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ITIL Overview Version 1 2012 SMME. All rights reserved.ITIL is a registered trade mark of the Cabinet Ofce.
OverviewITIL
TRAINING ORGANIZATION
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Thank You for Choosing Us
Your Certication Options Include
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Before We BeginTent Cards
Course Timing
Lunch & Breaks
Facilities
Rules for Mobile Phones
Group Participation is Encouraged
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Introduce YourselfName
Organization
Role
Reason for Taking the Course
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Course ObjectivesProvide you with awareness & comprehension of the ITIL theory.
Answer questions about how ITIL can be applied within the context of your organization.
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AgendaIntroduction to ITIL
ITIL Qualication Scheme
Service Management as a Practice
Service Lifecycle
Technology & Architecture
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Introduction to ITIL
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About ITILITIL provides a framework of best practice guidance for IT service management (ITSM).
It is the most widely accepted approach to ITSM in the world.
ITIL is benecial to all IT organizations irrespective of their size or technology in use.
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Parties InvolvedThe Cabinet Ofce
The Stationery Ofce (TSO)
The APM Group Ltd (APMG)
Examination Institute for Information Science (EXIN)
IT Service Management Forum (itSMF)
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BackgroundITIL V1 was published between 1989 & 1995.
It consisted of a library of 31 associated books.Its early use was conned to the UK & Netherlands.
ITIL V2 was published between 2000 & 2004.The library was reduced to 7 more consistent books consolidated within an overall framework.The most widely read titles were Service Support & Delivery.This version became universally accepted & is now used in many countries by thousands of organizations.
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Background (Continued)ITIL V3 was published in 2007.
A signicant portion of the ITIL V2 content has been rened & included in V3 with many new additions.This version consists of 5 core books covering the service lifecycle.In addition to the 5 core books, practitioners can seek endorsement of their complementary publications by the Cabinet Ofce & receive the ITIL trademark.
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Background (Continued)ITIL V3 was updated in 2011.
Some content was reorganized to improve ow/readability & ensure alignment across the suite.The project mandate was to correct errors, remove inconsistencies & improve clarity & structure.It incorporates suggestions for change made by the ITIL training community.The updated guidance also reects the authoring teams responses to reviewer feedback received during public quality assurance reviews.
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Set objectives & expectations of
performance towards serving customers &
market spaces. Identify, select &
prioritize opportunities.
Service Strategy
Gather service needs & map them to
requirements. Create the design
specications for the service assets needed
to provide services.
Service Design
Develop & improve capabilities for
transitioning new & changed services into
operations.
Service Transition
Achieve effectiveness & efciency in the
delivery & support of services. Ensure value
for the customer & service provider by ultimately realizing strategic objectives.
Service Operation
Evaluate & improve the quality of services,
the maturity of theIT service
management (ITSM) lifecycle & its
underlying processes.
Continual Service
Improvement
ITIL Core Books
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Introduction to theITIL Service Lifecycle
OfcialBooks
ITIL Foundation Handbook
Pocket Guides
TOGAF 9 and ITIL V3 Two Frameworks
Integrating SixSigma and ITIL forContinual Service
Improvement
WhitePapers &
Case Studies
ITIL FoundationCourse Syllabus
ITIL Operational Support & Analysis
(OSA) Course Syllabus
ITIL Release,Control & Validation
(RCV) Course Syllabus
CourseSyllabi
Passing Your ITIL Foundation Exam
OfcialStudyGuides
ITIL Complementary Publications
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And Many More to Come...
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Introduction to ITIL
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ITIL Qualication Scheme
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BackgroundThe ITIL core material was never released as a single entity until V3.
This was the rst opportunity to revise the ITIL qualication scheme from top-to-bottom.The V3 scheme offers quick-wins with shorter courses & exams.
A growing level of IT professionalism is desired.The ITIL Expert level certication is intended to convey status equivalent to a Professional Engineers (PE) license or Certied Public Accountant (CPA).
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QualicationScheme & Credits
Lifecycle Modules Capability Modules
ITIL Foundation
SS SD ST SO CSI OSA PPO RCV SOA
Managing Across the Lifecycle
ITIL Expert Level
ITILMaster Level
2
5
Minimum 22Credits Needed
3 3 3 3 3 4 4 4 4
Mix & Match from Either Modules
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ITIL Qualication Scheme
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Service Managementas a Practice
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Best Practice in thePublic Domain
Knowledge Fit for Business Objectives, Context & Purpose
Enab
lers
(Agg
regate
)
Technologies
EmployeesSuppliers
Customers
Advisors
Sources
(Generate)
Training & Education
SubstitutesRegulatorsCustomers
CompetitionCompliance
Commitments
Drivers(Filters)
Scenarios(Filters)
Industry Practices
Academic Research
Internal Experience
Standards
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The Success of ITILVendor-neutral
Non-prescriptive
Best Practice
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Reasons for ITIL AdoptionDeliver value for customers through services.Integrate the IT strategy with the business strategy.Measure, monitor & optimize IT service provider performance.Manage the IT investment.Manage risk.Manage knowledge.
Adopt a common approach across the enterprise.Manage IT capabilities & resources to deliver effectively & efciently.Change the organizational culture to support success.Improve the relationship with customers & users.Optimize & reduce costs.
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Functions & Roles24
Service Desk
Technical Management
Application Management
IT Operations Management
Change Manager
NetworkAdministrator
Capacity Management
Process Owner
Internet Service Owner
Problem Analyst
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Process Model25
Resources Capabilities
Work Instructions
Activities
Improvements
Roles
Procedures
Metrics
Documentation
Owner Objectives
Feedback
Policy
Control
Process
Enablers
OutputsInputs
Includes ProcessReports &
Reviews
Triggers
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Process RolesProcess Owner
Process Manager
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Services27
Resources
Capabilities
Service Levels
Delivered
Challenges to Overcome
Value of Business Entrusted
Customers & Markets
Served
Demonstrated Value as a
Service Provider
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IT Service ManagementThe implementation & management of quality IT services that meet the needs of the business.
ITSM is performed by IT service providers through an appropriate mix of people, processes & information technology.
Managing IT from the business perspective enables a high level of organizational performance & value creation.
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Stakeholders inService Management
Users
Customers
Service Provider
Suppliers
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RACI Matrix30Sponsor Service Owner Program Manager Process Manager
Identify Missing or Incomplete Policies
Establish & Enforce Policies
Complete Policies
Document Policies
Approve Policies
Communicate Policies
Conform Policies to Standards &Best Practices
Escalate Non-standard Policies
R A R
A/I R R
R A R
R R A
A/R C I I
A/R I I
R R A
R R R A/C
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TrainingHelps providers build & maintain their service management capability.
Needs must be matched to the requirements for competence & professional development.
The ofcial ITIL courses help students to gain knowledge of IT best practices, develop their skills & gain a recognized qualication.
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Service Managementas a Practice
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Service Lifecycle
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ServiceTransition
ServiceOperation
ServiceDesign
ServiceStrategy
CSI
Complementary Publications
Web Support Services
OtherFrameworks
InternationalStandards
CertiedTraining
ITIL Core
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Service Strategy
Service Portfolio Management (SPM)Financial Management for IT Services
Business Relationship Management
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PurposeTo dene the perspective, position, plans & patterns that a service provider needs to be able to execute & meet an organizations business outcomes.
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ScopeIntended for use by both internal & external service providers.
Includes guidance for organizations which are required to offer IT services as a protable business.
Also applicable to those providers offering IT services to other business units at no prot.
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Economic Valueof a Service38
+
-
Reference Value Economic Value
Positives Negatives
NetDifference
Losses from Utilizing the
Service
Based on DIY Strategy or Existing
Arrangements
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Utility & Warranty39
AND
OR
AND
PerformanceSupported?
ConstraintsRemoved?
AvailableEnough?
CapacityEnough?
ContinuousEnough?
SecureEnough?
UTILITY
WARRANTY
T/F
T/F
FIT FORPURPOSE?
FIT FORUSE?
T/F
VALUE CREATED
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Service Portfolio Management (SPM)
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PurposeEnsures the provider has the right mix of services to balance IT investment with the ability to meet business outcomes.
Tracks investment in IT services throughout their lifecycle & works with other processes to ensure the desired returns are being achieved.
Ensures that services are clearly dened & linked to the achievement of business outcomes.
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ScopeAll services a service provider plans to deliver, those currently delivered & those that have been withdrawn from service.
Concerned with whether the provider is able to generate business value from its services.
Relevant to both internal & external service providers.
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The Service Portfolio43Service Portfolio
Conguration Management System (CMS)
CMDBProject
PortfolioCustomerPortfolio
ApplicationPortfolio
CustomerAgreement
PortfolioSCMIS
ServicePipeline
RetiredServices
ServiceCatalog
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Financial Managementfor IT Services
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PurposeSecure the appropriate level of funding to design, develop & deliver services that meet the strategy of the organization.
Ensure the service provider does not commit to services that they are not able to provide.
Identify the balance between cost & quality.
Maintain the balance of supply & demand between the provider & their customers.
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ScopeBudgeting
Accounting
Charging
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Business Relationship Management
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PurposeEstablish & maintain a business relationship between the service provider & the customer based on understanding their needs.
Identify customer needs & ensure that the provider is able to meet them even as circumstances change over time.
Assist the business in articulating service value.
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ScopeBusiness outcomes that customers want to achieve.
How services are currently offered including service quality, anticipated changes, who is responsible for the services & what service levels have been agreed.
Technology trends that could impact current services.
Levels of customer satisfaction & how the provider is represented to the customer.
How to optimize services for the future.
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Service Strategy
Service Portfolio Management (SPM)Financial Management for IT Services
Business Relationship Management
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Service DesignService Catalog Management
Service Level Management (SLM)Supplier Management
Availability ManagementInformation Security Management (ISM)
Capacity ManagementIT Service Continuity Management (ITSCM)
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PurposeDesign IT services, together with the governing IT practices, processes & policies, to realize the service providers strategy.
Facilitate the introduction of these services into supported environments ensuring quality service delivery, customer satisfaction & cost-efcient service provision.
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ScopeProvides guidance on the design of appropriate & innovative IT services to meet current & future agreed business requirements.
It is driven by a number of factors, including the functional requirements, service level agreements (SLAs), business benets & overall design constraints.
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The Four Ps54
People
Processes Technology/Products
Partners/Suppliers
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Service DesignPackage (SDP)
Produced for each new IT service, major change or IT service retirement.
Passed from service design to service transition.
Details all aspects of the service & its requirements through all of the subsequent stages of its lifecycle.
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Service Catalog Management
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PurposeProvide & maintain a single source of consistent information on all operational services & those being prepared to be run operationally.
Ensure that it is widely available to those who are authorized to access it.
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ScopeProvide & maintain accurate information on all services that are being transitioned, or have been transitioned, into the live environment.
The services may be listed individually or, more typically, some or all of the services may be presented in the form of service packages.
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Two-viewService Catalog59
Service 1 Service 2 Service 3 Service 4 Service 5
BusinessProcess 1
BusinessProcess 2
BusinessProcess 3
Service A Service B Service C Service D Service E
Business/Customer Service Catalog View
Technical/Supporting Service Catalog View
Links to RelatedInformation
Service Assets/
Conguration Records
Customer-facing Services
Supporting Services
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Service LevelManagement (SLM)
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PurposeEnsure that all current & planned IT services are delivered to agreed achievable targets.
Execute a constant cycle of negotiating, agreeing, monitoring, reporting on & reviewing IT service targets & achievements.
Instigate actions to correct or improve the level of service delivered.
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ScopeSLM should:
Provide a point of regular contact & communication to the customers & business managers of an organization in relation to service levels.Represent the IT service provider to the business & the business to the IT service provider.Manage the expectation & perception of the business, customers & users to ensure that the quality of service delivered by the service provider is matched to those expectations & needs.
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Activities63BusinessProcess 4
56
Service FService EService DService CService BService A
Service Reports
Service Catalog
SLAs
Supplier Management SuppliersSupport Teams
SLAsSLRs
OLAsContracts
Document Standards & Templates
Review &Revise SLAs,
Service Scope & Underpinning Agreements
Collate,Measure &
Improve CustomerSatisfaction
Develop Contacts& Relationships,
Record & ManageComplaints &Compliments
Assist with the Service Catalog &
Maintain Document Templates
Conduct Service Review & Instigate
Improvement within an
Overall SIP
Monitor Service Performance
Against SLA & Produce Service
Reports
Determine,Document & AgreeRequirements for
New ServiceSLRs & Make SLAs
BusinessProcess 1
23
Business Unit A Business Unit B
Service Level Management (SLM)
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Supplier Management
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PurposeObtain value for money from suppliers.
Provide seamless quality of IT service to the business.
Ensure that all contracts & agreements with suppliers support the needs of the business.
Verify that all suppliers meet their contractual commitments.
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ScopeIncludes the management of all suppliers & contracts needed to support the provision of IT services to the business.
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Activities67
Supplier & ContractManagementInformation
System (SCMIS)
Evaluation of NewSuppliers & Contracts
Establish NewSuppliers & Contracts
Supplier & ContractManagement &
Performance
Contract Renewal orTermination
Supplier Categorization &Maintenance of the SCMIS
SupplierStrategy & Policy
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ITIL Overview Version 1 2012 SMME. All rights reserved.ITIL is a registered trade mark of the Cabinet Ofce.
Availability Management
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PurposeEnsure that the level of availability delivered in all IT services meets the agreed needs in a cost-effective & timely manner.
Meet both the current & future availability needs of the business.
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ScopeCommences as soon as the availability requirements for an IT service are clear enough to be articulated.
It is an ongoing process, nishing only when the IT service is decommissioned or retired.
Includes both reactive & proactive activities.
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ExpandedIncident Lifecycle71
Mean Time Between System Incidents (MTBSI) or Reliability
Service Unavailable
Mean Time to Restore Service (MTRS) or Downtime
Detect Diagnose Repair Recover Restore
Service Available
Service Available
ServiceAvailable
ServiceUnavailable
Downtime
Mean Time Between Failures (MTBF) or Uptime
UptimeUptime
Incident Start
Incident Start
Incident Start
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Information Security Management (ISM)
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PurposeAlign IT security with business security.
Ensure that the condentiality, integrity & availability of the organizations assets, information, data & IT services always matches the agreed needs of the business.
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ScopeBe the focal point for all IT security issues.
Ensure that an information security policy is produced, maintained & enforced that covers the use & misuse of all IT systems & services.
Understand the total IT & business security environment.
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Activities75
Report, Review & Reduce Security Breaches & Major
Incidents
Impose & Review Risk Security Controls, Review & Implement Risk Mitigation
Monitor & Manage Security Incidents & Breaches
Communicate, Implement& Enforce Adherence to All
Security Policies
Regularly Assess, Review& Report Security
Risks & Threats
Assess & Categorize Information Assets, Risks &
Vulnerabilities
Security ManagementInformation System (SMIS) InformationSecurity Policy
Security Reports& Information
SecurityControls
Security Risks& Responses
Produce & Maintain an Information Security Policy
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Capacity Management
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PurposeEnsure that the capacity of IT services & infrastructure meets the agreed capacity- & performance-related requirements in a cost-effective & timely manner.
Meet both the current & future capacity & performance needs of the business.
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ScopeBe the focal point for all IT performance & capacity issues.
Consider all resources required to deliver the IT service & plans for short-, medium- & long-term business requirements.
Encompass all areas of technology, both hardware & software.
May also consider human resource capacity.
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Relationships79
Capacity Management Tools
Plan New CapacityComponent Capacity Management (CCM)
Service Capacity Management (SCM)
IT ServiceDesign
SLAsSLRs
Assess, Agree &Document New
Requirements & Capacity
Business Capacity Management
Capacity &Performance Reports
Forecasts
Capacity Plan
Capacity ManagementInformation System
(CMIS)
Service Portfolio
Review CurrentCapacity & Performance
Improve Current Service & Component Capacity
BusinessRequirements
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IT Service Continuity Management (ITSCM)
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PurposeSupport the overall business continuity management (BCM) process.
Ensure that, by managing the risks that could seriously affect IT services, the provider can always meet minimum agreed business continuity-related service levels.
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ScopeFocuses on those events that the business considers signicant enough to be considered a disaster.
Less signicant events will be dealt with as part of the incident management process.
What constitutes a disaster will vary from organization to organization.
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Activities83
Ongoing Operation
Implementation
Requirements & Strategy
Key Activities Policy Setting Specify Terms of Reference & Scope Initiate a Project
Business Impact Analysis (BIA) Risk Assessment IT Service Continuity Strategy
Develop IT Service Continuity Plans Organization Planning Risk Reduction & Recovery Implementation Initial Testing
Education, Awareness & Training Review Testing Change Management
Ongoing Operation
Business Continuity Management (BCM)
Business Continuity Plans (BCPs)
Business Continuity Strategy
IT Service Continuity Management (ITSCM)
Initiation
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Service DesignService Catalog Management
Service Level Management (SLM)Supplier Management
Availability ManagementInformation Security Management (ISM)
Capacity ManagementIT Service Continuity Management (ITSCM)
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Service TransitionService Asset & Conguration Management (SACM)
Change ManagementRelease & Deployment Management
Knowledge Management
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PurposeEnsure that new, modied or retired services meet the expectations of the business as documented in the service strategy & design stages of the lifecycle.
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SMME
ScopeThe development & improvement of capabilities for transitioning new & changed services into supported environments.
Includes release planning, building, testing, evaluation & deployment.
Considers service retirement & transfer of services between service providers.
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ITIL Overview Version 1 2012 SMME. All rights reserved.ITIL is a registered trade mark of the Cabinet Ofce.
Service Asset & Conguration
Management (SACM)
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PurposeEstablish that the assets required to deliver services are properly controlled.
Ensure accurate & reliable information about those assets is available when & where it is needed.
Provide details of how the assets have been congured & the relationships between them.
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ScopeIncludes management of the complete lifecycle of every conguration item (CI).
Ensures that CIs are identied, baselined & maintained & that changes are controlled.
Provides a conguration model of the services & assets by recording CI relationships.
May cover non-IT assets, work products & CIs.
Includes interfaces to internal & external providers.
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Key TermsIT Infrastructure
Conguration Items (CIs)
Attributes
Relationships
Conguration Management Database (CMDB)
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The LogicalConguration Model92
Availability UserExperience
BusinessLogic
Messaging DataServices
WebServices
NetworkTopology
Authentication
e-BankingSupport Service
Application Application Hosting Service
Technical Infrastructure
Service
Core BankingService
ServicePortfolio
Service LevelPackage
Customer
Contract
Supported By Hosted Uses
Serviced By
ITIL Overview Version 1 2012 SMME. All rights reserved.ITIL is a registered trade mark of the Cabinet Ofce.
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CongurationManagement System (CMS)93
CMDB withConguration Records
CMDB withConguration Records
CMDB withConguration Records
Release Records
Change Records
Known Error Records
Problem Records
Service Request Records
Incident Records
Financial Database
Customer Database
HR Database
Data Layer
Discovery, Collection, AuditRecords in the CMS or
Other Parts of the SKMS
External Databases
Information Integration Layer
Knowledge Processing Layer
Presentation Layer
Integrated CMDB
Service Knowledge Management System (SKMS)
Conguration Management System (CMS)
Schema Mapping, Metadata Management, Reconciliation,
Extract, Transform, Mining
SMME
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Change Management
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PurposeControl the lifecycle of all changes.
Enable benecial changes to be made with minimum disruption to IT services.
95
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ScopeThe addition, modication or removal of anything that could have an effect on IT services.
Includes changes to all architectures, processes, tools, metrics & documentation, as well as changes to IT services & other conguration items (CIs).
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Key TermsChange
Request for Change (RFC)
Change Record
97
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Normal Change Lifecycle98
Coordinate Change Implementation
Assess & Evaluate Change
Authorize Change
Plan Updates
Review & Close Change Record
Work Flows
Ready for Evaluation
Ready for Decision
Scheduled
Implemented
Update Information in the CM
S
Review the RFC
Requested
Record the RFCCreate RFC
Change Proposal(Optional)
Work Flows
Authorized
Authorize Change
Proposal
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Change ConsiderationNormal Changes
Change Advisory Board (CAB)
Emergency ChangesEmergency CAB (ECAB)
Standard ChangesPre-authorized
99
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Change AuthorityFormal authorization is obtained for each change from a change authority that may be a role, person or group of people.
The levels of authorization for a particular type of change should be judged by the type, size or risk of the change.
The culture of the organization will inuence the manner in which changes are authorized.
100
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Release & Deployment Management
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PurposePlan, schedule & control the building, testing & deployment of releases.
Deliver new functionality required by the business while protecting the integrity of existing services.
102
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ScopeIncludes the processes, systems & functions to package, build, test & deploy a release into live use.
Establish the service specied in the service design package (SDP).
Formally hand the service over to the service operation functions.
103
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Key TermsRelease
Deployment
104
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Sample Release Policy105Service Release Denition Naming/Numbering Frequency/Occurrence Release Window
E-store Web Service Type A ESWnnn_x 6 Months 01:00 to 02:00 Hours
Type B & C ESWnnn_1.x Monthly Not Holiday Weekends
Emergency ESWnnn_1.1.x As Required Not 1 Oct to 10 Jan
E-store Delivery Service
Type A ESDnnn_x 6 Months 01:00 to 02:00 Hours Service
Type B ESDnnn_1.x Quarterly Highest Level of Authorization Required
Type C ESDnnn_1.1.x Monthly
Authorization Required During Holiday Weekends
Emergency ESDnnn_1.1.1.x As Required
Weekends
Type A Something that impacts the whole system/service.
Type B A release that will impact part of the system, e.g. a single sub-system or sub-service.
Type C Correction to a single function.
Emergency A change required to restore or continue service to ensure the service level agreement (SLA) is maintained.
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Phases of Release & Deployment Management106
Change Management
Auth Auth Auth AuthAuthAuthAuth
Release & Deployment
Planning
ReleaseBuild & Test Deployment
Deployment
Transfer
Retirement
Review &Close
AuthorizeRelease Planning
AuthorizeBuild & Test
AuthorizeCheck-in to DML
AuthorizeDeployment/
Transfer/Retirement
Post ImplementationReview (PIR)
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Knowledge Management
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PurposeShare perspectives, ideas, experience & information.
Ensure that these are available in the right place & at the right time to enable informed decisions.
Improve efciency by reducing the need to rediscover knowledge.
108
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ScopeIncludes oversight of the management of knowledge & the information & data from which that knowledge derives.
A lifecycle-wide process in that it is relevant to all stages & is referenced throughout ITIL.
109
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DIKW Structure110
Information
Knowledge
Wisdom
DataWho, what,
when, where?
How?
Why?
Cont
ext
Understanding
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Relationships111
Service Knowledge Management System (SKMS)
Conguration Management System (CMS)
Conguration Management Database (CMDB)
Support for Service Delivery
Support for Decisions
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Service TransitionService Asset & Conguration Management (SACM)
Change ManagementRelease & Deployment Management
Knowledge Management
SMME
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Service OperationEvent ManagementRequest Fulllment
Incident ManagementProblem Management
Access Management
Service DeskTechnical Management
Application ManagementIT Operations Management
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PurposeCoordinate & carry out the activities & processes required to deliver & manage services at agreed levels to business users & customers.
Responsible for the ongoing management of the technology that is used to deliver & support services.
114
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ScopeIT Services
Service Management Processes
Technology
People
115
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Event Management
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PurposeManage events throughout their lifecycle.
Coordinate activities to detect events, make sense of them & determine the appropriate control action.
Serve as the basis for operational monitoring & control.
117
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ScopeEvent management can be applied to any aspect of service management that needs to be controlled & which can be automated.
118
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EventAny change of state that has signicance for the management of a conguration item (CI) or IT service.
Typically recognized through notications created by an IT service, CI or monitoring tool.
119
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Request Fulllment
SMME
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PurposeResponsible for managing the lifecycle of all service requests from users.
121
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ScopeUltimately, it will be up to each organization to decide & document which service requests it will handle through request fulllment.
There will always be grey areas which prevent generic guidance from being usefully prescribed.
122
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Service RequestA formal request from a user for something to be provided such as information, advice, a standard change or access to an IT service.
Typically includes small change requests that are low risk, frequently performed & low cost.
123
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Incident Management
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PurposeRestore normal service operation as quickly as possible & minimize the adverse impact on business operations.
Ensure the agreed levels of service quality are maintained.
125
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ScopeAny event which disrupts, or which could disrupt, a service.
This includes events which are directly communicated by users, either through the service desk or an interface to tools.
Events which are reported and/or logged by technical staff.
126
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Key TermsIncidents
Timescales
Major Incidents
Incident Models
127
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Sample Priority Coding128
Impact
High Medium Low
High 1 2 3
Medium 2 3 4
Low 3 4 5
Urge
ncy
Priority Code Description Target Resolution Time
1 Critical 1 hour
2 High 8 hours
3 Medium 24 hours
4 Low 48 hours
5 Planning Planned
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Incident Escalation129
Functional (Competency)
Hier
arch
ic (A
utho
rity)
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Activities130
Continued on Next Slide
Incident Prioritization
Incident Categorization
IncidentIdentication
IncidentLogging
Phone Call EmailWeb InterfaceEvent Management
Really anIncident?
Yes
Service Request
ChangeProposalService Portfolio
ManagementRequest
Fulllment
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Activities (Continued)131
Yes ResolutionIdentied?
Investigation & Diagnosis
EscalationNeeded?
No
Hierarchic
Initial Diagnosis
Major Incident?
No
Yes
Functional
Continued from Previous Slide
Major IncidentProcedure
Incident Closure
Resolution & Recovery
End
No
ManagementEscalation
FunctionalEscalation
SMME
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Problem Management
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PurposeManage the lifecycle of all problems from rst identication through further investigation, documentation & eventual removal.
Minimize the adverse impact of incidents & problems on the business that are caused by underlying errors within the IT Infrastructure.
Proactively prevent recurrence of incidents related to these errors.
133
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ScopeThe activities required to diagnose the root cause of incidents & determine their resolution.
Ensure that the resolution is implemented through the appropriate control procedures, especially change & release management.
Maintain information about problems & the appropriate workarounds & resolutions through a strong interface to knowledge management.
134
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Reactive & Proactive Problem Management
Reactive problem management complements incident management activities by focusing on the underlying cause of an incident that has taken place.
Proactive problem management is triggered by activities seeking to improve services such as trend analysis to nd common underlying causes of historical incidents to prevent their recurrence.
135
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Key TermsProblem
Problem Models
Workaround
Known Error
Known Error Database (KEDB)
136
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Activities137
ProblemDetection
ProblemLogging
ProblemCategorization
ProblemPrioritization
Investigation & Diagnosis
Incident Management Proactive Activities Supplier or ContractorEvent ManagementService Desk
CMS
Continued on Next Slide
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Activities (Continued)138
ProblemResolution
Change Needed?
Raise Known Error Record If Required
WorkaroundNeeded?
Major Problem?
No
Yes
No
End
Major Problem Review
Yes
Continued from Previous Slide
ImplementWorkaround
Continual Service Improvement
No
YesIncidentManagement
Raise a Request for Change (RFC)
ChangeManagement
ProblemClosure
Resolved?
Yes
No
SKMS
KEDB
Lessons Learned Review Results Improvement Actions
Communications
SMME
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Access Management
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PurposeTo provide the right for users to be able to use a service or group of services.
The execution of policies & actions dened in information security management.
140
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ScopeCan be initiated by a service request & is usually not executed by a separate function.
Enables the organization to manage the condentiality, availability & integrity of the organizations data & intellectual property.
Ensures that users are given the right to use a service, but it does not ensure that this access is available at all agreed times.
141
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Service Desk
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RolesDeals with a variety of service activities, usually made via telephone calls, web interface or automatically reported infrastructure events.
Should be the single point of contact for IT users on a day-to-day basis.
Can compensate for deciencies elsewhere in the IT organization.
143
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JusticationImproved customer service, perception & satisfaction.
Increased accessibility & communication.
Improved teamwork.
Faster turnaround of customer or user requests.
Reduced negative business impact.
More meaningful management information.
144
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ObjectivesManage incidents & service requests.
Restore normal service to users as quickly as possible.
Do anything that is needed to allow the users to return to working satisfactorily.
145
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Organizational StructuresLocal Service Desk
Centralized Service Desk
Virtual Service Desk
Follow the Sun
Specialized Service Desks
146
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Local Service Desk147Local User Local User Local User
LocalService
Desk
ApplicationManagement
TechnicalManagement
IT OperationsManagement
Third-partySupport
First-line Support
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Centralized Service Desk148Customer Site 1 Customer Site 2 Customer Site 3
CentralizedService
Desk
Second-line Support
ApplicationManagement
TechnicalManagement
IT OperationsManagement
Third-partySupport
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Virtual Service Desk149
VirtualService
Desk
ServiceManagementDatabase(s)
New YorkService
Desk
Customer Site 1 Customer Site 2
AmsterdamService
Desk
Local User Local User
LondonService
Desk
OutsourcedService Desk
SydneyService
Desk
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Follow the SunSome global or international organizations may wish to combine two or more of their geographically dispersed service desks to provide a 24-hour follow-the-sun service.
Calls, incidents, problems & service requests are passed between groups in different time zones.
This can give coverage at relatively low cost as no desk has to work more than a single shift.
150
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Specialized Service DesksIncidents relating to a particular IT service can be routed directly to the specialist group.
This allows faster resolution of these incidents through greater familiarity & specialist training.
Specialist groups should only be considered for a very small number of key services.
Call rates for a service should justify a separate specialist group.
151
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Technical Management
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RolesCustodian of technical knowledge & expertise related to managing the IT infrastructure.
Ensures the knowledge required to design, test, manage & improve services is identied, developed & rened.
Provides actual resources to support the lifecycle.
Ensures resources are trained & deployed to design, build, transition, operate & improve the technology.
153
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ObjectivesHelp plan, implement & maintain a stable technical infrastructure.
Well designed & highly resilient, cost-effective technical topology.
The use of adequate technical skills to maintain the technical infrastructure in optimum condition.
Swift use of technical skills to speedily diagnose & resolve any technical failures that do occur.
154
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Application Management
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RolesCustodian of technical knowledge & expertise related to managing applications.
Ensures the knowledge required to design, test, manage & improve IT services is identied, developed & rened.
It provides actual resources to support the lifecycle.
Ensures resources are trained & deployed to design, build, transition, operate & improve applications.
156
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ObjectivesApplications that are well designed, resilient & cost-effective.
Ensure that the required functionality is available to achieve the required business outcome.
Organize adequate technical skills to maintain operational applications in optimum condition.
Swift use of technical skills to speedily diagnose & resolve any application failures that do occur.
157
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Application Development & Management Teams
These two are being brought together with pressure from the business to be more responsive.
This means that application development should move towards accountability for the successful operation of applications they design.
Application management should move towards greater involvement in the development of applications.
158
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IT Operations Management
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RolesExecute the ongoing activities & procedures required to manage & maintain the IT infrastructure so as to deliver & support IT services at the agreed levels.
These activities include IT operations control & facilities management.
160
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ObjectivesMaintenance of the status quo to achieve stability of the organizations day-to-day processes & activities.
Regular scrutiny & improvements to achieve improved service at reduced costs, while maintaining stability.
Swift application of operational skills to diagnose & resolve any IT operations failures that occur.
161
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Service OperationEvent ManagementRequest Fulllment
Incident ManagementProblem Management
Access Management
Service DeskTechnical Management
Application ManagementIT Operations Management
SMME
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Continual Service Improvement (CSI)
7-Step Improvement
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PurposeAlign IT services with changing business needs by identifying & implementing improvements to IT services that support business processes.
Seek ways to improve service & process effectiveness & efciency.
164
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ScopeThe overall health of IT service management (ITSM) as a discipline.
The continual alignment of the service portfolio with the current & future business needs.
The maturity & capability of the organization, management, processes & people.
Continual improvement of all aspects of the IT services & the assets that support them.
165
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CSI Approach166
Are we there yet?
How do we get there?
Where do we want to be?
Where are we now?
Business Vision,Mission, Goals & Objectives
Baseline Assessments
Measurable Targets
Service & Process Improvement
Measurements & Metrics
What is the vision?
How do we keep the momentum going?
SMME
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7-Step Improvement
SMME
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PurposeDene & manage the steps needed to identify, dene, gather, process, analyze, present & implement improvements.
168
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SMME
ScopeAnalysis of the performance & capabilities of services, processes, partners & technology.
Continual alignment of the service portfolio with current & future business needs.
Advance the maturity of enabling IT processes & make the best use of technology.
Asking whether people are working in appropriate roles & have the required skills.
169
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Activities170
2) Dene What You Will Measure
5) Analyze the Data Relations? Trends? According to Plan? Targets Met? Corrective Action?
7) Implement Improvement
4) Process the Data Frequency? Format? System? Accuracy?
6) Present & Use Information Assessment Summary Action Plans
3) Gather the Data Who? How? When? Integrity of Data?
1) Identify the Strategy Vision Business Need Strategy Tactical Goals Operational Goals
Data
InformationKnowledge
Wisdom
PlanAct
DoCheck
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Continual Service Improvement (CSI)
7-Step Improvement
SMME
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Technology & Architecture
SMME
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An Integrated ITSM ToolsetSelf-helpWorkow or Process EngineeringIntegrated Conguration Management System (CMS)Discovery/Deployment/Licensing TechnologyRemote Control
Diagnostic UtilitiesReportingDashboardsIntegration with Business Service Management
173
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Tool Evaluation Process174
Select Product
Rank the Products
Short Listing
Selection Criteria
Identify Products
Scoring
Evaluate Products
Requirements
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Technology & Architecture
SMME
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Course Evaluation
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