Waytoitilv3foundation 110909214355 Phpapp02

Way To ITIL v3 Foundation
By.
Mohamed Mahran, PMP, ITIL v.3 Expert Email: Muhamed.Mahran@gmail.com Linked In: http://sa.linkedin.com/in/mohamedmahran Twitter:@MuhamedMahran
Introduction
Course Overview
Introductions Review of IT Service Management (ITSM) and IT Infrastructure Library (ITIL) ITIL v3:
Service Lifecycle:
Service Strategy Service Design Service Transition Service Operation Continual Service Improvement
Introduction
Course Design
Coverage of the Service Lifecycle strategy within ITIL v3
Lecture Simulation/Case Study Practice Exams Foundations Certification Exam (Optional)
Introduction
Introductions
Please Introduce Yourself
Where do you work? What is your title and key responsibilities? IT experience? Service Management experience? Expectations for the course?
Introduction
ITIL Review
Conceived in the mid 1980s
CCTA (Central Computer and Telecommunications Agency)
OGC (Office of Government Commerce)
Evolution
30 + titles in v1 7 (9) titles in v2 5 titles in v3
Standard for Service Management Best practice across many industries itSMF
Introduction
ITIL v2 Books Review
Crown copyright 2007. Reproduced under license from OGC
Introduction
Why ITIL for Service Management?

Best Practices Non-Proprietary/Non-Prescriptive Guidance, not regulations Innovative Best Practices lead to Good Practices Good Practices lead to Best Practices
Introduction
Complimentary Guidance
Commonly known frameworks and standards that have synergy with ITIL:
COBIT ISO/IEC 20000 ISO/IEC 15504 ISO/IEC 19770:2006 Management of Risk
Project management CMMI Six Sigma Other ITSM publications ITIL Live The Official Introduction to the ITIL Service Lifecycle
Introduction
Qualification Scheme
* working title
OGCs Official Accreditor The APM Group Limited 2007
Introduction
This course is EXIN accredited:

Independent exams in IT, based on standards and best practices Worldwide recognition, in over 125 countries 40 years of experience, involving experts High quality, web-based technology International certification for IT standards:
ITIL ISO/IEC 20000/SQM MOF ASL BiSL TMap
Partner with The APM Group Limited (APMG) who won the rights to administer ITIL accreditation, certification and examination needs for the OGC.
Introduction
More Complementary Material

Pocket Guides Standards Alignment Knowledge and Skills Case Studies Scalability Quick Wins Qualifications Templates Study Aids Specialty Topics
Lifecycle
ITIL v3
Overview of ITIL Key Concepts
Lifecycle
Five Core Books
Lifecycle
Lifecycle: Terms of Interest

Service Management Service Service Owner Process Process Owner Function Capability Resource
Lifecycle
Capabilities and Resources

Capabilities Management Organization Processes Knowledge People Resources Financial Capital Infrastructure Applications Information People
Lifecycle
Value Creation
Prospects Competitors Regulators Suppliers Influence Create value
Management
Organization
Business unit
Capabilities
Processes
Demand
Goods/ Services Consume assets
Knowledge Coordinate, control, and deploy Resources
People
Customers Supply Generate returns (or recover costs)
Asset types
Information
Applications
Infrastructure
Financial capital
Lifecycle
Lifecycle: Five phases

Strategy
Working with the business to plan appropriately for both long- and shortterm service needs
Design
Planning and architecting services that fall within the businesss strategy
Transition
Moving planned business initiatives to live status Retiring old services no longer of value to the business Improving services to keep the business at or above required competitive levels
Operation
Managing the services currently utilized by the business
Continual Service Improvement

Implemented as part of every process
Lifecycle
Benefits of ITIL
Best Practices Lifecycle Approach Better Integration
Business Services IT Services IT Functions
Focus on Value of Service
Lifecycle
Organizational Context
RACI Model: Responsible
What needs to be done and by whom
Accountable
Who are the owners of the results?
Consult
Who has ability to assist, guide?
Inform
Who needs/desires to know?
Lifecycle
Governance
Enterprise Governance
Corporate Governance i.e. Conformance
Business Governance i.e. Performance
Accountability Assurance
Value Creation Resource Utilization
Lifecycle
Service Management Governance

Continual Service Improvement Service Strategy Processes
Demand Management Financial Management
Service Design Processes
Service Transition Processes
Service Operation Processes
Service Measurement
Strategy Generation Service Portfolio Mgmt
Service Catalog Management Service Level Management Capacity Management Availability Management Service Continuity Management
Service Reporting
Information Security Management Supplier Management Change Management Service Asset and Configuration Management Knowledge Management Release and Deployment Management
Service Improvement
Incident Management Problem Management Operation Management
Service Lifecycle Governance Program
Service Lifecycle Operational Processes
Source: The Official Introduction to the ITIL Service Lifecycle
Lifecycle
Service Transition
Service Design
Service Strategy
Service Operation
Lifecycle
Process Model
Triggers
Process Control
Process Policy Process Owner Process Documentation Process Objectives Process Feedback
Process
Process Metric
Process Activities Process Inputs Process Procedures Process Roles Process Improvements Process Outputs Including process reports and reviews
Process Work Instructions

Process Enablers
Process Resources
Process Capabilities
Lifecycle
The Four Ps: People, Processes, Products, Partners

People
Processes
Products/ Technology Partners/ Suppliers
Lifecycle Service Design Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Supplier Management Information Security Management
Service Strategy Financial Management Service Portfolio Management Service Operation Incident Management Problem Management Request Fulfillment Event Management Access Management Service Transition Asset and Configuration Management Change Management Knowledge Management Transition Planning and Support Release and Deployment Management Validation and Testing Evaluation
Cable Holdings, LLC copyright 2007
Lifecycle
Review Questions
Lifecycle
Lifecycle
1. Which of the following statements is CORRECT for ALL processes? a) They define activities, roles, responsibilities, functions and metrics b) They create value for stakeholders c) They are carried out by a Service Provider in support of a Customer d) They are units of organisations responsible for specific outcomes
Answer: B
Lifecycle
2. The ITIL core is structured around? a) An Operations Lifecycle b) An IT Management Lifecycle c) A Service Lifecycle d) An Infrastructure Lifecycle
Answer: C
Lifecycle
3. Functions are BEST described as? a) A body of knowledge b) Closed loop systems c) Self-Contained units of organizations d) Projects focusing on transformation
Answer: C
Lifecycle
4. Which of the following statements are CORRECT?

1. A Process responds to specific events 2. A process is performance driven and able to be measured
a) 1 only b) Both of the above c) Neither of the above d) 2 only

Answer: B
Lifecycle
5. Which of the following statements is always CORRECT about 'good practice'? a) It must be adopted by all organisations b) It is something that is in wide industry use c) It is documented in international standards d) It is based on ITIL
Answer: B
Lifecycle
6. A Process Owner is responsible for which of the following? a) Purchasing tools to support the process b) Ensuring that targets specified in a Service Level Agreement (SLA) are met c) Carrying out activities defined in the process d) Monitoring and improving the process
Answer: D
Lifecycle
7. 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) Analysing the business impact of an incident d) Creating a balanced scorecard showing the overall status of Service Management
Answer: A
Lifecycle
8. 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) b) c) d)
All of the above 1 only 2 only None of the above

Answer: C
Lifecycle
9. 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) b) c) d)
1, 2 and 3 only 1, 2 and 4 only All of the above None of the above
Answer: A
Lifecycle
10. Which of the following is NOT one of the ITIL core publications? a) Service Optimisation b) Service Transition c) Service Design d) Service Strategy
Answer: A
The Five Phases of ITIL
Service Strategy
Service Strategy
Starting point Explore business needs, plans Map IT strategies to business Focus on Service as value to business Source appropriately
Everything in strategy is very simple, but that does not mean that everything is very easy. Carl von Clausewitz1
Service Strategy
Starting point Explore business needs, plans Map IT strategies to business Focus on Service as value to business Source appropriately
Service Strategy
Service Strategy Key Concepts
Service Strategy
Strategy Terms of Interest

Warranty
Usability of a service Is it user-friendly?
Utility
Functionality of a service It does what it was designed to do
Open-Loop System
Perform activity regardless of environment conditions, i.e. Backup scheduled
Closed-Loop System
Monitor environment and respond to changes, i.e. load balancing
Trigger
Event that launches a process, i.e. a call to the Service Desk begins Incident Management activities
Service Strategy
Utility and Warranty = Value

UTILITY Performance supported? T/F Fit for purpose?
OR
Constraints removed?
AND
Available enough? Capacity enough? Fit for use? T/F
Value-created
AND
Continuous enough? Secure enough? WARRANTY T/F T: True F: False
Service Strategy
Business Case
Business case structure
A. Introduction Presents the business objectives addressed by the service
B. Methods and assumptions

Defines the boundaries of the business case, such as time period, whose costs and whose benefits C. Business impacts The financial and non-financial business case results D. Risks and contingencies The probability that alternative results will emerge E. Recommendations Specific actions recommended.
Service Strategy
Service Models
Market Space Service Portfolio Determine/Influence
Customer Portfolio
Contract Portfolio
Customer Assets
Service Assets
Service Models
(Structure) Service Model Configuration of Service Assets
Activities, events, and Interactions (Dynamics)
Service Operation
Service Strategy
Service Provider Types

Type I Internal Type II Shared Services (Internal) Type III External Provider
Service Strategy
Delivery Models
Insourcing Outsourcing Co-sourcing Partnership or multi-sourcing Business Process Outsourcing (BPO) Application Service Provision (ASP) Knowledge Process Outsourcing (KPO)
Service Strategy
Service Strategy Key Processes and Functions
Service Strategy
Service Strategy Key Activities

Define the Market Develop the Offerings Develop Strategic Assets Prepare for Execution
Service Strategy
Financial Management
Service Valuation
ROI (and VOI)
Funding (Budgeting) Accounting Chargeback
Service Strategy
Business and IT Common Concerns

1 Visible, consistent run-cost structure 2 Service Consumption Modelling, Valuation and Planning Confidence
8 Financial Compliance SLM
Customer
Commonality of Interests and Benefits
3 Service Investment Analysis PPM

4 Financial Processes Supporting Rapid Change in: - Budget - Business Need -Value Networks
7 Service Provisioning Optimization
Service Provider
6 Known Variable Cost Dynamics
5 Service Portfolio Management and Optimization
Service Strategy
Service Portfolio Management

The Providers collection of services available to the customer
Services defined in terms of business value Repository detailing information about the services throughout the lifecycle Means for comparing service competitiveness
Why should a customer buy from this provider? What is a fair rate for the service? What are the strengths, weaknesses, priorities, risks?
Service Strategy
Business Service Management

ITIL
Business Service Management IT Service Management IT Systems Management
Business Activity
Value to Business
IT Activity Infrastructure and Application Activity
Technology Resources
Value to IT
Service Strategy
Service Portfolio Management Methods

Service Strategy
Define
Inventories Business Case
Analyse
Value Proposition Prioritization
Approve
Service Portfolio Authorization
Charter
Communication Resource Allocation
Service Strategy
Service Portfolio
Service Catalog Service Pipeline
Service Portfolio
Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

Market spaces Service concepts
Third-party catalog
Service designs
Service transition
Service operation
Retired services
Customers
Resources engaged
Return on assets earned from service operation
Resources released
Common pool of resources
Service Strategy
Demand Management
Demand pattern
Pattern of business activity
Business Process Service belt
Service Process
Capacity management plan
Delivery schedule Incentives and penalties to influence consumption Demand management
Service Strategy
Review Questions
Service Strategy
Service Strategy
1. Which of the following questions is NOT answered by information in the Service Portfolio? a) How should our resources and capabilities be allocated? b) What opportunities are there in the market? c) Why should a customer buy these services? d) What are the pricing or chargeback models?
Answer: B
Service Strategy
2. In which core publication can you find detailed descriptions of Service Portfolio Management, Demand Management and Financial Management? a) Service Operations b) Service Strategy c) Service Transition d) Continual Service Improvement
Answer: B
Service Strategy
3. How does an organisation use Resources and Capabilities in creating value? a) They are used to create value in the form of output for production management b) They are used to create value in the form of goods and services c) They are used to create value to the IT organisation for Service Support d) They are used to create value to the IT organisation for Service Delivery
Answer: B
Service Strategy
4. "Warranty of a service" means? a) The service is fit for purpose b) There will be no failures in applications and infrastructure associated with the service c) All service-related problems are fixed free of charge for a certain period of time d) Customers are assured of certain levels of availability, capacity, continuity and security
Answer: D
Service Strategy
5. Which of the following statements CORRECTLY defines Insourcing and Outsourcing delivery model options? a) Insourcing relies on internal resources; outsourcing relies on external organisation(s) resources b) Insourcing relies on external organisation(s) resources; outsourcing relies on internal resources c) Insourcing relies on co-sourcing; outsourcing relies on partnerships d) Insourcing relies on knowledge process outsourcing; outsourcing relies on application service provisioning
Answer: A
Service Strategy
6. Which of the following statements is CORRECT about patterns of demand generated by the customer's business? a) They are driven by patterns of business activity b) It is impossible to predict how they behave c) It is impossible to influence demand patterns d) They are driven by the delivery schedule generated by Capacity Management
Answer: A
Service Strategy
7. There are 7 different sourcing strategies that a company can use. What is the newest form of outsourcing? a) Knowledge Process Outsourcing b) Partnership or multi-sourcing c) Business Process Outsourcing (BPO) d) Application Service Provision
Answer: A
Service Strategy
8. 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
Answer: A
Service Design
Service Design
Desire to achieve: Appropriate and innovative IT services To meet current and future agreed business requirements.
Service Design
Service Design Key Concepts
Service Design
Service Design Terms of Interest

Service Provider Supplier Service Level Agreement Operational Level Agreement Contract Service Design Package Availability
Service Design
Service Design Path

Triggered with new or changed business requirements
Service Strategy and/or Service Continual Improvement also employed in beginning
Ends with appropriately developed solution Control then handed to Service Transition and Service Operation
Service Design
Business Change Process

Business Process Change Business Requirements & Feasibility Business Process Development Business Process Implementation Business Benefits Realization
IT Service Requirement
IT Service
IT Service Lifecycle
Based on OGC ITIL material. Reproduced under license from OGC
Service Design
Design Management
Functionality
Service Design
Five Aspects of Service Design

Design of Service Solutions Design of Service Portfolio Design of Technology Architectures and Management Systems Design of Processes Design of Measurements, Methods and Metrics
Service Design
Design of Service Portfolio

Service Portfolio Service Lifecycle
Service Status: Requirements Defined Analyzed Approved Chartered Designed Developed Built Tested Released Operational Retired
Service Pipeline
Service Catalog Retired Services
Customer/support team viewable section of the Service Portfolio (the Service Catalog, with selected fields viewable)
Service Design
Design of Technology Architectures and Management Systems

Business/Organization Architecture
Enterprise Architecture
Service Architecture
Application Architecture
Information/Data Architecture
Environmental Architecture
IT Infrastructure Architecture
Management Architecture
Product Architecture
Service Design
Design of Processes
Triggers
Process Control
Process Policy Process Owner Process Documentation Process Objectives Process Feedback
Process
Process Metric
Process Activities Process Inputs Process Procedures Process Roles Process Improvements Process Outputs Including process reports and reviews
Process Work Instructions

Process Enablers
Process Resources
Process Capabilities
Service Design
Design of Measurements, Methods and Metrics

Define monitoring and data collection requirements Define frequency of monitoring and data collection Determine tool requirements for monitoring and data collection
Develop monitoring and data collection procedures Develop and communicate monitoring and data collection plan
Update availability and capacity plans
Begin monitoring and data collection
Service Design
Design Constraints
Pricing constraints
Contractual terms and conditions

Solutions space: Controlled by constraints
Values and ethics constraints
Warranty
Resource constraints
Standards and regulations
Other constraints
Copyrights, patents and trademarks

Capability constraints
Utility
Service Design
Service Design Processes and Functions
Service Design
Service Design Processes

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

Dependent on Service Portfolio Details of all live and approved-for-live services Two versions
Business Service Catalog Technical Service Catalog
Service Design
Service Portfolio and Catalog

Service Portfolio Service Catalog(s)
Description Value proposition Business cases Priorities Risks Offerings and packages Cost and pricing
Services Supported products Policies Ordering and request procedures Support terms and conditions Entry points and escalations Pricing and chargeback
Service Design
Service Catalog
Business Process 1
Business Process 2
Business Process 3
Business Service Catalog
Service A
Service B
Service C
Service D
Service E
Technical Service Catalog
Support Services
Hardware
Software
Applications
Data
Service Design
Service Level Management

Design SLA framework Gather, document SLRs Monitor performance against SLAs Produce appropriate reports Conduct reviews (could lead to SIP) Manage contacts and relationships
Service Design
Scope of Service Level Management

Service Level Agreements Service Level Requirements Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement
Service Design
Service Level Manager Role

Negotiates Ensures Targets Reviews Manages Relationships Guides Improvement
Service Design
Availability Management
Produce Availability Plan Provide Guidance on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability
Service Design
Availability Management Responsibilities

Reactive activities Monitor, measure, analyze report & review service & component availability Investigate all service & component unavailability & investigate remedial action Availability Management Information System (AMIS)
Availability Management reports
Availability Plan
Risk assessment & management Proactive activities Implement costjustifiable counter measures
Plan & design for new & changed services

Availability design criteria
Review all new & changed services & test all availability & resilience mechanisms
Availability testing schedule
Service Design
Availability Management Proactive Activities

Identify Vital Business Functions Component Failure Impact Analysis Modeling Single Point of Failure Analysis Fault Tree Analysis Management of Risk (M_o_R) Testing and Maintenance Produce Projected Service Outage Document Plan and Design for New/Changed Services Redundancy High Availability
Service Design
Availability Management Reactive Activities

Monitor, Measure, Analyze, Report, Review on Component Availability Unavailability Analysis Expanded Incident Lifecycle
MTRS and MTBF
Service Failure Analysis (SFA )
Service Design
Capacity Management
Business Capacity Management Service Capacity Management Component Capacity Management Threshold Management Capacity Management Information System
Service Design
Capacity Management Responsibilities

Capacity Plan Guidance and Assistance on Capacity-related Issues Ensure Capacity Targets Ensure Proactive Improvements
Service Design
Capacity Management Information System

Review current capacity & performance
Capacity Management Information System (CMIS)

Capacity & performance reports & data
Improve current service & component capacity
Assess, agree & document new requirements & capacity
Forecasts
Plan new capacity
Capacity plan
Service Design
IT Service Continuity Management

IT Service Continuity Plans Business Impact Analysis (BIA) Management of Risk (M_o_R) Guidance on Continuity and Recovery Ensure Continuity and Recovery Measures in Place Assess Impact of Change on Continuity Plans Ensure Proactive Measures Negotiate with Suppliers for Continuity Needs
Service Design
ITSCM Lifecycle
Lifecycle Business Continuity Management (BCM) Initiation
Key activities
Policy setting Scope Initiate a project
Business Continuity Strategy
Requirements and strategy
Business Impact Analysis Risk Assessment IT Service Continuity Strategy
Business Continuity plans
Implementation
Develop IT Service Continuity plans Develop IT plans, recovery plans and procedures Organization planning Testing strategy Education, awareness and training Review and audit Testing Change Management
Invocation
On-going operation
Service Design
Information Security Management

IT Information Security Policy (ISP) Ensure Security Requirements Document and Implement Security Controls Manage Supplier Access to Systems Manage Security Breaches and Security-related Incidents Proactive Improvements of Security Integrate Security Aspects within other ITSM processes
Service Design
The Five Elements of the Security Framework

MAINTAIN Learn Improve Plan Implement CONTROL Organize Establish framework Allocate responsibilities EVALUATE Internal audits External audits Self assessments Security incidents PLAN Service Level Agreements Underpinning contracts Operational Level Agreements Policy Statements
IMPLEMENT Create awareness Classification and registration Personnel security Physical security Networks, applications, computers Management of access rights Security incident procedures
Service Design
Information Security Policy

Policy Covers:
Passwords (Access Management) Email Virus Control Encryption Remote Access
Service Design
Supplier Management
Supplier Policy Obtain Value from Suppliers Ensure Supplier Contracts are Business-aligned Manage Supplier Relationships and Performance Negotiate Supplier Contracts and Manage them through their lifecycle Supplier and Contract Database (SCD)
Service Design
Supplier Management Components

Service Provider
Supplier Mgt. Process Owner Contracts Manager Legal Finance & Purchasing
Supplier Manager 1 Service
Service
Service
Supplier 6
Supplier 5 Supplier 4 Supplier 3 Supplier 2 Supplier 1 Sub-contracted Supplier 2
Sub-contracted Supplier 1
Service Design
The Supplier and Contract Database

Supplier strategy & policy
Evaluation of new suppliers & contracts
Supplier categorization & maintenance of the SCD
Establish new suppliers & contracts
Supplier & contract management & performance Supplier & Contract Database Supplier reports SCD and information
Contract renewal and/or termination
Service Design
Review Questions
Service Design
Service Design
1. A benefit of using Service Design tools is? a) To help ensure that standards and conventions are followed b) To help ensure that Events are detected as quickly as possible c) To help enable different applications to work together d) To help implement architectures that support the business strategy
Answer: A
Service Design
2. The Information Security Policy should be available to which groups of people? a) Senior Business Managers and all IT staff b) Senior Business Managers, IT Executives and the Security Manager c) All Customers, Users and IT staff d) Information Security Management staff only
Answer: C
Service Design
3. Which of the following is the CORRECT description of the Four Ps of Service Design? a) A four step process for the design of effective service management b) A definition of the people and products required for successful design c) A set of questions that should be asked when reviewing design specifications d) The four major areas that need to be considered in the design of effective service management
Answer: D
Service Design
4. A Customer Service Catalogue should contain which? a) The version information of all software b) The organisational structure of the company c) Asset information d) Details of all operational services
Answer: D
Service Design
5. Which aspect of Service Design is missing from the list below?

1. The design of services 2. The design of service management systems and tools 3. The design of technology architecture and management systems 4. The design of the processes required 5. ?
a) b) c) d)
The design of functions The design of Service Level Agreements (SLAs) The design of applications The design of measurement systems, methods and metrics
Answer: D
Service Design
6. Which process reviews Operational Level Agreements (OLAs) on a regular basis? a) Supplier Management b) Service Level Management c) Service Portfolio Management d) Contract Management
Answer: B
Service Design
7. The main objective of Availability Management is? a) To monitor and report availability of services and components b) To ensure that all targets in 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
Answer: D
Service Design
8. Defining the functional requirements for a new service is part of: a) Service Operation: Application Management b) Service Strategy: Service Portfolio Management c) Service Design: Design the technology architecture d) Service Design: Design the service solutions
Answer: D
Service Design
9. Which is the CORRECT sequence of events in choosing a technology tool? a) Select; Requirements; Selection Criteria; Evaluate b) Selection Criteria; Requirements; Evaluate; Select c) Requirements; Selection Criteria; Select; Evaluate d) Requirements; Selection Criteria; Evaluate; Select
Answer: D
Service Design
10. The Service Level Manager has responsibility for ensuring that the aims of Service Level Management are met. The Service Level Manager is NOT responsible for? a) Negotiating and agreeing Operational Level Agreements b) Ensuring that all non-operational services are recorded within the Service Catalogue c) Negotiating and agreeing Service Level Agreements d) Assisting with the production and maintenance of an accurate Service Catalogue
Answer: B
Service Transition
Service Transition
Manage Change and Risk Integrated with Business Change
Service Transition
Service Transition Key Concepts
Service Transition
Service Transition Terms of Interest

Service Knowledge Management System Configuration Item Configuration Management System Change
Normal, Standard, Emergency
Definitive Media Library Release Unit Seven Rs of Change Management
Service Transition
Service V-Model
Level 1
Define Customer/ Business Requirements
Service Review Criteria/Plan
Validate Service Packages, Offerings and Contracts
1a
Level 2
Define Service Requirements Service Acceptance Criteria/Plan Service Acceptance Test
1b
2a Level 3
Design Service Solution
Service Operational Criteria/Plan
2b
Service Operational Readiness Test
3a Level 4
Design Service Release
Service Release Test Criteria and Plan
3b
Service Release Package Test
4a Level 5
Levels of configuration and testing Develop Service Solution
4b
Component and Assembly Test Service Component Build and Test Internal and External Suppliers
5a
5b
Deliveries from internal and external suppliers
BL
Baseline point
Service Transition
Service Transition Processes and Functions
Service Transition
Processes that support the Service Lifecycle:

Change Management Asset and Configuration Management Knowledge Management
Processes within Service Transition:

Transition Planning and Support Release and Deployment Management Testing and Validation Evaluation
Service Transition
Change Management
Focus on changes to assets and CIs across the whole lifecycle Change Activities:
Planning and Controlling Changes Change and Release Scheduling Communications Change Decisions and Authorizations Measurement and Reporting
Service Transition
Change Scope
Business Strategic change Manage the business Service Provider Manage IT services Supplier Manage the suppliers business
Tactical change
Manage the business processes Service change
Service portfolio
Manage external services
Operational change
Manage the business operations
Service c operations
External operations
Service Transition
Change Management Roles and Resources

Request For Change (RFC) The Change Advisory Board (CAB) The Emergency Change Advisory Board (ECAB) The Schedule of Changes (SC) The Projected Service Outage Document (PSO) Post Implementation Review (PIR)
Service Transition
Normal Change
Create RFC
Change proposal (optional)
Record the RFC Initiator requested
Major Changes
Review RFC Change Management Ready for evaluation
Assess and evaluate Update CMS Ready for decision Authorize change proposal Change authority authorized Plan updates Change Management scheduled Work orders Authorize change
Work orders
Coordinate implementation Change Management Evaluation report implemented
Review and close
Service Transition
The Seven Rs of Change

Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes?
Service Transition
Asset and Configuration Management

Asset Management focus:
Service Assets during Service Lifecycle

Manage Logical Model of Infrastructure Show how Assets and Components interrelate
Configuration Management focus:
Service Transition
Asset Management
Manages/Details:
Inventory of Assets Owner/Responsible party for Asset Lifecycle steps from Acquisition to Disposal Financial Information
Service Transition
Configuration Management Information System

Logical Model of the IT Infrastructure Data from multiple sources or federated CMDBs References Definitive Media Libraries (DML), Spares Store and Asset Stores (staging areas)
Service Transition
Definitive Media Library and Spares Store

DML Physical CIs Information about the CIs
Electronic CIs Release Record
CMDB
Build new Release
Service Transition
Knowledge Management
Service Knowledge Management System (SKMS) Right information to the right people at the right time.
Service Transition
Knowledge Sharing
Service Knowledge Management System (SKMS)
Decisions
Configuration Management System (CMS)
Configuration Management Databases (CMDB)
Service Transition
Release and Deployment Management

Deliver change faster, at lower cost, with reduced risk Assure the changed or new service supports the business and its customers Ensure consistency in implementing changes Ensure traceability
Service Transition
Release and Deployment Activities

Planning Preparation Build and Test Service Testing and Pilots Plan and Prepare for Deployment Transfer, Deploy, Retire Verify Early Life Support Review and Close Deployment Review and Close Transition
Service Transition
Transition Planning and Support

Determine capacity and resources Support transition teams Ensure integrity of assets
Service Transition
Validation and Testing

Validation
Is the change fit for purpose (Utility)? Is the change of good quality (Warranty)?
Testing
Is the change going to achieve its intended results (Utility)? Is the change going to work without adverse affects (Warranty)?
Service Transition
Evaluation
Determines a means of answering these two questions:
What was the expected result? Did the change succeed?
Service Transition
Review Questions
Service Transition
Service Transition
1. The objective of Service Asset and Configuration Management is most accurately described as? a) To understand the performance characteristics of assets and Configuration Items (CIs) in order to maximise their contribution to service levels b) To manage service assets and CIs from an operational perspective c) To ensure that assets and CIs deliver the business outcomes they were designed to achieve d) To define and control the components of services and infrastructure and maintain accurate configuration records
Answer: D
Service Transition
2. The objective of the Change Management process is most accurately described as? a) Ensuring that all Changes are recorded, managed, tested and implemented in a controlled manner b) Ensuring that Changes to IT infrastructure are managed efficiently and effectively c) Ensuring that all Changes have appropriate back-out plans in the event of failure d) Protecting services by not allowing Changes to be made
Answer: A
Service Transition
3. Which of the following statements are CORRECT?

1. Service Transition provides guidance on moving new and changed services into production 2. Service Transition provides guidance on testing 3. Service Transition provides guidance on the transfer of services to or from an external service provider
a) b) c) d)
1 and 2 only 1 only All of the above 1 and 3 only

Answer: C
Service Transition
4. Which of the following would NOT be stored in the Definitive Media Library (DML)? a) Master copies of software b) Backups of application data c) Software licenses d) Master copies of controlled documentation
Answer: B
Service Transition
5. Which of the following are aims of the Release and Deployment Management process?
1. To ensure there are clear release and deployment plans 2. To ensure that skills and knowledge are transferred to operations and support staff 3. To ensure there is minimal unpredicted impact on production services, operations and support 4. To provide cost justifiable IT capacity that is matched to the needs of the business
a) b) c) d)
1, 2 and 3 only All of the above 1 and 3 only 1, 3 and 4 only

Answer: A
Service Transition
6. What does the Service V model represent? a) A strategy for the successful completion of all service management projects b) The path to Service Delivery and Service Support for efficient and effective utilization of resources c) Levels of testing required to deliver a Service Capability d) The business perspective as perceived by the customer and the user of services
Answer: C
Service Transition
7. What is the role of the Emergency Change Advisory Board (ECAB)? a) To assist the Change Manager in ensuring that no urgent Changes are made during particularly volatile business periods b) To assist the Change Manager in implementing Emergency Changes c) To assist the Change Manager in evaluating Emergency Changes and to decide whether the Change should be approved d) To assist the Change Manager in speeding up the Emergency Change Process so that no unacceptable delays occur
Answer: C
Service Transition
8. Which of these is NOT a type of change? a) Standard Change b) Normal Change c) Urgent Change d) Emergency Change
Answer: C
Service Transition
9. The goal of Service Asset and Configuration Management is to? a) Account for all the financial assets of the organisation b) Provide a logical model of the IT Infrastructure, correlating IT services and different IT components needed to deliver the services c) Build service models to justify ITIL implementations d) Implement ITIL across the organisation
Answer: B
Service Transition
10. The following options are considered within which process?

1. Big Bang vs. Phased 2. Push and Pull 3. Automated vs. Manual
a) b) c) d)
Incident Management Release and Deployment Management Service Asset and Configuration Management Service Catalogue Management
Answer: B
Service Operation
Service Operation
Manage day-to-day IT activities Add value as seen by customer
Service Operation
Service Operation Key Concepts
Service Operation
Service Operation Terms of Interest

Incident Alert Event Service Request Problem Known Error Workaround Impact, Urgency, Priority
Service Operation
Service Operations
An interesting daily dichotomy
Services vs. Components (External vs. Internal)
Manage the customer desires and needs (external) while working with an ever changing IT architecture (internal).
Stability vs. Responsive

Attempt to keep the environment stable while at the same time being responsive to user needs
Quality vs. Cost

Managing expectations within a finite budget
Reactive vs. Proactive

Balance hard to achieve if environment routinely undergoes massive change
Service Operation
Services vs. Components

An organization here is out of balance and is in danger of not meeting business requirements An organization here is quite balanced, but tends to underdeliver on promises to the business
Extreme Focus on Internal
Extreme Focus on External
Service Operation
Stability vs. Responsiveness

An organization here is out of balance and is in danger of ignoring changing business requirements An organization here is quite balanced, but may tend to overspend on change
Extreme Focus on Stability
Extreme Focus on Responsiveness
Service Operation
Quality vs. Cost

An organization here is out of balance and is in danger of losing service quality because of heavy cost cutting An organization here is quite balanced, but may tend to overspend to deliver higher levels of service than are strictly necessary Extreme Focus on Quality
Extreme Focus on Cost
Service Operation
Reactive vs. Proactive

An organization here is An organization here is out of balance and is not quite balanced, but tends to fix services that are able to effectively not broken, resulting in support the business higher levels of change strategy
Extremely Reactive
Extremely Proactive
Service Operation
Service Operation Processes and Functions
Service Operation
Service Operation Processes

Incident Management Problem Management Event Management Request Fulfillment Access Management
Service Operation
Incident Management
Restore Service as Soon as Possible Standard Incident Model
Assist in speedy Incident Management
Major Incident Management

Problem Management may be asked to assist
Service Operation
Incident Management Workflow

Incident Identification Incident Logging Incident Categorization Yes Service Request? No Incident Prioritization Yes To Request Fulfilment
Major Incident Procedure
Major Incident? No Initial Diagnosis
Yes Management Escalation Yes
Escalation Needed? No Investigation & Diagnosis Resolution and Recovery
Yes
Functional (2, 3 level)
Hierarchic Escalation Needed? No
Incident Closure
End
Service Operation
Problem Management
Eliminate Problems and Incidents in the IT Infrastructure
Minimize impact of incidents that cannot be prevented
Knowledge Base Problem Models

Used to enable quick elimination for similar problems
Major Problem Review
Service Operation
Problem Management Workflow

Problem Detection and Logging Categorization
Prioritization
Investigation & Diagnosis
CMS
Workaround?
Create Known Error Record Yes
Known Error Database
Change Management
Change Needed? No Resolution
Closure
Major Problem?
Major Problem Review
End
Service Operation
Event Management
Scope focused on specific events vs. general monitoring
Early Detection Preventative
Basis for key automated operations

Detect Make sense of Act on
Classifications based on significance:

Informational Warnings Exceptions
Service Operation
Request Fulfillment
Handles non-incident requests:
Service Requests RFCs (Standard Changes)
Request Models Self-Help Opportunities
Service Operation
Access Management
Access Rights
Verification of legitimacy of requests Monitoring Identity Status Logging and Tracking Access Granting/Removing/Restricting
Privileges predetermined (Availability and Security)
Physical Access control not within scope

Facilities
Service Operation
Operational Functions
IT Operations Service Desk Application Management
Financial Apps HR Apps Business Apps
Technical Management
Mainframe Server Storage Network Desktop Database Middleware Directory Services Internet/Web
Service Operation
Service Desk
Single Point of Contact for User Community Manages Incidents and Service Requests
First level of support Escalates as agreed Keeps users informed Closes
Conducts Satisfaction Surveys Communicates with Users Updates CMS
Service Operation
Service Desk Organizational Structures

Local Service Desk Centralized Service Desk Virtual Service Desk
Service Operation
Local Service Desk
User
User
User
User
Service Desk
Application Management
IT Operations Management
3rd Party Support
Request Fulfilment
Service Operation
Centralized Service Desk
Customer Site 1
Customer Site 2
Customer Site 3
Service Desk
Second Line Support
3rd Party Support
Request Fulfilment
Service Operation
Virtual Service Desk

San Francisco Service Desk Paris Service Desk Virtual Service Desk Beijing Service Desk Sydney Service Desk Rio de Janeiro Service Desk
Service Knowledge Management System
London Service Desk
Service Operation
Service Desk Metrics

First line resolution rate Average time to resolve an incident Average time to escalate an incident Average cost of handling an incident
Specific to Service Desk
Percentage of user updates as agreed by SLA Average time to review and close a resolved call Average number of calls per day and per week
Service Operation
Custodian of Technical Knowledge and Expertise Provides the Resources to Support the ITSM Lifecycle
Service Operation
Assists in application sizing and workload forecasts Assists in identifying ongoing operational costs of applications Assists in determining support skills required Assists in determining costs of customization Assists in determining to build or buy Assists in data access requirements
Service Operation
Application Management Lifecycle

Requirements
Optimize
Design
Operate
Build
Deploy
Service Operation
Operations Control
Console Management Job Scheduling Back-up and Restore Print and Output Management Maintenance Activities
Facilities Management
IT Environment
i.e. Data Center
Service Operation
Review Questions
Service Operation
Service Operation
1. Which of the following statements about the Service Desk are CORRECT?
1. The Service Desk is a function that provides a means of communication between IT and its users for all operational issues 2. The Service Desk is always the owner of the Incident Management process
a) b) c) d)
2 only 1 only Both of the above Neither of the above

Answer: B
Service Operation
2. Application Management is NOT responsible for? a) Documenting and maintaining the technical skills required to manage and support applications b) Managing applications through their lifecycle c) Assisting in the decision to build or buy new software d) Developing functionality required by the business
Answer: D
Service Operation
3. Which of the following BEST describes a Workaround? a) A technician uses a pre-defined technique to restore service as this Incident has been seen before b) A technician tries several approaches to solve an Incident. One of them works, although he does not know why c) After reporting the Incident to the Service Desk, the user works on alternative tasks while the problem is identified and resolved d) A device works intermittently, thus allowing the user to continue working at degraded levels of performance while the technician resolves the problem
Answer: A
Service Operation
4. An Incident occurs when:

1. A user is unable to access a service during service hours 2. An authorised IT staff member is unable to access a service during service hours 3. A network segment fails and the user is not aware of any disruption to service 4. A user contacts the Service Desk about slow performance of an application.
Which of the above statements is CORRECT? a) All of the above b) 1 and 4 only c) 2 and 3 only d) None of the above
Answer: A
Service Operation
5. What is the best definition of an Incident Model? a) The template used to define the Incident logging form used to report Incidents b) A type of Incident involving a standard (or model) type of Configuration Item (CI) c) A set of pre-defined steps to be followed when dealing with a known type of Incident d) An Incident that is easy to solve
Answer: C
Service Operation
6. Which of the following areas would technology help to support?

1. 2. 3. 4. Self help Measurement and reporting systems Release and deployment Process design
a) b) c) d)
1, 2 and 3 only 1, 3 and 4 only 2, 3 and 4 only All of the above

Answer: D
Service Operation
7. Which of the following activities are included in Access Management?

1. Verifying the identity of users requesting access to services 2. Setting the rights or privileges of systems to allow access to authorised users 3. Defining security policies for system access 4. Monitoring the availability of systems that users should have access to
a) b) c) d)
2 and 4 only 1 and 3 only 2 and 3 only 1 and 2 only

Answer: D
Service Operation
8. Facilities Management refers to? a) The Management of IT services that are viewed as "utilities" such as printers or network access b) The Management of an outsourcing contract c) The Management of the physical IT environment such as a Data Centre d) The procurement and maintenance of tools that are used by IT Operations staff to maintain the infrastructure
Answer: C
Service Operation
9. Which of the following is the most appropriate approach to carrying out Service Operations? a) The internal IT view is most important as Service Operations has to monitor and manage the infrastructure b) Service Operations should maintain a balance between an internal IT view and an external business view c) The external business view is most important as Service Operations is the place where value is realised and the customer obtains the benefit of the services d) IT Operations does not take an internal or external view as they execute processes defined by Service Design
Answer: B
Service Operation
10. What is the purpose of the Request Fulfilment Process? a) Dealing with Service Requests from the users b) Making sure all requests within an IT organisation are fulfilled c) Ensuring fulfilment of Change Requests d) Making sure the Service Level Agreement (SLA) is met
Answer: A

Continual realignment of IT to business requirements Aim to improve all processes within Service Lifecycle Assist/Guide growth and maturity of Service Management Processes
Measure, Analyze, Review
Continual Service Improvement Key Concepts
Continual Service Improvement Key Terms

Baseline Seven Steps of Improvement CSI Model Metrics
Technology Process Service
Constant Improvement: Deming

Continuous quality control and consolidation Plan Do Check Act Maturity Level Project Plan Project Audit New Actions
ACT
PLAN
Business IT Alignment
CHECK
DO
Effective Quality Improvement Consolidation of the level reached i.e. Baseline
Time Scale
Continual Service Improvement Metrics

You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define
Continual Service Improvement Activities

Review management information to ensure targets are met Check process maturity activities Audit processes for compliance Conduct satisfaction surveys Produce communication strategies Ensure improvements are beneficial
ROI and VOI
CSI Required Skills

Nature of Activities - Higher management level - High variation - Action orientated - Communicative - Focus on future - Intellectual effort - Investigative - Medium to high variation - Goal orientated - Specialized staff and business management - Automated - Procedural - Structured - Mechanistic - Medium variation - Specialized staff - Procedural - Routine tasks - Repetitive - Automated - Clerical level - Low variation - Standardized Skills - Managerial skills - Communication skills - Ability to create and use (high-level) concepts Presenting - Ability to handle complex and uncertain situations - Representative and Using the - Education and experience Information - Analytical skills - Modelling skills - Inventive attitude - Education - Programming expertise - Numerical skills - Methodical - Accuracy - Applied training - Programming expertise - Tool expertise -Accuracy - Precision - Applied training - Technical expertise
Analyzing Data
Processing Data
Gathering Data
CSI Model
What is the vision? Business vision, mission, goals and objectives
Where are we now?
Baseline assessments
How do we keep the momentum going?
Where do we want to be?
Measurable targets
How do we get there?
Service & process improvement
Did we get there?
Measurements & metrics
Seven Steps of Improvement

Identify Vision Strategy Tactical Goals Operational Goals 1. Define what you should measure
7. Implement corrective action Goals
2. Define what you can measure
6. Present and use the information, assessment summary, action plans, etc.
3. Gather the data Who? How? When? Integrity of data?
5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action?
4. Process the data Frequency? Format? System? Accuracy?
Role of Measurements
To Validate
Measurement Framework
To Direct
To Justify
To Intervene
Focus on the Business Needs

Vision Mission
Goals
Objectives
CSF
KPI
Metrics
Measurements
Methods and Techniques of Continual Service Improvement

Assessments Gap Analysis Balanced Scorecard SWOT
Strengths Weaknesses Opportunities Threats
Deming Cycle of Improvement

Plan Do Check Act
Review Questions
1. Learning and Improvement is the PRIMARY concern of which of the following phases of the Service Lifecycle? a) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement b) Service Strategy, Service Transition and Service Operation c) Service Operation and Continual Service Improvement d) Continual Service Improvement
Answer: D
2. "If something cannot be measured, it should not be documented" is a principle that applies to which of the following? a) The Glossary of Terms b) A Service Level Agreement (SLA) c) An Incident Management record d) A Configuration Item (CI)
Answer: B
3. Which is the first activity of the Continual Service Improvement (CSI) model? a) Assess the current business situation b) Understand the vision of the business c) Agree on priorities for improvement d) Create and verify a plan
Answer: B
4. Which of the following benefits would be LEAST useful in supporting a business case for service improvement? a) Reduced technology investment by 20% due to more accurate capacity and performance modeling processes b) Reduced support manpower demand by 30% due to automated incident and problem management processes c) Reduced level of customer complaints due to more effective Service Level Management d) Reduced Problem resolution time by half due to improved knowledge management
Answer: C
5. The 7 Step Improvement Process can most accurately be described as? a) The Seven P's of Continual Service Improvement (CSI) b) A service improvement methodology based on the Deming Cycle c) A set of roles and responsibilities for managing service improvements d) A process for defining what is to be measured, gathering the data, processing the data and using it to take corrective action
Answer: D
6. Which of the following roles is responsible for identifying opportunities for improvement?
1. Service Owner 2. Continual Service Improvement (CSI) Manager 3. Process Owner
a) b) c) d)
1 and 2 only 1 and 3 only All of the above 2 and 3 only

Answer: C
7. Which activities would you expect a Service Owner to undertake?

1. Representing a specific service across the organisation 2. Updating the Configuration Management Data Base (CMDB) after a change 3. Helping to identify service improvements 4. Representing a specific service in Change Advisory Board (CAB) meetings
a) b) c) d)
1, 2 and 4 only All of the above 1 and 4 only 1, 3 and 4 only

Answer: D
8. What is the main reason for establishing a Baseline? a) To standardise operation b) For knowing the cost of services provided c) For roles and responsibility to be clear d) For later comparison
Answer: D
9. Consider the following statements:

1. Continual Service Improvement (CSI) provides guidance on how to improve process efficiency and effectiveness 2. CSI provides guidance on how to improve services 3. CSI provides guidance on the improvement of all phases of the Service Lifecycle 4. CSI provides guidance on the measurement of processes and services
Which of the above statements is CORRECT? a) 1 and 2 only b) 2 only c) 1, 2 and 3 only d) All of the above
Answer: D
10. Which of the following are the three main types of metrics as defined in Continual Service Improvement (CSI)?
1. 2. 3. 4. 5. Process Metrics Supplier Metrics Service Metrics Technology Metrics Business Metrics
a) b) c) d)
1, 2 and 3 2, 4 and 5 1, 3 and 4 1, 2 and 4

Answer: C
11. The four stages of the Deming Cycle are? a) Plan, Measure, Monitor, Report b) Plan, Check, Re-Act, Implement c) Plan, Do, Act, Audit d) Plan, Do, Check, Act
Answer: D
Questions and Wrap-up

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Way To ITIL v3 Foundation

ITIL v2 Books Review

Crown copyright 2007. Reproduced under license from OGC

Why ITIL for Service Management?

OGCs Official Accreditor The APM Group Limited 2007

This course is EXIN accredited:

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4. Which of the following statements are CORRECT?

a) 1 only b) Both of the above c) Neither of the above d) 2 only

8. Which of the following statements is CORRECT?

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