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ITIL V3 FOUNDATIONSCOURSEINTRODUCTION2010 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without noticeDocument InformationVersion HistoryImportant Confidentiality Notice: The information (data) contained on all sheets of thisdocument constitutes confidential information of HewlettPackard Company or its affiliates(collectively hereinafter HP). This document is not for release to external Customers.2HP ConfidentialVersionNo.VersionDatePrepared ByReviewed ByApproved ByAffected Section and Description of Change1.03/31/2011Vernon AligaFirst DraftDocument Title:ITIL V3 Foundations Module 01 Introduction V2012Process Name:Prepared By:Vernon AligaDocument Owner:Vernon AligaDocument URL:The latest version of this document is stored electronically. Any printed copy is an uncontrolled copy for reference ortraining purposes only.Course introductionPersonal IntroductionsLogistics and RefreshmentsCourse ObjectivesCourse ScheduleBeforewebegin3HP ConfidentialPersonal IntroductionsNameOrganizationJob Title / ResponsibilitiesWork ExperienceinServices?Expectations?4HP ConfidentialLogistics and RefreshmentsRestroomsMeals and refreshmentsTiming of breaksCourse materialsUseoftelephonesandlaptops5HP ConfidentialCourse ObjectivesTo provide a thoroughunderstanding of ITIL best practice,its key concepts and associatedterminology.ImprovementServiceServiceDeDseigsnignTo define what a best practice is,what a service is and to look at thedefinitions of each in some detail.SSeerrvviciceeStrategyServiceOperationITILTo examine the ITIL library and thepractices in the five core books and to understand the ITIL lifecycleapproach to Service Management.ServiceTransitionTo provide sufficient information tosit and pass the Foundation level certificate in IT ServiceManagement.6HP ConfidentialCourseScheduleContinual ServiceService Strategy7HP ConfidentialASIA Day 1 Day 2 Day 309:00 10:00 Mock Exam 2Introduction to ITIL V3 Service Transition10:00 11:0011:00 12:00 Activity Service Operation 1 Mock Exam 312:00 01:00 Lunch Lunch01:00 02:00 The Service Lifecycle Service Operation 2 Mock exam 402:00 03:0003:00 04:00 Improvement04:00 05:00 Course Recap Certification ExamService Design05:00 06:00 Mock Exam 1CourseScheduleContinualServiceService Strategy8HP ConfidentialEMEA Day 1 Day 2 Day 312:00 01:00 Mock Exam 2 Introduction to ITIL V3 Service Transition01:00 02:0002:00 03:00 Activity Mock Exam 3Service Operation03:00 04:00 The Service Lifecycle04:00 05:0005:00 06:00 Improvement06:00 07:00 Lunch Lunch Certification Exam07:00 08:00 Course RecapService Design08:00 09:00 Mock Exam 1Before we beginForget everything youknow(fornow)1.Keep an openmind2.Havefun!3.9HP ConfidentialINTRODUCTION TO ITIL V3FOUNDATIONSContentsHistory of ITILIT Service ManagementKey ConceptsLearningCheck11HP ConfidentialHISTORY OF ITILWhatisITIL?ITIL is a Servicepublic framework that describes BEST PRACTICE in IT Management, the "service wrap", and focuses on the continualmeasurement and improvement of the quality of IT services delivered13 HP ConfidentialI T ILInformation Technology InfrastructureLibraryThe ITIL journey 1990:44 books publishedThe ITIL concept emerged in the 1980s, when the British government determinedthat the level of IT service quality provided to them was not sufficient. The Central Computer and Telecommunications Agency (CCTA), now called the Office of Government Commerce (OGC), was tasked with developing a framework for efficient and financially responsible use of IT resources within the British government and the private sector.2000:7 books publishedIn year 2000, The CCTA merged into the OGC, Office for Government Commerce and inthe same year, Microsoft used ITIL as the basis to develop their proprietary MicrosofOperations Framework (MOF). In 2001, version 2 of ITIL was released. The ServiceSupport and Service Delivery books were redeveloped into more concise usable volumes.2007:5 books publishedIn 2007 version 3 if ITIL was published. This adopted more of a lifecycle approach to servicemanagement, with greater emphasis on IT business integration.2011:5 books revised and publishedThe revised core books were published on the 29th July 2011. It is now owned by(used to be the OGC).tthe Cabinet OfficeService ManagementAn ArchitecturalJourneyITIL v3Focus: Business-IT Alignment &Integration Service Mgmt for Business & Technology Automated and Integrated Operations Strategy and Portfolio Governance Continuous ImprovementRole of theIT FunctionServiceManagementStrategicPartnerIT ServiceManagementITIL v2Focus: Quality and Efficiency of IT Processes IT is a service provider IT is separable from business IT budgets as expenses to controlServiceProviderIT InfrastructureManagementGITIM (ITIL v1)TechnologyProviderFocus: Stability and Control of the Infrastructure IT are technical experts IT concerned with minimizing business disruption IT budgets are driven by external benchmarksTime15 HP ConfidentialBenefits of ITILIncreased user and customer satisfaction with IT servicesImproved service availability, directly leading to increased businessprofits and revenueFinancial savings from reduced work, lost time, improvedmanagement and usageresourceImproved time to market for new products and servicesImproved decision making and optimized risk16HP ConfidentialIT SERVICE MANAGEMENTIntroduction to ITSMInformation is the most importantstrategic resource that any organization has to manageIT Services are crucial, strategic,organizational assetsThe challenges of IT Managersare to coordinate and work in partnership with the business to deliver high quality IT services18HP ConfidentialCIOChallengesTodayDrivecostsdownImprovequalityof service19 HP ConfidentialReduce complexityP&L contributionDeliver servicesHeterogeneityIncrease business relevanceMobilityConsumption-based costingCapacityDistributedsystemsImprove availabilityOutsourcingEmerging applicationsSecurityPerformanceSupport rapid change(Windows)(Windows)(Linux)(Linux)clientclientGatewayWindows)Windows)appliance)(appliance)Web client

Firewall ( ApplianceWhatisanIT Service?Web clientWindowsWeb clientGatewayWindowsWeb client StorageWideareanetwork,LAN, SAN, MessageBus( DHCP Service(Windows)Application ServerWeb ServWeb Serv(LinuDNS Servic((Windows)20 HP ConfidentialDNS Service(WindoweWeb ServerWeb ServerWeb(Linux)erApplication ServerApplication ServerApplica(Windows)DHCP Service(WindowDatabase Server(HP-UX)Directory Service(Windows)Storage)WindowsWindoclientApplicationApplicationWeb clientLoad balancerLoad balancer(appliance)(Windows)(Windows)(Linux)(Linux)clientclientGatewayWindows)Windows)appliance)(appliance)Load balancerLoad balancer Application Web clientWindows (appliance) Application Web clientWindows Gateway Web clientWindows Firewall Web clientclient Firewall Web client(appliance) Storage Directory ServiceStorage (Windows)Wide area network, LAN, SAN, Message BusDatabase Server DHCP ServiceApplication Server (HP-UX) ( DHCP ServiceApplication Server Web ServerApplication Server Web Server (Windows)(Windows) Web Server(Linux) DNS Service( DNS Service(Windows)AsSeenbyIT Process Managers21 HP ConfidentialAsseenbyUsers22 HP ConfidentialeMailTheBig PictureBUSINESS UNITSITWhydoweprovideservices?Who is thecustomer and what do they do?Why does thecustomer need our services?EVENT MANAGEMENTWhy do weprovide services?NCIDENT MANAGEMENTPROBLEM MANAGEMENTCHANGE MANAGEMENTSERVICE IMPROVEMENTAVAILABILITYRELIABILITY PRODUCTIVITYAVAILABILITYRELIABILITY PRODUCTIVITY23 HP ConfidentialROUTEROVOROUTERICEOKEY CONCEPTSWhat are IT Services for?ToToToTocreate value for the businesscreate value for end customersreduce costs, or increase productivityfacilitate outcomes the businesswants to achieveTo manageeffectivelycostsandrisksmore25HP ConfidentialITIL Definition of a ServiceA service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specificcostsandrisks26HP ConfidentialValue of a ServiceService utility What does the service do? Functional requirements Features, inputs, outputs Fit for purposeService warranty How well does the servicedoit? Non-functional requirements Availability, Capacity, Continuity, Security Fit for use27 HP ConfidentialKeyConceptsAssetsResourcesCapabilitiesService ValueUtilityWarranty28 HP ConfidentialCustomerServiceProviderIT ServiceManagementService ManagementService Management is a set of specialized organizational capabilities forproviding value to customers in the form of servicesIT Service ManagementDefinitionThe implementation and management needs of the business.if quality IT services that meet theThe objective of Service Managementis to ensure that theITservicesarealigned to the business needs and actively support them.IT services must underpin the businessprocesses and also act as an agent for change to facilitate business transformation29 HP ConfidentialKey ConceptsA RACI model can be used to help define roles and responsibilitiesIt identifiesindividualsthe activities that mustbeperformedalongsidethevariousandrolesinvolved30HP ConfidentialRACI DefinitionResponsible The person or people responsible for getting the job done.There should be at least 1 person who is responsible toexecute each task.Accountable Only one person can be accountable for each taskConsulted The people who are consulted and whose opinions are soughtInformed The people who are kept up-to-date on progressKey ConceptsService ProviderAn organization supplying external customersservices to one or more internal customers orService Level AgreementAn agreed level of service between IT and its customerA document that records the people, processes and technology, whichmake up a serviceIdentifies exactly whatmeasured.will be provided, and how the service will be31HP ConfidentialKey ConceptsFunction A team or group of people processes or activitiesand the tools they use to carry out one ormoreRole A set of responsibilities,teamactivities and authorities granted to apersonorProcess A set of activities designed to accomplish a specific objective Takes defined inputs and turns them into defined outputs May include roles, responsibilities, tools and management controls requiredto deliver the outputs32 HP ConfidentialProcess modelProcess ControlTriggersProcessProcess OutputsIncluding process reports and reviewsProcessInputsProcessEnablers33 HP ConfidentialProcess ProcessResources CapabilitiesProcess Process ProcessActivities Metrics RolesProcess Process Work ProcessProcedures Instructions ImprovementsProcess ProcessOwner ObjectivesProcess ProcessDocumentation FeedbackHow to Recognize a Process It is measurable It delivers specific results Primary results are delivered to customers and/or stakeholders Itresponds to specific eventsData,Information and KnowledgeDesiredoutcomeServicecontrol and qualityTriggerCustomersSuppliersProcessActivity 1 Activity 2 Activity 3Process OwnerResponsible for: Assisting with Process Design Documenting the process Making sure the process is beingperformed as documented Making sure the process meets itsaims Monitoring and improvingthe process over timeProcess ManagerResponsible for:Operational managementof a processPlanning and coordinatingactivitiesto carry out, monitorandreportontheprocess36HP ConfidentialService OwnerThe Service Owner is responsible the Customer for a particularservicetoInitiation and transitionOngoing maintenance and supportMonitoring and reportingIdentifying improvementopportunitiesPrime customer contact37HP ConfidentialSuppliers and ContractsSupplierA third party responsible for supplying goods or servicesThese are required by the services provider to enable them to deliver servicesContractA legally binding agreement between two or more partiessupply goods or servicesto38 HP ConfidentialQUESTIONS?HP3C9onfidential