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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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This material is in English and Spanish
• English content appears on odd-numbered pages
• Spanish content appears on even-numbered pages
ITIL® Foundation Certificatein IT Service Management
Training CourseParticipant Material
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2) Content which has been either excerpted from or based on one or more of the following
AXELOS ITIL publications: Service Strategy (ISBN 9780113313044), Service Design (ISBN
9780113313051), Service Transition (ISBN 9780113313068), Service Operation (ISBN
9780113313075), Continual Service Improvement (ISBN 9780113313082). Copyright ©
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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Este material está en inglés y español
• Contenido en inglés aparece en páginas nones
• Contenido en español aparece en páginas pares
Certificado en Fundamentos de ITIL®en Gestión del Servicio de TI
Curso de EntrenamientoMaterial del Participante
Legal Notice
ITIL® is a registered trade mark of AXELOS Limited
The Swirl logo™ is a trade mark of AXELOS Limited
The ITIL Accredited Training Organization logo is a trade mark of AXELOS Limited
This training material is composed of two types of content:
1) Content created by Global Lynx. Where applicable, this content is identified by the framed
caption “Slide content from GL” in the lower left corner of each slide and by the framed caption
“Notes content from GL” in the lower left corner of each slide’s notes section.
2) Content which has been either excerpted from or based on one or more of the following
AXELOS ITIL publications: Service Strategy (ISBN 9780113313044), Service Design (ISBN
9780113313051), Service Transition (ISBN 9780113313068), Service Operation (ISBN
9780113313075), Continual Service Improvement (ISBN 9780113313082). Copyright ©
AXELOS Limited 2011. Reproduced under licence from AXELOS. Where applicable, this
content is identified by the framed caption “Slide content from AXELOS” in the lower left corner
of each slide and by the framed caption “Notes content from AXELOS” in the lower left corner
of each slide’s notes section.
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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January 2014
In compliance with AXELOS’ ITIL® Foundation Certificate in IT Service Management Syllabus
v5.5.
Global Lynx, Inc
The information contained in this material is subject to change without prior notice.
Global Lynx, Inc does not provide any warranty on this training material, nor is it responsible for
any errors contained therein or for direct or indirect damages caused thereof.
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part is prohibited.
© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.
ITIL® Foundation Certificatein IT Service Management
Training Course
Participant Material
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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Enero 2014
Conforme al Temario de AXELOS para el Certificado en Fundamentos de ITIL® en Gestión del
Servicio de TI v5.5.
Global Lynx, Inc
La información contenida en este material está sujeta a cambios sin previo aviso.
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Certificado en Fundamentos de ITIL®en Gestión del Servicio de TI
Curso de Entrenamiento
Material del Participante
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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Contents
Overall Course Objective ………………………………………………………….
Class Considerations ……………………………………………………………..
Participant Introduction and Expectations ………………………………………
Specific Course Objective ………………………………………………………..
Audience ……………………………………………………………………………
Study Tips ………………………………………………………………………….
Class Schedule …………………………………………………………………….
Reference Literature ………………………………………………………………
Unit Contents ………………………………………………………………………
Preamble - ITIL Processes and Functions …………………………………….
1 - Industry Best Practices ……………………………………………………….
2 - Service Management as a Practice …………………………………………
3 - Service Strategy ……………………………………………………………..
4 - Service Design ………………………………………………………………
5 - Service Transition ……………………………………………………………
6 - Service Operation ……………………………………………………………
7 - Continual Service Improvement ……………………………………………
8 - Competence and Training ………………………………………………….
9 - Exam Description ……………………………………………………………
10 - Review, Evaluation and Examination ……………………………………
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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Contenido
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Objetivo General del Curso ……………………………………….………………
Consideraciones de la Clase ………………………………………..……………
Presentación y Expectativas del Participante …………………………..………
Objetivo Específico del Curso …………………………………………………….
Audiencia ……………………………………………………………………………
Consejos para el Estudio …………………………………………………………
Agenda de Clases …………………………………………………………………
Literatura de Referencia ………………………………………………………….
Contenido de Unidades ……………………………………………………………
Preámbulo - Procesos y Funciones de ITIL ……………………………………
1 - Mejores Prácticas de la Industria ……………………………………………
2 - La Gestión del Servicio como una Práctica ………………………………..
3 - Estrategia del Servicio ………………………………………………………
4 - Diseño del Servicio ………………………………………………………….
5 - Transición del Servicio ……………………………………………………..
6 - Operación del Servicio ……………………………………………………..
7 - Mejora Continua del Servicio ………………………………………………
8 - Competencia y Capacitación ………………………………………………..
9 - Descripción del Examen …………………………………………………….
10 - Revisión, Evaluación y Examen …………………………………………..
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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The objectives of this learning unit is that the participant understands the following key concepts:
● Service
● Internal and External Customers
● Internal and External Services
● Service Management
● IT Service Management
● Stakeholders in Service Management
● Processes and Functions
● The Process Model and the Characteristics of Processes
● Integration of Service Management Processes through Service Automation
● Structure of the ITIL Service Lifecycle
● Why ITIL is Successful
● ITIL Roles
● The RACI Model
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El objetivo de esta unidad es que el participante comprenda los siguientes conceptos clave:
● Servicio
● Clientes Internos y Externos
● Servicios Internos y Externos
● Gestión del Servicio
● Gestión del Servicio de TI
● Stakeholders en la Gestión del Servicio
● Procesos y Funciones
● El Modelo de Procesos y las Características de los Procesos
● Integración de los Procesos de Gestión del Servicio a través de la Automatización del
Servicio
● Estructura del Ciclo de Vida del Servicio de ITIL
● Porqué ITIL Tiene Éxito
● Roles de ITIL
● El Modelo RACI
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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An IT service is made up of a combination of information technology, people and processes.
Services facilitate outcomes by enhancing the performance of associated tasks and reducing the
effect of constraints. While some services enhance performance of tasks, others have a more
direct impact – they perform the task itself. This general definition of service may also be seen
as a generic pattern applied to a wide range of specific services. Patterns are useful for
managing complexity, costs, flexibility and variety.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Un servicio de TI se compone de una combinación de tecnología de información, gente y
procesos. Los servicios facilitan los resultados mejorando el desempeño de las tareas
asociadas y reduciendo el efecto de las restricciones. Mientras que algunos servicios mejoran el
desempeño de las tareas, otros tienen un impacto más directo – realizan la tarea misma. Esta
definición general de servicio también puede verse como un patrón genérico aplicado a una
amplia gama de servicios específicos. Los patrones son útiles para gestionar la complejidad, los
costos, la flexibilidad y la variedad.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Services can be classified as:
● Core services
- Deliver the basic outcomes desired by one or more customers. Represent the value that the customer wants and for which they are willing to pay.
- Anchor the value proposition for the customer and provide the basis for their continued utilization and satisfaction.
● Enabling services
- Are needed in order for a core service to be delivered.
- May or may not be visible to the customer, but the customer does not perceive them as services in their own right.
- Are ‘basic factors’ which enable the customer to receive the ‘real’ (core) service.
● Enhancing services
- Are added to a core service to make it more exciting or enticing to the customer.
- Are not essential to the delivery of a core service, and are added to a core service as ‘excitement’ factors, which will encourage customers to use the core service more.
Examples of core, enabling and enhancing services
Core service Enabling service Enhancing service
IT services (office automation)
Word processing Download and installation of updates
Document publication to professional printer for high-quality brochure
IT services (benefits tracking)
Employees of a company can monitor the status of their
benefits (such as health insurance and retirement
accounts).
A portal that provides a user-friendly front-end access to the benefits
tracking service.
Customers can create and manage a fitness or weight-loss programme. Customers who show progress in their programme are awarded a discount on their premiums.
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Los servicios pueden clasificarse como:
● Servicios centrales
- Entregan los resultados básicos deseados por uno o más clientes. Representan el valor que el cliente quiere y por el cual está dispuesto a pagar.
- Anclan la propuesta de valor para el cliente y proveen la base para su utilización y satisfacción continua.
● Servicios habilitadores
- Son necesarios para que se entregue un servicio central.
- Pueden o no ser visibles para el cliente, pero el cliente no los percibe como servicios por sí mismos.
- Son ‘factores básicos’ que permiten que el cliente reciba el servicio ‘real’ (central).
● Servicios de mejora
- Se agregan a un servicio central para hacerlo más fascinante o tentador para el cliente.
- No son esenciales para la entrega de un servicio central, y se agregan a un servicio central como factores de ‘entusiasmo’, que motivarán a los clientes a usar más el servicio central.
Ejemplos de servicios centrales, habilitadores y de mejora
Servicio central Servicio habilitador Servicio de mejora
Servicios de TI (automatización de
oficinas)
Procesamiento de texto Descarga e instalación de actualizaciones
Publicación de documento a impresora profesional para folleto de alta calidad
Servicios de TI (rastreo de beneficios)
Los empleados de una compañía pueden monitorear
el estado de sus beneficios (tales como seguro de salud y
cuentas de retiro).
Un portal que provee un acceso amigable
para el usuario al servicio de rastreo de
beneficios.
Los clientes pueden crear y gestionar un programa de entrenamiento o pérdida de peso. Los clientes que muestran progreso en su programa obtienen un descuento en sus primas.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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There are three main types of service provider:
● Type I – internal service provider: An internal service provider that is embedded within a business unit. There may be several Type I service providers within an organization.
● Type II – shared services unit: An internal service provider that provides shared IT services to more than one business unit.
● Type III – external service provider: A service provider that provides IT services to external customers.
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Existen tres tipos principales de prestador de servicios:
● Tipo I – prestador de servicios internos: Un prestador de servicios internos que está inmerso dentro de una unidad de negocio. Puede haber varios prestadores de servicios del Tipo I dentro de una organización.
● Tipo II – unidad de servicios compartidos: Un prestador de servicios internos que provee servicios compartidos de TI a más de una unidad de negocio.
● Tipo III – prestador de servicios externos: Un prestador de servicios que provee servicios de TI a clientes externos.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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The term outcome is used to refer to intended results, as well as to actual results. An outcome-
based definition of service moves IT organizations beyond business-IT alignment towards
business-IT integration. Customer outcomes become the ultimate concern of business
relationship managers instead of the gathering of requirements, which is necessary but not
sufficient. Requirements are generated for internal coordination and control only after customer
outcomes are well understood.
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El término resultado se usa para referirse a resultados pretendidos, así como a resultados
reales. Una definición del servicio basada en resultados lleva a las organizaciones de TI más
allá de la alineación del negocio-TI hacia la integración del negocio-TI. Los resultados del cliente
se vuelven el interés primordial de los gestores de la relación con el negocio en vez de la
recolección de requerimientos, la cual es necesaria pero no suficiente. Sólo se generan
requerimientos para la coordinación y el control internos después de que los resultados del
cliente se comprenden bien.
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Services are designed to enable business activities, which in turn achieve business outcomes.
Every time a business activity is performed, it generates demand for services. Customer assets
perform business activities, and this activity will tend to be performed in patterns. These patterns
of business activity (PBA) represent the dynamics of the business and include interactions with
customers, suppliers, partners and other stakeholders. Once a PBA has been identified, a PBA
profile should be drawn up and details about the PBA documented, including:
● Classification: Type of PBA, user or automated, type and impact of outcomes supported
and of workload supported.
● Attributes: Such as frequency, volume, location and duration.
● Requirements: Such as performance, security, availability, privacy, latency or tolerance
for delays.
● Service asset requirements: What resources it uses, when and how much of each
resource.
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Los servicios están diseñados para habilitar actividades del negocio, que a cambio logran
resultados del negocio. Cada vez que se realiza una actividad del negocio, ésta genera
demanda de los servicios. Los activos del cliente realizan actividades del negocio, y esta
actividad tenderá a realizarse en patrones. Estos patrones de actividad del negocio (PBA)
representan las dinámicas del negocio e incluyen interacciones con clientes, proveedores,
socios y oros stakeholders. Una vez que un PBA ha sido identificado, debería prepararse un
perfil de PBA y documentarse detalles sobre el PBA, incluyendo:
● Clasificación: Tipo de PBA, de usuario o automatizado, tipo e impacto de resultados
soportados y de carga de trabajo soportada.
● Atributos: Tales como frecuencia, volumen, ubicación y duración.
● Requerimientos: Tales como desempeño, seguridad, disponibilidad, privacidad, latencia
o tolerancia a los retrasos.
● Requerimientos de activos del servicio: Qué recursos usa, cuándo y cuánto de cada
recurso.
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The customer of an IT service provider is the person or group who defines and agrees the
service level targets. Users are distinct from customers, as some customers do not use the IT
service directly. External customers are also organizations that are separate legal entities, that
purchase services from the service provider in terms of a legally binding contract or agreement.
Both internal and external customers must be provided with the agreed level of service, with the
same levels of customer service. Customers, whether internal or external, are the reason a
service provider exists.
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El cliente de un prestador de servicios de TI es la persona o grupo que define y acuerda los
objetivos de nivel de servicio. Los usuarios son distintos a los clientes, ya que algunos clientes
no usan el servicio de TI directamente. Los clientes externos también pueden ser
organizaciones que son entidades legales separadas, que compran servicios del prestador de
servicios en términos de un contrato o acuerdo legal. Tanto los clientes internos como los
externos deben ser provistos con el nivel de servicio acordado, con los mismos niveles de
servicio al cliente. Los clientes, ya sea internos o externos, son la razón por la que existe un
prestador de servicios.
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Internal IT organizations are not the only providers of external services to customers.
Outsourcers, internet service providers and cloud service providers are all examples of
organizations that are in the business of providing external services – and the technology
departments providing these services are business units, supported by internal IT service
providers.
Internal services support an internal activity.
External services achieve business outcomes.
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Las organizaciones internas de TI no son sólo prestadores de servicios externos para los
clientes. Los subcontratistas, los prestadores de servicios internos y los prestadores de
servicios remotos son todos ejemplos de organizaciones que están en el negocio de proveer
servicios externos – y los departamentos de tecnología que proporcionan estos servicios son
unidades de negocio, soportadas por prestadores de servicios de TI internos.
Los servicios internos soportan una actividad interna.
Los servicios externos logran los resultados del negocio.
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Service management is more than just a set of capabilities. It is also a professional practice
supported by an extensive body of knowledge, experience and skills. The more mature a service
provider’s capabilities are, the greater is their ability to consistently produce quality services that
meet the needs of the customer in a timely and cost-effective manner. The act of transforming
capabilities and resources into valuable services is at the core of service management. Without
these capabilities, a service organization is merely a bundle of resources that by itself has
relatively low intrinsic value for customers.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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La gestión del servicio es más que sólo un conjunto de capacidades. Es también una práctica
profesional soportada por un cuerpo extenso de conocimiento, experiencia y habilidades. Entre
más maduras sean las capacidades del prestador de servicios, mayor es su habilidad de
producir consistentemente servicios de calidad que cubran las necesidades del cliente de
manera oportuna y rentable. El acto de transformar capacidades y recursos en servicios
valiosos está en el centro de la gestión del servicio. Sin estas capacidades, una organización de
servicios es meramente un conjunto de recursos que por sí mismo tiene relativamente poco
valor intrínseco para los clientes.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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IT service management (ITSM) is performed by IT service providers through an appropriate mix
of people, processes and information technology. ITSM must be carried out effectively and
efficiently. A good relationship between an IT service provider and its customers relies on the
customer receiving an IT service that meets its needs, at an acceptable level of performance
and at a cost that the customer can afford.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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La gestión del servicio de TI (ITSM) se realiza por los prestadores de servicios de TI a través de
una mezcla apropiada de gente, procesos y tecnología de información. La ITSM debe llevarse a
cabo eficaz y eficientemente. Una buena relación entre un prestador de servicios de TI y sus
clientes radica en que el cliente reciba un servicio de TI que cubra sus necesidades, a un nivel
aceptable de desempeño y a un costo que el cliente pueda pagar.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Within the service provider organization there are many different stakeholders including the
functions, groups and teams that deliver the services. There are also many stakeholders
external to the service provider organization:
- Customers – Those who buy goods or services.
- Users – Those who use the service on a day-to-day basis.
- Suppliers – Third parties responsible for supplying goods or services.
Examples of Stakeholders:
- Organizations
- Service providers
- Customers
- Consumers
- Users
- Partners
- Employees
- Shareholders
- Owners
- Suppliers
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Dentro de la organización del prestador de servicios hay muchos stakeholders diferentes
incluyendo las funciones, grupos y equipos que entregan los servicios. Hay también muchos
stakeholders externos a la organización del prestador de servicios:
- Clientes – Aquéllos quienes compran bienes o servicios.
- Usuarios – Aquéllos quienes usan el servicio diariamente.
- Proveedores – Terceras partes responsables de proveer bienes y servicios.
Ejemplos de Stakeholders:
- Organizaciones
- Prestadores de servicios
- Clientes
- Consumidores
- Usuarios
- Socios
- Empleados
- Shareholders
- Dueños
- Proveedores
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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A process takes one or more defined inputs and turns them into defined outputs. Processes
define actions, dependencies and sequence, and are organized around a set of objectives. Well-
defined processes can improve productivity within and across organizations and functions. A
process may include any of the roles, responsibilities, tools and management controls required
to deliver the outputs reliably. A process may define policies, standards, guidelines, activities
and work instructions if they are needed.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Los procesos definen acciones, dependencias y secuencia, y están organizados alrededor de
un conjunto de objetivos. Los procesos bien definidos pueden mejorar la productividad dentro y
a lo largo de las organizaciones y funciones. Un proceso puede incluir cualquiera de los roles,
responsabilidades, herramientas y controles de gestión requeridos para entregar las salidas
confiablemente. Un proceso puede definir políticas, normas, lineamientos, actividades e
instrucciones de trabajo si se requieren.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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In larger organizations, a function may be broken out and performed by several departments,
teams and groups, or it may be embodied within a single organizational unit.
In smaller organizations, one person or group can perform multiple functions.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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En organizaciones más grandes, una función puede desglosarse y realizarse por varios
departamentos, equipos y grupos, o puede incluirse dentro de una sola unidad organizacional.
En organizaciones más pequeñas, una persona o grupo puede realizar múltiples funciones.
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Processes, once defined, should be documented and controlled. Once under control, they can
be repeated and managed. Process measurement and metrics can be built into the process to
control and improve the process as illustrated in the figure above. Process analysis, results and
metrics should be incorporated in regular management reports and process improvements.
Process characteristics include:
- Measurability – Processes can be measured in a relevant manner. They are
performance-driven.
- Specific results – Processes exist to deliver a specific result. This result must be
individually identifiable and countable.
- Customers – Processes deliver their primary results to a customer or stakeholder.
- Responsiveness to specific triggers – Processes should be traceable to a
specific trigger.
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Los procesos, una vez definidos, deberían documentarse y controlarse. Una vez bajo control,
pueden repetirse y gestionarse. La medición y las métricas del proceso pueden agregarse al
proceso para controlar y mejorar el proceso como se ilustra en la figura de arriba. El análisis, los
resultados y las métricas del proceso deberían ser incorporados en reportes regulares de
gestión y mejoras del proceso.
Las características de los procesos incluyen:
- Son medibles – Los procesos pueden medirse de manera relevante. Están
orientados al desempeño.
- Resultados específicos – Los procesos existen para entregar un resultado
específico. Este resultado debe ser identificable y contable individualmente.
- Clientes – Los procesos entregan sus resultados primarios a un cliente o
stakeholder.
- Sensibilidad a disparadores específicos – Los procesos deberían ser rastreables
a un disparador específico.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Automation can have particularly significant impact on the performance of service assets such
as management, organization, people, process, knowledge and information.
Automation may offer advantages in many areas of opportunity, including the following:
● The capacity of automated resources can be more easily adjusted in response to variations
in demand volumes.
● Automated resources can handle capacity with fewer restrictions on time of access.
● Automated systems present a good basis for measuring and improving service processes
by holding constant the factor of human resources.
● Many optimization problems such as scheduling, routeing and allocation of resources
require computing power that is beyond the capacity of human agents.
● Automation is a means for capturing the knowledge required for a service process. It
reduces the depreciation of knowledge when employees move within the organization or
permanently leave.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names of third parties which are owned by their respective owners.© Copyright 2014 Global Lynx, Inc. All Rights Reserved unless otherwise stated.This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
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La automatización puede tener un impacto particularmente importante en el desempeño de
activos del servicio tales como la gestión, la organización, la gente, los procesos, el
conocimiento y la información.
La automatización puede ofrecer ventajas en muchas áreas de oportunidad, incluyendo las
siguientes:
● La capacidad de los recursos automatizados puede ajustarse más fácilmente en respuesta
a variaciones en los volúmenes de demanda.
● Los recursos automatizados pueden manejar la capacidad con menos restricciones en el
tiempo de acceso.
● Los sistemas automatizados presentan una buena base para medir y mejorar los procesos
del servicio manteniendo constante el factor de recursos humanos.
● Muchos problemas de optimización tales como la programación, el enrutamiento y la
asignación de los recursos requieren poder de cómputo que va más allá de la capacidad de
los agentes humanos.
● La automatización es un medio de capturar el conocimiento requerido para un proceso del
servicio. Reduce la depreciación del conocimiento cuando los empleados se mueven
dentro de la organización o se van permanentemente.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Service Strategy: Focuses on the identification of market opportunities for which services could
be developed in order to meet a requirement on the part of internal or external customers. The
output is a strategy for the design implementation maintenance and continual improvement of
the service as an organizational capability and a strategic asset. Key areas are Service Portfolio
Management and Financial Management.
Service Design: Focuses on the activities that take place in order to develop the strategy into a
design document which addresses all aspects of the proposed service, as well as the processes
intended to support it. Key areas are Availability Management, Capacity Management,
Continuity Management and Security Management.
Service Transition: Focuses on the implementation of the output of the service design activities
and the creation of a production service or modification of an existing service. Key areas are
Change Management, Release Management, Configuration Management and Service
Knowledge Management.
Service Operation: Focuses on the activities required to operate the services and maintain their
functionality as defined in the Service Level Agreements with the customers. Key areas are
Incident Management, Problem Management, Event Management and Request Fulfilment.
Continual Service Improvement: Focuses on the ability to deliver continual improvement to the
quality of the services that the IT organization delivers to the business. Key areas are Service
Reporting, Service Measurement and Service Level Management.
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Estrategia del Servicio: Se enfoca en la identificación de oportunidades de mercado para los
cuales el servicio puede ser desarrollado para cumplir requerimientos en la parte de clientes
internos o externos. El resultado es una estrategia para el diseño, implementación,
mantenimiento y mejora continua del servicio como una capacidad de la organización y un
activo estratégico. Áreas clave son Gestión del Portafolio de Servicios y Gestión Financiera.
Diseño del Servicio: Se enfoca en las actividades que tienen lugar para desarrollar la
estrategia dentro del documento de diseño el cual dirige todos los aspectos del servicio
propuesto, así como también los procesos diseñados para soportarlo. Áreas claves son Gestión
de la Disponibilidad, Gestión de la Capacidad, Gestión de la Continuidad y Gestión de la
Seguridad.
Transición del Servicio: Se enfoca en la implementación de los resultados de las actividades
de diseño del servicio y en la creación de un servicio de producción o modificaciones de un
servicio existente. Áreas claves son Gestión de Cambios, Gestión de Liberaciones, Gestión del
Servicio y Configuraciones y Gestión del Conocimiento del Servicio.
Operación del Servicio: Se enfoca en las actividades requeridas para operar los servicios y
mantener su funcionalidad como fue definido en los Acuerdos de Nivel de Servicio con los
clientes. Áreas claves son Gestión de Incidentes, Gestión de Problemas, Gestión de Eventos y
Cumplimiento de Solicitudes.
Mejora Continua del Servicio: Se enfoca en la capacidad para entregar una mejora continua
en la calidad de los servicios que la organización de TI entrega al negocio. Áreas clave son
Reportes de Servicio, Medición del Servicio y Gestión del Nivel de Servicio.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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ITIL provides guidance to service providers on the provision of quality IT services, and on the
processes, functions and other capabilities needed to support them. ITIL is used by many
hundreds of organizations around the world and offers best-practice guidance to all types of
organization that provide services. ITIL is not a standard that has to be followed; it is guidance
that should be read and understood, and used to create value for the service provider and its
customers. Organizations are encouraged to adopt ITIL best practices and to adapt them to work
in their specific environments in ways that meet their needs.
The ITIL framework is based on the five stages of the service lifecycle as shown in the figure
above, with a core publication providing best-practice guidance for each stage. This guidance
includes key principles, required processes and activities, organization and roles, technology,
associated challenges, critical success factors and risks.
Each stage of the lifecycle exerts influence on the others and relies on them for inputs and
feedback. In this way, a constant set of checks and balances throughout the service lifecycle
ensures that as business demand changes with business need, the services can adapt and
respond effectively.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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ITIL provee orientación a los prestadores de servicios sobre la prestación de servicios de TI de
calidad, y sobre los procesos, funciones y otras capacidades necesarias para soportarlos. ITIL
es usado por varios cientos de organizaciones en todo el mundo y ofrece orientación de mejores
prácticas a todos los tipos de organizaciones que prestan servicios. ITIL no es una norma que
deba seguirse; es una guía que debería leerse y entenderse, y usarse para generar valor para
el prestador de servicios y sus clientes. Se invita a las organizaciones a adoptar las mejores
prácticas de ITIL y adaptarlas para trabajar en sus ambientes específicos en formas que cubran
sus necesidades.
El marco de ITIL está basado en las cinco etapas del ciclo de vida del servicio como se muestra
en la figura de arriba, con una publicación central que proporciona orientación de mejores
prácticas para cada etapa. Esta orientación incluye principios clave, procesos y actividades
requeridos, organización y roles, tecnología, y retos, factores críticos de éxito y riesgos
asociados.
Cada etapa del ciclo de vida ejerce influencia sobre las demás y se apoya en ellas para recibir
entradas y retroalimentación. De este modo, un conjunto constante de verificaciones y balances
a lo largo de todo el ciclo de vida del servicio asegura que conforme cambie la demanda del
negocio con la necesidad del negocio, los servicios se puedan adaptar y responder de manera
eficaz.
ITIL® Foundation Certificate in IT Service ManagementTraining Course – Participant Material
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Please refer to the exercise section in the Participant Material.
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Favor de referirse a la sección de ejercicios en el Material del Participante.
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