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ITILVersion3Foundationfor

ITServiceManagement


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Acknowledgements&Disclaimer

Someoftheinformationandslidesmay/

appearto

have

been

reproduced

from

differentsources.Weherebyacknowledge

theirdirect/indirectcontribution.

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Agenda

Day1

CourseIntroduction

ExamStructure

Module1:ServiceManagement

Module2:ServiceLifecycle

Module3:KeyPrinciples,ModelsandConcepts

Module4:Concepts,Processes,RolesandFunctions

Day2 Module4:Concepts,Processes,RolesandFunctions

Module5:ServiceMgmtTechnology&Architecture

SampleTestpaperanalysis

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Foundationlevel Thisentranceleveloffersageneralawarenessofthe

ServiceLifecycleandthekeyelementswithin.Learning

objectives

and

competencies

are

focused

on

an

understandingoftheoveralllinkagesbetweenthestagesin

theLifecycle,theprocessesusedandtheircontributionto

ServiceManagementpractices.

ThepurposeoftheITILFoundationCertificateinITService

Management

is

to

certify

that

the

candidate

has

gained

knowledgeoftheITILterminology,structureandbasic

conceptsandhascomprehendedthecoreprinciplesofITIL

practicesforServiceManagement.

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Foundationlevel

Uponsuccessful

completion

of

the

education

and

examination

componentsrelatedtothiscertification,candidatescan

expecttogainknowledgeandunderstandinginthefollowing:

ServiceManagementasapractice(Comprehension)

ServiceLifecycle(Comprehension)

KeyPrinciples

and

Models

(Comprehension)

GenericConcepts(Awareness)

SelectedProcesses(Awareness)

SelectedRoles

(Awareness)

SelectedFunctions(Awareness)

Technologyand

Architecture

(Awareness)

ITILQualificationsScheme(Awareness)5


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Foundationlevel PassScore65%

DistinctionNone

Score

MarkingMethod

ClassicMultiple

choice:

Onlyoneoptioncanbecorrectandwillbeawardedamark.The

remaining3distractersareawardednomarks

DeliveryExamination

can

be

online

or

Paper

Based

from

an

ATOordirectlyviaanExaminationInstitutesPublicExam

Scheme

ClasssizeMaximumratioof25studentstoonetrainer6


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ITILV3andTrainingQualifications

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ITILV3VsanITILV2.1

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ITILV3VsanITILV2.1

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ITILV3VsanITILV2.1

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ITInfrastructureLibrary

ITIL:ITInfrastructureLibrary ProvenbestpracticesforITServicemanagement ProvidedetailsofotherIndustryFrameworkand

standards COBIT,ISO/IEC2000

Firstpublished

by

UK

Government

in

1980s

UpdatedtoV2in2000/2001 Improvedforinternationalaudience

Newtypes

of

Service

Delivery

UpdatedtoV3in2007 Lifecyclemodel Greaterfocusonstrategyandbusinessoutcomes

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ITILOverview

WhatisITIL? ITILisBestPracticeITServiceManagementwhichisusedby

manyhundreds

of

organizations

around

the

world.

A

whole

ITILphilosophyhasgrownuparoundtheguidancecontained

withintheITILbooksandthesupportingcertificationand

qualificationscheme.

TheethosbehindthedevelopmentofITIListherecognition

thatorganizations

are

becoming

increasingly

dependent

on

IT

inordertosatisfytheircorporateaimsandmeettheir

businessneeds.Thisleadstoanincreasedrequirementfor

reliable,

high

quality

IT

services.12


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ITILOverview ITILprovidesthefoundationforqualityITServiceManagement

throughdocumented,provenprocessesthatcovertheentire

Service

Lifecycle.

It

is

easy

for

organizations

to

learn,

tailor and

implementtosuittheirenvironment.

ThewidespreadadoptionoftheITILguidancehasencouraged

organizationsworldwide,

both

commercial

and

nonproprietary,

to

developsupportingproductsaspartofasharedITILPhilosophy.

TheITILpublicationsandsupportingschemesarekeptuptodate

withcurrent

best

practice

and

changes

within

the

marketplace

througharegularreviewcycletoupdatecontentincollaboration

withawiderangeofinternationalusersandstakeholdersinthe IT

servicemanagement

community.

ITIL

Version

3was

formally

releasedon5thJune2007.13


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ITILOverview TheITILconceptemergedinthe1980s,whentheBritish

governmentdeterminedthatthelevelofITservicequalityprovided

to

them

was

not

sufficient.

The

Central

Computer

and

TelecommunicationsAgency(CCTA),nowcalledtheOfficeof

GovernmentCommerce(OGC),wastaskedwithdevelopinga

framework

for

efficient

and

financially

responsible

use

of

IT

resourceswithintheBritishgovernmentandtheprivatesector.

TheearliestversionofITILwasactuallyoriginallycalledGITIM,

GovernmentInformation

Technology

Infrastructure

Management.

ObviouslythiswasverydifferenttothecurrentITIL,but

conceptuallyverysimilar,focusingaroundservicesupportand

delivery.

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ITILOverview

Largecompanies

and

government

agencies

in

Europe

adopted

the

frameworkveryquicklyintheearly1990s.ITILwasspreadingfarand,and

wasusedinbothgovernmentandnongovernmentorganizations.Asitgrew

in

popularity,

both

in

the

UK

and

across

the

world,

IT

itself

changed

and

evolved,andsodidITIL.

Inyear2000,TheCCTAmergedintotheOGC,OfficeforGovernment

Commerceandinthesameyear,MicrosoftusedITILasthebasistodevelop

theirproprietaryMicrosoftOperationsFramework(MOF).

In2001,version2ofITILwasreleased.TheServiceSupportand Service

Deliverybookswereredevelopedintomoreconciseusablevolumes.Over

thefollowingfewyearsitbecame,byfar,themostwidelyusedITservice

managementbestpracticeapproachintheworld.

In2007version3ifITILwaspublished.Thisadoptedmoreofalifecycle

approachto

service

management,

with

greater

emphasis

on

IT

business

integration. 15

ITIL Lib C t


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ITILLibraryComponents TheITILCore

Bestpracticeguidanceapplicabletoalltypesoforganizationswhoprovide

servicetoabusiness

Consistoffivepublications

ServiceStrategy

ServiceDesign

ServiceTransition

ServiceOperations

ContinualServiceImprovement

TheITILComplementaryGuidance

Specifictoindustrysector,organizationtype,operatingmodeland

technologyarchitectures

TheITILWeb

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Module1:ServiceManagement


ITService

Management


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WhatisaService

Ameansofdeliveringvalue

Facilitateoutcome

that

customer

want

to

achieve

Ownershipof

specific

cost

and

associated

risks

Enhanceperformanceandreducegripofconstraints

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WhatisServiceManagement

SetofspecializedOrganizationalcapabilities

forproviding

value

to

customer

in

form

of

service

AsetofFunctionsandProceduresfor

managingservicesoverthelifecycle

Specializationinstrategy,design,transition,

operationsand

continual

improvements

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WhatisServiceManagement

Isaprofessionalpracticesupportedbyan

extensivebody

of

knowledge,

experience

and

skills

Formalschemesexistsfortheeducation,

trainingandcertificationofpracticing

organizations

InfluenceQuality

and

make

outcome

of

servicemorepredictable

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Whyitisimportant?

Thecapabilitiesrepresentaservice

organizationscapacity,

competency

and

aconfidenceofaction

Withoutthesecapabilitiesaserviceorganizationismerelyabundleofresources

thatbyitselfhaslowintrinsicvalue

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ServiceManagement

Theoriginsofservicemanagementare

traditionalservice

business

such

as

airlines,

banks,hotelsandphonecompanies

InpracticehasbeenhugesuccessinITOrganizationsformanagingapplications,

infrastructureandprocesses

Popularbecause

of

outsourcing

and

shared

services

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Function

Ateamorgroupofpeopleandthetoolsthattheyusetocarryoutoneormoreprocessesoractivities

Specialized

to

perform

a

task Selfcontainedwithcapabilitiesandresources

IncludesWorkMethodsandownbodyofknowledgeinternalto

the

functions Waytoimplementspecializationprinciple

Thereiscoordinationbetweenfunctionthroughshared

processes Poorcoordinationandinwardfocusleadstofunctionsilosthat

hindersuccessoftheorganizationaswhole.

Well

defined

processes

are

required

to

improve

productivity

withinandacrossfunctions23


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Role

Asetofresponsibilities,activitiesandauthoritiesgrantedtoaapersonorteam

Setof

connected

behaviors

or

action

that

are

performed

by

aperson,teamorgroupinspecificcontext

ForexampleatrackcanperformaroleofProblemManagementwhilediagnosingtherootcauseofanincident

Thesametrackcouldplayoverotherrolesatdifferenttime (incidentmanagement,changemanagement,

capacity

management) Scopeoftheroleandwhattriggerthemisdefinedbytherelevantprocess

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Process

Asetofactivitiesdesignedtoaccomplishaspecificobjective.

Takesdefined

inputs

and

turns

them

into

defined

outputs

Aprocessmayincluderoles,responsibilities,toolsand

managementcontrol

required

to

deliver

output

ProcessModel Processoncedefined,shouldbedocumentedand

controlled Theycanberepeatedandbecomemanageable Processmeasurementandmetrics

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Process

Ifproductsconformtothesetnorms,theprocesscanbeconsidered

effective(becauseitscanberepeated,measuredandmanaged).

Ifactivities

are

carried

out

with

aminimum

use

of

resources,

the

process

canalsobeconsideredeffective

WorkingwithdefinedprocesshasbeenthefoundationofITILfromthe

beginning

EachOrganizationshouldadoptaformalizedapproachtothedesignand

implementationofServiceManagementProcessestobuildpracticaland

appropriateprocesses

Closedloopsystem,theyprovidechangeandtransformationtowardsa

goal.

Selfreinforcingandselfcorrectiveaction26


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Howtorecognizeaprocess

Itismeasurable

Itdelivers

specific

results

Primaryresultsaredeliveredtocustomeror

stakeholders Itsrespondstoaspecificevents

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Module2:ServiceLifecycle


ITService

Management


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ServiceLifecycle

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307

ITIL V3 Processes

Service

Strategy

Service

Operation

Service

Transition

Service

Design

Continual Service Improvement

7 Step Improvement Process

Service Reporting Service measurement

Financial Management

Service Portfolio Mgmt

Demand Management

Strategy GenerationIT Service ContinuityManagement

Information SecurityManagement

Service Catalog Mgmt

Supplier Management

Capacity Management

Availability Management

Service Level Mgmt

Transition PlanningAnd Supporting

Service Validationand Testing

Evaluation

Release andDeployment Mgmt

Service Asset andConfiguration Mgmt

Change Management

Knowledge Management

Access Management

Event Management

Request Fulfillment

Technical ManagementFunction

Problem Management

Incident Management

Service Desk Function

ApplicationManagement Function

IT OperationsManagement Function

Function

From ITIL V2

From ITIL V3


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ServiceLifecycle

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ProgrammeManagementITILV3

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ServiceStrategy

TransformServicemanagementintoastrategicasset Helpstothinkandactinstrategicmanner

Helpsclarify

the

relationship

between

various

service,

systemsorprocessandthebusinessmodels,strategiesorobjectivestheysupport

Developmentof

markets,

internal

and

external,

service

assets,servicecatalogandimplementationofstrategythroughtheservicelifecycle

To

identify,

select

and

prioritize

opportunities Thinkwhysomethingneedstobedonebeforethinkinghow

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ServiceStrategy

Whatserviceshouldweofferandtowhom?

Howtodifferentiateourselvesfromcompetingalternatives?

Howdowetrulycreatevalueforourcustomers?

Howdowecapturevalueforourstakeholders?

Howcan

we

make

acase

for

strategic

investments?

Howcanfinancialmanagementprovidevisibilityandcontrolover value

creation?

Howdo

we

choose

between

different

pats

for

improving

service

quality?

Howdoweefficientlyallocateresourcesacrossaportfolioofservice?

Howdoweresolveconflictingdemandsforsharedresources?

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ServiceDesign

ProvideguidanceforthedesignanddevelopmentofservicesandServiceManagementProcesses

Thescope

includes

new

services,

and

the

changes

and

improvementsnecessarytoincreaseandmaintainvaluetocustomersoverthelifecycleofservices

Scope:Design

of

Newandchangedservices

ServicePortfolioandServiceCatalog

Technologyarchitecture

and

management

system

Processesrequired

Measurementmethodandmetrics

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ValuetobusinessofServiceDesign

ImproveQoS

Improvedconsistency

Easierimplementation

Effectiveservice

improvement

MoreeffectiveITSM

ImprovedService

Alignment

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ServiceDesignPhases

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ServiceTransition

Planandimplementthedeploymentofallreleasestocreateanewserviceorimproveanexistingservice

Assurethat

proposed

changes

in

the

Service

Design

are

realized

Successfullysteerreleasesthroughtestingandintoliveenvironment

Decommissionorterminateservices

Scope

Package,build,testanddeployrelease

Establishtheservicespecifiedinthecustomerandstakeholderrequirements

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ServiceTransition

Planandmanagecapacitytopackage,build,testanddeploy

Provideaconsistentandrigorousframeworkfornewserviceevaluationandriskevaluationbefore

deploying

new

service Provideefficient,repeatablebuildand

installationmechanism

Ensurethat

the

services

can

be

managed,

operatedandsupportedinaccordancewiththerequirementsandconstraintsspecified

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Service Transition: Key Processes and


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ServiceTransition:KeyProcessesand

Activities WithintheServiceTransitionprocessset,some

of

the

processes

most

important

to

Service

Transitionarewholelifecycleprocessesandhave

impact,inputandmonitoringandcontrol

considerationsacross

all

lifecycle

stages.

Thewholelifecycleprocessesare:

Change

Management ServiceAssetandConfigurationManagement

KnowledgeManagement

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l b f


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ValuetobusinessofServiceTransition

Abilitytoreactquicklytogivecompetitiveedge

Management

of

mergers,

de

mergers,

acquisitions,transferofservices

Highersuccessrateofchangesandreleases

Betterprediction

of

service

levels

and

warranties

Betterestimationofresourcesandbudgets

Reduced

level

of

risk Timelysavingfollowingdisposalsandde

commissioning

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S i O i


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ServiceOperations

Coordinateandcarryoutdaytodayactivitiesandprocesstodeliveranmanageservicesatagreed

levels

Ongoingmanagementofthetechnologythat

isused

to

delivery

and

support

services

Wheretheplans,designsandoptimizationareexecutedandmeasured

Scopeisongoingmanagementofservices,Technologyandpeople

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K d ti iti


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Keyprocessesandactivities

EventManagementProcess

IncidentManagement

Process

RequestFulfillmentProcess

AccessManagement

Process

ProblemManagementProcess

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C S i O ti A ti iti


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CommonServiceOperationActivities

ServiceOperationincludesanumberofactivitiestheseinclude:

Monitoringand

control:

to

detect

the

status

of

services

andCIs andtakeappropriatecorrectiveaction

Consolemanagement/operationsbridge:acentral

coordinationpoint

for

monitoring

and

managing

services

Managementoftheinfrastructure:storage,databases,middleware,directoryservices,facilities/datacentreetc.

Operational

aspects

of

processes

from

other

lifecycle

stages:Change,Configuration,ReleaseandDeployment,Availability,Capacity,Knowledge,ServiceContinuityManagementetc.

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K F ti


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KeyFunctions

ServiceDeskFunction

TechnicalManagement

Function

ApplicationManagementFunction

ITOperations

Management

Function

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AchievingBalanceandCommunication


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g

ConflictingMotives

and

needs

to

be

balanced

ITServicesVsTechnology

StabilityVsResponsiveness

Qualityof

service

Vs

Cost

of

service

ReactiveVsProactive

Goodcommunicationisimportantacrossallphasesoftheservice

lifecyclebutparticularlysoinServiceOperation

Issuescan

often

be

mitigated

or

avoided

through

good

communication

Allcommunicationshouldhave

Intendedpurposeand/orresultantaction

Clearaudienceshouldbeinvolved46

Continual Service Improvement


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AimsatcontinuallyalignITServicestochangingbusinessneedsbyidentifyingandimplementing

improvements Continuallylookingforwaystoimproveprocess

efficiencyandeffectivenessaswellascost

effectiveness

YoucannotmanagewhatyoucannotcontrolYoucannotcontrolwhatyoucannotmeasureYoucannotmeasurewhatyoucannotdefine

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Objectives of CSI


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ObjectivesofCSI

Review,analyzeandmakerecommendationsonimprovementopportunitiesineachlifecycle

phase:SS,

SD,

ST

and

SO

ReviewandanalyzeServiceLevelAchievement

Ensureapplicable

Quality

management

methods

arebeingusedtosupportCSI

Improvecosteffectiveness

Wouldleadtomaturityofprocesses

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Value to business of CSI


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ValuetobusinessofCSI

ImprovedServiceQuality,higheravailability

Gradualcost

reduction

and

better

cost

justification

Betterinformationaboutexistingservicesand

areasforimprovements

BetterBusiness/ITalignment

Increasedflexibilityandadaptability

ROI/VOI

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Module3:

Key

Principles,

ModelsandConcepts


IT

Service

Management

RACIModel


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RACImodel

can

be

used

to

help

define

roles

and

responsibilities

Itidentifytheactivitiesthatmustbeperformedalongsidethe

variousindividuals

and

roles

involved

RACIisacronymforfourmainroles

Responsible

The

person

or

people

responsible

for

getting

thejobdone

Accountable Onlyonepersoncanbeaccountablefor

eachtask

Consulted Thepeoplewhoareconsultedandwhose

opinionsaresought

Informed The

people

that

are

kept

up

to

date

on

progress51

Example:RACI

Model


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Director Service

Level Mgr

Problem Mgr Security Mgr Procurement

Mgr

Acvitivty-1 AR C I I C

Acvitivty-1 A R C C C

Acvitivty-1 I A R I C

Acvitivty-1 I A R I

52

1. Identify activity/processes

2. Identify/define the functional roles

3. Conduct meeting and assign the RACI codes

4. Do not have more than one accountable person

Supplier and Contracts


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SupplierandContracts

Supplier:Athirdpartyresponsiblefor

supplying

goods

or

services.

They

enable

serviceprovidertodeliveraservice

Contract:Alegallybindingagreementbetween

two

or

more

parties

to

supply

good

orservices

Underpinningcontracts

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Service Portfolio


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ServicePortfolio

54

Service Knowledge Management System

Service Portfolio

Service Lifecycle

Service Status

RequirementDefinedAnalyzedApprovedCharteredDesigned

DevelopedBuiltTestReleasedOperationalRetired

ServicePipeline

ServiceCatalog

Customers/Users onlyallowedaccess toservices inthis range

Why should a customer buy these services?

Why should they buy these services from us?

What are the pricing and chargeback model?

What are my strength, weaknesses, prioritiesand risk

How should our resources and capabilities beallocated

Service Catalog


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ServiceCatalog

PartofServicePortfolio

Servicesavailablefordeploymentoruse

Informationto

be

shared

with

customers

BusinessServiceCatalog

Servicesofinteresttocustomers

TechnicalserviceCatalog

UnderpinningservicesofinteresttoIT

EachorganizationshoulddevelopandmaintainapolicywithregardtoboththePortfolioandtheCatalog,withregardto

the

service

recorded

within

them,

what

details

are

recorded

andwhatstatusesarerecordedforeachoftheservices. 55

Service Catalog


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ServiceCatalog

TheBusinessServiceCatalog:ContainingdetailsofalltheITServicesdeliveredtothecustomer,together

with

relationships

to

the

business

units

and

the

businessprocessesthatrelyupontheITServices.ThisisthecustomerviewoftheServiceCatalog

TheTechnicalServiceCatalog:Containingdetailsofallthe

IT

Services

delivered

to

the

customer,

together

withrelationshipstothesupportingservices,sharedservices,componentsandCIsnecessarytosupportthe

provision

of

service

to

the

business.

This

should

underpintheBusinessServiceCatalogandnotformpartofthecustomerview.

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Risk Management and Analysis


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RiskManagementandAnalysis

57

Define a framework

Identify the risks

Identify probable riskowners

Evaluate the risk

Set acceptable levelsof risk

Embed and Review

Define a framework

Gain assurance abouteffectiveness

Implement Responses

Risk Management Risk Analysis

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Plan,Do,Check,ActModel

58

PLAN

Plan servicemanagement &

services

DO

Implement and runservice management &

services

CHECK

Monitor, measure &review

ACT

Continuousimprovement

Demings Cycle


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59

Act Plan

Check Do

Quality

Stepb

yStepIm

provem

ent

Maturity

Objectives

t

QMS

Support

Contin

ual

ISO 9000 means thisITIL tells us how to do it

The 7 Step Improvement Process


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The7StepImprovementProcess

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Governance


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Governance

CorporateGovernance

Corporate

Compliance ITGovernance

ITCompliance

ITServiceManagement

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Module4:

Concepts,

Processes,

RolesandFunctions


ITServiceManagement

ServiceOperations


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p

Processes Eventmanagement

Incidentmanagement

Requestfulfillment Problemmanagement

Accessmanagement

Functions ServiceDesk

TechnicalManagement

ITOperationsManagement ApplicationManagement

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EventManagement


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g

Detectevent,makesenseofthem,determinetheappropriatecontrolaction

Basisof

Operational

Monitoring

and

Control

Event:AnalertornotificationcreatedbyanyIT

service,

configuration

item

or

monitoring

tool Eventmanagement:Theprocessresponsibleformanagingeventsthroughouttheirlifecycle

Alert:

Something

that

happens

that

triggers

an

event

orcall

for

action

or

human

intervention

after

the

event

isfiltered

64

EventManagement Loggingand


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Filtering

65

eEvent

Exception

Warning

Information

Filter

EventManagement


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g

66

ExceptionIncidentProblemChange

Incident

Problem

RFC

IncidentManagement

ProblemManagement

ChangeManagement

Information Log

Warning

Auto Response

Alert

EventManagement Roles


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Eventmanagementrolesarefilledbyassociatesinfollowingfunctions

ServiceDesk

TechnicalManagement

ApplicationManagement

ITOperationManagement

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INCIDENTMANAGEMENT

Incident


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69

Any event which is not part of the standard operation of aservice and which causes, or may cause, an interruption to,

or a reduction / degradation in, the quality of that service

KEDB !

Service Request ?

IncidentManagement


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Restorenormalserviceoperationsasquicklyaspossibleand

minimizeadverseimpactonthebusiness

IM:Managing

any

disruption

or

potential

disruption

to

live

IT

service

Incidentsareidentified

Directlyby

users

through

Service

Desk

ThoughaninterfacefromEventmanagement

Reportedand/orloggedbytechnicalstaff

Peoplesometimeuselooseterminologyand/orconfuseaMajor

eventwithaProblem.Inincidentalwaysremainsincident,itmay

growinurgencyandimpact,butanincidentneverbecomesa

problem70

IncidentManagement

Objectives


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71

Restore Normal Service Operation Within Service Level

Agreements (ASAP)

Minimize the adverse impact on business operations

Keep communication going with customer (escalation,

estimated time for resolution)

Aim Plus : Evaluate incident to determine whether

likely to recur or is a symptom of chronic problem

Problem Manager (update Problem Record)

IncidentManagement

:Inputs

and

Outputs

Inputs


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72

Inputs

Incidents from service desk

Configuration information

Response from incident matching against problem and KE

Resolution details

Response on RFC to effect resolution for incidents

Outputs

RFC for incident resolution; Updated incident record

Resolved and closed incidents Escalate to Problem Management / Vendor / Third Party

Communication to customers

Management information (reports).

IncidentManagement

Activities


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73

Identification

Logging

Categorization

Prioritization

Initial diagnosis

Escalation (and Referral)

Horizontal : Knowledge (Functional) Routing

Vertical : Hierarchical (Inform /Support)

Investigation and diagnosis

Resolution and recovery

Closure

IncidentClassification


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Prioritization

Calculate from Business Impact and

Urgency refer to SLA

Factors

Potential cost of non-resolution

Threat of injury to customer orstaff

Legal implications

Disruptions to customers andstaff

Prioritize Resources

Impact

Priority

Urgency

Estimate- People- Resources- Time

PrioritizationMatrix

Business


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L M H

H 2 1 1

M 3 2 1

L 3 3 2

75

Business

Impact

Urgency

- Business Impact : Potential to which Business stands vulnerable

- Urgency : Time available to avert / reduce this impact

IncidentClassification


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76

Classification of a group of incidents, e.g. Application

Server not available

Application bug / query

Hardware

Automatic alert

Printer not printing

Service request

Password forgotten

Security incident

Virus

Matching


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77

Open

IncidentsProblems

Known

Error/

Workarounds

Is the Incident already called in?

Is this incident related to an existing problem?

Is there a known resolution /

workaround?

WorkaroundP1 : KEDB Workaround Solution Problem Mgmt.

P2 : KEDB Solution Problem Mgmt.

IncidentDatabase

ProblemRecord KEDB

IncidentManagement

Life

Cycle


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78

Incident Detection & Recording

Classification & Initial Support

Investigation & Diagnosis

Resolution & Recovery

Incident Closure

ServiceRequest

Service RequestProcedure

Change Management

Process

Commu

nication

RFC

Resolution

Problem / Error

Database

Resolution

or

Work

around

Changes?

YesYes

Direct

Solution

No

No

Known

ErrorDatabase

Reporting

Ownership

Quality Control

Processes Control

Incident Control

Change Management

Process

RFC

Resolution

RoutingIncidents


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ServiceRequest?

Detect andRecord

Resolved?InitialSupport

Resolution,Recovery

IncidentClosure

Service

Request

Procedure

Investigation

Diagnose Resolved?Resolution,

Recovery

Investigation

Diagnose Resolved?

Resolution,

Recovery

Problem Management (Problem Record) / Vendor

Yes

Yes

Yes

No

No

No

First Line

Second Line

Third Line

An Incident Never converts into a Problem

Benefitsof

Incident

Management


80/264

80

Improved monitoring against SLAs

Improved management information on

aspects of service quality

Better staff utilization

Elimination of lost or incorrect Incidents

Improved User and Customer satisfaction


81/264

RequestFulfillment

ServiceRequest


82/264

82

Every Incident not being a failure in the IT Infrastructure

Request for information

Change Request

Service Request do not represent a disruption to agreed

service, but are a way of meeting customers need and me

by addressing an agreed target in a Service Level

Agreement. Service requests are dealt with by the Request

fulfillment process

RequestFulfillment


83/264

Arequestfromauserforinformationoradvise,orforaStandardChange

Theirscale,

frequency

and

low

risk

nature

means

thattheyarebetterhandledbyaseparateprocess,ratherthanbeingallowedtocongestand

obstruct

the

normal

IM

and

CM

processes

InsomecasespredefinedRequestModels,some

form

of

pre

approval

by

CM

such

as

Standard

Changes

Selfhelppractice

83


84/264

PROBLEMMANAGEMENT

Problem


85/264

85

The unknown root cause of one or more incidents(not necessarily - or often - solved at the time theincident is closed)

A Problem is a condition that has been defined,identified from one or more incidents exhibitingcommon symptoms, for which the cause is

unknown

To prevent problems and resulting Incidents from

happening To eliminate recurring incidents To minimize the impact of incidents that can not be

prevented

ProblemManagement


86/264

Problem

Causeofoneormoreincidents

ProblemModels

Workaround

KnownError

KnowErrorDatabase

86

ProblemManagement Goals


87/264

Tominimize

the

adverse

impact

of

Incidents

andProblemsonthebusinessthatarecaused

byerrors

within

the

IT

Infrastructure

TopreventrecurrenceofIncidentsrelatedto

errors Topreventnewincidents

Improve

productive

use

of

resources

87

ProblemManagementActivities


88/264

ProblemControl

Known

Error

Control ProactiveProblemManagement Prevention

ManagementInformation

88

ProblemIdentification


89/264

Incidentswithout

resolution

Incidentclosedwithaworkaround

Incidentsolved

with

considerable

impact

TrendAnalysis similarsymptoms

Discoveryof

asource

of

potential

incident

Problemforwardedfromanotherdomain

Engineerswith

ideas

89

ProblemControl

Problem Control Error Control


90/264

90

Identif ication and

registration

Classification

AssigningResources

Investigation

and Diagnosis

Establish

Known Error

Error Identification

and Recording

Error Assessment

Recording ErrorResolution (RFC)

Error Closure

(PIR)

RFC

Successful completion

Problem Control Error Control

ChangeManagement

Incident Closure

Update KEDB

ProactiveProblem

Management

A ti iti

i d

t

id tif i

d

l i

P bl

b f


91/264

Activities arrived at identifying and resolving Problems beforeIncidentsoccur

TrendAnalysis

Postchange

occurrences

of

aparticular

type

Initialfaultsofaparticulartype

RecurringincidentswithparticularCIs fragilecomponents

Needfor

staff

or

customer

training

TargetingSupportAction TrendAnalysiscanleadto:

Identificationoffaultsandactions

Identificationof

General

problem

areas

needing

attention

Informingtheorganization/customers

91

Reactive

Proactive

Reactive Proactive


92/264

92Supplying 2

nd

/ 3rd

line incident support

Problem identification

Problem diagnosis

Identification of trends

Init iating changes to combat :

Occurrence of incidentsRepetition of incidents

Monitoring of Change Management

Prevention of problems on

other systems and

applications

Incidentsversus

Problems

P bl M


93/264

93

Investigation& Diagnosis

Problem Investigate KE

RfCChange

Solve IncidentGetSolution

SolutionFound?

Match?

IncidentResolved

Incident (s)

Known

Errors,Known

Workarounds

Problem Management

Change Management

Yes

No Yes

No

70%

29%

1%

Benefitsof

Problem

Management


94/264

Permanentsolutions

Incidentvolume

reduction

ImprovedITserviceavailabilityandquality

Improvedorganizationallearning

BetterfirsttimefixrateattheServiceDesk

94


95/264

AccessManagement

AccessManagement


96/264

Grantingauthorizeduserstherighttouseaservice

Preventingaccess

by

non

authorized

users

Access Identity

Rights

Serviceor

Service

Groups

DirectoryServices

96

AccessManagement


97/264

RequestingAccess

Verification

ProvidingRights

MonitoringIdentityStatus

LoggingandTrackingAccess

RemovingorRestrictingRights

97


98/264

ServiceOperation

Functions

ServiceOperationFunctions


99/264

99

Service Desk

Technical

Management

IT Operations

Management

Operations ControlFacility Management

Application

Management

ServiceOperationFunctions


100/264

SomeOrganizationsmaychoosetoperformoperationalactivitiesaspartftheTechnical

Managementand

Application

Management

functions,whereasothersprefertodelegate

theseto

centralized

IT

Operations

Managementfunctions

100

ServiceOperationsFunctions

Technical

IT Operations Management


101/264

101

ServiceDesk

ServiceDesk

Management

IT Ops

Control

Console MgmtJob SchedulingBackup/Restore

Print & Output



Facility Mgmt

Data CenterRecovery SitesConsolidationContracts

Mainframes

Server

Network

Storage

Database

Desktop

Internet/Web

Financial Apps

HR Apps

Business Apps


102/264

ServiceDesk

ServiceDesk

Primary point of contact. Single point of contact for IT


103/264

103

y p g p

Users

Deals wit all user issues (incidents, requests, standard

changes)

Coordinates action across IT organization to meet user

requirements

Different Options (Local Centralized, Virtual, Follow-the-

Sun, Specialized Groups)

The service desk coordinates actions across all IT

departments, on behalf of the users keeping

communication flowing back and forth.

DifferentDesks

Call Center

H dli l ll l f t l h b d


104/264

104

Handling large call volumes of telephone-based

transactions, registering them and referring them to

other parts of the organization

Help Desk

Managing, coordinating and resolving Incidents as

quickly as possible

Service Desk

Allowing business processes to be integrated into theService Management infrastructure. It not only

handles Incidents, Problems and questions, but also

provides an interface for other activities

Typesof

Service

Desk

Local


105/264

105

Centralized

Virtual

Follow the Sun

Specialized Groups

ServiceDesk

Goals

Single point of contact for customers


106/264

106

g p

Facilitate restoration of normal operational service

Deliver high quality support to meet business goals

Support changes, generate reports, communicate &

promote IT

ServiceDesk

Activities

/Responsibilities

Receiving, Recording, Prioritizing and Tracking service calls


107/264

107

Monitoring and Status Tracking of all registered calls

Escalation and Referral to other parts of the organizations

First Line Support

Coordinating second-line and third-party support groups

Keeping customers informed on request status and progress

Closing incidents and confirmation with the customer

ServiceDesk

Inputs

and

Outputs

T l h F Hardware/


108/264

108

External

ServiceSupport

ProductSupport Sales &Marketing ContractSupport

Internal

ServiceSupport

Service Desk

Email/Voice

Requests

Telephone

Requests Internet/

Browser

Requests

Fax

Requests

Hardware/

Application

Events/

Alerts

Management

Information & Monitoring

Walk-in

ServiceDeskMetrics

Periodic evaluation of health maturity


109/264

Periodicevaluationofhealth,maturity,efficiency,effectivenessandanyopportunitiesto

improve

Realisticandcarefullychosen totalnumberof

call

is

not

itself

good

or

bad SomeExamples:

Firstlineresolutionrate

Averagetimetoresolveorescalatedanincident

Thenumberofcallbrokendownbytimeofdayand

day

of

week,

combined

with

the

average

call

time.

109


110/264

TechnicalManagement

TechnicalManagement

The groups, departments or teams that provide


111/264

Thegroups,departmentsorteamsthatprovidetechnicalexpertiseandoverallmanagementofITinfrastructure Custodiansoftechnicalknowledge ProvidetheactualresourcestosupportITServices Performmanyofthecommonactivities ExecutemostITSMprocesses

Normallyalignedtothetechnologytheymanage

Caninclude

operational

activities

Swiftuseoftechnicalskillstospeedilydiagnoseandresolveanytechnicalfailuresthatdooccur

111

ITOperationsManagement

Responsibleforperformingdaytodayactivities


112/264

p p g y y ConsoleManagement JobScheduling Backup/Restores Print/Outputmanagement Facilitymanagement

Networkoperations

center

MonitoringofInfrastructures,applicationandservices

Maintainthe

status

quo to

achieve

infrastructure

stability

Initialdiagnosisandresolutionofoperationalincidents

112


Manageapplicationthroughouttheirlifecycle


113/264

Manage application throughout their lifecycle

Rolesindesign,testingandimprovementof

application

Welldesigned,resilient,costeffective

applications Ensuringavailabilityoffunctionality Maintainoperationalapplication..Adequate

technicalskills

to

maintain

Supportduringapplicationfailures

113


Thebusiness

case

for

ROI

Getting past just talking about it


114/264

Gettingpastjusttalkingaboutit

OverallhealthofITSM

Portfolioalignmentinrealtimewithbusinessneeds

GrowthandmaturityofSMpractice

Howto

measure,

interpret

and

execute

results

CIModels PDCA(Deming'sCycle)

RACI(Responsible,

Accountable,

Consulted

&

Informed)

CMMi Maturityprocessframework

7StepImprovementProcess formeasuringperformance

ServiceReporting

114

ContinualServiceImprovementModel

What is thevision

Business Visionmission, goals


115/264

115

vision

Where are wenow

Where do we

want to be?

How do weget there?

Did we getthere?

and objectives

Baselineassessments

Measurable

targets

Service-Processimprovements

Measurementand metrics

How do weKeep the

Momentumgoing

ServiceMeasurement

The ability to predict and report service


116/264

Theabilitytopredictandreportservice

performanceagainsttargetsofendtoend

service

WhyMeasure?

Tovalidate

Todirect

To

justify Tointervene

116

ServiceMeasurement

Types of Metrics


117/264

TypesofMetrics

TechnologyMetrics:typicallycomponentsand

applications.SLA

Performance,availabilityetc.

Process

Metrics:

Critical

success

factors.

Key

performanceindicators,activitymetricsfrom

ITSMprocess.MeasureProcesseffectiveness

ServiceMetrics:

end

to

end

service

metrics.

OLA

117


118/264

ServiceTransition

ServiceTransitionVModel


119/264

119

ServiceTransitionVModel

ServiceValidationandtestingearlyintheservicelifecycle


120/264

Frameworktoorganizethelevelsofconfigurationitemstobe

managed

through

the

life

cycle

and

the

associated

validation

andtestingactivities,bothwithinandacrossstages.

Mappingservicetransitionlevelsoftestingtocorrespondingstages

ofservicerequirementsanddesign

Thereisdirectinvolvementbytheequivalentpartyontheright

handside

For

example:

customer

who

signs

off

the

agreed

service

requirementwillalsosignofftheserviceacceptancecriteriaand

testplan.

120

Configurationitem

Anythingthatneedstobemanagedinordertodeliver


121/264

anITService

CI

information

is

recorded

in

the

Configuration

ManagementSystem

CIinformationismaintainedthroughoutthelifecycle

by

Configuration

Management AllCIsaresubjecttoChangeManagementcontrol

CItypicallyinclude

ITService,

hardware,

software,

buildings,

people,

and

formaldocumentationsuchasprocessdocumentationandSLAs

121

ConfigurationManagement

System

InformationaboutallCIs


122/264

Storedin1ormoredatabases(CMDBs)

CMSstoresattributes

CMSstoresrelationships

CMShasmultiplelayers

122

KnowledgeManagement

Theprocessresponsibleforgathering,


123/264

analyzing,storingandsharingknowledgeand

informationwithin

an

Organization

TheprimaryfocusofKMistoimprove

efficiency&

effectiveness

by

reducing

the

needtorediscoverknowledge

123

Data,Information,

Knowledge

&

Wisdom(DIKW)


124/264

124

Data is set of discreet facts about events.

Information comes from providing context to data

Knowledge is compose of tactic experience, ideas, insights, values and judgmentof individuals. Knowledge puts information into ease of use form that facilitatedecision making

Wisdom given sensitivity of the material, situation and contextual awareness toprovide a strong common sense judgment

ServiceKnowledge

Management

System(SKMS)


125/264

125

DML: Definitive Medial Library. Master copies of all software assets

ServiceTransitionProcesses

Transitionplanningandsupport


126/264

Changemanagement

ServiceAsset

and

Configuration

Management

(SACM)

Releaseand

Deployment

Management

ServiceValidationandTesting

Evaluation

KnowledgeManagement

126


127/264

CHANGEMANAGEMENT

Change Management

A Change is an action that results in a new status for oneor more CIs.


128/264

128

Standardized methods and procedures for implementing

approved changes efficiently and with acceptable risk, tothe IT Infrastructure while minimizing change relatedincidents and their impact on service quality & businesscontinuity.

Assessing impact of change Authorizing change

ChangeManagement

Respondtochangingbusinessrequirements


129/264

Minimizeimpactofimplementingchanges

Optimizebusiness

risks

Implementchangesuccessfullyasplanned

Implementchanges

in

the

time

that

meet

businessneeds

Usestandardprocesses

Recordallchanges

129

ChangeManagement

Addition,ModificationorRemovalofany


130/264

serviceorCIorassociateddocumentation

including

Strategic,tacticalandOperationalchanges

Excludes BusinessStrategyandprocesses

Anything

documented

as

out

of

scope

130

Change Management

High percentage of problems related to IT Servicequality result from some change(s) made to the


131/264

131

quality result from some change(s) made to thesystem

Change Management

Does not take over the powers; it only Controls Does not take over anybodys responsibilities

(e.g. Project Manager)

Is not Bureaucratic; it takes a holistic view.

Triggers for RFC

ProblemM t

IncidentManagement


132/264

132

Management

RFC

Management

Customers

Legislation

Policy

Projects /Processes

Suppliers

ChangeManagement

Responsibilities

Accepting,Recording & Filtering

Changes


133/264

133

Reviewand Closure

ChangeManagement

g

Assessing Impact,

Cost, Benefit, andRisk of Proposed

Changes

Justification &Approval ofChange

Manage &

CoordinateImplementation

Monitoring& Reporting

ChairingCAB andCAB/EC

Not responsible for Implementing changes only controls

ForwardSchedule

of Changes(FSC)

ChangeType

Normal


134/264

StandardChange

EmergencyChange

134

7Rs ofChangemanagement

Who

raised

the

change? Whatisthereasonofthechange?


135/264

Whatisthereturnsrequiredofthechange?

Whataretherisksinvolvedinthechange?

Whatresourcesarerequiredtodeliverthe

change?

Whoisresponsibletobuild,testandimplementthechange?

Whatistherelationshipbetweenthischangeandotherchanges?

135

Change Advisory Board (CAB)

Cover possible risks Create support

Include those involved in decision making; make


136/264

136

Include those involved in decision making; make

recommendations about:- Authorization

- Determining impact

- Determining priority- Determining resources

- Release

ECAB

ChangeAdvisory

Board:

Composition

Change Manager(Chair)

Others & Service Level


137/264

137

CABFinance Manager

Release Manager

Problem Manager

Senior Business

Representation

Others &required

ApplicationManager

Service LevelManager

Ensures appropriate & timely communication

ChangeManagement

Process

MonitoringPlanning

Registration, FilteringClassification,P i iti ti

Project / Operations / Processes Change Mgmt

RfC


138/264

138

Planning

Build

Test

Implementation

Prioritization

Approval[Change Advisory

Board (CAB)]

Authorization

Implementation

Update CMDB

Evaluation (PIR)(Post Implementation

Review)

Refusal

Refusal

Backout

Backout

Monitoring and Planning

The impact that the change will make upon all customersbusiness operations

The effect upon

The infrastructure


139/264

139

The infrastructure

Customer service The capacity and performance, reliability and resilience

Contingency plans, and security

The impact on other services that run on the same

infrastructure The impact on non-IT infrastructures within the organization

The effect of not implementing the change

The resources required to implement the change

The current FSC and projected service availability (PSA)

Additional ongoing resources required

Building Testing & Implementation

Pass authorized RFCs to relevant groups

RFCs might involve:


140/264

140

g

Building a new production module

Creating a new version of one or more softwaremodules

Purchasing equipment or services externally

Preparing a hardware modification Producing new or amended documentation

Preparing amendments to User training

Post Implementation Review

Purpose: to determine That the change met its objectives

That users and customers are content with the results


141/264

141

Any shortcomings

Unexpected or undesirable side-effects

That the resources planning was correct

That the implementation plan worked correctly

That the change was implemented on time and to cost That the back out-plan functioned correctly, if needed.

Benefits of Change Management

Increased visibility and communication of changes

Reduced adverse impact of changes on the quality of


142/264

142

services and on SLAs

Better assessment of the cost and risk of proposed changes

before they are incurred

Greater ability to absorb a large volume of Changes

S i A t d C fi ti


143/264

ServiceAssetandConfiguration

Management(SACM)

SACM

ForService

Assets,

CI

and

customer

assets

Protectintegritythroughouttheirlifecycle


144/264

Provideaccurateinformationtosupportbusinessandservice

management

EstablishandmaintainaConfigurationManagementSystem

ThegoalofServiceAssetandConfigurationManagementistoprovidealogicalmodelofITInfrastructure

correlating

IT

Services

and

differentITComponents

144

SACMConfigurationItemCategories

ServiceLifecycle

CIs

Businesscase,plan,designpackage,releaseandh l S i lif l l S i d i


145/264

changeplan,Servicelifecycleplans,Servicedesign

package,release

and

change

plan,

test

plans.

These

providepictureofserviceprovidersservices.Howtheseserviceswouldbedelivered,whatarethebenefitsexpectedandatwhatcost

ServiceCIs Servicecapabilityassets:management,organization,

process,knowledge,people

Serviceresource

assets:

financial

capital,

systems,

applications,information,data,infrastructure

145

SACM

To Manage the IT infrastructure by

Identification


146/264

146

Recording

Controlling

Reporting

of IT components (Configuration Items - CI),including their versions, constituentcomponents and relationships

SACM

Goals

Enabling

control

of

the

infrastructure

by Accounting, controlling all the resources

needed to deliver services


147/264

neededtodeliverservices

ConfigurationItem

(CI)

status

and

history

CIrelationships Configuration

Providing

information

on

the

IT

infrastructure Toallotherprocesses

ITManagement

147

AssetsVs

Configuration

Items

Asset

Componentof

abusiness

process

Configuration(CI)

Component of an infrastructure or an item


148/264

Component of an infrastructure or an item

associatedwith

an

infrastructure

which

is

(or

is

to

be)underthecontrolofConfigurationManagement

AssetRegister

BookValue

Relationshipsnotcaptured

ConfigurationManagement

Database

(CMDB)

A database, which contains all relevant details ofeach CI and details of the important relationships

betweenCIs 148

Configuration Item (CI)

Configuration Item

Is needed to deliver a service Is uniquely identifiable Is subject to change

C b d


149/264

149

Can be managed

Physical / Logical

A Configuration Item has A Category - H/W, S/W, application, document Relationships Attributes Name, Type, Model No., Status,

Owner, Location A Status Ordered, In Store, Active

Planning purpose, scope, objectives, policies / procedures

Identification & Naming - Configuration Management Database(CMDB) : Identifiers, Version Nos., Labeling

SACM : Activities. PICSV


150/264

150

Control only authorized & identifiable CIs, Access, Security

Configuration Controller

Status accounting current & historical data of CIs like live,obsolete etc & traceability

Verification and audit correct recording in CMDB

Configuration Baseline : reference of original state re-build

CIs Scopeand

Details

Service Hardware Software Document-ation

Environ-ment

- IT Users/ Staff- Incidents/ Known errors

/ Problems


151/264

151

Networkprinter

Local

printer

VDU Keyboard CPU

PCNo break

power

Bundled

s/w

SLA DBMSMS

WordE-mail

SCOPE

DET

AILS

UPS

Mailing ServicesFile and Print Services

Naming&

Attributes

Requirementsforanamingconvention: Unique

Logical

Unchanging

PRINTER005

WORD_5.1

PC 0353

PRINTER

AF651_2/X3

PC Johnson room1


152/264

152

Unchanging

Suitable with the tools which are

used

PC_0353PC_Johnson_room1

4

Name

Type

Serial Number

Location

Name supplier

Price

Installation date

Capacity

..

Name

Kind of software

Version

Name supplier

Licensees

Location source

Accepted date

.

Name

Service

Service

Manager

Customer

Start date

End date

Critical Yes /

No

SLASoftwareHardwareOther

attributes:

Configuration Management : Customers

Engineers.

Settings & ConfigsService Level Mgt.

SLAFinance Mgt./Architectures etc

information


153/264

153

ServiceDesk

Call

Incident Mgt.

incidentProblem Mgt.

Problem KE RFCChange Mgt.

Change

ReleaseManagement

release

Configuration Management Database

Benefits of SACM

Providing accurate information on Configuration item (CI)and their documentation.

H l i ith fi i l d dit l i


154/264

154

Helping with financial and expenditure planning.

Making Software Changes visible.

Supporting and improving Release Management.

Allowing the organization to perform impact analysis andschedule Changes safely, efficiently and effectively.

Which are not CIs :

1. SLA2. IP Address

3. A call

Exercise


155/264

155

4. Documentation5. Windows 2003

6. Printer

7. UPS

8. License

9. People

10.Incidents

11.Building12.Mouse

13.Internet Service


156/264

RELEASEMANAGEMENT

ReleaseandDeployment Objectives

Clear,comprehensive

release

and

deployment

plans

Releasepackagescanbebuilt,installed,testedanddeployed

Skills and knowledge transfer to enable operations and


157/264

Skillsandknowledgetransfertoenableoperationsandsupportstafftorunandsupportservices

Release

units:

CIs

that

are

normally

released

together

BigBangversusphaseapproach

Pushversus

Pull

Deployment

Automatedversusmanualdeployment

Singlereleaseormanyrelatedreleases157

Release Management

Undertakes

Planning


158/264

158

Preparation

Scheduling

of a Release to many Customers andLocations.

Ensuresthat only Authorized and Correct versions ofsoftware are made available for operation.

Every Release is a Change

Plan and oversee the SW & related (or large / critical) HWrollouts

Design and implement efficient procedures

Release Management - Goals


159/264

159

Ensure that changes to hardware and software are controlled

To manage expectations of the customer during rollout

To agree the content and rollout plan for a release

To implement new software releases or hardware into the

operational environment

Secure all software masters in the definitive software library

(DSL)

Gaining consensus on the release contents

Agreeing to the phasing over time and by geographicallocation, business unit and customers

Producing a high-level release schedule

Release Planning


160/264

160

Conducting site surveys to assess used hardware andsoftware

Planning resource levels (including staff overtime)

Agreeing on roles and responsibilities

Obtaining detailed quotes and negotiating with suppliers fornew hardware, software or installation services

Producing back-out plans

Developing a quality plan for the release Planning acceptance of support groups and the customer


161/264

Live

Environment

Control led Test

Environment

Release Management Life Cycle Activities

Development

Environment

Release Management


162/264

162

ReleasePolicy

Configuration Management Database (CMDB)and

Definitive Software Library (DSL)

ReleasePlanning

Design andDevelop, or orderand purchase the

software

Build andConfigure

the Release

Fit-for-Purposetesting

ReleaseAcceptance

Roll-outplanning

CommunicationPreparationTraining

Distribution+ installation

Release Policy

Full, PackageAnd Delta Release

Emergency


163/264

163

ReleasePolicy

ReleaseFrequency

VersionNumbering

Release

Release Unit

ApplicationManagement ManagingApplicationsthroughouttheirLifeCycle


164/264

ServiceStrategy

Definesoverallarchitecture

Criteria for Developing inhouse, Outsourcing development or

Purchasing

ServiceDesign

CoversmostoftheRequirementphase

Establish Requirements for functionality and manageability of

applications 164

ApplicationManagement Contd ServiceTransition

ApplicationsDevelopmentandManagementteamsinvolvedinTesting&Validating

CoverDeployPhase


165/264

p y

ServiceOperation

CoverOperationsPhase

Continual

Service

Improvement CoversoptimizePhase

Measuresquality&relevanceofapplications

165


166/264


167/264

Release Units

IT Infrastructure

System 1 System 2 System 3Transaction

Processing


168/264

168

Suite 1-1 Suite 1-2 Suite 2-1 Suite 2-2

Program

2-1-1

Program

2-1-2

Module

2-1-1-1

Module

2-1-1-2

Module

2-1-1-3

Batch Application

PC

Software

Definitive Software Library (DSL)

Protectionof all Authorized

Software Versions

DSL : A Logical Library which is a collection of electronic media, files and

electronic / paper documentation

Definitive copies ofPurchased Software &

Licensed elements/


169/264

169

(Master copies)

LinkedWith CMDB

One or More

PhysicalFile Stores

LogicalStorage

DSL

Distribution

Base for

Releases

information

Release Management Benefits

Releases built and implemented on schedule

Very low (ideally no) incidents


170/264

170

Secure and accurate DSL / DHS management

Accurate distribution of releases

Implementation of all releases on time

No unauthorized (re)versions


171/264

ServiceDesign

AspectsifServiceDesign

Thereare

5aspects

of

service

design

consideredwithinServiceDeliveryscope

h d i f f h d i


172/264

Thedesign

of

new

of

changed

services

ThedesignofServicePortfolio,includingServiceCatalog

Thedesignoftechnologyarchitectureandmanagementsystems

Thedesign

of

processes

required

Thedesignofmeasurementmethodsandmetrics

172

ServiceDesign

Theservice

design

stage

of

lifecycle

stat

with

a

setofneworchangedbusinessrequirementsandendswiththedevelopmentofaservicesolution

d i d h d d d f h


173/264

designedto

meet

the

documented

needs

of

the

business

ThisdevelopedsolutiontogetherwithitsService

DesignPack

(SDP)

is

then

passed

to

ST

to

evaluate,build,testanddeploytheneworchangedservicesandoncompletionofthese

transition

activities,

control

is

transferred

to

ServiceOperationsstageoftheservicelifecycle

173

ServiceDesign

Themain

aim

of

SD

is

the

design

if

new

or

changes

services..Therequirementofthenewservicesareextractedfromtheserviceportfolioandeach

i t i l d d t d d d d


174/264

requirementis

analyzed,

documented

and

agreed

and

asolutiondesignedisproducedwhichisthemcomparedwiththestrategiesandconstraintsfromSS

toensure

that

it

confirms

to

corporate

and

IT

Policies

Manydesign,plansandprojectsfailthoughalackofpreparationandmanagement.Theimplementationof

ITILservices

as

practice

is

about

preparing

and

planningtheeffectiveandefficientuseoffourPs

174

TataNanoRatan Tata

People CarRs. 1,00,000

DesignF t


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Features

Assembly linesRequirements

TrainingsVendor Contracts

Production Rollouts

SDP

ServiceDesign

Package

Detailsallaspectsofaservicethroughallstagesof

it lif l


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itslifecycle

TheSDPispassedfromSDtoSTforimplementation

176

SDPShouldContain


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177

KeyConcepts.FourPs

People


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178

Processes

Partners

Products

People

Suppliers,Manufacturerand vendors

ServiceTechnology

Tools

ServiceCatalogManagement

Createand

manage

accurate

Service

Catalog

Asinglesourceofinformationonallservices

Service Catalog


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ServiceCatalog

PartofServicePortfolio

Detailsof

all

operational

services,

and

those

being

preparedfortransition

BusinessServiceCatalog

TechnicalService

Catalog

179

ServiceLevelManagement

Negotiate,agree

and

document

service

levels

Measure,reportandimproveservicelevels

Communicate with business and customers


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Communicatewith

business

and

customers

Ensurequality

of

service

matches

the

expectations

180

ServiceLevel

Management

Service Level Agreements

Customer/Users


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181

Internal Organization

Operational Level Agreements Underpinning Contracts

External Organization

IT Infrastructure

Service A Service B Service C

ServiceLevel

Management

DesignSLA

Framework

IdentifyServiceLevelRequirements

AgreeanddocumentSLA

Negotiate and document OLA and Underpinning Contracts


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NegotiateanddocumentOLAandUnderpinningContracts

MonitorSLperformance

MeasureandImprove

ReviewandReviseUCs andservicescope

Produceservicereports

Conduce

service

review

and

instigate

improvements ReviewandreviseSLA,OLAandUC

Developcontactandrelationships

Managecomplaints

and

compliments 182

ServiceLevel

Management

Numberand

%

of

target

being

met

Numberandseverityofservicebreaches

Number and % of up to date SLAs


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Numberand

%

of

up

to

date

SLA s

Numberofserviceswithtimelyreportsand

servicereviews

ImprovementinCSAT

183

ServiceLevel

Management

Challenges

Identifyappropriate

customer/business

repetitive

Overcome current issues


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Overcomecurrent

issues

Achievingaccuratemonitoringofservice

achievements GettingSLAs singedofattheappropriatelevel

184

ServiceLevelManagement Interfaces

ServicePortfolio

Management

ServiceCatalogManagement

Supplier Management


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SupplierManagement

AvailabilityManagement,CapacityManagement

ServiceKnowledgeManagementSystem

CSI

Allother

service

management

processes

185

AVAILABILITY MANAGEMENT


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AVAILABILITYMANAGEMENT

EffectiveAvailability

Management

influencesCustomersatisfaction&determinesthemarketplacereputation

ofthe

Business.

Availability Management

To optimize the capability of

IT Infrastructure

Services

Supporting organization


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Supporting organization

to deliver a Cost effective and sustained level ofAvailability that enables the business to satisfy itsbusiness objectives.

AvailabilityMaintainability

Resilience

ReliabilityServiceability

Security

To predict, plan for and manage the availability of

services by ensuring that:

All services are underpinned by sufficient, reliable andproperly maintained CIs

h d ll h

Availability Management Goals


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Where CIs are not supported internally there areappropriate contractual arrangements with third partysuppliers

Changes are proposed to prevent future loss of service

Only then can IT organizations be certain of delivering

the levels of availability agreed with customers inSLAs.

Optimize availability by monitoring & reporting

Determine availability requirements in businessterms

Predicting & designing for expected levels ofil bilit & it R ili

Availability Management Responsibilities


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189

availability & security Resilience

Producing the Availability Plan

Collecting, analyzing and maintaining data

Monitoring availability levels to ensure SLAs & OLAs

are met

Continuously reviewing & improving availability

Service Unavailability

An IT service is

not available

to a customer if the functions required during

Service Hours at that particularLocation


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190

pcannot be used even though the

agreed SLA conditions

are being met

Costs of Unavailability

Impact on Vital Business Functions (VBF) Monetary Impact Intangible costs

Availability Management Methods and Techniques

Component Failure Impact Analysis (CFIA)

Fault Tree Analysis (FTA)

CRAMM (Computer Risk Analysis & Management Methodology)

Calculating Availability


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191

Calculating the cost of Unavailability

Developing business and User measurement and reporting

Systems Outage Analysis (SOA)

The Incident lifecycle

Continuous improvement methodology

Technical Observation Post (TOP)

Unavailability Life Cycle

MTTR Mean Time To Repair (Downtime) =>

MAINTAINABILIY or SERVICEABILITY

Response Time

Dete

ction

Repair

Recovery

Restoration

sis

Recovery Time

Incident Incident

*


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Time

Vital Business Function (VBF)

MTBSI Mean Time Between System Incidents = RELIABILITY

Repair Time

Diag

nosIncident Incident

Time Between System Incidents

Time BetweenFailures or Uptime

MTBF Mean Time

Between Failures (Uptime)= AVAILABILITY

People, Processes, Technology

Availability Vs Costs


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193

Availability Formula

Availability = Total Time Downtime x 100Total Time


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194

Service Availability = Agreed Service Time (*) Down Time (*) x 100Agreed Service Time (*)

* During ServiceWindow

Availability Calculations

Monitor CPU

Device A

Resilience

Series Parallel

Avail = 90%


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195

Device B

Resilience

Avail = 85%

Overall Availability = ? Overall Availability = ?

Avail = 90% Avail = 85%

Resilience ?

AvailabilityManagement

Proactive Designandplanactivities

Planning,design

and

improvement

of

availability


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Reactive

Operational

activities Monitoring,measuring,analysisandmanagement

ofallevents,incidentsandproblems

196

AvailabilityManagement

Reliability Measurehowlongaservicecanperformatits

agreedlevel

Maintainability


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y

Measurehowquicklyandeffectivelyaservicecan

berestored

to

normal

working

after

afailure

Serviceability Abilityofathirdpartysuppliertomeettheterms

oftheir

contracts

197

InformationSecurity

Management


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Management

InformationSecurity

Management

Toprotect

the

interest

of

those

relying

on

information

Toprotectthesystemsandcommunicationthatdelivertheinformation

Specificallyrelated

to

harm

resulting

in

failure

of

Availability


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Availability

Confidentiality

Integrity Theabilitytodobusinesswithotherorganizationssafely

VerifytheirAuthenticity NonRepudiation

199

InformationSecurity

Management

InformationSecurity

Policy

InformationSecurityManagementSystem

RiskAnalysis

and

Risk

Assessment


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SecurityControls

200

Risk Analysis

Value ofAssets Threats Vulnerabilities

Risk analysis Risk Risk ~ f (Asset, Threat, Vulnerability)


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201

Managing outage

Planning

For potential

outage

Countermeasures

Risk Management

Residual Risk !

SUPPLIER MANAGEMENT


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SupplierManagement

Managesupplier

relationships

and

performance

Negotiateand

agree

contracts

Manage contracts thro gh lifec cle


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Managecontractsthroughlifecycle

Maintainasupplier

policy

and

asupport

supplierandcontactdatabase

203

Documentedsuppliermanagementprocesses,named contractmanager

responsibleforeachsupplier.

Therequirements,scope,levelofserviceandcommunicationprocesses

tobeprovidedbythesupplier(s)shallbedocumentedinSLAs orother

documents.

SLAs with the suppliers shall be aligned with the SLA(s) with the business

Supplier Management


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SLAs withthesuppliersshallbealignedwiththeSLA(s)withthebusiness.

The

interfaces

between

processes

used

by

each

party

shall

be

documentedandagreed.

Allrolesandrelationshipbetweenleadandsubcontractedsuppliersshall

beclearly

documented.

Leadsuppliersshallbeabletodemonstrateprocessestoensure that

subcontracted

suppliers

meet

contractual

requirements. 204

Aprocessshallbeinplace

Major

review

of

the

contract

or

formal

agreement

at

least

annually.

Changestothecontracts(s),ifpresent,andSLA(s)shallfollowfrom

thesereviewsasappropriateoratothertimesasrequired.Any

changesshall

be

subject

to

the

change

management

process.

Supplier Management


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Todealwithcontractualdisputes.

To

deal

with

the

expected

end

of

service,

early

end

of

the

service

or

transferofservicetoanotherparty.

Performance

against

targets

shall

be

monitored

and

reviewed.

Actionsforimprovementidentifiedduringthisprocessshallbe

recordedandinputintotheserviceimprovementplan.

205

CAPACITY MANAGEMENT


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CapacityManagement

Toproduce

and

maintain

acapacity

plan

Toprovideadviceandguidanceoncapacityperformancerelatedissues

Toensure

service

meet

or

exceed

performance

targets


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targets

Toassistindiagnosingandresolvingcapacity

relatedproblems

and

incidents

Toaccesstheimpactofthechangesonthecapacityplan

Proactivecapacity

and

performance

measure

207

Capacity Management - Goals

Balancing Act

Cost against Capacity Supply against Demand

To achieve Service Levels at the Right Time


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208

Business Capacity Management Current and futureBusiness requirements

Service Capacity Management Management of existing ITServices : Workload or usage of Services, Performance ofservices

Resource Capacity Management monitoring & measuring of

Capacity Management

Activities/Responsibilities


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209

p y g g gIT infrastructure components (individual components)

Demand Management

Best Value for Money Monitoring, tuning etc.

Capacity Planning

Ca acit Mana ement Database CDB

Capacity Management Process

Business Strategy & PlansFinancial Plans

IT Strategy & Plans

- C

apacity Mgmt Process H/w, S/w upgrades

Business Capacity Management

Service Capacity Management

OutputsSub-processesInputs


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210

gy

Service Level Management Process

Incident & Problem Management

ProcessesChange Management Process

New Technologies

- Other Processes

SLM Financial Mgmt

- Other Parts of the

Organization

Senior Mgmt


Resource Capacity Management


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Monitor, analyze, tune and report on service

performance Establish baselines and profiles of use of

services (peaks, troughs and seasonal

variations) Manage demand for service



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212

g

Requires knowledge of

Service levels and SLAs

Systems, networks and service throughputand performance

Monitoring, measuring, analysis

Itil v3 Final

Documents

Transcript of Itil v3 Final