ITIL 2011 eBook New1

ITIL 2011 FOUNDATION CERTIFICATION COURSE

ITIL is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries. "The Swirl logo is a Trade Mark of The Cabinet Office ".

ITIL 2011 Foundation Course Objectives 2

At the end of the course, you should be able to

Discuss the ITIL 2011 qualification scheme

Explain the practice of Service Management

Describe Service Lifecycle

Identify key principles and models of ITIL 2011

Define generic concepts in ITIL 2011

Discuss the processes, roles and functions in ITIL 2011

Summarise the use of technology with ITIL 2011

Successfully clear your ITIL 2011 foundation exam.

2

ITIL 2011 Foundation Course Agenda 3

Module 1: Introduction to Service Management Lifecycle Principles of Service Management, Processes, The ITIL Service Lifecycle Module 2: Service Strategy Concepts and Models, Processes Module 3: Service Design Concepts and Models, Key Principles, Processes Module 4: Service Transition Concepts and Models, Key Principles, Processes Module 5: Service Operations Concepts and Models, Key Principles, Processes and Functions Module 6: Continual Service Improvement Concepts and Models, Key Principles, Processes Module 7 : Summary and Exam Preparation Review of Key Concepts and Practice Exam

3

Module 1 4

Introduction

To Service

Management

Lifecycle

4

Lesson 1.0: What is ITIL ? 5 What is ITIL ?

A set of publications for good practices in IT service Management.

Why ITIL ? Focuses on descriptive guidance on IT Service Management thats

easily adapted. Emphasizes Quality Management approach, standards

ITIL goals Consistent, comprehensive, hygienic set of Best-Practice guidance

Platform independent discussion of processes Common Language, Standardized vocabulary Flexible framework, adaptable to different IT environments.

5

Lesson 1.1: ITIL 2011 Components

6

6

Lesson 1.2: ITIL Core Publications

7

Each lifecycle phase of ITIL 2011 Core is represented by a Volume in the Library

1. Service Strategy 2. Service Design 3. Service Transition 4. Service Operation 5. Continual Service Improvement

7

Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System 8

Lifecycle Modules Service Strategy

Service Design

Service Transition

Service Operation Continual Service Improvement

Capability Modules Operational Support and Analysis (OSA)

Planning Protection & Optimization (PPO)

Release Control and Validation (RCV)

Service Offerings & Agreements (SOA)

http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp 8

Lesson 1.4: ITIL 2011 Foundation Exam Format

9

Type

Online, Multiple choice, 40 questions. The questions are selected from

the full ITIL Foundation in IT Service Management examination

question bank.

Duration

Maximum 60 minutes. Candidates sitting the examination in a language

other than their native language have a maximum of 75 minutes

Supervised

Yes

Open Book

No

Pass Score

65% (26 out of 40)

Where ?

AEC Authorized Examination Centers

9

10

Lesson 2.0: Principles of IT Service Management Lesson objectives At the end of this lesson, you should be able to: Explain the concept of good practice Define the concepts of service, Service Management, Functions, Roles &Processes, and

RACI The role of IT Governance across the Service

Lifecycle

Lesson 2.1: ITIL is presented as Good Practice. What are good Practices? 11

Good Practices are generally commoditized, generally accepted, proven effective ways of

doing things which were previously considered best practices of the pioneering

organizations.

Successful Innovations applied diligently become Best Practices

Best practice accepted and adopted by others become common, Good Practices

Good Practices are Commoditized, generally accepted principles, or regulatory requirements

11

Lesson 2.2: Why Choose Good practices over Proprietary ones? 12

Good Practices, Public Standards and frameworks

Wide Community Distribution Public Training and Certification

Proprietary knowledge

Difficult to adopt

Difficult to replicate and transfer

Hard to document

Valid in Different applications

Highly customized

Peer Reviewed

Specific to business needs Used by different parties

Hard to adapt or reuse

Free and publicly available

Labor market skills easy to find

Owners expect compensation

12

Lesson 2.3: What is a Service? 13

A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.

Costs and Risks are transferred to service provider. Customers focus on outcomes versus means.

Customer

Service Provider Transfer costs and Risks

Takes on Costs and Risks Retains focus and accountability for

Responsible for the means of achieving outcomes

outcomes

3

Lesson 2.4: What is a Service Management? 14

Business Outcomes

Value

Customer Assets

Performance

Services

Capabilities

Resources

Service Assets

A5

Management

Financial Capital

A4

Organization

Infrastructure

Capabilities Resources

A3 Processes Applications A2 Knowledge Information A1

People

14

Lesson 2.5: Process, Functions and Roles 15

Process

- A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them

into defined outputs. A process may include roles,

responsibilities, tools and management controls required

to deliver the outputs

15

Lesson 2.6: A Basic Process 16

Data, Information and Knowledge

Process

Suppliers Activity 1

Activity 2

Service Control & Quality Trigger

Desired Outcome

Customer

Activity 3

16

Lesson 2.7: Process Characteristics 17

It is measurable

It delivers specific result

Primary result are delivered to customers or stakeholders

It responds to specific events (triggers)

17

Lesson 2.8: Functions 18

Function

- A team or group of people and the tools they use to carry

out one or more processes or activities

18

Lesson 2.10: Service Management Roles : Service Owner 20

Service Owner :

The person who is accountable for the delivery of a specific IT Service. They are responsible for continual improvement and management of change affecting Services

under their care. Example: The owner of the Payroll Service

Responsibilities: To act as prime Customer contact for all Service related enquiries and issues

To ensure that the ongoing Service delivery and support meet agreed Customer

requirements

To identify opportunities for Service Improvements, discuss with the customer

and to initiate changes for improvements if appropriate.

To liaise with the appropriate Process Owners throughout the Service

Management lifecycle

To solicit required data, statistics and reports for analysis and to facilitate effective

Service monitoring and performance

20

Lesson 2.11: Service Management Roles : Process Owner 21

Process Owner : The person responsible for ensuring that the process is fit for the desired

purpose and is accountable for the outputs of that process. Example: The

owner for the Availability Management Process

Responsibilities: Assisting with process design

Documenting the process

Make sure the process is being performed as documented

Making sure process meetings it aims

Monitoring and improving the process over time

21

Lesson 2.12: Connecting with Processes and Functions: RACI 22

RACI is an acronym for the four main roles of:

Responsible - the person or people responsible for getting the job done Accountable - only one person can be accountable for each task Consulted - the people who are consulted and whose opinions are sought Informed - the people who are kept up-to-date on progress.

Activities

Service Process Security owner Owner Manager

IT Chief Process Head Architect Manager

Create a framework for defining IT services

C

C

C

A/R

C

I

Build an IT service catalogue

C

A/R

I

C

I

I

Define SLA for critical IT services

A

R

C

R

C

I

Monitor and report SL performance

I

A/R

I

I

I

R

Review SLAs, OLAs and UCs

A

R

C

R

I

R

Review and Update IT service catalogue

C

A/R

I

C

I

C

Create service improvement Plan

I

A/R

I

C

C

R

Example RACI matrix

22

Lesson 2.13: Key Terminology: Service Provider 23

Service Provider :

An Organization supplying Services to one or more Internal Customers or External Customers. Service provider is often used as an short form for IT

Service provider.

There are three types of business models service providers:

Type I Internal Service Provider

An internal service provider that is embedded within a business unit e.g. one IT organization

within each of the business units. The key factor is that the IT Services provide a source of competitive advantage in the market space the business exists in.

Type II Shared Services Provider

An internal service provider that provides shared IT service to more than one business unit

e.g. one IT organization to service all businesses in an umbrella organization. IT Services typically dont provide a source of competitive advantage, but instead support effective and efficient business processes.

Type III External Service Provider

Service provider that provides IT services to external customers i.e. outsourcing

23

Lesson 2.14: Key Terminology: Supplier 24

Supplier:

A Third party responsible for supplying goods or Services that are required to deliver IT services. Examples of suppliers include commodity hardware

and software vendors, network and telecom providers, and outsourcing

Organizations.

Business

Contract: A legally binding agreement between two or more parties to supply goods or services

Service Provider

Supplier

Fig: A Basic value Chain

24

25

Lesson 3.0: The Service Lifecycle Lesson objectives At the end of this lesson, you should be able to:

Understand the value of the Service Lifecycle

How the processes integrate with each other,

throughout the Lifecycle Explain the relationship between Governance

and IT Service Management

Lesson 3.2: The Lifecycle Interactions 26

The Business / Customers Requirements

SLPs from Requirements

Service Strategy Policies

Strategy

Service Design

Architectures Solution

Design

Service Transition Transition plans

Service Operation

Resources & Constraints

SDPs

Standards

SKMS Updated

Tested Solutions

Operational Services

Operations Plan

Continual Service Improvement

Improvement Plans & Actions

26

Lesson 3.3: Relationship between Governance and ITSM 27

Relationship between Governance and ITSM

Corporate Governance

Ensures the provision strategy and business plans. Establishes the Corporate policies and enables strategic direction, objectives, critical success factors and key result areas.

Corporate Compliance

Assures adherence to Legal, Industrial and regulatory requirements.

Assures the design and IT Compliance operability of IT policies , processes and key controls

Establishes IT policy, Standards and Principles, Assures alignment of IT strategy to corporate business strategy

IT Governance

Establishes, enables and executes the IT strategy. Establishes Operations to assure high-quality, compliant IT service provisioning. Ensures effective key result Areas.

IT Service Management

27

End of Module 1 28 Covered so far

What it ITIL Process, Function, Technology

Life Cycle of Service i.e. SS,

SD, ST, SO and CSI

We are covering hereon Lifecycle Phases

Processes and Functions

Tools used for ITSM

But before that a quiz !

28

Module 1: Quiz 29

Sample question 1:

Which of the following is NOT one of the ITIL 2011 core publications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy

29

Module 1: Quiz 30

Sample question 2:

What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a process or activity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of Service Management

30

Module 1: Quiz 31

Sample question 3:

A service owner is responsible for which of the following?

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to support a Service

c) Producing a balanced scorecard showing the overall status of all Services

d) Recommending improvements

31

Module 1: Quiz 32

Sample question 4:

Which of the following statements is CORRECT? 1. Only one person can be responsible for an activity 2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c) 2 only

d) None of the above

32

Module 1: Quiz 33

Sample question 5:

Which of the following statements are CORRECT about Functions? 1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and resources 3. They rely on processes for cross-functional coordination and control 4. They are costlier to implement compared to processes

a)

1, 2 and 3 only

b) 1, 2 and 4 only c) All of the above d) None of the above

33

Module 1: Quiz 34

Sample question 6: Which of the following is a characteristic of every process? 1. It is measurable 2. It is timely 3. It delivers a specific result 4. It responds to a specific event 5. It delivers its primary result to a customer or stakeholder a)

1, 2, 3 and 4 only

b) 1, 2, 4 and 5 only c) 1, 3, 4 and 5 only d) All of the above

34

35

End of Module 1

Module 2

36

Service Strategy

36

37

Lesson 1: Service Strategy

Lesson objectives At the end of this lesson, you should be able to:

Understand the Goals and Objectives of Service Strategy

Lesson 1.1: Service Strategy Objectives 38

Shows organization how to transform Service Management into a strategic

asset and then think and act in a strategic manner

Helps clarify the relationship between various services, systems or processes

and the business models, strategies or objectives they support

KEY ROLE: To stop and think about WHY something has to be done, before thinking HOW.

38

Lesson 1.2: Key Strategy Questions 39

The objectives of service Strategy are to answer questions such as :

What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders?

Process in Service Strategy:

Demand management Service portfolio Management, and Financial management Business Relationship Management

39

40

Lesson 2.0: Key concepts of service strategy Lesson objectives At the end of this lesson, you should be able to:

Describe basics of Value Creation through Services

Explain Business Case

Lesson 2.1 Key Principles and Models 41

Service Value Creation : Utility & Warranty

Performance Supported ? Fit for Purpose ?

OR

Constraints removed ?

Utility Value

Available enough ?

Capacity enough ?

AND

Continuous enough ?

Secure Enough ?

Warranty

Fit for Use ?

41

Lesson 2.2: Service Value creation: Utility & Warranty

42 42

Utility

Warranty Functionality offered by

Promise that the product/service will meet agreed requirements product /service as the

customer views it What the customer gets

How it is delivered

Fitness for purpose

Fitness for use Three Characteristics of warranty >Provided in terms of availability/capacity of services >Ensures customer assets continue to receive utility, even if degraded, through major disruptions > Ensures Security for value-creating potential of customer assets Increases performance

Reduces performance variation average

Lesson 2.3: Basics of Value Creation: Service Assets

43

43 Service Assets - Resources and capabilities available to an organization.

Resources - the IT infrastructure. People, money and others which might help to deliver an IT service; the assets of an organization.

Capabilities - ability to co-ordinate, control, deploy resources; the

intangible assets of an organization.

Resources

Capabilities Financial Capital

Management

Infrastructure

Organization Applications

Processes Information

Knowledge

People

Lesson 2.4: Service Packages 44

Core Services Package (Basic outcomes desired by the customer.)

Supporting Services Package (Enables or Enhances the

value proposition )

Service Level Packages (Defines level of utility and warranty provided by Service Package)

Availability Levels

Capacity Levels

Security Levels

Continuity

Service Features Service Support

44

Lesson 2.5: Business Case 45

45

A decision support and planning tool that projects the likely

consequences of a business action

Justification for a significant item of expenditure.

Includes Information about costs, benefits, options, issues, risks and

possible problems

Uses qualitative and quantitative terms

Type Business case structure 1. Introduction - business objectives addressed

2. Methods and assumptions- boundaries of the business case 3. Business Impacts - Financial and non financial 4. Risks and Contingencies 5. Recommendations - Specific Actions

Lesson 2.6: Risk 46

Risk

Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat. There are two distinct phases. Risk Analysis and Risk Management. Risk analysis is concerned with gathering information about exposure to risk so that the organization can make appropriate decisions and

manage risk appropriately. Risk management supports critical decision making process, in terms of

evaluating and selecting controls. Management of risk covers a wide range of topics, including business continuity management

(BCM), security, program/Project risk management and operational service management.

46

Lesson 2.9: Service Management Technology & Automation

47

Automation (Tools) are extremely useful to improve utility and warranty of

services:

Real time and historical data for analysis

Correlation of data from multiple devices

Service Impact analysis for prioritization

Service Performance optimization

47

Lesson 2.9: Service Management Technology & Automation 48

Automation of service processes helps improve the quality of service, reduce costs and reduce risks by reducing complexity and uncertainty, and

by efficiently resolving trade-offs.

Some of the areas where service management can benefit from automation

Design and modeling

Service catalogue Pattern recognition and analysis Classification, prioritization and routing

Detection and monitoring

Optimization.

48


49

Service Management Tools functionality include:

Self Help: a web front-end offering a menu-driven range of Self-Help and Service Requests - with a direct interface into the back-end process-

handling software.

Workflow or Process Engine: should allow responsibilities, activities, timescales, escalation paths and alerting to be pre-defined and then

automatically managed.

Integrated CMS: CIs, Relationships, Records related to incidents, problems, KE & Change

Discovery/Deployment technology: populate or verify CMS data, assist in license management, ability to deploy new software at target locations

49


50

Service Management tools functionality include (contd.)

Remote Control: allow relevant support groups to take control of the user desktops

Diagnostic scripts & utilities Reporting & Dashboards

50

Lesson 3.0: Service Strategy

51 Process

Lesson objectives At the end of this lesson, you should be able Objectives and basic concepts of the four processes in Service Strategy: Demand Management, Service Portfolio Management

Financial Management

Business Relationship Management

Lesson 3.1: Demand Management: Objectives 52

The primary objective of Demand Management is to assist the IT

Service Provider in understanding and influencing Customer demand for services and the provision of Capacity to meet these demands.

Other objectives include:

Identification and analysis of Patterns of Business Activity (PBA) and user profiles (UP) that generate demand.

Utilizing techniques to influence and manage demand in such a way that excess capacity is reduced but the business and customer requirements are still satisfied.

52

Lesson 3.2: Managing Demand for Services 53

Demand Pattern

Service

Patterns of Business Activity

Process

Service Belt

Capacity Management Plan

Demand Management

53

Lesson 3.3: PBA and UP 54

Pattern of Business Activity (PBA)

Workload profile of one or more business activities

Varies over time

Represents changing business demands

User Profile

Pattern of user demand for IT services

Each user profile includes one or more PBAs

54

Lesson 3.4: What is a Service Portfolio? 55

Service Portfolio

Service Improve

The Service Portfolio

represents the commitments and investments made by a service provider across all customers and market

spaces.

Customer 3

Customer 2

-ment Plan

Service Portfolio

Market Space 1

Market Space 2

It also includes the ongoing service improvement plans and

third party services.

Customer 1

Market Third Space 3

Party Services

55

Lesson 3.5: Components of Service Portfolio 56 Service Portfolio

Components of Service Portfolio

Market Spaces

Customers

Service Pipeline

Continual service Improvement

Service Transition

Service Design

Resources Engaged

Service Catalog

Third Party Catalog

Service etired

rvices

Operations

Return on Assets

earned during Service Operations Resources

Released

Common Pool of ources 56

Lesson 3.6: Financial Management: Goals and Objectives

57

Business Opportunities

Business

Technology Capabilities

IT


57

Lesson 3.7: Financial Management: Activities 58

Activities

Predicting the expected future requirements for

Budgeting

Accounting

Chargeback

Demand Modeling

funds to deliver the agreed upon services and monitoring adherence to the defined budgets.

Enables the IT organization to account fully for the way its money is spent.

Charging customers for their use of IT Services.

Working with the process of Demand Management

to anticipate usage of services by the business and

the associated financial implications of future service demand.

58

Lesson 3.8: Financial Management: Benefits 59

Benefits Enhanced decision making.

Increased speed of change.

Improved Service Portfolio Management.

Financial compliance and control.

Improved operational control.

Greater insight and communication of the value created by IT services.

Increased visibility of IT leading to increased perception of IT

59

Lesson 3.9: Business Relationship Management: Purpose 60

The purpose of Business Relationship Management are

To establish and maintain relationship between the service provider and customer

To identify customer needs and ensure that the service provider is able to meet these needs

60

Lesson 4.0: Business Relationship Activities 61

Following are the two key activities

Being the voice of the service provider to the customer

Being the voice of the customer to the service provider

61

Lesson 4.1:Business Relationship Mgmt: Role - Business Relationship Manager 62

Responsible for the interaction and the communication with customers

Could easily combine with the Service level Manager to create seamless conduit from customer to service provider capabilities

used to ensure value

62

63

End of Service Strategy Module

Objectives and Key concepts of Service Strategy Service Strategy processes.

Module 2: Quiz 64

Question 1: Which ITIL process is responsible for drawing up a charging system ?

a) Availability Management

b) Capacity Management

c) Financial Management for IT Services

d) Service Level Management

64

Module 2: Quiz 65

Question 2: A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a Service Level Agreement

b) A defined level of utility and warranty associated with a core service package

c) A description of the value that the customer wants and for which they are willing to pay

d) A document showing the Service Levels achieved during an agreed reporting period

65

Module 2: Quiz 66

Question 3: The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use

66

Module 2: Quiz 67

Question 4: The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service Level Package b) Core Service Package, Supporting Process Package, Service Level Package

c) Core Service Package, Base Service Package, Service Support Package

d) Core Service Package, Supporting Services Package, Service Level Packages

67

Module 2: Quiz 68

Question 5: Setting policies and objectives is the primary concern of which of

the following elements of the Service Lifecycle?

a) Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement

68

Module 2: Quiz 69

Question 6: Which of the following questions does guidance in Service Strategy

help answer? 1: What services should we offer and to whom? 2: How do we differentiate ourselves from competing alternatives? 3: How do we truly create value for our customers?

a)

1 only

b)

2 only

c)

3 only

d) All of the above

69

Module 3 70

Service Design

70

71

Lesson 1.0 Service Design


Understand the Goals and Objectives of Service Design

Understand the Value Service Design provides to the Business.

Lesson 1.1: Service Design Objectives 72

To convert the strategic objectives defined during Service Strategy

into Services and Service Portfolios.

To use a holistic approach for design to ensure integrated end-to-

end business related functionality and quality.

To ensure consistent design standards and conventions are

followed in all services and processes being designed.

72

Lesson 1.2: Value to Business 73

Reduced Total Cost of Ownership (TCO)

Improved quality of service

Improved consistency of service

Easier implementation of new or changed services

Improved service alignment

More effective service performance

Improved IT governance

More effective Service Management and IT processes

Improved information and decision-making

73

Lesson 2.0: Service Design Key

74 Concepts

Lesson objectives At the end of this lesson, you should be able to: Understand the importance of People, Processes, Products and Partners for Service Management.

Understand the five major aspects of Service Design.

Explain Service Design Package

Lesson 2.1: 4 Ps in Service Management 75

Skills Organisation Experience

People Products

Services Technology Tools

IT Service Management

Suppliers Manufacturers Vendor

Partners Processes

Activities RACI Dependencies

75

Lesson 2.2: Major Aspects of Service Design 76

New or Changed Service Solutions Design

Service Management systems and tools design

Technology and Management architectures design

Processes design

Measurement systems design

76

Lesson 2.3: Service Design Package 77

Defines all aspects of an IT Service and its requirements through each

stage of its lifecycle. A service Design package is produced for every new IT service, a major change or for retiring a service.

Business requirements

Service Applicability

Service Contacts

Service Functional Requirements

Service Level Requirements

Contents of a

Service Design Package

Service Design & Topology

Service Acceptance Criteria Service Operational Acceptance Plan

Service Transition Plan

Service Program

Organisational Readiness

77

Lesson 3.0: Service Design

78 Processes

Lesson objectives At the end of this lesson, you should be able to: State the Objectives and basic concepts of the following processes Service Catalog Management

Service Level Management Supplier Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Design Coordination

Lesson 3.1: Service Catalogue Management: Objectives 79

Objectives

To provide a single source of consistent information on all of the agreed services, and

ensure that it is widely available to those who

are approved to access it.

To ensure that a Service Catalog is produced, maintained, and kept current, containing accurate

information on all operational services and those

being prepared to be run operationally.

Key terms

Business Service Catalog Technical Service Catalog

79

Lesson 3.2: Service Catalogue Management: Key Terms

80

Business Service Catalog Details of all the IT services delivered to the customer, together with relationships to the business units and the

business process that rely on the IT services. This is the

customer view of the Service Catalogue.

Technical Service Catalog

Contains the details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business.

80

Lesson 3.3: Service Level Management: Objectives 81

Objectives To ensure an agreed level of IT service is provided for all current IT services, and future

services have an achievable target. To define , document, agree on, monitor

measure, report and review the level of IT

services provided.

To provide and improve the relationship and communication with the business and customers. Proactive measures to improve the levels of service delivered are implemented in a cost-

justified manner. Key terms

Service Level requirements (SLRs), Service Catalog, Service Level Agreement (SLA),

Operational Level Agreement (OLA), Underpinning contract (UPC)

81

Lesson 3.4: Service Level Management: Process Activities

82

Design and Plan SLAs

Determine and Document Service Design

Requirements

SLA Improvement

Monitor Service Performance

Negotiate & Continual Service Agree Improvement

Conduct Service review and Instigate Service Improvement

Produce Service Reports

82

Lesson 3.5: Service Level Management: Terminology 83

Service Level requirements (SLR)

Service Catalog

Service Level Agreement (SLA)

Operational Level Agreement (OLA)

Underpinning Contract (UPC)

SLAM Chart

Detailed recording of the Customers needs, forming the basis for design criteria for a new or modified service. A written statement of available IT services, default levels, options, prices and identification of which business processes or customers use them.

An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level targets, and specifies the responsibilities

of the IT Service Provider and the Customer. Internal agreement with another function of the same

organization which supports the IT service provider in their delivery of services.

Contract with an external supplier that supports the IT organization in their delivery of services. A Service Level Agreement Monitoring(SLAM) Chart is used to help monitor and report achievements against

Service Level Targets.

Lesson 3.6: Service Level Management: Key Terms Illustrated 84

Business Process

Network Services

Payroll

Email Services

Business Business Process Process S

L A Storage Storage

Services Services

OLA Service Desk

IT Infrastructure

OLA Hardware Software

U P

C External

OLA OLA Applications Storage

U U P P C C

Supplier

84

Lesson 3.7: Service Level Management: Designing SLA Structures 85

Customer Based vs. Service Based SLAs

Customer A Customer B Customer C

Service Based

Customer Based

Ser e Z (Tea) (Coffee) (Juice)

Multi Level SLAs

Corporate

Corporate Level SLA

Customer A Customer B

Customer Level SLA

Service X Service Y Service Z (Tea) (Coffee) (Juice)

Service Level SLA

85

Lesson 3.8: Service Level Management: SLA Content 86

Service Level Agreement for Service XYZ Introduction to the SLA.

Service description Mutual Responsibilities Scope of SLA Applicable Service Hours Service Availability Reliability Customer Support Agreements Relationship and Escalation contacts Service Performance Metrics Security Costs and Charging Mechanisms.

86

Lesson 3.9: Supplier Management: Objectives 87

Objectives

To manage suppliers and the services they supply, to provide seamless quality of IT service to the

business and ensure that value for money is

obtained.

Ensure that underpinning contracts and agreements with suppliers are aligned to business needs. Manage relationships with suppliers. Negotiate and agree contracts with suppliers. Manage supplier performance. Maintain a supplier policy and a supporting Supplier and Contract Database (SCD).

Key terms

Supplier and Contract Database (SCD)

87

Lesson 3.10: Supplier Management: Supplier and Contract Database 88

Supplier Strategy & Policy

Supplier ca Maintenance of the SCD

Supplier and

Contracts

Evaluation

Supplier &

Contract Database

(SCD)

Contract enewal And/or

termination

Establish new

suppliers and

Contracts

Supplier & Contract Management & performance

88

Lesson 3.11: Supplier Management: Relationship with Service Level Management

89

Supplier Management

To ensure the UCs are aligned with SLRs and SLAs by managing

Service Level Management

Service Level Agreements (SLA)

Supplier Management

Underpinning Contracts (UCs)

relationships with Supplier.

External Suppliers

89

Lesson 3.12: Capacity Management: Objectives

90

Objectives

To ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the

current and future agreed needs of the business, in

a timely manner.

Produce and maintain an appropriate and up-to- date Capacity Plan. Provide advice and guidance to the business and IT on all capacity and performance-related issues Ensure that service performance achievements meet or exceed all of their agreed performance targets.

Key terms

Capacity plan/ CMIS Business capacity management Service capacity management Resource/Component capacity management

90

Lesson 3.13: Capacity Management: A Balancing Act 91

Supply Resources Capacity

Components

Demand Performance

Cost

91

Lesson 3.14: Capacity Management: Process Activities 92

Review Current Capacity and Performance

Capacity Management Information System (CMIS)

Capacity performance reports

& data

Forecasts

Plan new Capacity Capacity Plans

Improve Current service and component capacity

Assess, Agree & Document new Requirements & Capacity

92

Lesson 3.15: Capacity Management: Sub Process 93

Translates business needs and plans into Business

Capacity Management

Service Capacity Management

Component Capacity

Management

requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion.

Management, control and prediction of the end-to- end performance and capacity of the live, operational IT services usage and workloads.

Ensure that the performance of all services, as detailed in service targets within SLAs and SLRs, is monitored and measured, and that the collected

data is recorded, analyzed and reported. Management, control and prediction of the

performance, utilization and capacity of individual IT technology components.

93

Lesson 3.16: Availability Management Process: Objectives

94

Objectives

To ensure that the level of Service Availability delivered in all services is matched to or exceeds

the current and future business requirements, in a

cost-effective manner.

To provide a point of focus and management for all availability-related issues. Produce and maintain an appropriate and up-to- date Availability Plan. Ensure that proactive measures to improve the availability of services are implemented wherever it

is cost-justifiable to do so.

Key terms

Availability, Reliability, Maintainability, Serviceability

Vital business Functions (VBF) Expanded Incident Lifecycle & MTRS, MTBF, MTBSI

94

Lesson 3.17: Availability Management: Key Terms explained

95

Availability

Reliability

Maintainability

Serviceability

The percent time of agreed service hours the component or service is available.

A measure of how long a component or IT Service can perform its agreed operation without interruption.

A measure of how quickly and effectively a component or IT Service can be restored to

normal working after a Failure.

The ability of a Third-Party Supplier to meet the terms of its Contract. This Contract will include agreed levels of Reliability,

Maintainability or Availability for an IT service or component.

95

Lesson 3.18: Availability Management:

Key Terms explained..contd.

96

The business critical elements of the business Vital business

Functions (VBFs)

Service Availability

Component Availability

process supported by an IT Service. Typically this will be where more effort and

investments will be spent to protect these vital business functions.

All aspects of service availability and unavailability and the impact of component

availability, or the potential impact of component unavailability on service availability.

All aspects of component availability and unavailability.

96

Lesson 3.19: Availability Management: Expanded Incident Lifecycle 97

Mean Time Time to

Time to

Time to

Time to

Time to

Time to

Between detect

Record

Diagnose

Repair

Recover

Restore

Failures (MTBF)

Mean Time to Restore Service (MTRS)

Mean Time to between system incidents (MTBSI)

97

Lesson 3.20: IT Service Continuity Management: Objectives 98

Objectives

To support the overall Business Continuity Management (BCM) process by ensuring that the

required IT technical and service facilities (including

computer systems, networks, applications, data

repositories, telecommunications, environment,

technical support and Service Desk) can be resumed

within required, and agreed, business timescales. Maintain a set of IT Service Continuity Plans and IT

recovery plans that support the overall Business

Continuity Plans (BCPs) of the organization.

Key terms

Business Continuity Planning (BCP) Business Impact Analysis (BIA) Business Continuity Management (BCM) Risk Analysis

98

Lesson 3.21: IT Service Continuity Management: Key Terms Explained 99

Business Continuity Management

(BCM)

Business Impact Analysis (BIA)

Vital Business Functions (VBFs)

Strategies and actions to take place to continue Business Processes in the case of a disaster.

It is essential that the ITSCM strategy is integrated into and a subset of the BCM

strategy.

Quantifies the impact loss of IT service would have on the business. Identifies the most important services to the organisation and is therefore critical input to

Strategy

The business critical elements of the business process supported by an IT Service.

Typically this will be where more effort and investments will be spent to protect these vital business functions.

99

Lesson 3.22: IT Service Continuity Management: Key Terms Explained..contd 100

Possibility of an event occurring that could cause harm or loss, or affect the ability to achieve Objectives. Risk

Risk Assessment

Risk Management

A Risk is measured by the probability of a Threat, the Vulnerability of the Asset to that Threat, and the Impact it would have if it

occurred.

Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other

assets.

Identifying appropriate risk responses or cost- justifiable countermeasures to combating identified risks.

100

Lesson 3.23: IT Service Continuity Management: Lifecycle Activities 101

Initiation

Business Continuity Strategy

Requirements

Invocation

On Going Operations

Implementation

& Strategy

Business Continuity Plans

101

Lesson 3.24: Information Security Management: Objectives 102

Objectives

To align IT security with business security and ensure that information security is effectively managed in

all service and IT Service Management activities. To protect the interests of those relying on

information, and the systems and communications that deliver the information, from harm resulting from failures of availability, confidentiality and integrity.

Key terms

Availability, Confidentiality, Integrity Information Security policy Information Security Management System (ISMS)

102

Lesson 3.25: Information Security Management: Key Terminology 103

Protecting information against unauthorized Confidentiality

Integrity

Availability

access and use. Examples: Passwords, swipe cards, firewalls

Accuracy, completeness and timeliness of services, data information, systems and physical locations. Examples: Rollback mechanisms, test procedures, audits.

The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems.

Examples: UPS, resilient systems, Service desk hours

103

Lesson 3.26: Information Security Management: Security Framework 104

Information Security Framework

Information Security Strategy

Information Security Management System

Information Security Policy

Information Security Information

Organisation Security Controls

Information Security Processes

> Communications Strategy Management of Security Risks > Training & Awareness

Strategy

104

Lesson 3.27: Information Security Management: Security Policy 105

Audience for Security Policy These policies

should be widely available to all

customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.

Security Policy Contains.

An overall Information Security Policy Use and misuse of IT assets policy

Access control policy Password control policy

E-mail policy internet policy

Anti-virus policy Information classification policy

Document classification policy Remote access policy

Policy for supplier access of IT service, information and components Asset disposal policy.

105

Lesson 3.28: Information Security Mgmt: Information Security Management System (ISMS) 106

Interested Parties

(Customers, Suppliers etc.)

Service level Agreements (SLAs)

Underpinning Contracts (UCs)

Operational level agreements (OLAs)

Policy Statements

Awareness, Classification Personnel Security Physical Security Systems Security Plan Implement Security Incident

Procedures

Control

Interested Parties

(Customers, Suppliers etc.)

Information Security

Requirements & Expectations

Learn Improve Plan Implement

Organize Establish framework Allocate responsibilities

Maintain Evaluate

Managed Information

Security

Internal audit External audit Self assessments Security Incidents

106

Lesson 3.29: Design Coordination - Objectives

107

Design Coordination main objectives are

Ensuring consistent design of services

Coordination of all design activities across projects

Maintaining Governance

107

Lesson 3.30: Design Coordination - Governance

108

Some aspects of the governance that Design Coordination can bring

includes

Assisting and supporting each project through all the activities and processes

Maintaining policies and guidelines for service design activities

Planning and forecasting of the resources for future demand

Ensuring that all the requirements are appropriately addressed in service designs

108

Lesson 3.31: Design Coordination - Keywords

109

Service Design Package

Service Design Policy

109

110

End of Module 3

111

Service Design :Quiz

Module 3 : Quiz 112

Question 1: Which of the following is NOT one of the five individual aspects of Service Design? A. The design of the Service Portfolio, including the Service Catalogue

B. The design of new or changed services

C. The design of Market Spaces

D. The design of the technology architecture and management systems

112

Module 3 : Quiz 113

Question 2: Which of the following is MOST concerned with the design of new or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design

113

Module 3 : Quiz 114

Question 3: Implementation of ITIL Service Management requires preparing and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners

114

Module 3 : Quiz 115

Question 4: What is the MAIN goal of Availability Management?

A. To monitor and report availability of components

B. To ensure that all targets in the Service Level Agreements (SLAs) are met

C. To guarantee availability levels for services and components

D. To ensure that service availability matches or exceeds the agreed needs of the business

115

Module 3 : Quiz 116

Question 5 : The Information Security Policy should be available to which groups of people?

A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information Security Manager only

C. All customers, users and IT staff

D. Information Security Management staff only

116

Module 3 : Quiz 117

Question 6 : Which of the following are activities that would be carried out by

Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs) 2: Evaluation and selection of suppliers 3: Ongoing management of suppliers

A.

1 and 2 only B.

1 and 3 only C.

2 and 3 only D. All of the above

117

Module 4 118

Service Transition

118

2

Lesson 1.0: Service Transition


Understand the Goals and Objectives of Service Transition

Explain What value Service Transition provides to the Business

Lesson 1.1: Service Transition Goals 120

Assure proposed changes in the Service Design package are realized. Plan for and Implement the Deployment of Releases for New or Changed

Services.

Test Releases so as to minimize the possibility of undesirable impact to

the Production environment.

Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impacting the ongoing Services

3

Lesson 1.2: Service Transition Objectives 121

Plan and manage the resources to establish successfully a new or changed service into production within the predicted cost, quality and time

estimates.

Ensure there is minimal unpredicted impact on the production services, operations and support organization.

Increase the customer, user and Service Management staff satisfaction with the Service Transition practices including deployment of the new or

changed service, communications, release documentation, training and

knowledge transfer.

Increase proper use of the services and underlying applications and technology solutions.

4


The capacity of the business to respond quickly and adequately to changes in the market improves. Changes in the business as a result of takeovers, contracting, etc. are well managed. More successful changes and releases for the business. Better compliance of business and governing rules. Less deviation between planned budgets and the actual costs Better insight into the possible risks during and after the input of a service into production. Higher productivity of customer staff

122

5

Lesson 2.0: Service Transition: Key Principles and Models Lesson objectives At the end of this lesson, you should be able to:

Understand Configuration Item Understand Configuration Management System

Lesson 2.2: Configuration Item (CI) 124

124

Anything that needs to be managed in order to deliver an IT Service.

CI information is recorded in the Configuration Management System.

CI information is maintained throughout its lifecycle by Configuration

Management.

All CIs are subject to Change Management control.

CIs typically include IT Services, hardware, software, buildings, people, and formal

documentation such as Process documentation and SLAs

Lesson 2.3: Configuration Management System (CMS)

125 Information about all Configuration Items

CI may be entire service, or any component

Stored in 1 or more databases (CMDBs)

CMS stores attributes

Any information about the CI that might be needed

CMS stores relationships

Between CIs With incident, problem, change records etc.

CMS has multiple layers

Data sources and tools, information integration, knowledge processing

(scorecards, dashboards etc.), presentation

Lesson 3.0: Service Transition

126 Processes

Lesson objectives At the end of this lesson, you should be able to understand Objectives and basic concepts of the four processes in Service Transition: Transition, Planning and Support

Change Management Service Asset and Configuration Management Release and Deployment management, And Knowledge Management

127

Lesson 3.0.1: Transition, Planning and Support

Lesson objectives At the end of this lesson, you should be able to: State the Goals, Objectives and basic concepts of Transition, Planning and Support

Lesson 3.0.2:Transition, Planning and Support- Goals and Objectives 128

The Objectives of Transition, Planning and Support are

Successful Planning and coordination of resources Ensuring common framework Proper planning for aligning customer and business change projects with Service Transition plans

128

Lesson 3.0.3:Transition, Planning and Support Activities- Purpose 129

The purpose of the Transition, Planning and Support activities are:

Planning appropriate capacity and resources Provide support for the Service Transition teams and people Integrity of changes with all other Service Transition processes Coordination of activities across projects, suppliers and service teams

129

130

Lesson 3.1: Change Management

Lesson objectives At the end of this lesson, you should be able to: State the Goals, Objectives and basic concepts of Change Management

Lesson 3.2: Change Management : Goals and Objectives 131

Goals and Objectives: Respond to changing business requirements

Respond to Business and IT requests to align Services with business needs.

Ensuring Changes are introduced in a controlled manner. Optimize business risk Implement changes successfully Implement changes in times that meet business needs Use standard processes Record all changes

131

Lesson 3.3: Change Management : Scope 132

Scope

Addition, Modification or Removal of

Any Service or Configuration Item or associated documentation

Including Strategic, Tactical and Operational changes

Excluding Business strategy and process Anything documented as out of scope

132

Lesson 3.4: Change Management : Change Types 133 Change Types

Normal changes

Types are specific to the organization Type determines what assessment is required

Standard changes Pre-authorized with an established procedure

Tasks are well known, documented and low risk (usually)

E.g replacement of faulty printer, upgrade PC etc.

Emergency changes Business criticality means there is insufficient time for normal handling

Should use normal process but speeded up

Impact can be high, more prone to failure, Should be kept to minimum

Remediation planning Backout Plans

133

Lesson 3.5: Change Management : Change Flow

134

134

Lesson 3.7: Change Management : Roles in Change Management

135

Change Manager Ensures that process is followed

Usually authorizes minor changes

Coordinates and runs CAB meetings

Produces change schedule

Coordinates change/built/test/implementation

Reviews/Closes Changes

135

Lesson 3.8: Change Management : Change Advisory Board (CAB) 136

Change Advisory Board (CAB)

Supports the change manager

Consulted on significant changes

Business, users, application/technical support, operations, service

desk, capacity, service continuity, third parties people who have clear understanding of business needs

Technical specialists / consultants

Emergency CAB (ECAB)

Subset of the standard CAB

Membership depends on the specific change

136

Lesson 3.9: Change Management : Change Metrics 137

Change Metrics Compliance

Reduction in unauthorized changes

Reduction in emergency changes

Effectiveness Percentage of changes which met requirements

Reduction in disruptions, defects and re-work

Reduction in changes failed/backed out

Number of incidents attributable to changes

Efficiency Benefits (value compared to cost)

Average time to implement (by urgency/priority/type)

Percentage accuracy in change estimates

137

Lesson 3.10: Change Management : Key Challenges 138

Business pressure to just do it

Inaccurate and incomplete Configuration Management System

Soiled Technical Function areas

Misunderstanding of Emergency changes Scalability across large organizations

Vendor/Contract Compliance

Adhoc nature of people

138

Lesson 3.11: Service Asset and

139 Configuration Management

Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Service Asset and Configuration Management

Lesson 3.12: Service Asset and Configuration Management: Goals and Objectives 140

The goal of SACM is to provide a logical model of the IT infrastructure

correlating IT services and different IT components (physical, logical etc)

needed to deliver these services

The objective of SACM is to define and control the components of

services and infrastructure and maintain accurate configuration records.

This enables an organization to comply with corporate governance requirements, control its asset base, optimize its costs, manage change

and release effectively, and resolve incidents and problems faster.

140

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts 141

Basic Concepts What is a Configuration Item (CI) ?

Anything that needs to be managed in order to deliver an IT Service

CI information is recorded in the Configuration Management System

CI information is maintained throughout its lifecycle by Configuration Management

All CIs are subject to Change Management control

CI Types : CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as

Process documentation and SLAs

141

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts

142

Basic Concepts

Configuration baseline Configuration details captured at a specific point in time. This

captures both the structure and details of a configuration Item.

It is used as a reference point for future Builds, Releases and

Changes. (e.g. After major changes, disaster recovery etc).

Typically managed through the Change Management process.

142

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd.. 143

Basic Concepts What is a Configuration Management System (CMS) ?

Information about all Configuration Items CI may be an entire service, or any component

Stored in 1 or more databases (CMDBs) CMS stores attributes

Any information about the CI that might be needed CMS stores relationships

Between CIs With incident, problem, change records etc. CMS has multiple layers

Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation

143

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd..

144

Basic Concepts What is a Definitive Media Library (DML) ?

The only source for build and distribution

Master copies of all software assets

In house, external software houses

Scripts as well as code

Management tools as well as applications

Including licenses

Quality checked

Complete, correct, virus scanned ..

144

Lesson 3.14: Service Asset and Configuration Mgmt..: Basic Concepts: CMDB & DML

145

Basic Concepts DML and CMDB

Lesson 3.16: Service Asset and Configuration Mgmt.: Basic Concepts: Relationship between CMDB, CMS and SKMS

146

SKMS

Informed Decision

CMS

CMDB

146

147

Lesson 3.17: Release and Deployment Management Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Release and Deployment Management

Lesson 3.18: Release and Deployment Management: Goals 148

Release management is responsible for planning, scheduling, and controlling the movement of new or changed services, in the form

of a release package, to both the testing and the live production

environments

Deployment management is responsible for the movement of new or changed hardware, software, documentation, or other

configuration items into the live production environment.

148

Lesson 3.19: Release and Deployment Management: Objectives

149 Planned Release and Deployment in line to the business needs

Build, Install, Test and Integrate releases

Efficiently, successfully and on schedule.

With minimal impact on production services, operations, and support teams

Enabling new or changed services to deliver agreed service requirements

Control and minimize the impact of releases to the ongoing services

Transfer knowledge and skills to end users and support teams, leading to an effective use and support

149

Lesson 3.20: Release and Deployment Management: Basic Concepts: Release Policy

150 Release Policy: The overarching strategy for Releases and was derived

from the Service Design phase of the Service Lifecycle and typically includes: Release Description with the unique identification, numbering and naming conventions. The roles and responsibilities at each stage in process. The expected frequency for each type of release The approach for accepting and grouping changes into a release. The mechanism to automate the build, installation and release distribution processes to improve re-use, repeatability and efficiency How the configuration baseline for the release is captured and verified against the actual release contents, e.g. hardware, software, documentation and

knowledge

Exit and entry criteria and authority for acceptance of the release into each Service Transition stage and into the controlled test, training, disaster recovery

and production environments

Criteria and authorization to exit early life support and handover to Service Operations.

150

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Unit 151

Release unit

- Cls that are normally released together - Typically includes sufficient components to perform a useful

function. For example - Fully configured desktop PC, payroll

applications

Release package

- Single release or many related releases - Can include hardware, software, utility, warranty,

documentation, training

151

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types 152 Release Types

Major Release:

Containing large proportions of new functionalities. Also known as a Major Upgrade, generally supersedes all preceding minor

upgrades.

Minor Release:

Contains small enhancements and fixes. A Minor Upgrade or

release generally supersedes previous emergency fixes.

Emergency Release:

Normally linked to an Emergency change.

152

Lesson 3.22: Release and Deployment Mgmt.

Basic Concepts: Release and Deployment Approaches

153 Release and Deployment Approaches

Big bang versus phased approach

Phased approach can be users, locations, functionality ..

Push versus Pull deployment

Automated versus manual deployment

153

154

Lesson 3.23: Knowledge Management

Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Knowledge Management

Lesson 3.24: Knowledge Management: Goals and Objectives 155

The goal of Knowledge Management is to Improve quality of

management decision making by ensuring that reliable and secure

information and data is available throughout the service lifecycle

The objective of Knowledge Management is to ensure that the right

information is delivered to the appropriate place or person at the right

time to enable informed decisions.

155

Lesson 3.25: Knowledge Management: Purpose 156

Knowledge Management is The process responsible for gathering,

analyzing, storing and sharing knowledge and information within an

organization.

The primary purpose of knowledge Management is to improve efficiency and effectiveness by reducing the need to rediscover knowledge.

156

Lesson 3.26: Knowledge Management: Basic Concepts: DIKW 157

157

Lesson 3.27: Knowledge Management: Service Knowledge Management System 158

158

Lesson 3.28: Knowledge Management: SKMS 159

A set of tools for managing knowledge and information.

SKMS includes CMS.

SKMS contains all the information needed to manage the lifecycle

of IT Services.

159

160

Service Transition : Summary

Goals and Objectives Service Transition processes: Transition, Planning and Support

Change Management Service Asset and Configuration Management

Release and Deployment Management

Knowledge Management

161

Service Transition : Quiz

Module 4: Quiz 162

Question 1: Which of the following statements about a standard change is INCORECT ?

a) A Standard change is a low risk change

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management

162

Module 4: Quiz 163

Question 2: Which statement is the CORRECT statement about the relationship

between CMS and SKMS ?

a) The SKMS is a part of the CMS

b) The CMS is a part of the SKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same

163

Module 4: Quiz 164

Question 3: Whish of the following is an activity of SACM ?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across the organization

d) Design Service models to justify ITIL implementations

164

Module 4: Quiz 165

Question 4:

Which of the following does Service Transition provide guidance on: 1. Moving New and Changed Services to production 2. Testing and Validation 3. Transfer of services to and from external service provider

a) All of the above

b) None of the above

c) Only 1 and 2

d) Only 1

165

Module 4: Quiz 166

Question 5: Which of the following is an INCORRECT Release and

Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual

166

Module 4: Quiz 167

Question 6:

Which of the following would be stored in the DML? 1. Copies of Purchased software 2. Copies of Internally developed software 3. Relevant License documentation 4. The Change schedule

a) All of the above b)

1 and 2 only

c)

3 and 4 only

d)

1, 2 and 3 only

167

Module 5 168

Service Operations

168

169

Lesson 1.0: Service Operations Lesson objectives At the end of this lesson, you should be able to:

Understand the Goals and Objectives of Service Operations

Briefly Explain What Value Service Operations provide to business

Understand Key Concepts & definitions Understand the Role of Communication in Service Operations

Lesson 1.1: Service Operations: Objectives 170

To coordinate and carry out the activities and processes required to

deliver and manage services at agreed levels to business users and

customers.

Responsible for the ongoing management of the technology that is

used to deliver and support services.

Carrying out activities and Processes required to deliver and manage

Services at agreed levels.

KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery so as to ensure value to business and the service provider

170


Service Operations is where the plans, designs and optimizations

from other ITIL lifecycle phases are executed and measured. Service value is modeled in Service Strategy The cost of the service is designed, predicted and validated in Service Design and Service Transition Measures for optimization are identified in Continual Service Improvement

From a customer viewpoint, Service Operation is where actual

value is seen.

171

Lesson 1.3: Role of Communication 172

Good communication is important across all phases of the service lifecycle but particularly so in Service Operation Good communication is needed between all IT Service Management staff and with users/ customers / partners. Issues can often be mitigated or avoided through good communication .

All communication should have:

- Intended purpose and/ or resultant action - Clear audience, who should be involved in deciding the

need/format Examples of Communications in Service Operations Routine operational communication

Communication between shifts Performance reporting -Communication related to emergencies Training on new or customized processes and service designs

172

Lesson 1.4: Events 173

An expected or unexpected change of state of a an IT component that could negatively

impact delivery of IT services.

Events are typically notifications created by an IT service, Configuration Item (CI) or a

monitoring tool.

Event Type

Description Informational

An event that does not require any action, regular operation Example: Notification that a scheduled workload has completed Warning

An Event that is unusual but not an exception, requires closer monitoring. Example: A servers CPU utilization is approaching maximum performance threshold.

Exception

An Event signifying a service or a device is operating abnormally Example: A PC scan reveals the installation of unauthorized software.

173

Lesson 1.5: Alerts & Incidents 174

Alert

A warning that a threshold has been reached, something has changed, or a Failure has occurred.

Alerts are often created and managed by System Management tools.

Alerts are managed by the Event Management Process. Objective is to notify the concerned Stakeholders

Incident

An unplanned interruption to an IT service. A reduction in the quality of an IT service. Failure of an IT component that has not yet affected service, but could likely disrupt service if left

unchecked. This can be raised by IT support teams. Example: Failure of a server in a

clustered mode.

Relationship between Events, Alerts and Incident All Alerts are Events, but not all Events trigger Alerts All Incidents are Events, but all Events are not Incidents

174

Lesson 1.6: Service Request 175

Service Request

A generic description for many varying types of demands that are placed upon the

IT Department by the users.

Many of these requests are actually small changes - low risk, frequently occurring,

low cost, etc.

Their scale and frequency, low-risk nature means that they are better handled by a

separate process, rather than being allowed to congest and obstruct the normal

Incident and Change Management processes.

Examples: A request to change a password,

A request to install an additional software application onto a particular PC, A request to relocate some items of desktop equipment

175

Lesson 1.7: Problem & Workaround 176

Problem

The cause of one or more incidents.

The cause is not usually known at the time a Problem Record is created, and the Problem Management

Process is responsible for further investigation.

Prioritized in the same way and for same reasons as Incidents.

Workaround

A temporary way to restore service failures to a usable level. For example; rebooting a server hang.

Used for reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available.

Workarounds for Incidents that do not have associated Problem Records are documented in the Incident Record.

Workarounds for Problems are documented in Known Error Records.

176

Lesson 1.8: Known Error (KE) and Known Error Database (KEDB) 177

Known Error (KE)

A Problem that has a documented Root cause and a Workaround. A known error might be raised for

a problem whose root cause is not yet known but a workaround has

been identified.

Known Errors are created and managed throughout their Lifecycle by Problem Management.

Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility

reports for Windows by Microsoft

Known Error Database (KEDB)

A storage of previous knowledge of incidents and problems exact details of the fault and the

symptoms that occurred how they were overcome

Allows quicker diagnosis and resolution if Incidents/Problems recur.

177

Lesson 1.9: Impact, Urgency & Priority 178

Impact

A measure of the effect of an Incident, Problem or Change on Business Processes. Based on how Service levels will be affected. Urgency

A measure of how long it will be until an Incident, Problem or Change has a significant Impact on the Business.

Priority

The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify required times for actions to be taken. For example, the SLA may state that Priority 2 Incidents must be resolved within 12 hours.

178

179

Lesson 2.0: Service Operations Process


State the objectives and basic concepts for Event Management

Lesson 2.1: Event Management: Objectives 180

180 Definition

The process responsible for monitoring Events throughout their Lifecycle. Objectives To detect events, make sense of them and determine the appropriate control action. Can be used as a basis for automating many routine Operations Management activities, For example

- executing scripts on remote devices, or - submitting jobs for processing It provides a way of comparing actual performance and behavior against

design standards and SLAs. Provide the basis for Operational Monitoring and Control

Lesson 2.2: Event Management: Process Activities 181

Process Activities Event occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event) (Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure

181

Lesson 2.3: Event Management: Event Logging & Filtering 182

182

Lesson 2.4: Event Management: Managing Exceptional Events 183

183

Lesson 2.5: Event Management: Managing Information & Warning Events 184

184

Lesson 2.6: Incident Management: Objectives 185

Definition The process for dealing with all incidents; this can include failures, questions or queries reported by the users (usually via a telephone call to the Service Desk), by technical staff, or automatically detected and reported by event monitoring tools.

Objectives To restore normal service operation as quickly as possible and minimize the adverse impact on business operations To ensure that the best possible levels of service quality and availability are maintained, i.e. restore service within SLAs

185

Lesson 2.7: Incident Management: Scope and Value to Business 186

Scope

Managing any disruption or potential disruption to live IT services

Incidents identified Directly by users through the

service Desk Through an interface from Event Management to incident Management tools

Reported and/or logged by technical staff

Value to Business

Lower downtime to the business, which in turn means higher availability of the service.

The capability to identify business priorities and dynamically allocate resources as necessary.

The ability to identify potential improvements to services.

186

Lesson 2.8: Incident Management: Basic Concepts 187

Time Scales

Timescales must be agreed for all incident handling stages. - Depending on Priority & SLAs

- Documented in OLAs & UCs All support groups should be made fully aware of these

timescales.

Incident Models

An Incident model is predefined steps to handle a particular Incident. The incident model should include: The steps that should be taken to handle the incident The order in which these steps should be taken in. Responsibilities; who should do what

Major Incident

An Incident Model to handle Incidents of Major Impacts and great Urgency.

187

Lesson 2.9: Incident Management: Process Flow & Activities 188

188

Lesson 2.10: Incident Management: Process Interfaces

189

Service SLAs, OLAs, UCs

Performance

Level Manage

ment

Event Service break/ degrading Manage Events

incidents Incident

Workarounds

Availability incidents

Capacity Manage ment

Incident Management

Availabil ity

Manage ment

ment

Problem Potential problems Manage ment

RFC for resolving Incidents

Change

CI data Maintain faulty CI Status

Manage ment

SACM*

Incidents from Failed Changes

*SACM: Service Asset & Configuration Management

189

Lesson 2.11: Problem Management: Objectives 190

Definition The process responsible for managing the lifecycle of all problems. Problem Management seeks to identify and remove the root-cause of Incidents in the IT Infrastructure.

Objectives To prevent problems and resulting incidents from happening and to eliminate recurring incidents To minimize the impact of incidents that cannot be prevented.

190

Lesson 2.12: Problem Management: Scope and Value to Business 191

Scope

Activities required to diagnose the root cause of incidents and to determine the resolution to those

problems.

Responsible for ensuring that the resolution is implemented through the appropriate control procedures,

especially Change Management and Release Management.

Maintain information about problems and the appropriate workarounds and resolutions

Value to Business

Together with Incident and Change Management increases IT service availability and quality.

Reduction in downtimes and disruptions of Business critical systems.

Reduced expenditure on workarounds or fixes that do not work

Reduction in cost of effort in fire- fighting or resolving repeat incidents.

191

Lesson 2.13: Problem Management: Basic Concepts

192

Reactive Problem

Management

Proactive Problem

Management

Resolution of underlying cause (s) The activities are similar to those of Incident Management for the logging, categorization and

classification for Problems. The subsequent activities are

different as this is where the actual root-cause analysis

is performed and the Known Error corrected.

Covered in Service Operation Prevention of future problems by analyzing Incident Records, and using data collected by other IT Service

Management processes and external sources to identify trends or significant problems. Generally undertaken as part of Continual Service

Improvement (CSI)

192

Lesson 2.14: Problem Management: Process Flow: Reactive Problem Management 193

Problem Problem detection & Categorization

Logging & Prioritization

Problem Resolution &

Closure

Major Problem Reviews

Problem Investigation &

Diagnosis

Workarounds & raising Known Error Records

Errors from Development /

Suppliers

Known Error Database

193

Lesson 2.15: Problem Management: Process Flow: Interfaces with Other Processes 194

Availability Management

Change Management

Capacity Management Configuration Management

Problem Management

Release & Deployment Management

Service Level Management

IT Service Continuity Management


194

ITIL 2011 eBook New1

Documents

concepts of service

itil service lifecycle

practice of service

models of itil

itil foundation

service strategy concepts

service transition concepts

service design concepts