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ITIL® 2011 FOUNDATION CERTIFICATION E-
LEARNING COURSE
Ver. 2.2
“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® Foundation Training Offered by Simplilearn.com
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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.
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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
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Module 1
4
Introduction
To Service
Management
Lifecycle
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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 that’s
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.
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Lesson 1.1: ITIL 2011 Components
6 ©Simplilearn Solutions Pvt. Ltd. 2011
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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
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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
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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
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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 2.0: Principles of IT Service
Management 10
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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
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Lesson 2.2: Why Choose Good
practices over Proprietary ones?
12
Good Practices, Public Standards
and frameworks Proprietary knowledge
Wide Community Distribution
Public Training and Certification
Difficult to adopt
Difficult to replicate and transfer
Hard to document
Valid in Different applications
Peer Reviewed
Used by different parties
Highly customized
Specific to business needs
Hard to adapt or reuse
Free and publicly available
Labor market skills easy to find
Owners expect compensation
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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.
Customer
Transfer costs and Risks
Retains focus and accountability for outcomes
Service Provider
Takes on Costs and Risks
Responsible for the means of achieving outcomes
Costs and Risks are transferred to service provider.
Customers focus on outcomes versus means.
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Lesson 2.4: What is a Service Management?
14
Business Outcomes
Customer Assets
Services
Service Assets
Capabilities Resources
Performance
Value
Capabilities Resources
A5 Management Financial Capital
A4 Organization Infrastructure
A3 Processes Applications
A2 Knowledge Information
A1 People
Serv
ice M
ana
gem
ent
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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
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Lesson 2.6: A Basic Process
16
Activity 1
Activity 2
Activity 3
Process
Customer
Suppliers
Service Control & Quality
Trigger
Desired
Outcome
Data, Information
and Knowledge
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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)
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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
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Lesson 2.9: Processes across the organization
19
CIO
Operations Development Project
Management Architecture
Service desk
Mainframe
Application
Website
HR
Applications
Finance
Applications
Project 1 Enterprise
Architecture
Networks
Project 2
Project 3
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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
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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 ©Simplilearn Solutions Pvt. Ltd. 2011
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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.
Example RACI matrix
Activities Service
owner
Process
Owner
Security
Manager
IT
Head
Chief
Architect
Process
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
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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 don’t 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
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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
Service Provider
Supplier
Contract: A legally binding agreement between two or more
parties to supply goods or services
Contract: A legally binding agreement between two or more
parties to supply goods or services
Fig: A Basic value Chain
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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 3.0: The Service Lifecycle 25
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Lesson 3.2: The Lifecycle Interactions
26
The Business / Customers Requirements
Service Strategy
SLP’s from
Requirements Resources &
Constraints Policies
Strategy
Service Design
SDP’s
Standards Architectures
Solution
Design
Service Transition
SKMS Updated
Tested Solutions
Transition plans
Service Operation Operational
Services Operations Plan
Continual Service
Improvement Improvement
Plans & Actions
Serv
ice K
now
led
ge M
ana
gem
en
t Syst
em
s
(SK
MS)
Incl
udin
g the S
erv
ice P
ort
folio &
Serv
ice C
ata
log
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IT Governance
IT Service Management
Lesson 3.3: Relationship between
Governance and ITSM
27
Relationship between Governance and ITSM
Corporate Governance
Corporate Compliance
IT Compliance
Establishes IT policy, Standards and Principles,
Assures alignment of IT strategy to corporate
business strategy
Assures the design and
operability of IT
policies , processes
and key controls
Assures adherence to Legal, Industrial and regulatory
requirements.
Ensures the provision strategy and business
plans. Establishes the Corporate policies and
enables strategic direction, objectives, critical
success factors and key result areas.
Establishes, enables and executes the IT
strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Areas.
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End of Module 1
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
Covered so far…
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Module 1: Quiz
Sample question 1:
29
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
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Module 1: Quiz
Sample question 2:
30
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
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Module 1: Quiz
Sample question 3:
31
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
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Module 1: Quiz
Sample question 4:
32
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
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Module 1: Quiz
Sample question 5:
33
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
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Module 1: Quiz
Sample question 6:
34
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
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End of Module 1 35
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Module 2
36
Service
Strategy
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Lesson objectives
At the end of this lesson, you should be able to:
• Understand the Goals and Objectives of Service
Strategy
Lesson 1: Service Strategy
37
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Lesson 1.1: Service Strategy Objectives
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.
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Lesson 1.2: Key Strategy Questions
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?
39
Process in Service Strategy:
• Demand management
• Service portfolio Management, and
• Financial management
• Business Relationship Management
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Lesson objectives
At the end of this lesson, you should be able to:
• Describe basics of Value Creation through
Services
• Explain Business Case
Lesson 2.0: Key concepts of service
strategy 40
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Lesson 2.1 Key Principles and Models
Service Value Creation : Utility & Warranty
41
Value
Fit for Purpose ?
Fit for Use ?
OR
AND
Performance Supported ?
Constraints removed ?
Available enough ?
Capacity enough ?
Continuous enough ?
Secure Enough ?
Utility
Warranty
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Lesson 2.2: Service Value creation:
Utility & Warranty
Utility Warranty
Functionality offered by
product /service as the
customer views it
Promise that the product/service will meet agreed requirements
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
average
Reduces performance variation
42
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Lesson 2.3: Basics of Value Creation:
Service Assets
Resources Capabilities
Financial Capital Management
Infrastructure Organization
Applications Processes
Information Knowledge
People
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.
43
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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
Service Features
Service Support
Continuity
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Lesson 2.5: Business Case
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
45
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Lesson 2.6: Risk
Risk
46
• 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.
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Lesson 2.9: Service Management
Technology & Automation
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
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Lesson 2.9: Service Management
Technology & Automation
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.
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Lesson 2.9: Service Management
Technology & Automation
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 ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.9: Service Management
Technology & Automation
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 ©Simplilearn Solutions Pvt. Ltd. 2011
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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 3.0: Service Strategy
Process 51
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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.
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Lesson 3.2: Managing Demand for Services
53
Service
Process
Demand Pattern
Service Belt
Delivery Schedule
Demand
Management
Capacity
Management
Plan
Patterns of
Business Activity
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Lesson 3.3: PBA and UP
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
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Lesson 3.4: What is a Service Portfolio?
Service Portfolio
55
Service
Portfolio
Customer
2
Market
Space 2
Service
Improve
-ment
Plan
Third
Party
Services
Market
Space 1
Customer
1
Customer
3
Market
Space 3
The Service Portfolio
represents the
commitments and
investments made by a
service provider across
all customers and market
spaces.
It also includes the
ongoing service
improvement plans and
third party services.
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Retired
Services
Lesson 3.5: Components of Service Portfolio
56
Service
Operations
Common Pool of resources
Third
Party
Catalog
Service
Design
Customers
Market
Spaces
Continual service
Improvement
Service Pipeline
Service Catalog
Service Portfolio
Service
Transition
Resources
Released
Return on Assets
earned during Service
Operations Resources
Engaged
Components of
Service
Portfolio
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Lesson 3.6: Financial Management:
Goals and Objectives
57
Business
IT
Business
Opportunities
Technology
Capabilities Financial
Management
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Lesson 3.7: Financial Management: Activities
Activities
58
Budgeting
Accounting
Chargeback
Predicting the expected future requirements for
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.
Demand
Modeling
Working with the process of Demand Management
to anticipate usage of services by the business and
the associated financial implications of future
service demand. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.8: Financial Management: Benefits
Benefits
59
• 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
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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
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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
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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
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End of Service Strategy Module 63
• Objectives and Key concepts of Service Strategy
• Service Strategy processes.
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Module 2: Quiz
Question 1:
64
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
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Module 2: Quiz
Question 2:
65
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
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Module 2: Quiz
Question 3:
66
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
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Module 2: Quiz
Question 4:
67
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 ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 2: Quiz
Question 5:
68
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
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Module 2: Quiz
Question 6:
69
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
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Module 3
70
Service
Design
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Lesson objectives
At the end of this lesson, you should be able to:
• Understand the Goals and Objectives of Service Design
• Understand the Value Service Design provides to the Business.
Lesson 1.0 Service Design 71
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Lesson 1.1: Service Design Objectives
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.
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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
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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 2.0: Service Design Key
Concepts 74
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Lesson 2.1: 4 P’s in Service Management
75
People Products
Partners Processes
IT Service Management
• Skills
• Organisation
• Experience
• Suppliers
• Manufacturers
• Vendor
• Services
• Technology
• Tools
• Activities
• RACI
• Dependencies
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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
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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 Transition
Plan
Service Program
Organisational
Readiness
Service Design &
Topology
Service Acceptance
Criteria
Service Operational
Acceptance Plan
Service Level
Requirements
Service Functional
Requirements
Service Contacts
Service Applicability Contents of a
Service Design
Package
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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 3.0: Service Design
Processes 78
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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
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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.
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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 (SLR’s), Service
Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)
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Continual Service
Improvement Service Design
Lesson 3.4: Service Level Management:
Process Activities
82
Design and Plan SLA’s
Negotiate & Agree
SLA Improvement
Determine and Document Requirements
Monitor Service
Performance
Produce Service Reports
Conduct Service review and
Instigate Service Improvement
Negotiate & Agree
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Lesson 3.5: Service Level Management:
Terminology
83
Service Level requirements (SLR)
• Detailed recording of the Customer’s needs, forming the basis for design criteria for a new or modified service.
Service Catalog • A written statement of available IT services, default
levels, options, prices and identification of which business processes or customers use them.
Service Level Agreement (SLA)
• 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.
Operational Level Agreement (OLA)
• Internal agreement with another function of the same organization which supports the IT service provider in their delivery of services.
Underpinning Contract (UPC)
• Contract with an external supplier that supports the IT organization in their delivery of services.
SLAM Chart
• A Service Level Agreement Monitoring(SLAM) Chart is used to help monitor and report achievements against Service Level Targets. ©Simplilearn Solutions Pvt. Ltd. 2011
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Storage
Services
Email
Services
Network
Services
Storage
Services
Service Desk
Hardware
Software
Applications
Storage
IT Infrastructure
OLA
Lesson 3.6: Service Level Management:
Key Terms Illustrated
84
Payroll Business Process Business
Process
Business
Process S
L
A
External Supplier
U
P
C
U
P
C
U
P
C
OLA OLA OLA
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Lesson 3.7: Service Level Management:
Designing SLA Structures
85
Customer A Customer B Customer C
Service X
(Tea)
Service Y
(Coffee)
Service Z
(Juice)
Service Based
Customer Based
Corporate
Customer A Customer B
Service X
(Tea)
Service Y
(Coffee)
Service Z
(Juice)
Corporate Level SLA
Customer Level SLA
Service Level SLA
Customer Based vs. Service Based SLA’s Multi Level SLA’s
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Lesson 3.8: Service Level Management:
SLA Content
86
• 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.
Service Level Agreement
for Service XYZ
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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)
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Lesson 3.10: Supplier Management:
Supplier and Contract Database
88
Supplier
&
Contract
Database
(SCD)
Supplier and
Contracts
Evaluation
Establish new
suppliers and
Contracts
Supplier & Contract
Management &
performance
Contract
Renewal And/or
termination
Supplier categorization and
Maintenance of the SCD
Supplier
Strategy
& Policy
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Lesson 3.11: Supplier Management:
Relationship with Service Level Management
89
Service Level Management
Supplier Management
Service Level
Agreements (SLA)
Underpinning
Contracts (UC’s)
External
Suppliers
Supplier Management
To ensure the UC’s are aligned with
SLR’s and SLA’s by managing
relationships with Supplier.
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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
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Lesson 3.13: Capacity Management:
A Balancing Act
91
Supply
• Resources
• Components
Demand
• Performance
Capacity
Cost
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Lesson 3.14: Capacity Management:
Process Activities
92
Review Current Capacity
and Performance
Plan new Capacity
Capacity
performance reports
& data
Forecasts
Capacity Plans
Capacity Management
Information System (CMIS)
Assess, Agree &
Document new
Requirements & Capacity
Improve Current service
and component capacity
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Lesson 3.15: Capacity Management:
Sub Process
93
Business Capacity
Management
• Translates business needs and plans into 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.
Service Capacity Management
• 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.
Component Capacity
Management
• Management, control and prediction of the performance, utilization and capacity of individual IT technology components.
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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
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Lesson 3.17: Availability Management:
Key Terms explained
95
Availability • The percent time of agreed service hours the
component or service is available.
Reliability • A measure of how long a component or IT
Service can perform its agreed operation without interruption.
Maintainability • A measure of how quickly and effectively a
component or IT Service can be restored to normal working after a Failure.
Serviceability
• 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.
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Lesson 3.18: Availability Management:
Key Terms explained..contd.
96
Vital business Functions
(VBF’s)
• 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.
Service Availability
• All aspects of service availability and unavailability and the impact of component availability, or the potential impact of component unavailability on service availability.
Component Availability
• All aspects of component availability and unavailability.
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Dow
ntim
e
Lesson 3.19: Availability Management:
Expanded Incident Lifecycle
97
Uptim
e
Up
tim
e
Time to
detect
Time to
Record
Time to
Diagnose
Time to
Repair
Time to
Recover
Time to
Restore
Inci
dent 1
Inci
dent 2
Dete
ct
Reco
rd
Dia
gnose
Rep
air
ed
Reco
vere
d
Rest
ore
d
Mean Time to Restore Service (MTRS)
Mean Time to between system incidents (MTBSI)
Mean Time
Between
Failures
(MTBF)
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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
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Lesson 3.21: IT Service Continuity
Management: Key Terms Explained
99
Business Continuity
Management (BCM)
• 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.
Business Impact Analysis (BIA)
• 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
Vital Business Functions (VBF’s)
• 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.
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Lesson 3.22: IT Service Continuity
Management: Key Terms Explained..contd
100
Risk
• Possibility of an event occurring that could cause harm or loss, or affect the ability to achieve Objectives.
• 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.
Risk Assessment
• Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other assets.
Risk Management
• Identifying appropriate risk responses or cost-justifiable countermeasures to combating identified risks.
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Lesson 3.23: IT Service Continuity
Management: Lifecycle Activities
101
Initiation
Requirements
& Strategy
Implementation
On Going
Operations
Business Continuity
Strategy
Business Continuity
Plans
Invocation
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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)
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Lesson 3.25: Information Security
Management: Key Terminology
103
Confidentiality • Protecting information against unauthorized
access and use.
• Examples: Passwords, swipe cards, firewalls
Integrity
• Accuracy, completeness and timeliness of services, data information, systems and physical locations.
• Examples: Rollback mechanisms, test procedures, audits.
Availability
• 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
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Lesson 3.26: Information Security
Management: Security Framework
104
Information Security Framework
Information Security Strategy
Information Security
Organisation
Information Security Management System
Information Security Policy
Information Security Controls
Information Security Processes
Management of Security Risks
> Communications Strategy
> Training & Awareness Strategy
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Lesson 3.27: Information Security
Management: Security Policy
105
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.
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….
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Lesson 3.28: Information Security Mgmt:
Information Security Management System (ISMS)
106
Interested
Parties
(Customers,
Suppliers
etc.)
Interested
Parties
(Customers,
Suppliers
etc.)
• Internal audit
• External audit
• Self assessments
• Security Incidents
• Learn
• Improve
• Plan
• Implement
• Awareness, Classification
• Personnel Security
• Physical Security
• Systems Security
• Security Incident Procedures
• Service level Agreements (SLA’s)
• Underpinning Contracts (UC’s)
• Operational level agreements (OLA’s)
• Policy Statements
Plan Implement
Evaluate Maintain
Information
Security
Requirements &
Expectations
Managed
Information
Security
Control • Organize
• Establish framework
• Allocate responsibilities
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107
Design Coordination main objectives are
• Ensuring consistent design of services
• Coordination of all design activities across projects
• Maintaining Governance
Lesson 3.29: Design Coordination - Objectives
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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
Lesson 3.30: Design Coordination - Governance
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109
109
• Service Design Package
• Service Design Policy
Lesson 3.31: Design Coordination - Keywords
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End of Module 3 110
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Service Design :Quiz 111
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Module 3 : Quiz
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
112
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
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Module 3 : Quiz
Question 2:
113
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
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Module 3 : Quiz
Question 3:
114
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
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115
Module 3 : Quiz
Question 4:
115
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
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Module 3 : Quiz
Question 5 :
116
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
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Module 3 : Quiz
Question 6 :
117
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
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118
Module 4
118
Service
Transition
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson objectives
At the end of this lesson, you should be able to:
• Understand the Goals and Objectives of Service Transition
• Explain What value Service Transition provides to the Business
Lesson 1.0: Service Transition 2
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Lesson 1.1: Service Transition Goals
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
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Lesson 1.2: Service Transition Objectives
•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.
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Lesson 1.3: Value to Business
122
• 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
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson objectives
At the end of this lesson, you should be able to:
• Understand Configuration Item
• Understand Configuration Management System
Lesson 2.0: Service Transition: Key
Principles and Models 5
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124
Lesson 2.2: Configuration Item (CI)
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
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125
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
©Simplilearn Solutions Pvt. Ltd. 2011
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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
Lesson 3.0: Service Transition
Processes 126
©Simplilearn Solutions Pvt. Ltd. 2011
Page 127
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 3.0.1: Transition, Planning and
Support 127
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128
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
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129
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
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Lesson objectives
At the end of this lesson, you should be able to:
• State the Goals, Objectives and basic
concepts of Change Management
Lesson 3.1: Change Management 130
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Lesson 3.2: Change Management :
Goals and Objectives
Goals and Objectives:
131
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
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132
Lesson 3.3: Change Management : Scope
Scope
132
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
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Lesson 3.4: Change Management :
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
133
Change Types
Remediation planning
Backout Plans
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Lesson 3.5: Change Management :
Change Flow
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Lesson 3.7: Change Management :
Roles in Change Management
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
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Lesson 3.8: Change Management :
Change Advisory Board (CAB)
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
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Lesson 3.9: Change Management :
Change Metrics
Change Metrics
137
• 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
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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
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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 3.11: Service Asset and
Configuration Management 139
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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.
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts
Basic Concepts
What is a Configuration Item (CI) ?
141
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
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Lesson 3.13: Service Asset and
Configuration Management: 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
Basic Concepts
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts: Contd..
Basic Concepts
What is a Configuration Management System (CMS) ?
143
•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
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Lesson 3.13: Service Asset and
Configuration Management: Basic Concepts: Contd..
Basic Concepts
What is a Definitive Media Library (DML) ?
144
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 ..
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Lesson 3.14: Service Asset and
Configuration Mgmt..: Basic Concepts: CMDB & DML
Basic Concepts
DML and CMDB
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Lesson 3.16: Service Asset and Configuration Mgmt.:
Basic Concepts: Relationship between CMDB, CMS and SKMS
146
CMDB
CMS
SKMS Informed Decision
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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 3.17: Release and Deployment
Management 147
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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.
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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
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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.
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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 …
Lesson 3.21: Release and Deployment
Management: Basic Concepts: Release Unit
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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.
Lesson 3.21: Release and Deployment
Management: Basic Concepts: Release Types
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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
Lesson 3.22: Release and Deployment Mgmt.
Basic Concepts: Release and Deployment Approaches
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Lesson objectives
At the end of this lesson, you should be able to:
• State the goals, objectives and basic concepts of
Knowledge Management
Lesson 3.23: Knowledge Management 154
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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.
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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.
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Lesson 3.26: Knowledge Management:
Basic Concepts: DIKW
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Lesson 3.27: Knowledge Management:
Service Knowledge Management System
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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.
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Service Transition : Summary 160
• Goals and Objectives
• Service Transition processes:
Transition, Planning and Support
Change Management
Service Asset and Configuration Management
Release and Deployment Management
Knowledge Management
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Service Transition : Quiz 161
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Module 4: Quiz
Question 1:
162
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
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Module 4: Quiz
Question 2:
163
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
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Module 4: Quiz
Question 3:
164
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
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Module 4: Quiz
Question 4:
165
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
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Module 4: Quiz
Question 5:
166
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
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Module 4: Quiz
Question 6:
167
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
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Module 5
168
Service
Operations
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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 1.0: Service Operations 169
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Lesson 1.1: Service Operations: Objectives
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
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Lesson 1.2: Value to Business
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.
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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
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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.
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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
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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
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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.
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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.
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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.
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Lesson objectives
At the end of this lesson, you should be able to:
• State the objectives and basic concepts for Event
Management
Lesson 2.0: Service Operations Process 179
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Lesson 2.1: Event Management: Objectives
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
180 Definition
The process responsible for monitoring Events throughout their
Lifecycle.
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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
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Lesson 2.3: Event Management:
Event Logging & Filtering
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Lesson 2.4: Event Management:
Managing Exceptional Events
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Lesson 2.5: Event Management:
Managing Information & Warning Events
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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 SLA’s
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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.
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Lesson 2.8: Incident Management:
Basic Concepts
187
Time Scales • Timescales must be agreed for all incident handling stages.
- Depending on Priority & SLA’s
- Documented in OLA’s & UC’s
• 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.
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Lesson 2.9: Incident Management:
Process Flow & Activities
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Lesson 2.10: Incident Management:
Process Interfaces
189
Problem Manage
ment
Incident
Management
Event Manage
ment
• Service break/ degrading Events
• Potential problems
Change Manage
ment
• RFC for resolving Incidents
• Incidents from Failed Changes
Service Level
Management
• SLA’s, OLA’s, UC’s
Capacity Manage
ment
• Performance incidents
• Incident Workarounds
Availability
Management
SACM*
*SACM: Service Asset & Configuration Management
• Availability incidents
• CI data
• Maintain faulty CI Status
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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.
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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.
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Lesson 2.13: Problem Management:
Basic Concepts
192
Reactive 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
Proactive Problem
Management
• 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)
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Lesson 2.14: Problem Management:
Process Flow: Reactive Problem Management
193
Problem detection &
Logging
Problem Categorization & Prioritization
Problem Investigation &
Diagnosis
Workarounds & raising Known Error Records
Problem Resolution &
Closure
Major Problem
Reviews
Errors from
Development /
Suppliers
Known
Error
Database
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Lesson 2.15: Problem Management:
Process Flow: Interfaces with Other Processes
194
Problem
Management
Change Management
Configuration Management
Release & Deployment
Management
Availability Management
Capacity Management
IT Service Continuity
Management
Financial Management Service Level Management
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Lesson 2.16: Request Fulfillment Process
195
Definition
The processes of dealing with Service Requests from the users.
Objectives
To provide pre-defined pre-approved standard services to users.
To provide users with information on available services and procedures for
obtaining them.
Deliver requested standard services.
Assist IT users with general information, comments and complaints
Basic Concepts
Request models – Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.
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Lesson 2.17: Access Management: Objectives
196
Definition
The process of granting authorized users the right to use a service, while
preventing access to non-authorized users.
• Also referred to as Rights Management or Identity Management.
• In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management.
Objectives
To grant authorized users the right to use a Service and deny access to
unauthorized users
To Execute policies and actions defined in Security and Availability
Management
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Lesson 2.18: Access Management:
Basic Concepts
Basic Concepts
197
Access • Access refers to the level and extent of a service’s functionality
or data that a user is entitled to use.
Identity • The information about the user that distinguishes them as an
individual, and which verifies their status within the
organization.
• By definition, the identity of a user is unique to that user.
Rights • Also called privileges, refer to the actual settings whereby a
user is provided access to a service or group of services.
• Typical rights or levels of access include read, write, execute,
change, delete.
Service/ Service
Groups
• Granting users/User groups access to similar set of services
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Lesson objectives
At the end of this lesson, you should be able to:
• Explain the role, objectives and
organizational structures of Service desk
Lesson 3.0: Service Operations:
Functions
198
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Lesson 3.1: Service Desk
199
Definition
A Service Desk is a functional unit made up of a dedicated number of staff
responsible for dealing with a variety of service events, often made via
telephone calls, web interface, or automatically reported infrastructure events.
Acts as daily Single point of contact for IT users
Objectives
To restore the ‘normal service’ to the users as quickly as possible.
Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
Manage Incidents throughout its lifecycle, which also includes user
communication and Technical & hierarchical escalations.
Conducting customer/user satisfaction survey.
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Lesson 3.1: Purpose of Service Desk
200
Purpose of Service Desk
Improved customer service, perception of IT and satisfaction with IT services
Increase accessibility to IT services through a single point of contact,
communication and information.
Better quality and faster turnaround of customer or user IT requests
Enhanced focus and a proactive approach to IT service provisioning.
More meaningful management information for decision support
Improved teamwork and communication amongst IT staff.
A reduced negative business impact.
Improved usage of IT Support resources and increased productivity of
business personnel.
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Lesson 3.2: Organization Structures
201
Type Description
1. Local Located physically close to the user community it serves.
2. Centralized Service desk is deployed at one central physical location.
3. Virtual Impression of single, centralized Service desk, through the
use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7
service.
5. Specialized ‘specialist groups’ within the overall Service Desk structure,
so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.
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Lesson 3.3: Service Desk Function:
Organization Structures - Local
202
Service Desk
(local)
Third Party
Support
Application
Support
Infrastructure
Support
Local Users
Local
Aids communication and gives a
clearly visible presence
Can often be inefficient and
expensive to resource due to low call
volumes
Reasons for a Local service desk…
• Language and cultural or
political differences
• Different time zones
• Specialized groups of users
• VIP/criticality status of users.
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Lesson 3.4: Service Desk Function:
Organization Structures- Centralized
203
Customer
Site 1
Customer
Site 2
Customer
Site 3
Service Desk
(centralized)
Second-Line Support
Third party
Support
Application
Support
Infrastructure
Support
Centralized
Local Service Desks merged into one
or few locations.
more efficient and cost-effective,
allowing fewer overall staff to deal
with a higher volume of calls.
‘local presence’ to handle physical
support requirements, but controlled
and deployed from the central desk.
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Lesson 3.5: Service Desk Function:
Organization Structures- Virtual
204
Virtual
Single Visible Service Desk which
may actually be run by staff in
multiple locations.
Allows for ‘homeworking’, secondary
support group, off-shoring or
outsourcing – or any combination
necessary to meet user demand.
Safeguards are needed to ensure
consistency and uniformity in service
quality and cultural terms
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Lesson 3.6: Service Desk: Service Desk Staffing
205
Service Desk Staffing
Correct number and qualification at any given time, considering
• Customer expectations and business requirements
e.g. call response time (SLA) , Budget
• Number of users to support, their language and skills
• Coverage period, out-of-hours, time zones/locations, travel time
• Processes and procedures in place, Infrastructure for short breaks
Minimum qualifications
• Interpersonal skills, Business and underlying IT understanding
• Skill sets
Customer and Technical emphasis, Expert
Typing skills
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Lesson 3.7: Service Desk: Service Desk Metrics
206
Service Desk Metrics
Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
Realistic and carefully chosen – total number of call is not itself good or
bad
Some examples:
• First-line resolution rate
• Average time to resolve and/or escalate an incident
• Total costs for the period divided by total call duration minutes
• The number of calls broken by time of day and day of week, combined with the
average call-time
• Customer/User Satisfaction surveys
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Lesson 3.8: Technical Management
207
Role of Technical Management Function
The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Objectives
To help plan, implement and maintain a stable technical infrastructure to
support the organization’s business Processes
-Well designed and highly resilient, cost-effective infrastructure configuration
- Use of adequate technical skills to maintain the technical infrastructure and to
speedily diagnose and resolve any technical failures that do occur.
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Lesson 3.9: Application Management
208
Role of Application Management Function
Responsible for managing applications throughout their lifecycle.
• Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
• It provides the actual resources to support the ITSM Lifecycle
• Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
• The integration of the Application Management Lifecycle into the ITSM
Lifecycle
Objectives
To helping to identify functional and manageability requirements for
application software so as to support the organization’s business Processes.
Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications.
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Lesson 3.10: IT Operations Management
Function
209
Role of IT Operations Management Function
The function responsible for the ongoing management and maintenance of
an organization ’s IT Infrastructure to ensure delivery of the agreed level of
IT services to the business.
Operations Control - oversees the execution and monitoring of the
operational activities and events in the IT Infrastructure.
Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.
Facilities Management - The management of the physical IT
environment, typically a Data Centre or computer rooms and recovery
sites together with all the power and cooling equipment.
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Lesson 3.11: IT Operations Management
Objectives
210
Objectives
Maintenance of the as- is infrastructure and procedures to achieve stability
of the organization’s day-to-day processes and activities.
Regular scrutiny and improvements to achieve improved service at reduced
costs, while maintaining stability.
Swift application of operational skills to diagnose and resolve any IT
operations failures that occur.
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Service Operations : Quiz 211
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212
Question 1:
212
Major Incidents require:
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation
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Module 5
Question 2:
213
Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary
2: Decide whether a Problem needs to be logged
A. 1 only
B. Both of the above
C. 2 only
D. None of the above
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Module 5
Question 3:
214
Which of the following is NOT a valid objective of Request
Fulfillment?
A. To provide information to users about what services are
available and how to request them
B. To update the Service Catalogue with services that may be
requested through the Service Desk
C. To provide a channel for users to request and receive standard
services
D. To source and deliver the components of standard services that
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Module 5
Question 4:
215
Which Functions are included in IT Operations Management?
A. Network Management and Application Management
B. Technical Management and Application Management
C. IT Operations Control and Facilities Management
D. Facilities Management and Technical Management
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Module 5
Question 5:
216
What is the BEST description of the purpose of Service
Operation?
A. To decide how IT will engage with suppliers during the Service
Management Lifecycle
B. To proactively prevent all outages to IT Services
C. To design and build processes that will meet business needs
D. To deliver and manage IT Services at agreed levels to
business users and customers
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Module 5
Question 6:
217
Which of these activities would you expect to be performed by a
Service Desk?
1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems
A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only
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End of Module 5 218
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219
Module 6
219
Continual
Service
Improvement
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At the end of this lesson, you should be able to:
• Understand the Goals and Objectives of
Continual Service Improvement
Lesson 1.0: Continual Service Improvement 2
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Lesson 1.1: Continual Service Improvement:
Goals
To continually align IT Services to the changing Business needs by
identifying and implementing improvements.
Continually be on the lookout for improvements related to process
effectiveness and efficiency.
To implement improvement plans in a cost-effective manner.
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Lesson 1.2: Continual Service Improvement:
Objectives
•Review analyze and recommend improvement opportunities in all the life
cycle phases
•To make CSI activities, fact based, CSI Reviews and analyze Service level
achievement results
•Identify and implement activities for improve service efficiency and
effectiveness to improve service quality
•Improve cost effectiveness
•Ensure appropriate quality management methods are used to support CSI
activities
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Lesson 1.3: Continual Service Improvement:
Scope
Scope of CSI:
Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
Alignment of the service portfolio with business needs
After implementing and operating processes, CSI help Maturing the
processes.
Organization need to:
•Review management information and trends of service delivery
•Ensure outputs of enabling ITSM are achieving results
•Conduct audits to access maturity of process, compliance of
processes.
•Conduct customer satisfaction surveys.
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At the end of this lesson, you should be able to:
• Understand the Basic Concepts and Key Principles of Continual Service Improvement
• John Kotter’s eight steps for Organization Transformation
Lesson 2.0: CSI – Key Principles and
Models 5
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Lesson 2.1: CSI and Organizational Change
225
Successful CSI requires organizational change
Organizational change presents challenges
Use formal approaches to address people-related issues:
John Kotter’s “Eight steps to transforming your organization”
Project Management
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Lesson 2.2: John Kotter’s 8 steps to
Organizational Transformation
226
Steps Quotes
1 Creating Sense of
urgency • 50% of transformations fail in this stage.
• Without motivation, people won’t help and efforts goes nowhere
• 76% of company’s management should be convinced of the need
2 Forming a guiding
coalition • Understand difficulties and producing change.
• Lack of effective, Strong leadership
• Not a powerful coalition. Opposition eventually stops the change initiatives.
3 Creating a Vision • Without a sensible vision transformation effort can easily dissolve into a list
of confusing, incompatible projects.
• An explanation of 5 minutes should obtain reaction of “understanding” and
“Interest”.
4 Communicating Vision
• Without credible communication, and lot of it, the hearts and minds of the
troops are never captured.
• Make use of all communication channels.
Reference: Crown copyright OGC. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.3: John Kotter’s 8 steps to
Organizational Transformation…contd
227
Steps Quotes
5 Empowering others to
act on vision • Structures to underpin the vision.. And removal of barriers to change.
• More people involved, the better the outcome.
• Reward initiatives.
6 Planning for and
creating quick wins • Real transformation takes time. Without quick wins too many people give up
or join the ranks of those opposing change.
• Actively look for performance improvements and establish clear goals.
• Communicate success.
7 Consolidating
improvements and
producing more
change
• Until changes sink deeply into the culture new approaches are fragile and
subject to regressions.
• In many cases worker revert to old practices.
• Use credibility of quick wins to tackle even bigger problems.
8 Institutionalize the
change • Show how new approaches, behavior and attitude have helped improve
performance. Ensure selection and promotion criteria underpin the new
approach.
Reference: Crown copyright OGC. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.4: Service Measurement
228
The ability to predict and report service performance against targets of an
end-to-end service is known as Service Measurement.
Will require someone to take the individual measurements and
combine them to provide a view of the customer experience.
This data can be analyzed over a period of time to produce a trend.
This data can be collected at multiple levels, (for example, CIs,
processes, services).
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229
Lesson 2.5: Reasons to Monitor & Measure
229
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Lesson 2.5: Types of Metrics
230
Technology metrics: typically components and applications For
example
•Performance
•Availability
Process metrics: Critical Success Factors (CSFs), Key Performance
Indicators (KPIs), activity metrics for ITSM processes
Service metrics: end-to-end service metrics (often Service metrics are
a sum of process and technology metrics)
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Lesson 2.6: Key Definitions
231
Improvement – Favorable Outcome showing a measurable increase in a
desirable metric or a decrease in undesirable metric.
Benefit – Gain achieved from Improvement. This is generally associated with
ROI or VOI.
Return on Investment (ROI) – Quantifiable monetary benefit achieved by
expending a certain amount of money, usually expressed as a percentage.
Value on Investment (VOI) – Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
Baseline – Benchmark used as a reference point for later comparison.
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232
Deming Cycle
232
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Plan:
Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies.
Do:
Implement the processes.
Check:
Monitor and measure processes and product against policies, objectives and requirements for the product and report the results.
Act:
Take actions to continually improve process performance.
P D
A C
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233
7 – Step Improvement Process – PDCA cycle
Lesson 2.7: Seven Step Improvement
Process- PDCA Cycle 233
DEFINE WHAT YOU
SHOULD MEASURE
DEFINE WHAT YOU
CAN MEASURE
GATHER THE
DATA – WHO,
HOW, WHEN
PROCESS THE
DATA
ANALYZE THE
DATA
PRESENT AND USE
THE DATA
IMPLEMENT
CORRECTIVE
ACTION
PL
AN
DO
CHECK
ACT
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234
Lesson 2.8: Continual Service
Improvement Model
234
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CSI : Quiz 235
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236
Module 6: Quiz
Question 1:
236
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services
a) 1 and 2 only
b) All of the above
c) 2 only
d) 1, 3 and 4 only ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 6: Quiz
Question 2:
237
Which is the first activity of the CSI model?
a) Carry out a baseline assessment to understand the current
situation
b) Understand the Business Vision and Objectives
c) Agree on priorities for Improvement
d) Create and verify a plan
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Module 6: Quiz
Question 3:
238
Which of the following is NOT a metric described in CSI?
a) Process Metric
b) Personnel Metric
c) Service Metrics
d) Technology Metrics
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Module 6: Quiz
Question 4:
239
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000
a) 1 and 2 only
b) 2 and 4 only
c) 1, 2 and 3 only
d) All of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 6: Quiz
Question 5:
240
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?
a) Continual Service Improvement
b) Service Strategy and Service Design
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition and
Service Operation
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CSI : Summary 241
Goals and Objectives of CSI
John Kotter’s 8 steps of Organizational Transformation
Service Measurement and Metrics
7 Step Improvement process
CSI Improvement Model
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242
ITIL 2011 Foundation Certification Exam
Practical Tips
242
• Read the question CAREFULLY
• At this level of exam the obvious answer is often the correct answer (if you have
read the question carefully!)
• Beware of being misled by the preliminary text for the question
• If you think there should be another choice that would be the right answer, then
you have to choose the “most right”
• Use strategies such as “What comes first?” or “What doesn’t belong?” to help
with the more difficult questions
• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then
try to eliminate combinations that are immediately incorrect (based on something
you can remember) so that the question is broken into smaller, and more
manageable pieces.
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ITIL 2011 Foundation Certification Exam
Practical Tips
243
Sample Question
Which of the following statements is CORRECT for ALL processes?
a) They define functions as part of their design
b) They should deliver value for stakeholders
c) They are carried out by an external service provider in support of a customer
d) They are units of organizations responsible for specific outcomes
Lets see with an example how to answer the questions.
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ITIL 2011 Foundation Certification Exam
Practical Tips
244
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?
1. The DML can include a physical store
2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation
a) All of the above
b) 1 and 2 only
c) 2 and 3 only
d) 1 and 3 only
Let us look at another example.
Sample Question
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