Assure proposed changes in the Service Design package are realized.

Plan for and Implement the Deployment of Releases for New or Changed

Services.

Test Releases so as to minimize the possibility of undesirable impact to

the Production environment.

Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impacting

the ongoing Services


121

Lesson 1.2: Service Transition Objectives

•Plan and manage the resources to establish successfully a new or

changed service into production within the predicted cost, quality and time

estimates.

•Ensure there is minimal unpredicted impact on the production services,

operations and support organization.

•Increase the customer, user and Service Management staff satisfaction

with the Service Transition practices including deployment of the new or

changed service, communications, release documentation, training and

knowledge transfer.

•Increase proper use of the services and underlying applications and

technology solutions.


122


122

• The capacity of the business to respond quickly and adequately

to changes in the market improves.

• Changes in the business as a result of takeovers, contracting,

etc. are well managed.

• More successful changes and releases for the business.

• Better compliance of business and governing rules.

• Less deviation between planned budgets and the actual costs

• Better insight into the possible risks during and after the input of

a service into production.

• Higher productivity of customer staff


Lesson objectives


• Understand Configuration Item

• Understand Configuration Management System

Lesson 2.0: Service Transition: Key

Principles and Models 5


124

Lesson 2.2: Configuration Item (CI)

124

Anything that needs to be managed in order to deliver an IT Service.

CI information is recorded in the Configuration Management System.

CI information is maintained throughout its lifecycle by Configuration

Management.

All CIs are subject to Change Management control.

CIs typically include

IT Services, hardware, software, buildings, people, and formal

documentation such as Process documentation and SLAs


125

Lesson 2.3: Configuration Management

System (CMS)

125 • Information about all Configuration Items

CI may be entire service, or any component

Stored in 1 or more databases (CMDBs)

• CMS stores attributes

Any information about the CI that might be needed

• CMS stores relationships

Between CIs

With incident, problem, change records etc.

• CMS has multiple layers

Data sources and tools, information integration, knowledge processing

(scorecards, dashboards etc.), presentation


Lesson objectives

At the end of this lesson, you should be able to understand

Objectives and basic concepts of the four processes in

Service Transition:

• Transition, Planning and Support

• Change Management

• Service Asset and Configuration Management

• Release and Deployment management, And

• Knowledge Management

Lesson 3.0: Service Transition

Processes 126


Lesson objectives


• State the Goals, Objectives and basic

concepts of Transition, Planning and Support

Lesson 3.0.1: Transition, Planning and

Support 127


128

Lesson 3.0.2:Transition, Planning and

Support- Goals and Objectives

128

The Objectives of Transition, Planning and Support are

• Successful Planning and coordination of resources

• Ensuring common framework

• Proper planning for aligning customer and business change projects with

Service Transition plans


129

Lesson 3.0.3:Transition, Planning and

Support Activities- Purpose

129

The purpose of the Transition, Planning and Support activities are:

• Planning appropriate capacity and resources

• Provide support for the Service Transition teams and people

• Integrity of changes with all other Service Transition processes

• Coordination of activities across projects, suppliers and service teams


Lesson objectives


• State the Goals, Objectives and basic

concepts of Change Management

Lesson 3.1: Change Management 130


131

Lesson 3.2: Change Management :


Goals and Objectives:

131

Respond to changing business requirements

• Respond to Business and IT requests to align Services with business

needs.

• Ensuring Changes are introduced in a controlled manner.

• Optimize business risk

• Implement changes successfully

• Implement changes in times that meet business needs

• Use standard processes

• Record all changes


132

Lesson 3.3: Change Management : Scope

Scope

132

Addition, Modification or Removal of

Any Service or Configuration Item or associated documentation

Including

Strategic, Tactical and Operational changes

Excluding

Business strategy and process

Anything documented as out of scope


133


Change Types

Normal changes

Types are specific to the organization

Type determines what assessment is required

Standard changes

Pre-authorized with an established procedure

Tasks are well known, documented and low risk (usually)

E.g replacement of faulty printer, upgrade PC etc.

Emergency changes

Business criticality means there is insufficient time for normal handling

Should use normal process but speeded up

Impact can be high, more prone to failure, Should be kept to minimum

133

Change Types

Remediation planning

Backout Plans


134


Change Flow


135


Roles in Change Management

Change Manager

Ensures that process is followed

Usually authorizes minor changes

Coordinates and runs CAB meetings

Produces change schedule

Coordinates change/built/test/implementation

Reviews/Closes Changes


136


Change Advisory Board (CAB)

Change Advisory Board (CAB)

Supports the change manager

Consulted on significant changes

Business, users, application/technical support, operations, service

desk, capacity, service continuity, third parties …

people who have clear understanding of business needs

Technical specialists / consultants

Emergency CAB (ECAB)

Subset of the standard CAB

Membership depends on the specific change


137


Change Metrics

Change Metrics

137

• Compliance

Reduction in unauthorized changes

Reduction in emergency changes

• Effectiveness

Percentage of changes which met requirements

Reduction in disruptions, defects and re-work

Reduction in changes failed/backed out

Number of incidents attributable to changes

• Efficiency

Benefits (value compared to cost)

Average time to implement (by urgency/priority/type)

Percentage accuracy in change estimates


138


Key Challenges

138

Business pressure to “just do it”

Inaccurate and incomplete Configuration Management System

Soiled Technical Function areas

Misunderstanding of “Emergency” changes

Scalability across large organizations

Vendor/Contract Compliance

Adhoc nature of people


Lesson objectives


• State the goals, objectives and basic concepts of

Service Asset and Configuration Management

Lesson 3.11: Service Asset and

Configuration Management 139


140


Configuration Management: Goals and Objectives

140

The goal of SACM is to provide a logical model of the IT infrastructure

correlating IT services and different IT components (physical, logical etc)

needed to deliver these services

The objective of SACM is to define and control the components of

services and infrastructure and maintain accurate configuration records.

This enables an organization to comply with corporate governance

requirements, control its asset base, optimize its costs, manage change

and release effectively, and resolve incidents and problems faster.


141


Configuration Management: Basic Concepts

Basic Concepts

What is a Configuration Item (CI) ?

141

Anything that needs to be managed in order to deliver an IT Service

CI information is recorded in the Configuration Management System

CI information is maintained throughout its lifecycle by Configuration Management

All CIs are subject to Change Management control

CI Types :

CIs typically include

•IT Services, hardware, software, buildings, people, and formal documentation such as

Process documentation and SLAs


142


Configuration Management: Basic Concepts

Configuration baseline

Configuration details captured at a specific point in time. This

captures both the structure and details of a configuration Item.

It is used as a reference point for future Builds, Releases and

Changes. (e.g. After major changes, disaster recovery etc).

Typically managed through the Change Management process.

142

Basic Concepts


143


Configuration Management: Basic Concepts: Contd..

Basic Concepts

What is a Configuration Management System (CMS) ?

143

•Information about all Configuration Items

•CI may be an entire service, or any component

•Stored in 1 or more databases (CMDBs)

•CMS stores attributes

•Any information about the CI that might be needed

•CMS stores relationships

•Between CIs

•With incident, problem, change records etc.

•CMS has multiple layers

•Data sources and tools, information integration, knowledge processing (scorecards,

dashboards etc.), presentation


144


Configuration Management: Basic Concepts: Contd..

Basic Concepts

What is a Definitive Media Library (DML) ?

144

The only source for build and distribution

Master copies of all software assets

In house, external software houses

Scripts as well as code

Management tools as well as applications

Including licenses

Quality checked

Complete, correct, virus scanned ..


145


Configuration Mgmt..: Basic Concepts: CMDB & DML

Basic Concepts

DML and CMDB


146

Lesson 3.16: Service Asset and Configuration Mgmt.:

Basic Concepts: Relationship between CMDB, CMS and SKMS

146

CMDB

CMS

SKMS Informed Decision


Lesson objectives



Release and Deployment Management

Lesson 3.17: Release and Deployment

Management 147


148


Management: Goals

148

• Release management is responsible for planning, scheduling, and

controlling the movement of new or changed services, in the form

of a release package, to both the testing and the live production

environments

• Deployment management is responsible for the movement of new

or changed hardware, software, documentation, or other

configuration items into the live production environment.


149



149

• Planned Release and Deployment in line to the business needs

• Build, Install, Test and Integrate releases

Efficiently, successfully and on schedule.

With minimal impact on production services, operations, and support teams

Enabling new or changed services to deliver agreed service requirements

• Control and minimize the impact of releases to the ongoing

services

• Transfer knowledge and skills to end users and support teams,

leading to an effective use and support


150


Management: Basic Concepts: Release Policy

150

Release Policy: The overarching strategy for Releases and was derived

from the Service Design phase of the Service Lifecycle and typically

includes:

• Release Description with the unique identification, numbering and naming

conventions.

• The roles and responsibilities at each stage in process.

• The expected frequency for each type of release

• The approach for accepting and grouping changes into a release.

• The mechanism to automate the build, installation and release distribution

processes to improve re-use, repeatability and efficiency

• How the configuration baseline for the release is captured and verified against

the actual release contents, e.g. hardware, software, documentation and

knowledge

• Exit and entry criteria and authority for acceptance of the release into each

Service Transition stage and into the controlled test, training, disaster recovery

and production environments

• Criteria and authorization to exit early life support and handover to Service

Operations.


151

151

Release unit

- Cls that are normally released together

- Typically includes sufficient components to perform a useful

function. For example - Fully configured desktop PC, payroll

applications

Release package

- Single release or many related releases

- Can include hardware, software, utility, warranty,

documentation, training …


Management: Basic Concepts: Release Unit


152

152

Release Types

Major Release:

Containing large proportions of new functionalities. Also known

as a Major Upgrade, generally supersedes all preceding minor

upgrades.

Minor Release:

Contains small enhancements and fixes. A Minor Upgrade or

release generally supersedes previous emergency fixes.

Emergency Release:

Normally linked to an Emergency change.


Management: Basic Concepts: Release Types


153

153

Release and Deployment Approaches

Big bang versus phased approach

Phased approach can be users, locations, functionality ..

Push versus Pull deployment

Automated versus manual deployment

Lesson 3.22: Release and Deployment Mgmt.

Basic Concepts: Release and Deployment Approaches


Lesson objectives



Knowledge Management

Lesson 3.23: Knowledge Management 154


155

Lesson 3.24: Knowledge Management:


155

The goal of Knowledge Management is to Improve quality of

management decision making by ensuring that reliable and secure

information and data is available throughout the service lifecycle

The objective of Knowledge Management is to ensure that the right

information is delivered to the appropriate place or person at the right

time to enable informed decisions.


156


Purpose

156

Knowledge Management is The process responsible for gathering,

analyzing, storing and sharing knowledge and information within an

organization.

The primary purpose of knowledge Management is to improve

efficiency and effectiveness by reducing the need to rediscover

knowledge.


157


Basic Concepts: DIKW


158


Service Knowledge Management System


159

Lesson 3.28: Knowledge Management: SKMS

159

A set of tools for managing knowledge and information.

SKMS includes CMS.

SKMS contains all the information needed to manage the lifecycle

of IT Services.


Service Transition : Summary 160

• Goals and Objectives

• Service Transition processes:

Transition, Planning and Support

Change Management

Service Asset and Configuration Management

Release and Deployment Management

Knowledge Management


Service Transition : Quiz 161


162

Module 4: Quiz

Question 1:

162

Which of the following statements about a standard change is

INCORECT ?

a) A Standard change is a low risk change

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management


163

Module 4: Quiz

Question 2:

163

Which statement is the CORRECT statement about the relationship

between CMS and SKMS ?

a) The SKMS is a part of the CMS

b) The CMS is a part of the SKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same


164

Module 4: Quiz

Question 3:

164

Whish of the following is an activity of SACM ?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across the organization

d) Design Service models to justify ITIL implementations


165

Module 4: Quiz

Question 4:

165

Which of the following does Service Transition provide guidance

on:

1. Moving New and Changed Services to production

2. Testing and Validation

3. Transfer of services to and from external service provider

a) All of the above

b) None of the above

c) Only 1 and 2

d) Only 1 ©Simplilearn Solutions Pvt. Ltd. 2011

166

Module 4: Quiz

Question 5:

166

Which of the following is an INCORRECT Release and

Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual


167

Module 4: Quiz

Question 6:

167

Which of the following would be stored in the DML?

1. Copies of Purchased software

2. Copies of Internally developed software

3. Relevant License documentation

4. The Change schedule

a) All of the above

b) 1 and 2 only

c) 3 and 4 only

d) 1, 2 and 3 only


168

Module 5

168

Service

Operations


Lesson objectives


• Understand the Goals and Objectives of Service Operations

• Briefly Explain What Value Service Operations provide to business

• Understand Key Concepts & definitions

• Understand the Role of Communication in Service Operations

Lesson 1.0: Service Operations 169


170

Lesson 1.1: Service Operations: Objectives

To coordinate and carry out the activities and processes required to

deliver and manage services at agreed levels to business users and

customers.

Responsible for the ongoing management of the technology that is

used to deliver and support services.

Carrying out activities and Processes required to deliver and manage

Services at agreed levels.

KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery

so as to ensure value to business and the service provider


171


Service Operations is where the plans, designs and optimizations

from other ITIL lifecycle phases are executed and measured.

• Service value is modeled in Service Strategy

• The cost of the service is designed, predicted and validated in

Service Design and Service Transition

• Measures for optimization are identified in Continual Service

Improvement

From a customer viewpoint, Service Operation is where actual

value is seen.


172

Lesson 1.3: Role of Communication

172

Good communication is important across all phases of the service lifecycle

but particularly so in Service Operation

Good communication is needed between all IT Service Management staff

and with users/ customers / partners.

Issues can often be mitigated or avoided through good communication .

All communication should have:

- Intended purpose and/ or resultant action

- Clear audience, who should be involved in deciding the

need/format

Examples of Communications in Service Operations

· Routine operational communication

· Communication between shifts

· Performance reporting

-Communication related to emergencies

· Training on new or customized processes and service designs


173

Lesson 1.4: Events

173

An expected or unexpected change of state of a an IT component that could negatively

impact delivery of IT services.

Events are typically notifications created by an IT service, Configuration Item (CI) or a

monitoring tool.

Event Type Description

Informational An event that does not require any action, regular operation

Example: Notification that a scheduled workload has completed

Warning An Event that is unusual but not an exception, requires closer

monitoring.

Example: A servers CPU utilization is approaching maximum

performance threshold.

Exception An Event signifying a service or a device is operating abnormally

Example: A PC scan reveals the installation of unauthorized

software.


174

Lesson 1.5: Alerts & Incidents

174

Alert

A warning that a threshold has been

reached, something has changed, or

a Failure has occurred.

Alerts are often created and

managed by System Management

tools.

Alerts are managed by the Event

Management Process.

Objective is to notify the concerned

Stakeholders

Incident

An unplanned interruption to an IT

service.

A reduction in the quality of an IT

service.

Failure of an IT component that has

not yet affected service, but could

likely disrupt service if left

unchecked. This can be raised by IT

support teams.

Example: Failure of a server in a

clustered mode.

Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger Alerts

All Incidents are Events, but all Events are not Incidents


175

Lesson 1.6: Service Request

175

Service Request

A generic description for many varying types of demands that are placed upon the

IT Department by the users.

Many of these requests are actually small changes – low risk, frequently occurring,

low cost, etc.

Their scale and frequency, low-risk nature means that they are better handled by a

separate process, rather than being allowed to congest and obstruct the normal

Incident and Change Management processes.

Examples:

A request to change a password,

A request to install an additional software application onto a particular PC,

A request to relocate some items of desktop equipment


176

Lesson 1.7: Problem & Workaround

176

Problem

The cause of one or more incidents.

The cause is not usually known at the

time a Problem Record is created,

and the Problem Management

Process is responsible for further

investigation.

Prioritized in the same way and for

same reasons as Incidents.

Workaround

A temporary way to restore service

failures to a usable level. For example;

rebooting a server hang.

Used for reducing or eliminating the

Impact of an Incident or Problem for which

a full Resolution is not yet available.

Workarounds for Incidents that do not

have associated Problem Records are

documented in the Incident Record.

Workarounds for Problems are

documented in Known Error Records.


177

Lesson 1.8: Known Error (KE) and Known

Error Database (KEDB)

177

Known Error (KE)

A Problem that has a documented Root

cause and a Workaround.

• A known error might be raised for

a problem whose root cause is not

yet known but a workaround has

been identified.

Known Errors are created and

managed throughout their Lifecycle by

Problem Management.

Known Errors may also be identified by

Development or Suppliers. For

example; Application incompatibility

reports for Windows by Microsoft

.

Known Error Database (KEDB)

A storage of previous knowledge of

incidents and problems

• exact details of the fault and the

symptoms that occurred

• how they were overcome

Allows quicker diagnosis and resolution

if Incidents/Problems recur.


178

Lesson 1.9: Impact, Urgency & Priority

178

Impact A measure of the effect of an Incident, Problem or Change on

Business Processes.

Based on how Service levels will be affected.

Urgency A measure of how long it will be until an Incident, Problem or

Change has a significant Impact on the Business.

Priority The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify

required times for actions to be taken.

• For example, the SLA may state that Priority 2 Incidents must

be resolved within 12 hours.


Lesson objectives


• State the objectives and basic concepts for Event

Management

Lesson 2.0: Service Operations Process 179


180

Lesson 2.1: Event Management: Objectives

Objectives

To detect events, make sense of them and determine the appropriate control

action.

Can be used as a basis for automating many routine Operations

Management activities,

For example

- executing scripts on remote devices, or

- submitting jobs for processing

It provides a way of comparing actual performance and behavior against

design standards and SLAs.

Provide the basis for Operational Monitoring and Control

180 Definition

The process responsible for monitoring Events throughout their

Lifecycle.


181

Lesson 2.2: Event Management: Process

Activities

181

Process Activities

Event occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event)

(Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure


182

Lesson 2.3: Event Management:

Event Logging & Filtering


183


Managing Exceptional Events


184


Managing Information & Warning Events


185

Lesson 2.6: Incident Management: Objectives

185

Definition

The process for dealing with all incidents; this can include failures, questions or

queries reported by the users (usually via a telephone call to the Service Desk),

by technical staff, or automatically detected and reported by event monitoring

tools.

Objectives

To restore normal service operation as quickly as possible and minimize the

adverse impact on business operations

To ensure that the best possible levels of service quality and availability are

maintained, i.e. restore service within SLA’s


186

Lesson 2.7: Incident Management:

Scope and Value to Business

186

Scope

Managing any disruption or

potential disruption to live IT services

Incidents identified

• Directly by users through the

service Desk

• Through an interface from Event

Management to incident

Management tools

Reported and/or logged by

technical staff

Value to Business

Lower downtime to the business,

which in turn means higher

availability of the service.

The capability to identify business

priorities and dynamically allocate

resources as necessary.

The ability to identify potential

improvements to services.


187


Basic Concepts

187

Time Scales • Timescales must be agreed for all incident handling stages.

- Depending on Priority & SLA’s

- Documented in OLA’s & UC’s

• All support groups should be made fully aware of these

timescales.

Incident Models An Incident model is predefined steps to handle a particular

Incident.

The incident model should include:

• The steps that should be taken to handle the incident

• The order in which these steps should be taken in.

• Responsibilities; who should do what

Major Incident An Incident Model to handle Incidents of Major Impacts and great

Urgency.


188


Process Flow & Activities


189


Process Interfaces

189

Problem Manage

ment

Incident

Management

Event Manage

ment

• Service break/ degrading Events

• Potential problems

Change Manage

ment

• RFC for resolving Incidents

• Incidents from Failed Changes

Service Level

Management

• SLA’s, OLA’s, UC’s

Capacity Manage

ment

• Performance incidents

• Incident Workarounds

Availability

Management

SACM*

*SACM: Service Asset & Configuration Management

• Availability incidents

• CI data

• Maintain faulty CI Status


190

Lesson 2.11: Problem Management: Objectives

190

Definition

The process responsible for managing the lifecycle of all problems.

Problem Management seeks to identify and remove the root-cause of Incidents

in the IT Infrastructure.

Objectives

To prevent problems and resulting incidents from happening and to

eliminate recurring incidents

To minimize the impact of incidents that cannot be prevented.


191

Lesson 2.12: Problem Management:

Scope and Value to Business

191

Scope

Activities required to diagnose the

root cause of incidents and to

determine the resolution to those

problems.

Responsible for ensuring that the

resolution is implemented through the

appropriate control procedures,

especially Change Management and

Release Management.

Maintain information about

problems and the appropriate

workarounds and resolutions

Value to Business

Together with Incident and Change

Management increases IT service

availability and quality.

Reduction in downtimes and

disruptions of Business critical

systems.

Reduced expenditure on

workarounds or fixes that do not

work

Reduction in cost of effort in fire-

fighting or resolving repeat

incidents.


192


Basic Concepts

192

Reactive Problem

Management

• Resolution of underlying cause (s)

• The activities are similar to those of Incident

Management for the logging, categorization and

classification for Problems. The subsequent activities are

different as this is where the actual root-cause analysis

is performed and the Known Error corrected.

• Covered in Service Operation

Proactive Problem

Management

• Prevention of future problems by analyzing Incident

Records, and using data collected by other IT Service

Management processes and external sources to identify

trends or significant problems.

• Generally undertaken as part of Continual Service

Improvement (CSI)


193


Process Flow: Reactive Problem Management

193

Problem detection &

Logging

Problem Categorization & Prioritization

Problem Investigation &

Diagnosis

Workarounds & raising Known Error Records

Problem Resolution &

Closure

Major Problem

Reviews

Errors from

Development /

Suppliers

Known

Error

Database


194


Process Flow: Interfaces with Other Processes

194

Problem

Management

Change Management

Configuration Management

Release & Deployment

Management

Availability Management

Capacity Management

IT Service Continuity

Management

Financial Management Service Level Management


195

Lesson 2.16: Request Fulfillment Process

195

Definition

The processes of dealing with Service Requests from the users.

Objectives

To provide pre-defined pre-approved standard services to users.

To provide users with information on available services and procedures for

obtaining them.

Deliver requested standard services.

Assist IT users with general information, comments and complaints

Basic Concepts

Request models – Specific procedures for handling certain types of requests

For example; IMACS, Password resets, etc.


196

Lesson 2.17: Access Management: Objectives

196

Definition

The process of granting authorized users the right to use a service, while

preventing access to non-authorized users.

• Also referred to as Rights Management or Identity Management.

• In practice, Access Management is the operational enforcement of the

policies defined by Information Security Management.

Objectives

To grant authorized users the right to use a Service and deny access to

unauthorized users

To Execute policies and actions defined in Security and Availability

Management


197

Lesson 2.18: Access Management:

Basic Concepts

Basic Concepts

197

Access • Access refers to the level and extent of a service’s functionality

or data that a user is entitled to use.

Identity • The information about the user that distinguishes them as an

individual, and which verifies their status within the

organization.

• By definition, the identity of a user is unique to that user.

Rights • Also called privileges, refer to the actual settings whereby a

user is provided access to a service or group of services.

• Typical rights or levels of access include read, write, execute,

change, delete.

Service/ Service

Groups

• Granting users/User groups access to similar set of services


Lesson objectives


• Explain the role, objectives and

organizational structures of Service desk

Lesson 3.0: Service Operations:

Functions

198


199

Lesson 3.1: Service Desk

199

Definition

A Service Desk is a functional unit made up of a dedicated number of staff

responsible for dealing with a variety of service events, often made via

telephone calls, web interface, or automatically reported infrastructure events.

Acts as daily Single point of contact for IT users

Objectives

To restore the ‘normal service’ to the users as quickly as possible.

Operate as Level 1 for Incident Management and Request Fulfillment i.e.

Log calls, do initial diagnosis and investigation and if possible resolve and

close.

Manage Incidents throughout its lifecycle, which also includes user

communication and Technical & hierarchical escalations.

Conducting customer/user satisfaction survey.


200

Lesson 3.1: Purpose of Service Desk

200

Purpose of Service Desk

Improved customer service, perception of IT and satisfaction with IT services

Increase accessibility to IT services through a single point of contact,

communication and information.

Better quality and faster turnaround of customer or user IT requests

Enhanced focus and a proactive approach to IT service provisioning.

More meaningful management information for decision support

Improved teamwork and communication amongst IT staff.

A reduced negative business impact.

Improved usage of IT Support resources and increased productivity of

business personnel.


201

Lesson 3.2: Organization Structures

201

Type Description

1. Local Located physically close to the user community it serves.

2. Centralized Service desk is deployed at one central physical location.

3. Virtual Impression of single, centralized Service desk, through the

use of technology and tools to create a virtual Service

desk.

4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7

service.

5. Specialized ‘specialist groups’ within the overall Service Desk structure,

so that incidents relating to a particular IT service can be

routed directly (normally via telephony selection or IVR or

a web-based interface) to the specialist group.


202

Lesson 3.3: Service Desk Function:

Organization Structures - Local

202

Service Desk

(local)

Third Party

Support

Application

Support

Infrastructure

Support

Local Users

Local

Aids communication and gives a

clearly visible presence

Can often be inefficient and

expensive to resource due to low call

volumes

Reasons for a Local service desk…

• Language and cultural or

political differences

• Different time zones

• Specialized groups of users

• VIP/criticality status of users.


203


Organization Structures- Centralized

203

Customer

Site 1

Customer

Site 2

Customer

Site 3

Service Desk

(centralized)

Second-Line Support

Third party

Support

Application

Support

Infrastructure

Support

Centralized

Local Service Desks merged into one

or few locations.

more efficient and cost-effective,

allowing fewer overall staff to deal

with a higher volume of calls.

‘local presence’ to handle physical

support requirements, but controlled

and deployed from the central desk.


204


Organization Structures- Virtual

204

Virtual

Single Visible Service Desk which

may actually be run by staff in

multiple locations.

Allows for ‘homeworking’, secondary

support group, off-shoring or

outsourcing – or any combination

necessary to meet user demand.

Safeguards are needed to ensure

consistency and uniformity in service

quality and cultural terms


205

Lesson 3.6: Service Desk: Service Desk Staffing

205

Service Desk Staffing

Correct number and qualification at any given time, considering

• Customer expectations and business requirements

e.g. call response time (SLA) , Budget

• Number of users to support, their language and skills

• Coverage period, out-of-hours, time zones/locations, travel time

• Processes and procedures in place, Infrastructure for short breaks

Minimum qualifications

• Interpersonal skills, Business and underlying IT understanding

• Skill sets

Customer and Technical emphasis, Expert

Typing skills


206

Lesson 3.7: Service Desk: Service Desk Metrics

206

Service Desk Metrics

Periodic evaluations of health, maturity, efficiency, effectiveness and any

opportunity to improve

Realistic and carefully chosen – total number of call is not itself good or

bad

Some examples:

• First-line resolution rate

• Average time to resolve and/or escalate an incident

• Total costs for the period divided by total call duration minutes

• The number of calls broken by time of day and day of week, combined with the

average call-time

• Customer/User Satisfaction surveys


207

Lesson 3.8: Technical Management

207

Role of Technical Management Function

The groups, departments or teams that provide technical expertise and overall

management of the IT Infrastructure

Custodian of technical knowledge and expertise related to managing the IT

Infrastructure.

Provides the actual resources to support the ITSM Lifecycle.

- Ensures that resources are effectively trained and deployed to design,

build, transition, operate and improve the technology required to deliver and support IT

services.

Objectives

To help plan, implement and maintain a stable technical infrastructure to

support the organization’s business Processes

-Well designed and highly resilient, cost-effective infrastructure configuration

- Use of adequate technical skills to maintain the technical infrastructure and to

speedily diagnose and resolve any technical failures that do occur.


208

Lesson 3.9: Application Management

208

Role of Application Management Function

Responsible for managing applications throughout their lifecycle.

• Custodian of technical Knowledge and expertise related to managing

application, whether purchased or developed in-house.

• It provides the actual resources to support the ITSM Lifecycle

• Providing guidance to IT Operations about how best to carry out the

ongoing operational management of applications.

• The integration of the Application Management Lifecycle into the ITSM

Lifecycle

Objectives

To helping to identify functional and manageability requirements for

application software so as to support the organization’s business Processes.

Assist in design and deployment of applications.

Assist in ongoing support/maintenance/improvement of applications.


209

Lesson 3.10: IT Operations Management

Function

209

Role of IT Operations Management Function

The function responsible for the ongoing management and maintenance of

an organization ’s IT Infrastructure to ensure delivery of the agreed level of

IT services to the business.

Operations Control - oversees the execution and monitoring of the

operational activities and events in the IT Infrastructure.

Includes Console Management, Job Scheduling, Backup & restore,

Print & output Management and Maintenance activities on behalf

of Technical or Application Management teams.

Facilities Management - The management of the physical IT

environment, typically a Data Centre or computer rooms and recovery

sites together with all the power and cooling equipment.


210

Lesson 3.11: IT Operations Management

Objectives

210

Objectives

Maintenance of the as- is infrastructure and procedures to achieve stability

of the organization’s day-to-day processes and activities.

Regular scrutiny and improvements to achieve improved service at reduced

costs, while maintaining stability.

Swift application of operational skills to diagnose and resolve any IT

operations failures that occur.


Service Operations : Quiz 211


212

Question 1:

212

Major Incidents require:

A. Separate procedures

B. Less urgency

C. Longer timescales

D. Less documentation


Module 5

213

Module 5

Question 2:

213

Which of the following should be done when closing an Incident?

1: Check the Incident categorization and correct it if necessary

2: Decide whether a Problem needs to be logged

A. 1 only

B. Both of the above

C. 2 only

D. None of the above


214

Module 5

Question 3:

214

Which of the following is NOT a valid objective of Request

Fulfillment?

A. To provide information to users about what services are

available and how to request them

B. To update the Service Catalogue with services that may be

requested through the Service Desk

C. To provide a channel for users to request and receive standard

services

D. To source and deliver the components of standard services that

have been requested ©Simplilearn Solutions Pvt. Ltd. 2011

215

Module 5

Question 4:

215

Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Application Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Technical Management


216

Module 5

Question 5:

216

What is the BEST description of the purpose of Service

Operation?

A. To decide how IT will engage with suppliers during the Service

Management Lifecycle

B. To proactively prevent all outages to IT Services

C. To design and build processes that will meet business needs

D. To deliver and manage IT Services at agreed levels to

business users and customers


217

Module 5

Question 6:

217

Which of these activities would you expect to be performed by a

Service Desk?

1: Logging details of Incidents and service requests

2: Providing first-line investigation and diagnosis

3: Restoring service

4: Diagnosing the root-cause of problems

A. All of the above

B. 1, 2 and 3 only

C. 1, 2 and 4 only

D. 2, 3 and 4 only


End of Module 5 218


219

Module 6

219

Continual

Service

Improvement



• Understand the Goals and Objectives of

Continual Service Improvement

Lesson 1.0: Continual Service Improvement 2


221

Lesson 1.1: Continual Service Improvement:

Goals

To continually align IT Services to the changing Business needs by

identifying and implementing improvements.

Continually be on the lookout for improvements related to process

effectiveness and efficiency.

To implement improvement plans in a cost-effective manner.


222


Objectives

•Review analyze and recommend improvement opportunities in all the life

cycle phases

•To make CSI activities, fact based, CSI Reviews and analyze Service level

achievement results

•Identify and implement activities for improve service efficiency and

effectiveness to improve service quality

•Improve cost effectiveness

•Ensure appropriate quality management methods are used to support CSI

activities


223


Scope

Scope of CSI:

Overall health of ITSM. It takes care of entire ITSM as well as all

dependent services.

Alignment of the service portfolio with business needs

After implementing and operating processes, CSI help Maturing the

processes.

Organization need to:

•Review management information and trends of service delivery

•Ensure outputs of enabling ITSM are achieving results

•Conduct audits to access maturity of process, compliance of

processes.

•Conduct customer satisfaction surveys.



• Understand the Basic Concepts and Key Principles of Continual Service Improvement

• John Kotter’s eight steps for Organization Transformation

Lesson 2.0: CSI – Key Principles and

Models 5


225

Lesson 2.1: CSI and Organizational Change

225

Successful CSI requires organizational change

Organizational change presents challenges

Use formal approaches to address people-related issues:

John Kotter’s “Eight steps to transforming your organization”

Project Management


226

Lesson 2.2: John Kotter’s 8 steps to

Organizational Transformation

226

Steps Quotes

1 Creating Sense of

urgency • 50% of transformations fail in this stage.

• Without motivation, people won’t help and efforts goes nowhere

• 76% of company’s management should be convinced of the need

2 Forming a guiding

coalition • Understand difficulties and producing change.

• Lack of effective, Strong leadership

• Not a powerful coalition. Opposition eventually stops the change initiatives.

3 Creating a Vision • Without a sensible vision transformation effort can easily dissolve into a list

of confusing, incompatible projects.

• An explanation of 5 minutes should obtain reaction of “understanding” and

“Interest”.

4 Communicating Vision

• Without credible communication, and lot of it, the hearts and minds of the

troops are never captured.

• Make use of all communication channels.

Reference: Crown copyright OGC. ©Simplilearn Solutions Pvt. Ltd. 2011

227

Lesson 2.3: John Kotter’s 8 steps to

Organizational Transformation…contd

227

Steps Quotes

5 Empowering others to

act on vision • Structures to underpin the vision.. And removal of barriers to change.

• More people involved, the better the outcome.

• Reward initiatives.

6 Planning for and

creating quick wins • Real transformation takes time. Without quick wins too many people give up

or join the ranks of those opposing change.

• Actively look for performance improvements and establish clear goals.

• Communicate success.

7 Consolidating

improvements and

producing more

change

• Until changes sink deeply into the culture new approaches are fragile and

subject to regressions.

• In many cases worker revert to old practices.

• Use credibility of quick wins to tackle even bigger problems.

8 Institutionalize the

change • Show how new approaches, behavior and attitude have helped improve

performance. Ensure selection and promotion criteria underpin the new

approach.

Reference: Crown copyright OGC. ©Simplilearn Solutions Pvt. Ltd. 2011

228

Lesson 2.4: Service Measurement

228

The ability to predict and report service performance against targets of an

end-to-end service is known as Service Measurement.

Will require someone to take the individual measurements and

combine them to provide a view of the customer experience.

This data can be analyzed over a period of time to produce a trend.

This data can be collected at multiple levels, (for example, CIs,

processes, services).


229

Lesson 2.5: Reasons to Monitor & Measure

229


230

Lesson 2.5: Types of Metrics

230

Technology metrics: typically components and applications For

example

•Performance

•Availability

Process metrics: Critical Success Factors (CSFs), Key Performance

Indicators (KPIs), activity metrics for ITSM processes

Service metrics: end-to-end service metrics (often Service metrics are

a sum of process and technology metrics)


231

Lesson 2.6: Key Definitions

231

Improvement – Favorable Outcome showing a measurable increase in a

desirable metric or a decrease in undesirable metric.

Benefit – Gain achieved from Improvement. This is generally associated with

ROI or VOI.

Return on Investment (ROI) – Quantifiable monetary benefit achieved by

expending a certain amount of money, usually expressed as a percentage.

Value on Investment (VOI) – Non monetary benefit, such as branding,

achieved by expending a certain amount of money.

Baseline – Benchmark used as a reference point for later comparison.


232

Deming Cycle

232


Plan:

Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies.

Do:

Implement the processes.

Check:

Monitor and measure processes and product against policies, objectives and requirements for the product and report the results.

Act:

Take actions to continually improve process performance.

P D

A C

233

7 – Step Improvement Process – PDCA cycle

Lesson 2.7: Seven Step Improvement

Process- PDCA Cycle 233

DEFINE WHAT YOU

SHOULD MEASURE

DEFINE WHAT YOU

CAN MEASURE

GATHER THE

DATA – WHO,

HOW, WHEN

PROCESS THE

DATA

ANALYZE THE

DATA

PRESENT AND USE

THE DATA

IMPLEMENT

CORRECTIVE

ACTION

PL

AN

DO

CHECK

ACT


234

Lesson 2.8: Continual Service

Improvement Model

234


CSI : Quiz 235


236

Module 6: Quiz

Question 1:

236

Which of the following does CSI provide guidance on?

1. How to improve process efficiency and effectiveness

2. How to improve services

3. Improvement of all phases of service lifecycle

4. Measurement of processes and services

a) 1 and 2 only

b) All of the above

c) 2 only

d) 1, 3 and 4 only ©Simplilearn Solutions Pvt. Ltd. 2011

237

Module 6: Quiz

Question 2:

237

Which is the first activity of the CSI model?

a) Carry out a baseline assessment to understand the current

situation

b) Understand the Business Vision and Objectives

c) Agree on priorities for Improvement

d) Create and verify a plan


238

Module 6: Quiz

Question 3:

238

Which of the following is NOT a metric described in CSI?

a) Process Metric

b) Personnel Metric

c) Service Metrics

d) Technology Metrics


239

Module 6: Quiz

Question 4:

239

Which of the following are objectives of CSI?

1. To improve process efficiency and effectiveness

2. To improve services

3. To improve all phases of service lifecycle except Strategy

4. To improve International standard such as ISO 20000

a) 1 and 2 only

b) 2 and 4 only

c) 1, 2 and 3 only

d) All of the above ©Simplilearn Solutions Pvt. Ltd. 2011

240

Module 6: Quiz

Question 5:

240

Learning and Improvement is the PRIMARY concern of which of

the following phases of service lifecycle?

a) Continual Service Improvement

b) Service Strategy and Service Design

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition and

Service Operation


CSI : Summary 241

Goals and Objectives of CSI

John Kotter’s 8 steps of Organizational Transformation

Service Measurement and Metrics

7 Step Improvement process

CSI Improvement Model


242

ITIL 2011 Foundation Certification Exam

Practical Tips

242

• Read the question CAREFULLY

• At this level of exam the obvious answer is often the correct answer (if you have

read the question carefully!)

• Beware of being misled by the preliminary text for the question

• If you think there should be another choice that would be the right answer, then

you have to choose the “most right”

• Use strategies such as “What comes first?” or “What doesn’t belong?” to help

with the more difficult questions

• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then

try to eliminate combinations that are immediately incorrect (based on something

you can remember) so that the question is broken into smaller, and more

manageable pieces.


243


Practical Tips

243

Sample Question

Which of the following statements is CORRECT for ALL processes?

a) They define functions as part of their design

b) They should deliver value for stakeholders

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes

Lets see with an example how to answer the questions.


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Practical Tips

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Which of the following statements about a Definitive Media Library (DML) are

CORRECT?

1. The DML can include a physical store

2. The DML holds definitive hardware spares

3. The DML includes master copies of controlled documentation

a) All of the above

b) 1 and 2 only

c) 2 and 3 only

d) 1 and 3 only

Let us look at another example.

Sample Question


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