8/3/2019 Itil Foundations 1503
1/65
1
2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ITIL Foundations
May 14, 2007
July 13, 2006 2007 Hewlett-Packard Development Company, L.P.HP Self-Maintainer (U.S. Only) 2
Introduction
8/3/2019 Itil Foundations 1503
2/65
2
20 07 Hewlett-Packard Development Company, L.P. 3
IT is the business.
IT is the business
and
The business is IT
20 07 Hewlett-Packard Development Company, L.P. 4
W hat is IT Service Management (ITSM)?
The management of IT services to support one or morebusiness areas.
ITSM is based on the IT Infrastructure Library (ITIL)
A standard set of published materials used worldwide
The IT Infrastructure Library (ITIL) defines best practice
processes.
8/3/2019 Itil Foundations 1503
3/65
3
20 07 Hewlett-Packard Development Company, L.P. 5
Key objectives of Service Management
Align IT services with the current and future needs of thebusiness and its customers
Improve the quality of IT services delivered
Reduce the long-term costs of provisioning services
20 07 Hewlett-Packard Development Company, L.P. 6
W hat is a Service?
Definition: Work done for others as an occupation orbusiness (American Heritage Dictionary)
Historical Example: Roman Aqueducts
8/3/2019 Itil Foundations 1503
4/65
4
20 07 Hewlett-Packard Development Company, L.P. 7
Roman Aqueducts
20 07 Hewlett-Packard Development Company, L.P. 8
W hat is an IT Service?
A set of related functions provided by IT systems in support ofone or more business areas
This service can be made up of hardware, software andcommunication components, but is perceived as aself-contained, coherent entity
8/3/2019 Itil Foundations 1503
5/65
5
20 07 Hewlett-Packard Development Company, L.P. 9
W hat is a Service Culture?
Recognition that the IT exists to further the business aims ofthe customers of its services.
A willingness to go that extra step to satisfy customer needs.
An understanding of the customers perspective
Achieving a Service Culture depends on:
Senior Management support A good understanding of why IT Services are being provided
An understanding of the impact on the business of poor service
Clear targets to aim for, and from which to progress
20 07 Hewlett-Packard Development Company, L.P. 10
The Four Ps
IT Service Management (ITSM) is all about the efficient,effective and economical use of:
People
Customers, Users & IT Staff
Processes
ITIL Service Support Operational
Service Delivery Tactical
Products
Tools and Technology
Partners
Vendors and Suppliers
8/3/2019 Itil Foundations 1503
6/65
6
20 07 Hewlett-Packard Development Company, L.P. 11
Continuous Improvement - ITSM
The adoption of ITSM disciplines and processes will facilitatea continuous improvement in the quality of IT services.
It is aimed at achieving and maintaining best value while
remaining in line with changing business requirements.
20 07 Hewlett-Packard Development Company, L.P. 12
Continuous Improvement ITSMA process-led approach
Where do wewant to be?
Where are wenow?
How do we getwhere we want?
How do we knowwe have arrived?
Metrics
Process Change
Assessments
Vision andBusiness objectives
8/3/2019 Itil Foundations 1503
7/65
7
20 07 Hewlett-Packard Development Company, L.P. 13
Quality Improvement
The customer is the most important part of theproduction line.
It is not enough to have satisfied customers, theprofit comes from returning customers and those whopraise your product or service to friends andacquaintances.
The key to quality is to reduce variance.
Managers should learn to take responsibi lity andprovide leadership.
Improve constantly. Institute a vigorous program of education andself-improvement.
Dr. Edwin Deming
1900-1993
20 07 Hewlett-Packard Development Company, L.P. 14
Quality Improvement Deming Cycle
Quality management is the responsibility of everyone working in the organizationproviding the service.
Every employee has to be aware of how their contribution to the organization affectsthe quality of the work provided by their colleagues, and eventually the servicesprovided by the organization as a whole.
Quality management also means continuously looking for opportunities to improvethe organization and implementing quali ty improvement activities.
Plan What needs to be done
Do Planned activities are implemented
Check Did the activities provided theexpected result
Act Adjust plans based on informationgathered while checking
8/3/2019 Itil Foundations 1503
8/65
8
20 07 Hewlett-Packard Development Company, L.P. 15
ITIL Best Practice A W orking Definition
Best Practice is a set of guidelines based on the bestexperiences of the most qualified and experienced professionalsin a particular field.
Best Practice is based on:
More than one person
More than one organization
More than one technology
More than one event
20 07 Hewlett-Packard Development Company, L.P. 16
Service Management
The
BusIn
ess
The
Technol
ogy
The
Business
Perspective
ICT
Infrastructure
ManagementServiceDelivery
Planning to Implement Service Management
ApplicationsManagement
ServiceSupport
Security
Management
IT Infrastructure Library (ITIL)
8/3/2019 Itil Foundations 1503
9/65
9
20 07 Hewlett-Packard Development Company, L.P. 17
Core ITSM Components
Service Level Management
Capacity Management
Availabil ity Management
Financial Management
Service Continuity Management
Incident Management
Problem Management
Service Desk
Configuration Management
Release Management
Service Management
Service Delivery
Service Support
Change Management
20 07 Hewlett-Packard Development Company, L.P. 18
Service Management
Capacity
Configuration
Problem
Change
Release
Incident
Financial
ServiceLevel
ServiceContinuity
ServiceDesk
Availability
8/3/2019 Itil Foundations 1503
10/65
10
2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ITIL Foundations Service Support
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Service Desk
8/3/2019 Itil Foundations 1503
11/65
11
20 07 Hewlett-Packard Development Company, L.P. 21
Mission of Service Desk
To act as the SPOC between the User and IT ServiceProvider.
To handle Incidents and Requests, and provide an interfacefor other activities such as Change, Problem, Configuration,Release, Service Level and IT Service ContinuityManagement.
20 07 Hewlett-Packard Development Company, L.P. 22
Objectives of Service Desk
To be the single point of contact for all ITcustomers/ users
To restore service whenever possible
To maximize service availability
To manage all incidents to a closure
8/3/2019 Itil Foundations 1503
12/65
12
20 07 Hewlett-Packard Development Company, L.P. 23
Service Desk Diagram
EscalationManagement
Tracking
&
Communication
Service DeskProcesses
Request Mgmt
Incident Report
Customer Liaison
Change Mgmt
Service DeskStructures
Local
Central
Virtual
Service DeskTechnologies
Serv Desk System
Commun. System
Self-Service
Staff
Management
Staffing Levels
Managing TurnoverWorkload Mgmt
Education &Training
Soft Skills
Mgmt Skills
Serv Desk Ops
Customer Service
20 07 Hewlett-Packard Development Company, L.P. 24
Service Desk Implementation Target effectiveness metrics (KPIs) e.g.:
% first time fix
Number of incidents correctly categorized at initial logging
Number of hardware faults reported
Selecting the correct structure:
Local Service Desk
Central Service Desk
Virtual Service Desk
Follow the sun
Data Center
Business Users
Where does the Service Desk go?
8/3/2019 Itil Foundations 1503
13/65
13
20 07 Hewlett-Packard Development Company, L.P. 25
Local Service Desks
Designed to support local business needs
Support is usually in the same location as the business it issupporting
Practical for smaller organizations
Data Center
Business Users
Business UsersLocal Service Desk
Local Service Desk
20 07 Hewlett-Packard Development Company, L.P. 26
Central Service Desk
Designed to support multiple locations
The desk is in a central location whilst the business isdistributed
Ideal for larger organization as:
Reduces operational costs
Consolidates management overview
Improves resources usage
Could provide secondary support to local desks
Data Center
Business Users
Business UsersCentral
Service Desk
8/3/2019 Itil Foundations 1503
14/65
14
20 07 Hewlett-Packard Development Company, L.P. 27
Virtual Service Desk
Location of SD analysts is invisible to the customers
May include some element of home working
Common processes and procedures should exist singleincident log
Common agreed language for data entry
Data Center
Business Users
Business Users
VirtualService Desk
20 07 Hewlett-Packard Development Company, L.P. 28
Follow the Sun Option
Not a type of Service Desk but an option usually applied totwo or more Central Service Desks for global operations
W here Service Desk support switches between two or moredesks to provide 24 hr global cover.
Telephony switching needed
Multilingual staff usually required
Local conditions and cultural issues need to be considered
Clear escalation channels needed
Supports the Virtual Service Desk.
8/3/2019 Itil Foundations 1503
15/65
15
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Incident M anagement
20 07 Hewlett-Packard Development Company, L.P. 30
Mission of Incident Management
To restore normal service operation as quickly as possible
with minimum disruption to the business
8/3/2019 Itil Foundations 1503
16/65
16
20 07 Hewlett-Packard Development Company, L.P. 31
Incident Management
Incident Management is a reactive task , i .e. reducing or
eliminating the effects of actual or potential disturbances inIT services, thus ensuring that users can get back to work
as soon as possible.
20 07 Hewlett-Packard Development Company, L.P. 32
Objectives of Incident Management
To ensure the best use of resources to support the business
To maintain meaningful records
To deal with incidents consistently
Tracking &Communication
KnownErrorDatabase
Incident Detection & Recording
Investigation & Diagnosis
Resolution & Recovery
Initial Support
Classification
Incident Closure
Activities performed by Serv Desk
Activities performed by IT
8/3/2019 Itil Foundations 1503
17/65
17
20 07 Hewlett-Packard Development Company, L.P. 33
The scope of Incident Management?
The scope of incident management is very wide, and can includeanything affecting customer service, for example:
Hardware failure
Software error
Network faults
Information request
How do I?
Request for equipment moves
Password re-set, changes
New starters
Request for consumables
Service extension requests
Performance issues
20 07 Hewlett-Packard Development Company, L.P. 34
Incident Determination (1 of 3)
Service
RequestProcedure
Incident
Management
is it anIncident?
EVENTS
LOG
8/3/2019 Itil Foundations 1503
18/65
18
20 07 Hewlett-Packard Development Company, L.P. 35
Definition an Incident
An incident is any event that is not part of the standard
operation of a service and that causes, or may cause, an
interruption to, or a r eduction in, the quality of that
service
20 07 Hewlett-Packard Development Company, L.P. 36
Incident Determination (2 of 3)
Service
RequestProcedure
Incident
Management
is it anIncident?
I want to movemy PC
How do I get this toPrint
LOG
8/3/2019 Itil Foundations 1503
19/65
19
20 07 Hewlett-Packard Development Company, L.P. 37
W hat is a Service Request?
A request from a user for support, delivery, information,
advice or documentation, not being a fa i lure in the ITinfrastructure.
If a Service is requested that is not for a defined standard
service, and it alters the state of the infrastructure, then ittriggers a Request For Change (RFC).
An RFC is not handled by Incident Management but isdealt with formally by Change Management.
20 07 Hewlett-Packard Development Company, L.P. 38
Incident Determination (3 of 3)
Service
RequestProcedure
Incident
Management
is it anIncident?
My PC wontwork
I cant send thise-mail
LOG
8/3/2019 Itil Foundations 1503
20/65
20
20 07 Hewlett-Packard Development Company, L.P. 39
Definition a Problem
A problem is the unk now n under ly ing cause of one
or more incidents
Problems are the responsibility of Problem Management
20 07 Hewlett-Packard Development Company, L.P. 40
Definition a Known Error
A known error is an incident or problem for which the
root cause is known and for which a temporaryworkaround or permanent alternative has been identified.
It remains a known error unless it is permanently fixed by a
change.
Known Errors are the responsibility of Problem Management
8/3/2019 Itil Foundations 1503
21/65
21
20 07 Hewlett-Packard Development Company, L.P. 41
IncidentManagement
ProblemManagement
ChangeManagement
Incidents keep happeningIncidents never evolve into a problem.
Root cause determined
FaultyCIidentified
Problem >Known Error
Work-around developed
Change effected
RFC
produced
Relationships among Incidents, Problems,Known Errors and Changes
20 07 Hewlett-Packard Development Company, L.P. 42
Impact + Urgency = PriorityImpact
Affect on the business
Defined in the SLA
Urgency
Speed needed to resolve incident
Extent it can bear delay
Priority
Sequence of dealing with events Determined by impact, urgency and effort
Not assigned by the user
Decided outside the Service Desk
8/3/2019 Itil Foundations 1503
22/65
22
20 07 Hewlett-Packard Development Company, L.P. 43
Service Desk / First Line Responsibilities
Incident registration
Initial support and classification
Resolution and recovery of incidents if possible
Escalation of incidents to support groups if necessary
Ownership, monitoring, tracking and communication
Review and closure of incidents
Incident Detection & Recording
Initial Support
Classification
Investigation & Diagnosis
Resolution & Recovery
Incident Closure
20 07 Hewlett-Packard Development Company, L.P. 44
Second Line Support Staff Responsibilities
Handling escalated incidents and service requests
Incident investigation and diagnosis
The resolution and recovery of assigned Incidents.
Further escalation if needed
Detection of possible Problems and the assignment of themto the Problem Management team
Incident Detection & Recording
Initial Support
Classification
Investigation & Diagnosis
Resolution & Recovery
Incident Closure
8/3/2019 Itil Foundations 1503
23/65
23
20 07 Hewlett-Packard Development Company, L.P. 45
Escalation
If an incident cannot be resolved by first-line support withinthe agreed time, then more expertise or authority will have tobe involved.
Functional Escalation (horizontal) - Functional escalationmeans involving personnel with more specialist skills, time oraccess privileges (technical authority) to solve the incident.
Hierar chical Escala tion (horizonta l) - hierarchicalescalation means involving a higher level of organizationalauthority, when it appears that the current level of authority isinsufficient to ensure that the incident will be resolved in timeand/ or satisfactorily.
20 07 Hewlett-Packard Development Company, L.P. 46
Critical Success Factors
Successful Incident Management requires:
An up-to-date CMDB to help estimate the impact and urgencyof incidents.
A knowledge base, for example an up-to-dateproblem/ known error database to assist with recognizing
incidents, and what solutions and workarounds are available.
An adequate automated system for recording, tracking and
monitoring incidents. Close ties with Service Level Management to ensure
appropriate priorities and resolution times.
8/3/2019 Itil Foundations 1503
24/65
24
20 07 Hewlett-Packard Development Company, L.P. 47
Core ITSM Components
Service Level Management
Capacity Management
Availabil ity Management
Financial Management
Service Continuity Management
Incident Management
Problem Management
Service Desk
Configuration Management
Release Management
Service Management
Service Delivery
Service Support
Change Management
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Prob lem M anagement
8/3/2019 Itil Foundations 1503
25/65
25
20 07 Hewlett-Packard Development Company, L.P. 49
Mission of Problem Management
To minimize the adverse effect on the business of Incidents andProblems caused by errors in the infrastructure, and toproactively prevent the occurrence of Incidents, Problems, andErrors
Problem Control
Error Control
Proactive Problem Mgmt
Management Info
- Problem ID and Record- Problem Classification- Investigate & Diagnosis
- Error ID and Record- Error Assessment- Error Resolution Record- Error Resolution Monitoring- Error Closure
- Trend Analysis- Targeting Preventative Actions- Major Problem Reviews
Known
ErrorDatabase
20 07 Hewlett-Packard Development Company, L.P. 50
Scope of Problem Management
IT problems that affect IT services
Recurring Incidents/ Problems
Pro-active Problem Management
Major incidents, if required
Maintaining relationships with third party suppliers
8/3/2019 Itil Foundations 1503
26/65
26
20 07 Hewlett-Packard Development Company, L.P. 51
Objectives of Problem Management
To ensure that problems are identified and resolved
To prevent problem & incident occurrence and recurrence
To reduce the overall number of IT incidents
To minimize the impact of problems and incidents
To ensure that the right level and number of resources areresolving specific problems
To ensure that vendors comply with their contracts
Problem Control Error Control Proactive Problem Mgmt Management Reporting
20 07 Hewlett-Packard Development Company, L.P. 52
Problem Management Responsibilities
Problem Management must ensure:
Data is properly recorded
Data is regularly inspected and maintained
Known Errors are recorded in a suitable Database
Support staff are educated to capture and recordhigh-quality data
8/3/2019 Itil Foundations 1503
27/65
27
20 07 Hewlett-Packard Development Company, L.P. 53
Incident Mgmt vs Problem Mgmt
Incident Management
Restores agreed levels of services
Aims to resolve an incident quickly, by whatever meanspossible, including a workaround
Problem Management
Diagnoses the root cause of incidents
Identifies a permanent solution
May take longer than Incident Management
Problem Management assists Incident Management byproviding info about problems, known errors, workaroundsand temporary fixes.
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ConfigurationManagement
8/3/2019 Itil Foundations 1503
28/65
28
20 07 Hewlett-Packard Development Company, L.P. 55
Objectives of Configuration Management
Identify and record infrastructure information
Control information in the CMDB
Leads to improved service quality (indirectly)
Supports license management
Ensure infrastructure information is up to date
A basis for Service Management processes
Information about the status of the infrastructure
Management information
20 07 Hewlett-Packard Development Company, L.P. 56
Configuration Management Key Definitions Configuration
Anything that needs to becontrolled
Configuration Item (CI)
A component within aconfiguration
A configuration in its own right
CI Type
e.g. software products,business systems, systemsoftware, etc.
Attribute
Describes a CI
Relationships
Primary
Parent/ child (part of)
Secondary
Connected to
User of
Lifecycle
Stages in the life of a CI
8/3/2019 Itil Foundations 1503
29/65
29
20 07 Hewlett-Packard Development Company, L.P. 57
Configuration Management Database(CMDB)
Stores details of :
CIs
Attribute
Relationships
Events
The core of an integrated service management tool
= information bank for all other ITIL processes
CMDB
CapacitySLAs
IT Servi ceContinuity
Availability
Finance
Changes Incidents
People
Locations
Assets
Releases
Documents
Licences
20 07 Hewlett-Packard Development Company, L.P. 58
Naming Conventions/ Critical Factors
Unique
Clearly visible
Consistent with the organization
Copy and version numbers
Plan for growth
The critical factor for successful Configuration Management isthat information in the database is up-to-date.
8/3/2019 Itil Foundations 1503
30/65
8/3/2019 Itil Foundations 1503
31/65
31
20 07 Hewlett-Packard Development Company, L.P. 61
Scope of Change Management
Covers areas including:
Hardware
Environment and facilities
Software
Live
Under development
Documentation and procedures
Organization and people
20 07 Hewlett-Packard Development Company, L.P. 62
Objectives of Change Management
Manage the process of:
Requesting changes
Assessing changes
Authorizing changes
Implementing changes
Prevent unauthorized changes
Minimize disruption
Ensure proper research and relevant input
Coordinate build, test and implementation
8/3/2019 Itil Foundations 1503
32/65
8/3/2019 Itil Foundations 1503
33/65
33
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Release M anagement
20 07 Hewlett-Packard Development Company, L.P. 66
Release Management
Release Management aims to ensure the quali ty of theproduction environment by using formal procedures.
Release Management is concerned with implementation,unlike Change Management, which is concerned withthe complete change process and focuses on risk.
Release Management works closely with ConfigurationManagement and Change Management to ensure thatthe common CMDB is updated with every release.
8/3/2019 Itil Foundations 1503
34/65
34
20 07 Hewlett-Packard Development Company, L.P. 67
Release Management Activities (1 of 2)
Release Planning Developing a plan for each release
Agree and schedule with Change Manager
Develop or Procure
Designing, Building and Configuring Releases
Process for assembling CIs for release
CIs are under ConfigurationManagement control
Testing and Release Acceptance
Installation procedures System functionality
20 07 Hewlett-Packard Development Company, L.P. 68
Release Management Activities (2 of 2)
Rollout Planning
Builds onto the release plan
Exact implementation actions
Communication, Preparation, and Training
W hen and how releases will be rolled out
How they will be affected
Progress of changes
Distribution and installation
Moving the release to the
target environment
Deploying the release
8/3/2019 Itil Foundations 1503
35/65
35
20 07 Hewlett-Packard Development Company, L.P. 69
Elements
CMDB
Build Distribute
ImplementTest
DSLDHS
The CMDB should be updated and referred
to throughout the Release Mgmt process.
20 07 Hewlett-Packard Development Company, L.P. 70
Service Support Processes - Review
Configuration
Management
CMDBChange
Management
Service Desk
ProblemManagement
ReleaseManagement
IncidentManagement
8/3/2019 Itil Foundations 1503
36/65
36
2007 Hewlett-Packard Development Company, L.P. 71
End of Part I
2004 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ITIL Foundations Service Delivery
8/3/2019 Itil Foundations 1503
37/65
37
20 07 Hewlett-Packard Development Company, L.P. 73
Service Delivery Processes
Service LevelManagement
FinancialManagement
Service Continuity
Management
AvailabilityManagement
CapacityManagement
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Service LevelManagement
8/3/2019 Itil Foundations 1503
38/65
38
20 07 Hewlett-Packard Development Company, L.P. 75
Scope of Service Level Management
Three sets of relationships Customer and IT
Internal departments within IT
IT and external suppliers
Operational Level Agreements
Internal Organisations
Service Level Agreement
Service A
IT Infrastructure
Underpinning Contracts
External Organisations
Service B Service C
Customer
20 07 Hewlett-Packard Development Company, L.P. 76
Objectives of Service Level Management
To catalog IT services
To quantify IT services
To define internal and external service targets
To achieve agreed service targets
Ongoing improvement of service levels (SIP)
To review agreements and contracts Catalog Services
Draft Service Levels
Negotiate & Agree
Monitor, Report & Review
Service Improvement Program
8/3/2019 Itil Foundations 1503
39/65
39
20 07 Hewlett-Packard Development Company, L.P. 77
Estab lish The Process
Planning
Implementation
Imp lement SLAs
Catalogue Services
SLRs
Review UCs & OLAs
Draft
Negotiate
Agree
Ma nag e the Ongoing Process
Monitor
Report
Review
Perio dic Review s
Review SLAs
Review SLM Process
IterativeProcess
The Service Level Management Process
20 07 Hewlett-Packard Development Company, L.P. 78
Service Level Management Definitions
SLA (Service Level Agreement)
Is between the customer and IT
W ritten in business language (clear & unambiguous)
OLA (Operating Level Agreement)
Is between IT and i ts own internal IT departments
W ritten in technical language (clear & unambiguous)
Underpinning Contract
Is between IT and 3rd
party suppliers W ritten in legal language
8/3/2019 Itil Foundations 1503
40/65
40
20 07 Hewlett-Packard Development Company, L.P. 79
W hat is in a SLA?
Service scope and description
Service hours
Measures of availabili ty and reliabili ty
Support details who to contact, when, how
Respond and fix times
Deliverables and time scales
Change approval and implementation
20 07 Hewlett-Packard Development Company, L.P. 80
W hat is in a SLA?
Reference to IT Service Continuity plan
Signatories
Responsibili ties of both parties
Reporting
Review process
Glossary of terms
Note: Availability should always be measured from
the customers perspective.
8/3/2019 Itil Foundations 1503
41/65
41
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
AvailabilityManagement
20 07 Hewlett-Packard Development Company, L.P. 82
Objectives of Availability Management
Designing IT services for availability
Measuring and monitoring the key areas
Optimize the availabi lity of the infrastructure
Reducing incident frequency and duration
Corrective action for downtime
The Availability Plan
Balancing Availability and Cost
Design
Monitor
Optimize
Corrective Action
8/3/2019 Itil Foundations 1503
42/65
42
20 07 Hewlett-Packard Development Company, L.P. 83
Key Concepts
Availability (%)
Reliability (Time)
Maintainability
Serviceability
Security
20 07 Hewlett-Packard Development Company, L.P. 84
Availability
Proportion of agreed service hours a customer can access aservice
Measured from the customers perspective
Expressed as a percentage
(AST DT)AST
x 100Availability =
8/3/2019 Itil Foundations 1503
43/65
43
20 07 Hewlett-Packard Development Company, L.P. 85
Reliability
The prevention of failure
The ability to keep services and components operable
Reliabili ty is calculated using statistics
20 07 Hewlett-Packard Development Company, L.P. 86
Maintainability, Serviceability, and Security
Maintainability
Preventative maintenance
Restoration and repair times, Mean Time To Repair (MTTR)
Serviceability
The support for which external suppliers can be contracted toprovide parts of the IT infrastructure
Security
Confidentiality, Integrity and Availability to authorized personnelonly
8/3/2019 Itil Foundations 1503
44/65
44
20 07 Hewlett-Packard Development Company, L.P. 87
Incident RecoverDiagnosis
RepairDetection
Incident
Restore
MTBF Mean Time
Between Failures or Uptime
Recovery time
Repair time
ResponseTime
Detection
Time
MTBSI Mean Time Between System Incidents
MTTR - Mean Time To Repair or downtime
Expanded Incident Lifecycle
20 07 Hewlett-Packard Development Company, L.P. 88
Users
IT Services
Internal Suppliersand Maintainers
IT Systems
External Suppliersand Maintainers
SLA
Underpinning ContractsOLA
Availability
ServiceabilityReliabilityMaintainability
Service Agreements
8/3/2019 Itil Foundations 1503
45/65
45
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Capacity Management
20 07 Hewlett-Packard Development Company, L.P. 90
Mission of Capacity Management
To ensure best use of the appropriate IT Infrastructure to
cost effectively meet business needs and matching IT
resources to deliver these services at the agreed levelscurrently and in the future
Good capacity management eliminates panic buying at
the last minute, or buying the biggest box possible and
crossing your fingers.
8/3/2019 Itil Foundations 1503
46/65
46
20 07 Hewlett-Packard Development Company, L.P. 91
Objectives of Capacity Management
Optimal performance of the current infrastructure
Understanding how the infrastructure is being used and howit will be used
Assessing new technology
Building capacity for new services
Forecasting and planning infrastructure requirements forongoing IT Service Delivery
20 07 Hewlett-Packard Development Company, L.P. 92
Capacity Management Strategy
Incidents
CommonPractice
OptimumCapacity
LevelActualGrowth
In Demand
8/3/2019 Itil Foundations 1503
47/65
47
20 07 Hewlett-Packard Development Company, L.P. 93
Three areas of responsibility
Business Capacity Management (BCM)
understand future business needs
plan and implement sufficient capacity to support services
Service Capacity Management (SCM)
understand IT services, resource usage and variations
ensure that SLA targets can be met
Resource Capacity Management (RCM)
understand the utilization of all component parts of the IT
infrastructure optimize use of the current hardware and software
resources
20 07 Hewlett-Packard Development Company, L.P. 94
Demand Management
Reactive and Proactive Capacity Management
Managing demand where capacity is limited
Resources allocated by business priority
Influence user behavior
Increased or reduced charges for specific resources or times
8:00 10:00 12:00 14:00 16:00 18:00
Utilization
Optimum utilization
Prior to Demand Management
After Demand Management
8/3/2019 Itil Foundations 1503
48/65
48
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
IT Service ContinuityManagement
20 07 Hewlett-Packard Development Company, L.P. 96
IT Service Continuity
A disaster is much more serious than an Incident. A disasteris a business interruption.
That means that all or part of the business is not in businessfollowing a disaster.
The IT Service Continuity Management process emphasizesprevention, i.e. avoiding disasters.
8/3/2019 Itil Foundations 1503
49/65
49
20 07 Hewlett-Packard Development Company, L.P. 97
Objectives of IT Service ContinuityManagement
Reduce the vulnerabili ty of the organization
Reduce identified risks
Plan for recovery of business processes
To involve 3rd parties to mitigate risk
Reduce the threat of potential disasters
To prevent loss of Investor confidence
20 07 Hewlett-Packard Development Company, L.P. 98
Business and IT Responsibilities
Business Continuity
Business Processes
Facilities
Business Staff
Strategy for BusinessContinuity
IT Continuity
IT Services
Systems
Technical Staff
Strategy for IT Continuity
8/3/2019 Itil Foundations 1503
50/65
50
20 07 Hewlett-Packard Development Company, L.P. 99
Possible Risks
Damage and denial of access Loss of critical support services
Failure of critical suppliers
Human error
Technical error
Fraud, sabotage, extortion, espionage
Viruses or other security breaches
Industrial action
Natural disasters
20 07 Hewlett-Packard Development Company, L.P. 100
Business Impact Analysis (BIA)
Purpose:
Identify key IT services
Determine the effect of unavailabi lity
Investigate the time before the effects are felt
Assess minimum recovery requirements
Document with the business
Impact scenarios
8/3/2019 Itil Foundations 1503
51/65
51
20 07 Hewlett-Packard Development Company, L.P. 101
Service Continuity Strategy
W hich services will we plan for?
W hat recovery and preventative options are available?
W hat are the costs of each?
W hich services take priority in recovery?
20 07 Hewlett-Packard Development Company, L.P. 102
Standby Arrangement
Options
Do nothing
Manual workarounds
Reciprocal arrangements
Fortress Approach
Insurance
Immediate recovery hot standby (72 hrs)
8/3/2019 Itil Foundations 1503
52/65
52
20 07 Hewlett-Packard Development Company, L.P. 103
The IT Service Continuity Plan
A working document detailing all processes and procedures
Under stringent Change Management
Detailing individual and team responsibi lities
Off-site storage essential
200 5 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Financial M anagementfor IT Services
8/3/2019 Itil Foundations 1503
53/65
53
20 07 Hewlett-Packard Development Company, L.P. 105
Mission of Financial Management
To provide cost effective stewardship of the IT assets and
the financial resources used in providing IT services
ITIL was developed to structure the management of the ITinfrastructure to promote the efficient and economic use of ITresources.
One of the objectives was to stimulate cost awareness
of customers to promote the wise use of IT resources in theperspective of business goals.
20 07 Hewlett-Packard Development Company, L.P. 106
Scope of Financial Management
Budgeting (mandatory)
Forecasting, control and monitoring of expenditure
IT Accounting (mandatory)
Enables IT to account for where money is spent on running thedepartment and providing services
Charging (optional)
Billing customers for services
8/3/2019 Itil Foundations 1503
54/65
54
20 07 Hewlett-Packard Development Company, L.P. 107
Objectives of Financial Management
To account for running IT
To facili tate accurate budgeting
As a basis for business decisions
Balancing cost, capacity and SLRs
To recover costs where required (Charging)
20 07 Hewlett-Packard Development Company, L.P. 108
Cost Elements
Security services, IT Service Continuityservices, outsourcing services
External Services
Internal charges from other cost centres withinthe organisation
Transfer
Offices, power, lighting, water, storage,secure areas
Accommodation
Recruitment, employment costs, benefits, cars,relocation costs, expenses, training
People
Operating systems, applications software,utilities
Software
Servers, storage, workstations, laptops, PDAs,printers, networks
Hardware
Cost ElementsMajor type
8/3/2019 Itil Foundations 1503
55/65
55
20 07 Hewlett-Packard Development Company, L.P. 109
Cost Model
TransferExternal ServiceAccommodationPeopleSoftwareHardware
Cost elements
Indirect CostsDirect Costs
20 07 Hewlett-Packard Development Company, L.P. 110
Benefits of Charging
Improved cost consciousness
Better utilization of resources
Allows comparisons
Differential Charging
Demand management
Recover IT costs in an equitable manner, according toIT demands
Allowing users to influence usage/ charges
Raise revenue
8/3/2019 Itil Foundations 1503
56/65
56
20 07 Hewlett-Packard Development Company, L.P. 111
Problems of Charging
Cost of implementing and running charging system
Allocation of running costs to customers
Negative reaction to IT costs and charges due to increasedvisibility
Perception of poor value for money
Failure to differentiate between internal and external money
Failure to make equivalent comparisons
200 4 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
ITIL CertificationOverview
8/3/2019 Itil Foundations 1503
57/65
57
20 07 Hewlett-Packard Development Company, L.P. 113
ITIL Certification & Training
IT Service M anag ement is mad e up of two areas:
Service Support
Change M anagement
Configuration M gmt
Release M anagement
Incident M anagement
Problem M anag ement
Service Desk
Service Delivery
Service Level M gmt
Financial M anagement
Ca pacity Ma nagement
Availab ility M anag ement
IT Service Continuity
M anagement
20 07 Hewlett-Packard Development Company, L.P. 114
ITIL Certification & Training
The ITIL Foundation Certification covers both Service Support and Service Deliveryas an overview of ITIL.
Service Support
Change M anagement
Configuration M gmt
Release M anagement
Incident M anagement
Problem M anag ement
Service Desk
Service Delivery
Service Level M gmt
Financial M anagement
Ca pacity Ma nagement
Availab ility M anag ement
IT Service ContinuityM anagement
Foundation Level Training
8/3/2019 Itil Foundations 1503
58/65
58
20 07 Hewlett-Packard Development Company, L.P. 115
ITIL Certification & Training
The ITIL Service M anag er Certifica tion co vers bo th Service Support and ServiceDelivery at a very deep and comprehensive level.
Service Support
Change M anagement
Configuration M gmt
Release M anagement
Incident M anagement
Problem M anag ement
Service Desk
Service Delivery
Service Level M gmt
Financial M anagement
Ca pacity Ma nagement
Availab ility M anag ement
IT Service Continuity
M anagement
Service Manager Training
20 07 Hewlett-Packard Development Company, L.P. 116
ITIL Certification & Training
The ITIL Practitioner Certification is a new certificatio n level. The ITIL ServiceM anager training has been divided into four independent Practitioner certifications:
Release and ControlChange M anagement
Configuration Mgmt
Release Ma nagement
Agree and DefineService Level M gmt
Financial Management
Practitioner Training
Support and RestoreIncident M anagement
Problem M anagement
Service Desk
Plan and ImproveCapa city Management
Availability Management
IT Service Co ntinuity M gmt
8/3/2019 Itil Foundations 1503
59/65
59
20 07 Hewlett-Packard Development Company, L.P. 117
ITIL Certification & Training
The ITIL Certification Roadmap looks like this now:
Releaseand
ControlPractitioner
Certification(4 independentcertifications 1 exam each)
Supportand
Restore
Agreeand
Define
Planand
Improve
ServiceSupport
ServiceDelivery
ServiceManager
Certification
(2 ExamsRequired)
FoundationCertification OR
20 07 Hewlett-Packard Development Company, L.P. 118
ITIL Certification & Training
Some individuals choo se to pursue their certification like this:
Releaseand
Control
PractitionerCertification
Supportand
Restore
Agreeand
Define
Planand
Improve
ServiceSupport
ServiceDelivery
ServiceManager
Certification
FoundationCertification
N ote: Practitioner Certification is not a prerequisite to the Service M anager Certifica tion.Foundations C ertifica tion is the only p rerequisite for either Practitioner or Service M anag erCertification.
8/3/2019 Itil Foundations 1503
60/65
60
20 07 Hewlett-Packard Development Company, L.P. 119
ITIL/ IT Service Management
Roadmap to Success
20 07 Hewlett-Packard Development Company, L.P. 120
Approaching Improvement with ITIL
Greatness is largely a matter of conscious choice.
8/3/2019 Itil Foundations 1503
61/65
61
20 07 Hewlett-Packard Development Company, L.P. 121
Approaching Improvement with ITIL
Before w e begin w alk ing the roadm ap:
There must be a clear business justification for an ITSMimplementation.
Making business processes more efficient and effective is ajustification example.
All improvements must deliver benefits to the business,otherwise there is no business case.
ITSM can make a difference to your entire organization.
20 07 Hewlett-Packard Development Company, L.P. 122
ITSM Roadmap
Successful deployments of IT Service Management followthe following path:
Learn
Evaluate
Align
Integrate
8/3/2019 Itil Foundations 1503
62/65
62
20 07 Hewlett-Packard Development Company, L.P. 123
Step 1: Learn
Senior management commitment
Resources
Budget
Establishing a vision
Training and communicating toemployees about ITIL and the strategy for
the organization
Creating a sense of urgency
20 07 Hewlett-Packard Development Company, L.P. 124
Step 2: Evaluate
Evaluate what IT is doing today IT Baseline
Defining what are the services IT providestoday?
Processes
Best Practices Functions
Linkages
All good to great companies begin their path to greatness byconfronting the brutal facts of their current reality.
Jim Collins Good to Great
8/3/2019 Itil Foundations 1503
63/65
63
20 07 Hewlett-Packard Development Company, L.P. 125
Step 2: Evaluate
Identifying how large is the gap between thecurrent role and the required role of IT:
Are the right processes and procedures in placeto achieve our goals?
Do we have the right skill sets in place forsuccess?
Do we have the right technology to support thebusiness?
Do we need to change how we work and act
within our culture? How do we become more service oriented to
the business?
20 07 Hewlett-Packard Development Company, L.P. 126
Step 3: Align
Understanding the business, its stakeholdersand its environment.
Having the business understand what IT iscapable of.
Determine how IT impacts the business.
8/3/2019 Itil Foundations 1503
64/65
64
20 07 Hewlett-Packard Development Company, L.P. 127
Step 4: Integrate
Enact process changes in areas that make sense.
Implement and change tools to support theprocessesnot the other way around.
Eliminate services that have no value to the business.
Recommend, prioritize and establish agreements
with the business that are based on businessimportance, effort, cost and results.
Communicate, communicate, communicate
20 07 Hewlett-Packard Development Company, L.P. 128
ITSM Lifecycle
Needs Design Build Integrate Manage Evolve
Software / Tools
Implementation &Transformation
Education
Transformational Operational
HPEffort/$s
Time
Customer
Operational ITSM
8/3/2019 Itil Foundations 1503
65/65
20 07 Hewlett-Packard Development Company, L.P. 129
Thank you!
Top Related