ITIL Foundation Training

ITIL 2011 FOUNDATION CERTIFICATION ELEARNING COURSE
ITIL Foundation Training Offered by Simplilearn.com

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 ".
Ver. 2.2
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.
Simplilearn Solutions Pvt. Ltd. 2011
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
Module 1
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Introduction To Service Management Lifecycle
Lesson 1.0: What is ITIL ?

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What is ITIL ?
A set of publications for good practices in IT service Management. Why ITIL ? Focuses on descriptive guidance on IT Service Management thats easily adapted. Emphasizes Quality Management approach, standards ITIL goals Consistent, comprehensive, hygienic set of Best-Practice guidance Platform independent discussion of processes Common Language, Standardized vocabulary Flexible framework, adaptable to different IT environments.
Lesson 1.1: ITIL 2011 Components

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Lesson 1.2: ITIL Core Publications

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Each lifecycle phase of ITIL 2011 Core is represented by a Volume in the Library
1. 2. 3. 4. 5. Service Strategy Service Design Service Transition Service Operation Continual Service Improvement
Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System

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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
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.
Maximum 60 minutes. Candidates sitting the examination in a language other than their native language have a maximum of 75 minutes Yes No 65% (26 out of 40) AEC Authorized Examination Centers
Duration Supervised Open Book Pass Score Where ?
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Lesson 2.0: Principles of IT Service Management

Lesson objectives At the end of this lesson, you should be able to: Explain the concept of good practice Define the concepts of service, Service Management, Functions, Roles &Processes, and RACI The role of IT Governance across the Service Lifecycle
Lesson 2.1: ITIL is presented as Good Practice. What are good Practices?
11 Good Practices are generally commoditized, generally accepted, proven effective ways of doing things which were previously considered best practices of the pioneering organizations.
Successful Innovations applied diligently become Best Practices
Best practice accepted and adopted by others become common, Good Practices
Good Practices are Commoditized, generally accepted principles, or regulatory requirements

Simplilearn Solutions Pvt. Ltd. 2011 11
Lesson 2.2: Why Choose Good practices over Proprietary ones?

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Good Practices, Public Standards and frameworks

Wide Community Distribution Public Training and Certification Valid in Different applications Peer Reviewed Used by different parties Free and publicly available Labor market skills easy to find
Proprietary knowledge
Difficult to adopt Difficult to replicate and transfer Hard to document Highly customized Specific to business needs Hard to adapt or reuse Owners expect compensation
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Lesson 2.3: What is a Service?

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A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider. Customers focus on outcomes versus means.
Customer
Transfer costs and Risks Retains focus and accountability for outcomes
Service Provider
Takes on Costs and Risks Responsible for the means of achieving outcomes
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Lesson 2.4: What is a Service Management?

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Business Outcomes
Value
Customer Assets Performance
Service Management
Services
Capabilities Resources Financial Capital Infrastructure Applications
Service Assets
A5 Management A4 Organization A3 Processes
Capabilities
Resources
A2 Knowledge
A1
Information
People
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Lesson 2.5: Process, Functions and Roles

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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

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Data, Information and Knowledge
Suppliers
Process
Activity 1
Desired Outcome
Activity 2
Customer
Activity 3
Service Control & Quality Trigger Simplilearn Solutions Pvt. Ltd. 2011 16
Lesson 2.7: Process Characteristics

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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

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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

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CIO
Operations
Service desk Mainframe Application Networks
Development Website
HR Applications Finance Applications
Project Management
Project 1 Project 2 Project 3
Architecture
Enterprise Architecture
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Lesson 2.10: Service Management Roles : Service Owner

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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
Lesson 2.11: Service Management Roles : Process Owner

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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
Lesson 2.12: Connecting with Processes and Functions: RACI

22 RACI is an acronym for the four main roles of: Responsible the person or people responsible for getting the job done Accountable only one person can be accountable for each task Consulted the people who are consulted and whose opinions are sought Informed the people who are kept up-to-date on progress.
Activities
Create a framework for defining IT services Build an IT service catalogue Define SLA for critical IT services Monitor and report SL performance Review SLAs, OLAs and UCs Review and Update IT service catalogue Create service improvement Plan
Service owner C C A I A C I
Process Owner C A/R R A/R R A/R A/R
Security Manager C I C I C I I
IT Head A/R C R I R C C
Chief Architect C I C I I I C
Process Manager I I I R R C R
Example RACI matrix
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Lesson 2.13: Key Terminology: Service Provider

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Service Provider :
An Organization supplying Services to one or more Internal Customers or External Customers. Service provider is often used as an short form for IT Service provider.
There are three types of business models service providers:
Type I Internal Service Provider
An internal service provider that is embedded within a business unit e.g. one IT organization within each of the business units. The key factor is that the IT Services provide a source of competitive advantage in the market space the business exists in.
Type II Shared Services Provider

An internal service provider that provides shared IT service to more than one business unit e.g. one IT organization to service all businesses in an umbrella organization. IT Services typically dont provide a source of competitive advantage, but instead support effective and efficient business processes.
Type III External Service Provider

Service provider that provides IT services to external customers i.e. outsourcing
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Lesson 2.14: Key Terminology: Supplier

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Supplier:
A Third party responsible for supplying goods or Services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing Organizations.
Business
Contract:
A legally binding agreement between two or more parties to supply goods or services
Service Provider
Supplier
Fig: A Basic value Chain Simplilearn Solutions Pvt. Ltd. 2011 24
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Lesson 3.0: The Service Lifecycle

Lesson objectives At the end of this lesson, you should be able to: Understand the value of the Service Lifecycle How the processes integrate with each other, throughout the Lifecycle Explain the relationship between Governance and IT Service Management
Lesson 3.2: The Lifecycle Interactions

26 Requirements Service Knowledge Management Systems (SKMS) Including the Service Portfolio & Service Catalog Service Strategy
Strategy SDPs
The Business / Customers

SLPs from Requirements
Policies
Resources & Constraints
Service Design
Solution Design
Architectures
Standards
SKMS Updated
Service Transition
Transition plans
Tested Solutions
Service Operation
Operations Plan
Operational Services
Continual Service Improvement
Improvement Plans & Actions 26
Lesson 3.3: Relationship between Governance and ITSM

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Relationship between Governance and ITSM

Corporate Governance
Ensures the provision strategy and business plans. Establishes the Corporate policies and enables strategic direction, objectives, critical success factors and key result areas. Establishes IT policy, Standards and Principles, Assures alignment of IT strategy to corporate business strategy
IT Governance Corporate Compliance

Assures adherence to Legal, Industrial and regulatory requirements.
Assures the design and operability of IT policies , processes and key controls Establishes, enables and executes the IT strategy. Establishes Operations to assure high-quality, compliant IT service provisioning. Ensures effective key result Areas.
IT Compliance
IT Service Management
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End of Module 1
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Covered so far

What it ITIL Process, Function, Technology Life Cycle of Service i.e. SS, SD, ST, SO and CSI
We are covering hereon
Lifecycle Phases
Processes and Functions

Tools used for ITSM
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But before that a quiz !

Module 1: Quiz
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Sample question 1:
Which of the following is NOT one of the ITIL 2011 core publications?
a) Service Operation b) Service Transition c) Service Derivation d) Service Strategy
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Module 1: Quiz
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Sample question 2:
What is the RACI model used for? a) Documenting the roles and relationships of stakeholders in a process or activity b) Defining requirements for a new service or process c) Analyzing the business impact of an incident d) Creating a balanced scorecard showing the overall status of Service Management
Module 1: Quiz
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Sample question 3:
A service owner is responsible for which of the following?
a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to support a Service

c) Producing a balanced scorecard showing the overall status of all Services d) Recommending improvements
Module 1: Quiz
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Sample question 4:
Which of the following statements is CORRECT? 1. Only one person can be responsible for an activity 2. Only one person can be accountable for an activity a) All of the above b) 1 only c) 2 only d) None of the above
Module 1: Quiz
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Sample question 5:
Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and resources 3. They rely on processes for cross-functional coordination and control 4. They are costlier to implement compared to processes a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above d) None of the above
Module 1: Quiz
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Sample question 6:
Which of the following is a characteristic of every process? 1. It is measurable 2. It is timely 3. It delivers a specific result 4. It responds to a specific event 5. It delivers its primary result to a customer or stakeholder a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only d) All of the above
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End of Module 1
Module 2
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Service Strategy
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Lesson 1: Service Strategy
Lesson objectives At the end of this lesson, you should be able to: Understand the Goals and Objectives of Service Strategy
Lesson 1.1: Service Strategy Objectives

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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

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The objectives of service Strategy are to answer questions such as :
What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders?
Process in Service Strategy: Demand management Service portfolio Management, and Financial management Business Relationship Management
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Lesson 2.0: Key concepts of service strategy

Lesson objectives At the end of this lesson, you should be able to:
Describe basics of Value Creation through Services Explain Business Case
Lesson 2.1 Key Principles and Models

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Service Value Creation : Utility & Warranty

Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?
Utility
Value
Available enough ? Capacity enough ? Continuous enough ? Secure Enough ?
AND
Fit for Use ?
Warranty
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Lesson 2.2: Service Value creation: Utility & Warranty

Utility
Functionality offered by product /service as the customer views it What the customer gets Fitness for purpose
Warranty
Promise that the product/service will meet agreed requirements
How it is delivered 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 Reduces performance variation
Increases performance average
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Lesson 2.3: Basics of Value Creation: Service Assets

Service Assets Resources and capabilities available to an organization.
Resources the IT infrastructure. People, money and others which might help to deliver an IT service; the assets of an organization.
Capabilities ability to co-ordinate, control, deploy resources; the intangible assets of an organization.
Resources Financial Capital Infrastructure Applications Information Capabilities Management Organization Processes Knowledge People
Lesson 2.4: Service Packages

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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 Continuity Service Features Service Support Security Levels
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Lesson 2.5: Business Case

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A decision support and planning tool that projects the likely consequences of a business action Justification for a significant item of expenditure. Includes Information about costs, benefits, options, issues, risks and possible problems Uses qualitative and quantitative terms Type Business case structure 1. Introduction business objectives addressed 2. Methods and assumptions- boundaries of the business case 3. Business Impacts Financial and non financial 4. Risks and Contingencies 5. Recommendations Specific Actions
Lesson 2.6: Risk

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Risk
Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat. There are two distinct phases. Risk Analysis and Risk Management. Risk analysis is concerned with gathering information about exposure to risk so that the organization can make appropriate decisions and manage risk appropriately. Risk management supports critical decision making process, in terms of evaluating and selecting controls.
Management of risk covers a wide range of topics, including business continuity management (BCM), security, program/Project risk management and operational service management.
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Lesson 2.9: Service Management Technology & Automation

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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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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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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 processhandling 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
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Service Management tools functionality include (contd.)
Remote Control: allow relevant support groups to take control of the user desktops Diagnostic scripts & utilities Reporting & Dashboards
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Lesson 3.0: Service Strategy Process
Lesson objectives At the end of this lesson, you should be able Objectives and basic concepts of the four processes in Service Strategy: Demand Management, Service Portfolio Management Financial Management Business Relationship Management
Lesson 3.1: Demand Management: Objectives

52
The primary objective of Demand Management is to assist the IT Service Provider in understanding and influencing Customer demand for services and the provision of Capacity to meet these demands.
Other objectives include: Identification and analysis of Patterns of Business Activity (PBA) and user profiles (UP) that generate demand. Utilizing techniques to influence and manage demand in such a way that excess capacity is reduced but the business and customer requirements are still satisfied.
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Lesson 3.2: Managing Demand for Services

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Demand Pattern
Service Process Service Belt Patterns of Business Activity
Capacity Management Plan
Delivery Schedule
Demand Management
53 Simplilearn Solutions Pvt. Ltd. 2011
Lesson 3.3: PBA and UP

54
Pattern of Business Activity (PBA)

Workload profile of one or more business activities

Varies over time Represents changing business demands
User Profile

Pattern of user demand for IT services Each user profile includes one or more PBAs
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Lesson 3.4: What is a Service Portfolio?

55
Service Portfolio
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.
Customer 3 Service Improve -ment Plan Market Space 1
Customer 2
Service Portfolio
Market Space 2
Customer 1
Third Party Services
Market Space 3
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Lesson 3.5: Components of Service Portfolio

56
Service Portfolio
Components of Service Portfolio
Service Catalog Service Pipeline
Market Spaces
Continual service Improvement
Third Party Catalog
Service Transition
Service Operations
Retired Services
Customers
Service Design
Resources Engaged
Return on Assets earned during Service Operations
Resources Released
Common Pool of resources

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Lesson 3.6: Financial Management: Goals and Objectives 57
Business Opportunities
Business
Technology Capabilities Financial Management
IT
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Lesson 3.7: Financial Management: Activities

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Activities
Budgeting
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.
Accounting
Chargeback
Charging customers for their use of IT Services. Working with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand.
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Demand Modeling
Lesson 3.8: Financial Management: Benefits

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Benefits
Enhanced decision making. Increased speed of change.
Improved Service Portfolio Management.

Financial compliance and control. Improved operational control. Greater insight and communication of the value created by IT services. Increased visibility of IT leading to increased perception of IT
Lesson 3.9: Business Relationship Management: Purpose

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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

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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

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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

Objectives and Key concepts of Service Strategy Service Strategy processes.
Module 2: Quiz
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Question 1:
Which ITIL process is responsible for drawing up a charging system ? a) Availability Management b) Capacity Management c) Financial Management for IT Services d) Service Level Management
Module 2: Quiz
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Question 2:
A Service Level Package is best described as? a) A description of customer requirements used to negotiate a Service Level Agreement
b) A defined level of utility and warranty associated with a core service package
c) A description of the value that the customer wants and for which they are willing to pay d) A document showing the Service Levels achieved during an agreed reporting period
Module 2: Quiz
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Question 3:
The utility of a service is best described as: a) Fit for design b) Fit for purpose c) Fit for function d) Fit for use
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Module 2: Quiz
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Question 4:
The contents of a service package include:
a) Base Service Package, Supporting Service Package, Service Level Package b) Core Service Package, Supporting Process Package, Service Level Package
c) Core Service Package, Base Service Package, Service Support Package

d) Core Service Package, Supporting Services Package, Service Level Packages
Module 2: Quiz
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Question 5:
Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle? a) Service Strategy b) Service Strategy and Continual Service Improvement c) Service Strategy, Service Transition and Service Operation d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement
Module 2: Quiz
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Question 6:
Which of the following questions does guidance in Service Strategy help answer?
1: What services should we offer and to whom? 2: How do we differentiate ourselves from competing alternatives? 3: How do we truly create value for our customers? a) 1 only
b) 2 only
c) 3 only d) All of the above
Module 3
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Service Design
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Lesson 1.0 Service Design

Understand the Goals and Objectives of Service Design Understand the Value Service Design provides to the Business.
Lesson 1.1: Service Design Objectives

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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-toend 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

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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 2.0: Service Design Key Concepts

Lesson objectives At the end of this lesson, you should be able to: Understand the importance of People, Processes, Products and Partners for Service Management. Understand the five major aspects of Service Design. Explain Service Design Package
Lesson 2.1: 4 Ps in Service Management

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Skills Organisation Experience
People
Products
Services Technology Tools
IT Service Management
Suppliers Manufacturers Vendor
Activities RACI Dependencies
Partners
Processes
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Lesson 2.2: Major Aspects of Service Design

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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

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Defines all aspects of an IT Service and its requirements through each stage of its lifecycle. A service Design package is produced for every new IT service, a major change or for retiring a service.
Business requirements Service Applicability Service Contacts Service Functional Requirements Service Level Requirements
Service Acceptance Criteria
Contents of a Service Design Package

Service Design & Topology
Service Operational Acceptance Plan Service Transition Plan Service Program Organisational Readiness
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Lesson 3.0: Service Design Processes

State the Objectives and basic concepts of the following processes

Service Catalog Management Service Level Management Supplier Management
Capacity Management
Availability Management IT Service Continuity Management Information Security Management Design Coordination
Lesson 3.1: Service Catalogue Management: Objectives

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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

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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
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 costjustified manner. Service Level requirements (SLRs), Service Catalog, Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning contract (UPC)
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Key terms
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Lesson 3.4: Service Level Management: Process Activities
Design and Plan SLAs
Monitor Service Performance
Determine and Document Requirements
Service Design
Negotiate & Continual Service Negotiate & Agree Improvement
Produce Service Reports
SLA Improvement
Conduct Service review and Instigate Service Improvement

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Lesson 3.5: Service Level Management: Terminology

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Service Level requirements (SLR)
Detailed recording of the Customers needs, forming the basis for design criteria for a new or modified service. A written statement of available IT services, default levels, options, prices and identification of which business processes or customers use them. An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level targets, and specifies the responsibilities of the IT Service Provider and the Customer. Internal agreement with another function of the same organization which supports the IT service provider in their delivery of services. Contract with an external supplier that supports the IT organization in their delivery of services. A Service Level Agreement Monitoring(SLAM) Chart is used to help monitor and report achievements against Service Level Targets.
Service Catalog
Service Level Agreement (SLA) Operational Level Agreement (OLA) Underpinning Contract (UPC) SLAM Chart
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Lesson 3.6: Service Level Management: Key Terms Illustrated

84 Business Process Business Process Business Process S L A Storage Services Payroll
Network Services
Email Services
Storage Services
OLA OLA OLA OLA Service Desk Hardware Software Applications IT Infrastructure
Storage
U P C
External
U P C
Supplier
U P C
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Lesson 3.7: Service Level Management: Designing SLA Structures

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Customer Based vs. Service Based SLAs Customer A Customer B Customer C Service Based Customer Based
Multi Level SLAs Corporate Corporate Level SLA
Customer A Service Z (Juice)

Customer Level SLA Service X (Tea) Service Y (Coffee)
Customer B
Service X (Tea)
Service Y (Coffee)
Service Z (Juice)
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Service Level SLA

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Lesson 3.8: Service Level Management: SLA Content

Service Level Agreement for Service XYZ Introduction to the SLA. Service description Mutual Responsibilities Scope of SLA Applicable Service Hours Service Availability Reliability Customer Support Agreements Relationship and Escalation contacts Service Performance Metrics Security Costs and Charging Mechanisms.
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Lesson 3.9: Supplier Management: Objectives

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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). Supplier and Contract Database (SCD)
Key terms
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Lesson 3.10: Supplier Management: Supplier and Contract Database

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Supplier Strategy & Policy
Supplier and Contracts Evaluation

Establish new suppliers and Contracts
Supplier categorization and Maintenance of the SCD
Supplier & Contract Database (SCD)
Supplier & Contract Management & performance
Contract Renewal And/or termination

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Lesson 3.11: Supplier Management: Relationship with Service Level Management

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Supplier Management
To ensure the UCs are aligned with SLRs and SLAs by managing relationships with Supplier.
Service Level Management

Service Level Agreements (SLA)
Supplier Management
Underpinning Contracts (UCs)
External Suppliers
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Lesson 3.12: Capacity Management: Objectives

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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-todate 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. Capacity plan/ CMIS Business capacity management Service capacity management Resource/Component capacity management
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Key terms
Lesson 3.13: Capacity Management: A Balancing Act

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Supply
Capacity
Resources Components
Demand
Performance
Cost
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Lesson 3.14: Capacity Management: Process Activities

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Review Current Capacity and Performance

Capacity Management Information System (CMIS)
Capacity performance reports & data
Improve Current service and component capacity
Forecasts
Plan new Capacity

Capacity Plans
Assess, Agree & Document new Requirements & Capacity
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Lesson 3.15: Capacity Management: Sub Process

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. Management, control and prediction of the end-toend performance and capacity of the live, operational IT services usage and workloads. Ensure that the performance of all services, as detailed in service targets within SLAs and SLRs, is monitored and measured, and that the collected data is recorded, analyzed and reported. Management, control and prediction of the performance, utilization and capacity of individual IT technology components.
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Business Capacity Management
Service Capacity Management
Component Capacity Management

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Lesson 3.16: Availability Management Process: Objectives

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-todate Availability Plan. Ensure that proactive measures to improve the availability of services are implemented wherever it is cost-justifiable to do so. Availability, Reliability, Maintainability, Serviceability Vital business Functions (VBF) Expanded Incident Lifecycle & MTRS, MTBF, MTBSI
Key terms
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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. A measure of how long a component or IT Service can perform its agreed operation without interruption.
Reliability
Maintainability
A measure of how quickly and effectively a component or IT Service can be restored to normal working after a Failure.
The ability of a Third-Party Supplier to meet the terms of its Contract. This Contract will include agreed levels of Reliability, Maintainability or Availability for an IT service or component.
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Serviceability
Lesson 3.18: Availability Management:

96
Key Terms explained..contd.

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. All aspects of service availability and unavailability and the impact of component availability, or the potential impact of component unavailability on service availability.
All aspects of component availability and unavailability.
Vital business Functions (VBFs)
Service Availability Component Availability
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Lesson 3.19: Availability Management: Expanded Incident Lifecycle

97
Uptime
Uptime
Time to detect
Time to Record
Time to Diagnose
Time to Repair
Time to Recover
Time to Restore
Mean Time to Restore Service (MTRS) Mean Time to between system incidents (MTBSI)
Mean Time Between Failures (MTBF)
Downtime
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Recovered
Incident 1
Diagnose
Repaired
Restored
Record
Detect
Incident 2
Lesson 3.20: IT Service Continuity Management: Objectives

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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.
Quantifies the impact loss of IT service would have on the business. Identifies the most important services to the organisation and is therefore critical input to Strategy The business critical elements of the business process supported by an IT Service. Typically this will be where more effort and investments will be spent to protect these vital business functions.
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Business Impact Analysis (BIA)
Vital Business Functions (VBFs)
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. Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other assets. Identifying appropriate risk responses or costjustifiable countermeasures to combating identified risks.
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Risk Assessment
Risk Management
Lesson 3.23: IT Service Continuity Management: Lifecycle Activities

101
Initiation
Invocation
On Going Operations
Requirements & Strategy
Business Continuity Strategy
Implementation
Business Continuity Plans
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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

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Confidentiality
Protecting information against unauthorized access and use. Examples: Passwords, swipe cards, firewalls Accuracy, completeness and timeliness of services, data information, systems and physical locations. Examples: Rollback mechanisms, test procedures, audits. The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems. Examples: UPS, resilient systems, Service desk hours
Integrity
Availability
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Lesson 3.26: Information Security Management: Security Framework

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Information Security Framework

Information Security Management System
Information Security Policy Information Security Organisation
Information Security Strategy
Information Security Processes

Management of Security Risks > Communications Strategy > Training & Awareness Strategy
Information Security Controls
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Lesson 3.27: Information Security Management: Security Policy

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Audience for Security Policy These policies should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.
Security Policy Contains.
An overall Information Security Policy Use and misuse of IT assets policy Access control policy Password control policy E-mail policy internet policy Anti-virus policy Information classification policy Document classification policy Remote access policy Policy for supplier access of IT service, information and components Asset disposal policy.
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Lesson 3.28: Information Security Mgmt: Information Security Management System (ISMS)
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Interested Parties (Customers, Suppliers etc.)
Service level Agreements (SLAs) Underpinning Contracts (UCs) Operational level agreements (OLAs) Policy Statements
Plan
Implement
Awareness, Classification Personnel Security Physical Security Systems Security Security Incident Procedures
Interested Parties (Customers, Suppliers etc.)
Information Security Requirements & Expectations
Control
Organize Establish framework Allocate responsibilities
Managed Information Security
Learn Improve Plan Implement
Maintain
Evaluate
Internal audit External audit Self assessments Security Incidents
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Lesson 3.29: Design Coordination - Objectives

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Design Coordination main objectives are Ensuring consistent design of services Coordination of all design activities across projects Maintaining Governance
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Lesson 3.30: Design Coordination - Governance

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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
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Lesson 3.31: Design Coordination - Keywords

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Service Design Package Service Design Policy
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End of Module 3
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Service Design :Quiz
Module 3 : Quiz
112
Question 1:
Which of the following is NOT one of the five individual aspects of Service Design?
A. The design of the Service Portfolio, including the Service Catalogue B. The design of new or changed services C. The design of Market Spaces D. The design of the technology architecture and management systems
Module 3 : Quiz
113
Question 2:
Which of the following is MOST concerned with the design of new or changed services? A. Change Management B. Service Transition C. Service Strategy D. Service Design
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Module 3 : Quiz
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Question 3:
Implementation of ITIL Service Management requires preparing and planning the effective and efficient use of: A. People, Process, Partners, Suppliers B. People, Process, Products, Technology C. People, Process, Products, Partners D. People, Products, Technology, Partners
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Module 3 : Quiz
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Question 4:
What is the MAIN goal of Availability Management? A. To monitor and report availability of components B. To ensure that all targets in the Service Level Agreements (SLAs) are met C. To guarantee availability levels for services and components D. To ensure that service availability matches or exceeds the agreed needs of the business
Module 3 : Quiz
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Question 5 :
The Information Security Policy should be available to which groups of people?
A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information Security Manager only C. All customers, users and IT staff D. Information Security Management staff only
Module 3 : Quiz
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Question 6 :
Which of the following are activities that would be carried out by Supplier Management? 1: Management and review of Organisational Level Agreements (OLAs) 2: Evaluation and selection of suppliers 3: Ongoing management of suppliers A. 1 and 2 only B. 1 and 3 only C. 2 and 3 only D. All of the above
Module 4
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Service Transition
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Lesson 1.0: Service Transition

Understand the Goals and Objectives of Service Transition Explain What value Service Transition provides to the Business
Lesson 1.1: Service Transition Goals

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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
Lesson 1.2: Service Transition Objectives

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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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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
Lesson 2.0: Service Transition: Key Principles and Models


Understand Configuration Item Understand Configuration Management System
Lesson 2.2: Configuration Item (CI)

124
124
Anything that needs to be managed in order to deliver an IT Service. CI information is recorded in the Configuration Management System. CI information is maintained throughout its lifecycle by Configuration
Management.
All CIs are subject to Change Management control.
CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs
125 125 Information about all Configuration Items
Lesson 2.3: Configuration Management System (CMS)

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
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Lesson 3.0: Service Transition Processes
Lesson objectives At the end of this lesson, you should be able to understand Objectives and basic concepts of the four processes in Service Transition:

Transition, Planning and Support Change Management Service Asset and Configuration Management Release and Deployment management, And Knowledge Management
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Lesson 3.0.1: Transition, Planning and Support

Lesson objectives At the end of this lesson, you should be able to: State the Goals, Objectives and basic concepts of Transition, Planning and Support
Lesson 3.0.2:Transition, Planning and Support- Goals and Objectives

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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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Lesson 3.0.3:Transition, Planning and Support Activities- Purpose

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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 3.1: Change Management

Lesson objectives At the end of this lesson, you should be able to: State the Goals, Objectives and basic concepts of Change Management
Lesson 3.2: Change Management : Goals and Objectives

131
Goals and Objectives:

Respond to changing business requirements Respond to Business and IT requests to align Services with business needs. Ensuring Changes are introduced in a controlled manner. Optimize business risk Implement changes successfully Implement changes in times that meet business needs Use standard processes Record all changes
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Lesson 3.3: Change Management : Scope

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Scope
Addition, Modification or Removal of Any Service or Configuration Item or associated documentation Including Strategic, Tactical and Operational changes Excluding Business strategy and process Anything documented as out of scope
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Lesson 3.4: Change Management : Change Types

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Change Types
Normal changes
Types are specific to the organization

Type determines what assessment is required
Standard changes
Pre-authorized with an established procedure
Tasks are well known, documented and low risk (usually)

E.g replacement of faulty printer, upgrade PC etc.
Emergency changes
Business criticality means there is insufficient time for normal handling
Should use normal process but speeded up

Impact can be high, more prone to failure, Should be kept to minimum
Remediation planning Backout Plans

Lesson 3.5: Change Management : Change Flow

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Lesson 3.7: Change Management : Roles in Change Management

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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)

136
Change Advisory Board (CAB)
Supports the change manager
Consulted on significant changes

Business, users, application/technical support, operations, service desk, capacity, service continuity, third parties people who have clear understanding of business needs Technical specialists / consultants
Emergency CAB (ECAB)

Subset of the standard CAB Membership depends on the specific change
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Lesson 3.9: Change Management : Change Metrics

137
Change Metrics
Compliance Reduction in unauthorized changes Reduction in emergency changes
Effectiveness Percentage of changes which met requirements Reduction in disruptions, defects and re-work Reduction in changes failed/backed out Number of incidents attributable to changes Efficiency Benefits (value compared to cost) Average time to implement (by urgency/priority/type) Percentage accuracy in change estimates
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 3.11: Service Asset and Configuration Management

Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Service Asset and Configuration Management
Lesson 3.12: Service Asset and Configuration Management: Goals and Objectives
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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

141
Basic Concepts
What is a Configuration Item (CI) ?
Anything that needs to be managed in order to deliver an IT Service
CI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration Management
All CIs are subject to Change Management control
CI Types : CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs
Lesson 3.13: Service Asset and Configuration Management: Basic Concepts

142
Basic Concepts
Configuration baseline Configuration details captured at a specific point in time. This captures both the structure and details of a configuration Item. It is used as a reference point for future Builds, Releases and Changes. (e.g. After major changes, disaster recovery etc). Typically managed through the Change Management process.
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd..
143
Basic Concepts
What is a Configuration Management System (CMS) ?
Information about all Configuration Items CI may be an entire service, or any component Stored in 1 or more databases (CMDBs)
CMS stores attributes

Any information about the CI that might be needed CMS stores relationships Between CIs With incident, problem, change records etc. CMS has multiple layers Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd..
144
Basic Concepts
What is a Definitive Media Library (DML) ?
The only source for build and distribution Master copies of all software assets In house, external software houses Scripts as well as code Management tools as well as applications Including licenses
Quality checked
Complete, correct, virus scanned ..
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Lesson 3.14: Service Asset and Configuration Mgmt..: Basic Concepts: CMDB & DML
145
Basic Concepts
DML and CMDB
145
Lesson 3.16: Service Asset and Configuration Mgmt.: Basic Concepts: Relationship between CMDB, CMS and SKMS
146
SKMS
Informed Decision
CMS
CMDB
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Lesson 3.17: Release and Deployment Management

Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Release and Deployment Management
Lesson 3.18: Release and Deployment Management: Goals

148
Release management is responsible for planning, scheduling, and controlling the movement of new or changed services, in the form of a release package, to both the testing and the live production environments Deployment management is responsible for the movement of new or changed hardware, software, documentation, or other configuration items into the live production environment.
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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
149
Lesson 3.20: Release and Deployment Management: Basic Concepts: Release Policy
150 Release Policy: The overarching strategy for Releases and was derived from the Service Design phase of the Service Lifecycle and typically includes: Release Description with the unique identification, numbering and naming conventions. The roles and responsibilities at each stage in process. The expected frequency for each type of release The approach for accepting and grouping changes into a release. The mechanism to automate the build, installation and release distribution processes to improve re-use, repeatability and efficiency How the configuration baseline for the release is captured and verified against the actual release contents, e.g. hardware, software, documentation and knowledge Exit and entry criteria and authority for acceptance of the release into each Service Transition stage and into the controlled test, training, disaster recovery and production environments Criteria and authorization to exit early life support and handover to Service Operations.
Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Unit
151
Release unit
- Cls that are normally released together

- Typically includes sufficient components to perform a useful function. For example - Fully configured desktop PC, payroll applications
Release package - Single release or many related releases
- Can include hardware, software, utility, warranty, documentation, training
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Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types
152
Release Types Major Release:
Containing large proportions of new functionalities. Also known as a Major Upgrade, generally supersedes all preceding minor upgrades.
Minor Release: Contains small enhancements and fixes. A Minor Upgrade or release generally supersedes previous emergency fixes.
Emergency Release: Normally linked to an Emergency change.

Lesson 3.22: Release and Deployment Mgmt. Basic Concepts: Release and Deployment Approaches
153
Release and Deployment Approaches
Big bang versus phased approach
Phased approach can be users, locations, functionality ..
Push versus Pull deployment

Automated versus manual deployment
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Lesson 3.23: Knowledge Management

Lesson objectives At the end of this lesson, you should be able to: State the goals, objectives and basic concepts of Knowledge Management
Lesson 3.24: Knowledge Management: Goals and Objectives

155
The goal of Knowledge Management is to Improve quality of management decision making by ensuring that reliable and secure information and data is available throughout the service lifecycle The objective of Knowledge Management is to ensure that the right information is delivered to the appropriate place or person at the right time to enable informed decisions.
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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.
156
Lesson 3.26: Knowledge Management: Basic Concepts: DIKW

157
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Lesson 3.27: Knowledge Management: Service Knowledge Management System

158
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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

Goals and Objectives Service Transition processes: Transition, Planning and Support Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management
161
Service Transition : Quiz
Module 4: Quiz
162
Question 1:
Which of the following statements about a standard change is INCORECT ? a) A Standard change is a low risk change b) Standard changes are pre-authorized changes c) Standard changes are authorized by E-CAB d) Standard changes are only raised by Incident Management
Module 4: Quiz
163
Question 2:
Which statement is the CORRECT statement about the relationship between CMS and SKMS ? a) The SKMS is a part of the CMS b) The CMS is a part of the SKMS c) There is no relationship between the CMS and SKMS d) The CMS and the SKMS are the same
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Module 4: Quiz
164
Question 3:
Whish of the following is an activity of SACM ? a) Account for all the Financial assets of an organization b) Specify the relevant attributes of CI c) Implement ITIL across the organization d) Design Service models to justify ITIL implementations
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Module 4: Quiz
165
Question 4:
Which of the following does Service Transition provide guidance on: 1. Moving New and Changed Services to production 2. Testing and Validation 3. Transfer of services to and from external service provider a) All of the above b) None of the above c) Only 1 and 2 d) Only 1
Module 4: Quiz
166
Question 5:
Which of the following is an INCORRECT Release and Deployment approach? a) Propagate and Consolidate b) Push and Pull c) Big bang and Phased d) Automated and Manual
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Module 4: Quiz
167
Question 6:
Which of the following would be stored in the DML? 1. Copies of Purchased software 2. Copies of Internally developed software 3. Relevant License documentation 4. The Change schedule a) All of the above
b) 1 and 2 only
c) 3 and 4 only d) 1, 2 and 3 only
Module 5
168
Service Operations
168
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Lesson 1.0: Service Operations

Understand the Goals and Objectives of Service Operations Briefly Explain What Value Service Operations provide to business Understand Key Concepts & definitions Understand the Role of Communication in Service Operations
Lesson 1.1: Service Operations: Objectives

170
To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Responsible for the ongoing management of the technology that is used to deliver and support services. Carrying out activities and Processes required to deliver and manage Services at agreed levels.
KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery so as to ensure value to business and the service provider

171
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
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 Informational Description 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.
An Event signifying a service or a device is operating abnormally Example: A PC scan reveals the installation of unauthorized software.
Exception
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Lesson 1.5: Alerts & Incidents

174
Alert
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.
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
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
Lesson 1.6: Service Request

175
Service Request
A generic description for many varying types of demands that are placed upon the IT Department by the users. Many of these requests are actually small changes low risk, frequently occurring, low cost, etc.
Their scale and frequency, low-risk nature means that they are better handled by a separate process, rather than being allowed to congest and obstruct the normal Incident and Change Management processes.
Examples: A request to change a password, A request to install an additional software application onto a particular PC, A request to relocate some items of desktop equipment
175
Lesson 1.7: Problem & Workaround

176
Problem
The cause of one or more incidents.
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.
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.
176
Lesson 1.8: Known Error (KE) and Known Error Database (KEDB)
177
Known Error (KE)

A Problem that has a documented Root cause and a Workaround. A known error might be raised for a problem whose root cause is not yet known but a workaround has been identified.
Known Errors are created and managed throughout their Lifecycle by Problem Management. Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility reports for Windows by Microsoft
Known Error Database (KEDB)

A storage of previous knowledge of incidents and problems exact details of the fault and the symptoms that occurred how they were overcome
Allows quicker diagnosis and resolution if Incidents/Problems recur.
.
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. A measure of how long it will be until an Incident, Problem or Change has a significant Impact on the Business. 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.
Urgency Priority
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Lesson 2.0: Service Operations Process

State the objectives and basic concepts for Event Management
Lesson 2.1: Event Management: Objectives

180
180
Definition The process responsible for monitoring Events throughout their Lifecycle. Objectives
To detect events, make sense of them and determine the appropriate control action.
Can be used as a basis for automating many routine Operations Management activities, For example - executing scripts on remote devices, or - submitting jobs for processing It provides a way of comparing actual performance and behavior against design standards and SLAs.
Provide the basis for Operational Monitoring and Control
Lesson 2.2: Event Management: Process Activities

181
Process Activities
Event occurs Event Detection , Filtering & Notification Event Significance (Type of Event) (Information, Warning or Exception) Event correlation. Event Response Event Review & Closure
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Lesson 2.3: Event Management: Event Logging & Filtering

182
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Lesson 2.4: Event Management: Managing Exceptional Events

183
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Lesson 2.5: Event Management: Managing Information & Warning Events

184
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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 SLAs
185
Lesson 2.7: Incident Management: Scope and Value to Business

186
Scope
Managing any disruption or potential disruption to live IT services Incidents identified Directly by users through the service Desk Through an interface from Event Management to incident Management tools Reported and/or logged by technical staff
Value to Business
Lower downtime to the business, which in turn means higher availability of the service. The capability to identify business priorities and dynamically allocate resources as necessary. The ability to identify potential improvements to services.
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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 & SLAs - Documented in OLAs & UCs All support groups should be made fully aware of these timescales. 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
Incident Models
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

188
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Lesson 2.10: Incident Management: Process Interfaces

189
Service Level Manage ment Performance incidents Incident Workarounds SLAs, OLAs, UCs
Capacity Manage ment Incident Management
Event Manage ment
Service break/ degrading Events
Problem Manage ment
Potential problems
Availability incidents
Availabil ity Manage ment
Change Manage ment SACM*
RFC for resolving Incidents Incidents from Failed Changes
CI data Maintain faulty CI Status
*SACM: Service Asset & Configuration Management
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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 firefighting 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 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)
Proactive Problem Management
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Lesson 2.14: Problem Management: Process Flow: Reactive Problem Management

193
Problem detection & Logging
Problem Categorization & Prioritization
Problem Investigation & Diagnosis
Problem Resolution & Closure
Workarounds & raising Known Error Records
Known Error Database
Major Problem Reviews
Errors from Development / Suppliers

193
Lesson 2.15: Problem Management: Process Flow: Interfaces with Other Processes
194
Availability Management
Change Management
Capacity Management Configuration Management
Problem Management
Release & Deployment Management IT Service Continuity Management
Service Level Management
Financial Management
194
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.
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
196
Lesson 2.18: Access Management: Basic Concepts

197
Basic Concepts Access Identity

Access refers to the level and extent of a services functionality or data that a user is entitled to use. 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
197
198
Lesson 3.0: Service Operations: Functions

Explain the role, objectives and organizational structures of Service desk
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.
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.
200
Lesson 3.2: Organization Structures

201
Type
1. Local 2. Centralized 3. Virtual
Description
Located physically close to the user community it serves. Service desk is deployed at one central physical location. Impression of single, centralized Service desk, through the use of technology and tools to create a virtual Service desk. Multiple Service desks across time zones to provide 24x7 service.
4. Follow-The-Sun
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.
201
Lesson 3.3: Service Desk Function: Organization Structures - Local

202
Local
Local Users 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.
Service Desk (local)
Third Party Support
Application Support
Infrastructure Support
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Lesson 3.4: Service Desk Function: Organization Structures- Centralized

203
Centralized
Customer Site 1 Customer Site 2 Customer Site 3 Service Desk (centralized) Second-Line Support
Third party Support Application Support Infrastructure Support
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.
203
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
204
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
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
206
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 organizations 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.
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 organizations business Processes. Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications.

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.
Lesson 3.11: IT Operations Management Objectives

210
Objectives
Maintenance of the as- is infrastructure and procedures to achieve stability of the organizations 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.
210
211
Service Operations : Quiz
Module 5
212
Question 1:
Major Incidents require: A. Separate procedures B. Less urgency C. Longer timescales D. Less documentation
212
Module 5
213
Question 2:
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
Module 5
214
Question 3:
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 have been requested
Module 5
215
Question 4:
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
215
Module 5
216
Question 5:
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
Module 5
217
Question 6:
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
218
End of Module 5
Module 6
219
Continual Service Improvement
219
Lesson 1.0: Continual Service Improvement
At the end of this lesson, you should be able to:
Understand the Goals and Objectives of Continual Service Improvement
Lesson 1.1: Continual Service Improvement: Goals

221
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.
Lesson 1.2: Continual Service Improvement: Objectives

222
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
223
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.
Lesson 2.0: CSI Key Principles and Models

At the end of this lesson, you should be able to:
Understand the Basic Concepts and Key Principles of Continual Service Improvement John Kotters eight steps for Organization Transformation
Lesson 2.1: CSI and Organizational Change

225
225
Successful CSI requires organizational change
Organizational change presents challenges

Use formal approaches to address people-related issues: John Kotters Eight steps to transforming your organization Project Management
Lesson 2.2: John Kotters 8 steps to Organizational Transformation

226
226
Steps
Quotes
50% of transformations fail in this stage. Without motivation, people wont help and efforts goes nowhere 76% of companys management should be convinced of the need Understand difficulties and producing change.
Creating Sense of urgency
Forming a guiding coalition
Lack of effective, Strong leadership

Not a powerful coalition. Opposition eventually stops the change initiatives. 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.
Creating a Vision
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.
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227
Lesson 2.3: John Kotters 8 steps to Organizational Transformationcontd

Steps Quotes
Structures to underpin the vision.. And removal of barriers to change. More people involved, the better the outcome. Reward initiatives.
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. 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. Show how new approaches, behavior and attitude have helped improve performance. Ensure selection and promotion criteria underpin the new approach.
Empowering others to act on vision
Planning for and creating quick wins
Consolidating improvements and producing more change Institutionalize the change
Reference: Crown copyright OGC.
Lesson 2.4: Service Measurement

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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).
Lesson 2.5: Reasons to Monitor & Measure

229
229
Lesson 2.5: Types of Metrics

230
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)
Lesson 2.6: Key Definitions

231
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.
Deming Cycle
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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 A
D C
Lesson 2.7: Seven Step Improvement Process- PDCA Cycle

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233
7 Step Improvement Process PDCA cycle

CHECK
DEFINE WHAT YOU SHOULD MEASURE ANALYZE THE DATA
PLAN
DEFINE WHAT YOU CAN MEASURE PRESENT AND USE THE DATA
DO
GATHER THE DATA WHO, HOW, WHEN
PROCESS THE DATA
IMPLEMENT CORRECTIVE ACTION
ACT
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Lesson 2.8: Continual Service Improvement Model
235
CSI : Quiz
Module 6: Quiz
236
Question 1:
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
Module 6: Quiz
237
Question 2:
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
237
Module 6: Quiz
238
Question 3:
Which of the following is NOT a metric described in CSI? a) Process Metric b) Personnel Metric c) Service Metrics d) Technology Metrics
238
Module 6: Quiz
239
Question 4:
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

Module 6: Quiz
240
Question 5:
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
241
CSI : Summary
Goals and Objectives of CSI John Kotters 8 steps of Organizational Transformation Service Measurement and Metrics 7 Step Improvement process CSI Improvement Model
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 doesnt 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.
242

243 Lets see with an example how to answer the questions. 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
243

244 Let us look at another example. Sample Question 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

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ITIL 2011 FOUNDATION CERTIFICATION ELEARNING COURSE

ITIL Foundation Training Offered by Simplilearn.com

ITIL 2011 Foundation Course Objectives

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

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ITIL 2011 Foundation Course Agenda

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Introduction To Service Management Lifecycle

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Lesson 1.0: What is ITIL ?

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Lesson 1.1: ITIL 2011 Components

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Lesson 1.2: ITIL Core Publications

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Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System

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Lesson 1.4: ITIL 2011 Foundation Exam Format

Duration Supervised Open Book Pass Score Where ?

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Lesson 2.0: Principles of IT Service Management

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Successful Innovations applied diligently become Best Practices

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

Lesson 2.2: Why Choose Good practices over Proprietary ones?

Good Practices, Public Standards and frameworks

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Lesson 2.3: What is a Service?

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Lesson 2.4: What is a Service Management?

A5 Management A4 Organization A3 Processes

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Lesson 2.5: Process, Functions and Roles

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Lesson 2.6: A Basic Process

Data, Information and Knowledge

Lesson 2.7: Process Characteristics

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Lesson 2.8: Functions

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Lesson 2.9: Processes across the organization

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Lesson 2.10: Service Management Roles : Service Owner

Lesson 2.11: Service Management Roles : Process Owner

Lesson 2.12: Connecting with Processes and Functions: RACI

Process Owner C A/R R A/R R A/R A/R

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Example RACI matrix

Lesson 2.13: Key Terminology: Service Provider

Type II Shared Services Provider

Type III External Service Provider

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Lesson 2.14: Key Terminology: Supplier

Lesson 3.0: The Service Lifecycle

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Lesson 3.2: The Lifecycle Interactions

The Business / Customers

Resources & Constraints

Continual Service Improvement

Improvement Plans & Actions 26

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Lesson 3.3: Relationship between Governance and ITSM

Relationship between Governance and ITSM

IT Governance Corporate Compliance