1. Key Terms and Concepts

2. ITIL v3 Foundations This set of presentations explains the terms, methods,processes, functions and scope of the Service Management Lifecycle Phases of ITIL v3 When the word glossary is used it refers to the ITILglossary. 3. Complementary Guidance and Frameworks to ITIL COBIT ISO/IEC 20000 ISO/IEC 15504All you really need to understand is that ITIL is a collection of practices borrowed from other places ISO/IEC 19700:2006 Management of Risk (M o R) MOF Project Management (PMI) Six Sigma CMMITerms are in the Glossary 4. Service Management Lifecycle Phases Service Strategy Service Design Service Transition Service Operation Continual Service ImprovementServe Donuts To Our Class 5. Lifecycle Terms of Interest Service Management IT Service Management Service Resource Capability Service Asset Function Process Outcome Service Owner Process Owner Process Manager Process PractitionerThese terms are fundamental to ITIL Every part of the lifecycle identifies who/what these are for that particular part of the lifecycle 6. Capabilities and Resources Capabilities ManagementResources Financial CapitalOrganizationInfrastructure Processes Applications Knowledge Information People (Experience, Skills, etc.)People (number of them)Resources are things Capabilities are the ability to use resources to create value 7. Capabilities and Resources Service Management Organizations use Capabilitiesand Resources to create value in the form of goods and services for CustomersValue > Value > Value >Customer Stakeholders Organizations 8. Value Creation Value has 3 partsBusiness OutcomesPerceptionsValuePreference 9. Value Creation Reference Value is the starting point of ValuePerception The more intangible the Reference Value the moreimportant the definitions and differentiation of value becomes Service Providers need to provide information toinfluence the customers perception of Value. Practice application of this is called selling 10. ITIL Benefits to the Customer Focus on Business Needs Value creation is base on customers perceptions of value Aligns Services to the Business Activities Services are created to serve the customers need Services are Designed to Meet Business Needs Differentiation and Definition of how value is created keep ensure only positive value is created. 11. RACI and Organizational Structure Under ITIL RACI Model Responsible What needs to be done and by whom Accountable Who is the Owner of the Results Consult Who has the capability to assist and guide Inform Who needs/desire to knowCould be one or more people Under ITIL guidance there can be only oneReferred to as a Subject Matter Expert Stakeholders 12. The Role of Automation Automation is an ITIL imperative Automate where advantageous for any reason, in any place, at any time. Optimization Data capture Flexibility Addition Capacity Relief of RestrictionsOn the paper if theres an question as to automation - pick the answer that says to automate 13. Governance IT Governance is the responsibility of the Business Not IT Board of Directors Executive Management Governance and Management have different definitions Governance Making sound decisions Management decision making and execution This is an important distinction to understand the mindset of ITIL 14. Risk Management Identify the Risk Name the Risk Ascertain the consequences Analyze the Risk Quantify the impact Estimate the probability A 100% probability risk is not a risk its an Issue Manage the Risk Create an Action plan Regularly review the Risk Management Plan 15. Summary Lifecycle Service Strategy Plan Service Design Service Transition Do Service Operation Check Continual Service ImprovementServe Donuts To Our Act ITIL Vocabulary Capabilities use Resources to Create Value RACI Model used for control and management 16. Summary Automate Everything possible Governance vs. Management Risk Management model Which is essentially hand lifted from the PMBOK Project Management Body of Knowledge 17. Concepts and Processes 18. Process Model Triggering EventGeneral Process DesignProcess Control Owner, Documentation, Policy, Objective, FeedbackProcess Process InputsActivities, Metrics, Roles, Improvements, Procedures, InstructionsProcess EnablersResources, CapabilitiesIncludes Process Reports and Reviews Process Outputs 19. Process Model All Processes have four key Characteristics 1. They are Measureable 2. They Deliver specific Results 3. They have customers or stakeholders 4. Respond to a specific triggering event All Processes have three Distinct Components 1. Process Control 2. Process (which takes inputs and creates outputs) 3. Process Enablers 20. Process Components Process Control Process Design Process Management Change Control Process Collection of activates and roles required to move inputs to outputs Process Enablers Appropriate Resource's and Capabilities to perform the process activities 21. Process Key Characteristics 1.Process Measurement 2.Costs, Performance, Quality providedSpecific results Delivered ConsistentlyCustomers and Stakeholder3. Expectations are met4. Triggering Event Thus making the process traceable through its activities 22. Four Ps of Design. 23. Ensure the 3 Es of Quality Management Effectiveness Efficiency Economy 24. Summary ITIL Processes have a standard, common design They have documented Triggers, Inputs and Outputs They have 3 Components Process Control Process (which takes inputs and creates outputs) Process Enablers 25. Summary The 4 Ps of Design People, Processes, Products and Partners 26. Concepts and Processes Lets Start at the Top of the Pyramid 27. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Transition Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 28. Service Strategy Information Service and Technology Management(ISTM) Starting Point Aligns IT strategies to Business Strategies Focuses is on Value to businessDefine the 4 Ps (perspective, position, plans and patterns) that a service provider needs to be able to execute to meet an organization business outcomesService Strategy is part 1 of the plan phase of the Plan, Do, Check, Act cycle 29. Service Strategy Key Concepts Service Strategy Revolves around the needs of the customer 2. Seeks to understand the needs and requirements of the business processes underpinned by IT services 3. Determines the best way to provision those services in order to meet the business needs effectively. 4. Ensures IT perspectives and business perspectives are properly aligned. 1.1. 2.Business perspective dont start in IT Infrastructure management doesnt start with business processes. 30. Service Strategy Terms of Interest Warranty Usability of a Service or Application Is it user Friendly ? Utility Functionality of the Service Does it work as designed ? Utility is what something does Warrant is how well it does it. 31. Utility and Warranty Create Value Performance Correct Constraints RemovedUtility ORT/F Fit for Purpose ValueANDAvailability Capacity AND Continuous results Secure WarrantyFit for Use T/FT/F 32. Terms of Interest Types of Service Providers 1.Type I Internal Service Provider Embedded in the businesses units they service Offer services specific to that business unit2.Type II Shared Services Internal to the organization Usually not at the core of a businesses competitive advantage Service multiple business units. (HR, Accounting, Finance)3.Type III External Service Provider Outsourced Service 33. The Service Strategy Processes There are 5: 1. 2.3. 4. 5.Strategy Management for IT Service (Not covered) Financial Management of IT Services Service Portfolio Management Demand Management (Not testable) Business Relationship Management 34. Financial Management for IT Services Just know these things: Its Purpose (in the glossary) It Consists of there main processesBudgeting Charging AccountingAll of which are defined processes in the glossary 35. Service Justification Business Case:Justification for a significant item of expenditure. The business case includes information about costs, benefits, options, issues, risks and possible problems. Usually judged on ROI - however ITIL suggests organization use VOI (Value on Investment) methods to better estimate the value of the process. 36. Service Portfolio Management The Service Providers Collection of available services Services defined in terms of business value Repository detailing information about the service Chargeback model Resources and capabilities required Means of comparing the service competitiveness Provider type Pricing 37. Service Portfolio Management Scope StatementThe scope of Service Portfolio Management is all services a service provider plans to deliver, currently delivered and those that have been withdrawn from service 38. Service Portfolio Management Methods There are 4Define Inventory Services, build Business Cases 2. Analyze Maximize Portfolio value 3. Approve Authorize Services and Resources 4. Charter Move the Service into the Service Catalog 1. 39. Service Portfolio Management Key Attributes of Charter Services Described in detail SLR and SLA are defined Business case for use of the service Risk identified Costs, Pricing models defined Business owners and users are listed Performance Metrics OLA (Operating Level Agreement) is in place. 40. Business Relationship Management The process responsible for maintaining a positive relationship with customers. Business relationshipmanagement identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services. This process has strong links with service level management. 41. Business Relationship Management Scope Statement The BRM Process Focuses on understanding: Business outcomes Services currently offered to the customer How to optimize offering in the future How the Service Provider is reprinted to the customer Technology trends and their effects on services provided to the customer The way in which services are currently offered to the customer, SLAs, quality control, and possible changes required Levels of customer satisfaction. 42. Summary Service Strategy is the beginning of ITIL Processimplementation Service Strategy revolves around creation of value for customers. The Three Process of Service Strategy that you will be tested on are: Financial Management of IT Services 2. Service Portfolio Management 3. Business Relationship Management 1. 43. Concepts and Processes 44. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Transition Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 45. Service Design Purpose Service design includes the design of the services, governing practices, processes and policies required to realize the service providers strategy and to facilitate the introduction of services into supported Environments ensuing quality service delivery. Service Design is part 2 of plan in the Plan, Do, Check, Act cycle 46. Service Design Objectives Reduce TCO Improve quality and consistency of service Improve service performance, IT coherence,information, decision making and service alignment. More effective service performance, IT Processes, service management Easier implementation of new or changed services. 47. Service Design Key Concepts Service Design 1. Requires a holistic approach to both business and IT infrastructure. 2. Requires functional elements of service be addressed 3. Include management and operational requirement for provisioning, implementing and operations of services delivery. The be clear: Service Transition which is responsible forprovisioning, implementing and operations of services, just builds the service from a blueprint provided as an output from Service Design. 48. Service Delivery Terms of InterestService Provider Customer vs. User vs. Stakeholder Service Level Agreement Operational Level agreement Underpinning Contract Service Design Package Availability Supplier Vital Business Function.See the glossary on this 49. Service Delivery Terms of Interest Notes (you need to understand) An SLA is an agreement of service targets with a customer and an external service provider An OLA is an agreement between a service provider and an internal partner Underpinning Contract is an agreement between a service provider and an external partner Service Level Management is the SLAs AND the OLA and/or Underpinning Contracts the underpin them. 50. Five Aspects of Service Design 1. 2. 3. 4. 5.Design of Service Solutions Design of Service Management Systems Design of Technology Architectures and Management Systems Design of Processes Design of Measurement Method and Metrics of the Service 51. Service Design Processes Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt 52. Design Coordination Design Coordinator:1. 1.A Powerful position because it controls both governance and design. Usually an intermediate to high level manager in the organization. 53. Service Catalog Management Dependent on Service Portfolio 2. Details all live and approved for live services 3. Two versions 1.1.2.Business Services Those services required to operate the organization Technical Services Those services that are required to support the business services. 54. Service Level Management 1. 2. 3.4. 5. 6.Design SLA framework Gather and document SLR Monitor Performance against SLA Produce appropriate reports Conduct Service Review (which could lead to SIP) Manage the contracts and relationships 55. Availability Management 1. 2. 3.4. 5. 6.Produce Availability Plan Provide Guidance on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Programs Assess Change Plans Proactive Improvements of Availability 56. Availability Management Key Concepts 1. Service Availability 2. Reliability - A term used for Internal partners 3. Maintainability - A term used for Internal partners l 4. Serviceability - A term used for Internal External partners refers to the ability to meet the terms of an underpinning contract 5. Proactive / Reactive Activities 57. Capacity Management 1. 2. 3. 4.Business Capacity Management Service Capacity Management Component Capacity Management Capacity Planning 58. IT Service Continuity Management Objectives 1. 2. 3. 4. 5. 6. 7. 8.IT Service Plans Business Impact Analysis (BIA) Management of Risk (M o R) Guidance on Continuity and Recovery Ensure Continuity and Recovery measures in Place Assess Impact of Change of Continuity Ensure Proactive Measures Negotiate with Suppliers for Continuity Needs(This process is Disaster Recovery as opposed to Availability which is more about the fault tolerance capabilities of the IT systems ) 59. Four typical options 1. 2. 3. 4.Gradual Recovery (Cold standby) Intermediate Recovery (Warm Standby) Fast Recovery (Hot Standby) Typical 24 hours Immediate Recovery (Mirroring) 60. Information Security Management 1. 2. 3. 4. 5. 6. 7.IT Information Security Policy (ISP) Ensure Security Requirements Document and Implement Security Controls Manage Supplier Access to Systems Manage Security Breaches and Security-related Incidents Proactive Improvement of Security Integrate Security Aspects within other ITSM 61. Information Security Key Policy 1. 2. 3. 4. 5.Passwords (Access Management) Email Virus Control Encryption Remote AccessInformation Security Management System 62. Supplier Management 1. 2. 3. 4. 5.6.Supplier Policy Obtain Value from Suppliers Ensure Supplier Contracts are Business-aligned Manage Supplier Relationships and Performance Negotiate Supplier Contracts and Manage them through their lifecycle Supplier and Contract Management Information System 63. Summary Design Services Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt 64. Summary There are Specific Terms for Internaland External Resources/Capabilities. Availability and Contingency have similar goals but are significantly different in implementation 65. Concepts and Processes 66. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Transition Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 67. Service Transition Purpose The purpose of service transition stage of he lifecycle is o ensure that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle. Service Transition is the DO in the Plan, Do, Check, Act cycle. 68. Service Transition Objectives Plan and mange service changes efficiently and effectively. Manage risks relating to new, changed or retired services. Successfully deploy service releases into supportedenvironments Set correct exceptions on the performance and use of new of changed services Ensure that service changes create the expected business value Provide good-quality knowledge and information about services and service assets. 69. Service Transition Key Concepts Service Transition 1. Quality Service Transition significantly improves a service providers ability to handle high volumes of change and releases to its customers and enables the provider to align service with the business requirements. It aloes ensure that users can use the service in a way that maximizes its value. 2. The Transition lifecycle phase is also used to retire services that are no longer required and to transitions service provision to or form an external service provider. The be clear: Service Transition just builds the service from a blueprint provided as an output from Service Design. 70. Service Transition Terms of Interest Service Knowledge Management System Configuration Item Configuration Management System Definitive Media Library Change Normal, Standard, EmergencySeven Rs of Change management Release Unit Release Policy Lets see the glossary on this 71. Service Delivery Terms of Interest Notes you need to understand Configuration Item (CI) is an IT component in the Configuration Management System. Release Unit (RI) is a collection of CIs introduced into the live environment. The 7 Rs: Raised, Reason, Return, Risks, Resources, Responsibleand Relationships. 72. Service Transition Processes Three Processes support the complete, ongoing lifecycle 1. Change Management 2. Asset Management 3. Knowledge Management Four Processes are utilized only in the transition fromService Design to Service Transition 1. Transition Planning and Support 2. Release and Deployment Management 3. Service Validation and Testing (not testable at Foundations level) 4. Change Evaluation (not testable at Foundations level) 73. Change Management Roles and Resources Request For Change (RFC) Change Proposals Change Advisory Board (CAB) Emergency Change Advisory Board (ECAB) Schedule of Changes (SC) The Projected Service Outage Document (PSO) Post Implementation Review (PIR)This is a lifecycle Process 74. Change Mgt Roles and Resources Request For Change (RFC) The Trigger event for change control Categorized as Normal, Standard or Emergency Change Proposals Used to initiate major changes that involve significant cost, risk or organizational impact. Usually created in Service Portfolio Management process (Service Strategy) and passed to change control for implementation. Change Advisory Board (CAB) Assesses and Approves Changes to ensure proper transition. 75. Change Mgt Roles and Resources Emergency Change Advisory Board (ECAB) A specifically defined group responsible for assessing and approving Emergency Changes. Schedule of Changes (SC) Documents changes approved for implementation The Projected Service Outage Document (PSO) Documents details when a service(s) will be unavailable during the change Post Implementation Review (PIR) Assesses the performance of the change and take remediation if necessary 76. Normal Change FlowTrigger**Changes are trigger by a Request of Change 77. Change Types Normal Change Considered any change NOT an Emergency change or Standard Change. (Normal has no set definition in ITIL) Standard Change The set of changes that uses a Change Model that allows for preapproval. (These are changes and have known Good Practices that can be standardized for use) Emergency Change Must be kept to a minimum and be clearly defined Should always be considered a serious risk Major Change Usually require work orders for several departments Generally require appropriate environmental preparation. Can require a project manager. 78. Change Management 7 Rs 1. 2. 3. 4. 5. 6. 7.Who Raised the change ? What is the Reason for the change ? What is the Required from the change ? What are the Risks involved ? What Resources are required to deliver the change ? Who is Responsible for the build, test and implementation of the change ? What is the Relationship between this change and other changes ? 79. Service Asset and Configuration Service Asset Management Focused on Service Assets during the Service Lifecycle Ensures IT controlled assets are managed properly during their lifecycle Manages and protects the integrity of CIs during their lifecycle Configuration Management Manages the logical Model of the infrastructure Shows how Assets and Components interrelate This is a Lifecycle Process 80. Knowledge Management Purpose: The purpose of the knowledge management process is to share perspectives, ideas, experience and information to ensure that these are available in the right place at the right time to enable informed decisions. Scope: Knowledge management is a whole lifecycle-wide process in that it is relevant to all lifecycle states. Objective: Gather, analyze, store, share, use and maintain knowledge, information and data throughout the service provider organization This is a Lifecycle Process 81. Knowledge Management (DIKW)Knowledge increases with understanding and contextual analysis. The gathering of data leads to the creation of information, which leads to knowledge and finally an underlying wisdom (DIKW) 82. Release and Deployment Management Purpose: The purpose of the release and deployment management process is to plan, schedule and control the build, test and deployment of releases and to deliver new functionality required by the business while protecting the integrity of existing services This is a Design Service to Transition Service Process 83. Release and Deployment Management Four Phases of Release and Deployment 1. 2. 3.4.Release and Deployment Planning Release Build and Test Deployment Review and Close 84. Release and Deployment ManagementPurpose: 1. Deliver change faster, at lower cost, with reduced risk 2. Assure the changed or new service supports the business and its customers 3. Ensure consistency in implementing changes 4. Ensure traceability Term of Interest Release Package a singe Release Unit, a collection of Release Units or a subset of a Release Unit 85. Release and Deployment Management Objectives Define and agree release and deployment plans Create and test release packages Ensure the integrity, records, and proper administration of CIs, RUs and Release Packages. Deploy Release Packages and record, manage risks and issues and take corrective actions necessary . Manage Change and Knowledge Transfer in the organization Ensure the agreed upon Utility and Warranty of the changed services. Ensure there is a skills transfer to Operations Function so that services can be delivered, supported and maintained. 86. Transition Planning and Support Purpose: The purpose of transition planning and support is to provide overall planning for service transitions and to coordinate the resources that they require. Determine capacity and resources Support transition teams Ensure integrity of assets Transition Planning and Support Manager is the equivalent to the Design Process manager. High up the chain, a lot of power.This is a Service Design to Service Transition Process 87. Transition Planning and Support Objectives: Plan and coordinate the resources to support transition. Coordinate activities across projects, suppliers and service teams Ensuring all parties adopt a common framework of standard processes and support systems. Establishes new systems and tools, technology and management architectures, service management processes and metrics to meet requirements established by the design stage Manage risks, minimize chance of failure and disruption across the transitions systems. 88. Transition Planning and Support Four Phases of Release and Deployment 1. 2. 3.4.Release and Deployment Planning Release Build and Test Deployment Review and Close 89. Transition Planning and Support Scope: Guiding changes thought the transition processes Coordinates several transitions simultaneously, prioritizing conflicting requirements Ensuring Service Transition is coordinated with program, project management, service design and service development activities. Transition Planning and Support is where things come together. 90. Capacity Management 1. 2. 3. 4.Business Capacity Management Service Capacity Management Component Capacity Management Capacity PlanningThis is a Design Service to Transition Service Process 91. Service Validation and Testing Purpose: Service : What is the intended effects of the change ? Did the Change successfully meet its intentions ?.and is not testable at the foundation level 92. Summary Transition CoordinationMgt Service Level Mgt (SLA) Capability Mgt Supplier MgtService Catalog Availability Mgt IT Service Continuity Mgt Information Security Mgt 93. Summary Changes are initiated from two sources RFCs which are the trigger of the change process Change Proposals which are major changes services usually initiated in Service Strategy The goal of Knowledge Management is ensure theright resources are in place to make informed decisions Capacity Planning involves both the technical capabilities of the organization and the business capabilities. A failure in capacity can occur in either aspect 94. Concepts and Processes 95. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Operation Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 96. Service Operation Manage the Day to Day IT Activities Operations Things you do everyday to deliver a service Provide Value to Customer through Communications Support 97. Service Operation Purpose The purpose of service Operation stage of he lifecycle to carry out the activities and processes required to deliver and manage services at agreed levels to customers and users. Also responsible for the ongoing management of the technology that is used to deliver and support services.Service Operation is the Check in the Plan, Do, Check, Act cycle. 98. Service Operation Objectives Maintain business satisfaction and confidence in ITthrough effective and efficient delivery and support of agreed IT services Minimize the impact of service outages on day to day business activities Ensure that access agreed IT services is only provided to those authorized to receive those services 99. Service Operation Key Concepts Operational Services are expected to work at agreedlevels and agreed costs. Reduce unplanned labor and costs for both the business and IT. Reduce the duration and frequency of service outages which will allow the business to take full advantage of the value created by the services. Provide operational results and data that can be used to improve service delivery 100. Service Operation Key Concepts Provide standard services that business staff can use toincrease productivity Provide the basis for automated operations. 101. Service Operation Terms of Interest Incident Unplanned Interruption in the Quality ofService OR- the failure of a CI (even if the failure did not impact a service) Alert A warning that some threshold has been reached( May or may not constitute an incident) Event An Automated detectable occurrence of significance Service Request A user request for information or advice Problem An unknown underlying cause of an incidentLets see the glossary on this 102. Service Operation Terms of Interest Known Error A problem that has a documented rootcause and a workaround Known Error Database (KEDB)- The place Problems and Work Arounds are documented. Work Around Means of reducing or eliminating the impact of an incident for which no permanent solution is available. Impact, Urgency, Priority Priority determines the order on the daily operation. Priority is a combination of Impact and Urgency . Impact+Urgency = Priority Lets see the glossary on this 103. Service Operation Processes Incident Management Problem Management Request Management Event Management Access Management 104. Service Operation Processes Incident Management Scope of Incident Management - any event whichdisrupts, or could disrupt, a service Purpose of Incident Management Restore Service as Soon as Possible Minimize impact to business Ensure Services are performing to agreed upon levels Manage the Standard Incident Model Own and operate the Major Incident Model Include Problem Management when necessary 105. Service Operation Processes Incident Management Standard Model A set of procedures used to guide the management of common incidents, for example: Forgotten password Communications failure Missing application on PC Major Incident Model Series of activities meant to resolve an uncommon incident Service Deck owns problem from open to close Problem management may be asked to assist. 106. Incident Management Incident Management Interfaces Service Level Management Service Design Information Security Management Service Design Capacity Management - Service Design Availability Management Service Design Service Asset and Configuration Mgt Service Transition Change Management Service Transition Problem Management Service Operations Access Management - Service Operations 107. Problem Management Service Level Management Service Design Information Security Management Service Design Capacity Management - Service Design Availability Management Service Design Service Asset and Configuration Mgt Service Transition Change Management Service Transition Problem Management Service Operations Access Management - Service Operations 108. Problem Management Purpose: Manage the lifecycle of problems: Identification Investigation Documentation RemovalProactively prevent recurrence of incidents Minimize impact to business due to errors in the IT infrastructure 109. Problem Management Scope: Diagnose Root Causes of incidents Determine Resolution Ensure Resolution Implementation Engage Change Management Trigger Release and Deployment Management Maintain the Known Error Database Create and manage Problem Models the manage problems that have no permanent resolution or are too expensive to fix. Review how Major Problems are handled to proactively improve the Problem Management Model 110. Problem Management Reactive Activities Concerned with solving problems in response to one or more incidents Proactive Activities Concerned with identifying and solving problems and known errors before further incidents related to them can occur again. 111. Event Management Event Management is considered preventative in nature Management of events through their lifecycle Detect Events and determine appropriate action Detect Changes Provide trigger for service operations and managementactivities Provide a means to compare performance against standards and SLAs. Provide a basis for service reporting and service improvement 112. Event Management Events have three classifications 1) Informational 2)Warnings 3)Notifications of activities of significanceNotifications that a threshold is about to be reachedExceptions Notifications of a failureAn alert is type of event which type is determined by which functional group / process is to be triggered. 113. Request Fulfillment Purpose: Mange the lifecycle of all service requests from the users.Objective: Maintain user and customer satisfaction through efficient handling of all services Provide a channel for user requests Provide information to users and customers about the availability of services Delivers standard services Assist in general information, complaints and comments 114. Request Fulfillment Handles non-incident requests Service Requests RFC (Standard Changes) Creates and Maintains : Request Models Self-Help Opportunities 115. Access Management Manage Access Rights Verification of Legitimacy of Requests Monitoring of Identity Status Logging and tracking Access Granting/Removing/Restricting Access Note: Privileges are predetermined by Availability and Security Mgt Service Operation implements them. Physical Access Control is NOT within the scope ofAccess Management. Generally this is the responsibility of Facilities management 116. Service Operations Functions Remember:A function is a team or group of people and tools and resources that carry out processes. In a large organizations the functions of Service Management are usually broken into several Functional Units Service Desk Technical Management Applications Management It Operations 117. Service Operations Functions Service Desk Service Desk Single Point of Contact for the User Community Manages Incidents and Service Requests Owns incidents from open to close First Level Support Escalates as agreed Keeps user informed Closes incidents and service requests as agreed Conducts Surveys to measure Satisfaction Communicates with Users Updates CMS 118. Service Operations Functions Service Desk Service Desk Organizational Structure Can be organized any one of several waysThree most Commonly Implemented 1) 2) 3)Local Service Desk Centralized Service Desk Virtual Service Desk May be implemented as a Follow the Sun Service Desk 119. Service Operations Functions Service Desk Local Service Desk Located physically close the user community it serves This causes several Service Desks in a large organization with many locations and can have a high level or redundancy.Central Service Desk Positioned in a single location. Less redundant. Builds higher skill level in the staff and is more cost effective. 120. Service Operations Functions Service Desk Virtual Service Desk Typically used by Global organizations Service desks are located in several major locations and share a common SKMS It is possible for the Service Desks to collaborate toperform Follow the Sun support across the organization. This allows Service Desks to support each others customers and users and allow for 24 support across the enterprise. 121. Service Operations Functions Service Desk Service Desk Metrics Continuous Improvement requires quality measurement First line resolution rate Average time to resolve an incident Aver time to escalation of an incident Average cost to handle an incident Average number of calls per day/week/shift Average time to review and close an incidents 122. Service Operations Functions Technical Management Objectives: To plan, implement and maintain a stable technicalinfrastructure to support the business processes through: Well Designed and highly resilient, cost-effective technical topology The use of adequate technical skills to maintain the technical infrastructure in optimum conditions Swift use of technical skills to diagnose and resolve any technical failures that do occur. Technical Managers are commonly Subject Matter Experts (SME) 123. Service Operations Functions Application Management Dual Role: Keeps technical knowledge and expertise related to managing applications ensuring that the knowledge required to design, test, manage and impose IT servicesProviding the actual resource to support the service lifecycle 124. Service Operations Functions Application Management Plays a role in all applications, whether purchased ordeveloped in house Ensuring: Applications are well designed and cost-effective Required functionality is available and will achieve businessoutcomes The organization as necessary technical skills to operate and maintain the applications. Swift diagnose and resolution of technical failures Note: Application Management DOES NOT make the decision whether an application should be developed in house or outsourced, this is done by Design Management, they DO support the applications in either case 125. Summary Operations Management is responsible for day-t0-dayactivates for IT services Consists of 5 processes Incident Management Problem Management Request Management Event Management Access Management 126. Summary Types of Events Informational 2) Warnings 3) Exceptions 1) Responsible for Security an Request fulfillment Directly interfaces with the customers 127. Concepts and Processes 128. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Operation Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 129. CSI PurposeMaintain the alignment of IT services to changing business needs. Objectives Review, analyze and recommend on improvement opportunities across the lifecycle Review Service Level Achievements Identify and implement activities to improve IT services Improve cost of service delivery without sacrificing overall customer satisfaction Understand what to measure, why and what successful outcome should be CSI ACT in the Plan, Do, Check, Act cycle 130. Continual Service Improvement Continual Re-alignment of IT to meet businessrequirements Improve Services Assist/Guide growth and maturity of ServiceManagement Processes Measure, Analyze, Review 131. Continual Service Improvement Key Concepts Scope of CSI Overall health of IT Service Management Continual alignment of the service portfolio to the needs of the business Maturity of IT processes for each service Continual Improvement of all aspects of the IT service and the assets that support them 132. Continual Service Improvement Key Concepts Three key guiding principles of CSI You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define 133. Continual Service Improvement Terms of Interest Baselines An initial data point that establishes a marker orstarting point for comparison Metrics Three Types Technology focused on component/application availability Process CSFs/KPIs for the service management processes themselves Service measure end to end service 134. Continual Service Improvement DemingThis is Edward Deming At his most happy 135. Continual Service Improvement 7 Step Improvement Process 136. Continual Service Improvement 7 Step Improvement Process Purpose 1. 2. 3. 4. 5. 6. 7.Identify Define Gather Process Analysis Present ImplementImprovements to through lifecycle 137. ITIL Processes by Phase Service Strategy Service Portfolio Management Financial Mgt for IT services Demand Mgt (Not testable a foundations lvl) Business Relationship MgtContinuous ImprovementService Design 7 Step Process Design Coordination Service Level Mgt (SLA) Capability Mgt Supplier MgtService TransitionService OperationsService Catalog Mgt Availability Mgt IT Service Continuity Mgt Information Security Mgt Asset And Configuration Mgt Change Mgt Knowledge Mgt Release And Deployment Operation Planning and Support Service Validation and Testing (Not testable) Change Evaluation (Not Testable) Incident Mgt Problem Mgt Request Mgt Event Mgt Access Mgt 138. Continual Service Improvement 7 Step Improvement Process Answer this question: How did we get here Identify Overall vision, business needs and organizational goals Define What to measure Gather Assemble data (usually from Service Operations) Process Turn the data into information Analyze The data and information Present - and use the information to stakeholders Implement Improvements and establish a new baseline 139. Continual Service Improvement Model 140. Continual Service Improvement Model 1. What is the Vision (ITIL loves vision) 2. Where are we new 3. Where do we want to be 4.How do we get there 5. Did we get there 6.How do we keep the momentum going 141. Continual Service Improvement Model Vision Vision Vision Vision VisionValue Value Value Value ValueBusiness Customer Business Customer Business Customer Business Customer Business Customer* Pick the answer that that has one of these word in it. 142. Continual Service Improvement The Role of Measurement To Validate the prior decisions To Direct Set a course for future action To Justify That a particular course of action as best To Intervene Identify an issue and apply corrective action 143. Continual Service Improvement Methods and Techniques Assessments Gap Analysis Balanced Scored SWOT Deming Cycle of Improvement 144. Summary Measure, Analyze and Review 7 Steps to implement CSI 1. Identify 2. Define 3. Gather 4. Process 5. Analysis 6. Present 7. Implement 145. Summary Purpose of measurement To Validate To Direct To Justify To Intervene 146. ITIL V3 Overview End of Presentation