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ITIL Version 3 Foundation for  IT Service Management

Acknowledgements & Disclaimer
• Some of the information and slides may/  appear to have been reproduced from  different sources. We hereby acknowledge  their direct / indirect contribution.


• Day1
– Course Introduction – Exam Structure – Module‐1: Service Management – Module‐2: Service Lifecycle – Module‐3: Key Principles, Models and Concepts – Module 4: Concepts, Processes, Roles and Functions

• Day2
– Module 4: Concepts, Processes, Roles and Functions – Module 5: Service Mgmt Technology & Architecture – Sample Test paper analysis

Foundation level
• This entrance level offers a general awareness of the  Service Lifecycle and the key elements within. Learning  objectives and competencies are focused on an  understanding of the overall linkages between the stages in  the Lifecycle, the processes used and their contribution to  Service Management practices. • The purpose of the ITIL Foundation Certificate in IT Service  Management is to certify that the candidate has gained  knowledge of the ITIL terminology, structure and basic  concepts and has comprehended the core principles of ITIL  practices for Service Management. 

Foundation level
Upon successful completion of the education and examination  components related to this certification, candidates can  expect to gain knowledge and understanding in the following: • Service Management as a practice (Comprehension) • Service Lifecycle (Comprehension) • Key Principles and Models (Comprehension) • Generic Concepts (Awareness) • Selected Processes (Awareness) • Selected Roles (Awareness) • Selected Functions (Awareness) • Technology and Architecture (Awareness) • ITIL Qualifications Scheme (Awareness)

Foundation level • Pass Score 65% • Distinction None • Score • Marking Method – Classic Multiple choice: – Only one option can be correct and will be awarded a mark. The  remaining 3 distracters are awarded no marks • Delivery Examination can be online or Paper Based from an  ATO or directly via an Examination Institutes Public Exam  Scheme • Class size Maximum ratio of 25 students to one trainer 6 .

ITIL V3 and Training Qualifications 7 .

1 8 .ITIL V3 Vs an ITIL V2.

ITIL V3 Vs an ITIL V2.1 9 .

ITIL V3 Vs an ITIL V2.1 10 .

 ISO/IEC 2000 – First published by UK Government in 1980’s – Updated to V2 in 2000/2001 • Improved for international audience • New types of Service Delivery – Updated to V3 in 2007 • Lifecycle model • Greater focus on strategy and business outcomes 11 .IT Infrastructure Library • ITIL : IT Infrastructure Library – Proven best practices for IT Service management – Provide details of other Industry Framework and  standards • COBIT.

 high‐quality IT services. A whole  ITIL philosophy has grown up around the guidance contained  within the ITIL books and the supporting certification and  qualification scheme. • The ethos behind the development of ITIL is the recognition  that organizations are becoming increasingly dependent on IT  in order to satisfy their corporate aims and meet their  business needs. 12 . This leads to an increased requirement for  reliable.ITIL Overview What is ITIL? • ITIL is Best Practice IT Service Management which is used by  many hundreds of organizations around the world.

 tailor and  implement to suit their environment.  The ITIL publications and supporting schemes are kept up to date with current best practice and changes within the marketplace  through a regular review cycle to update content in collaboration  with a wide range of international users and stakeholders in the IT  service management community. proven processes that cover the entire  Service Lifecycle. • The widespread adoption of the ITIL guidance has encouraged  organizations worldwide. It is easy for organizations to learn. both commercial and nonproprietary.ITIL Overview • ITIL provides the foundation for quality IT Service Management  through documented. 13 . to  develop supporting products as part of a shared ‘ITIL Philosophy’. ITIL Version 3 was formally  released on 5th June 2007.

 focusing around service support and  delivery.  14 . when the British  government determined that the level of IT service quality provided  to them was not sufficient. was tasked with developing a  framework for efficient and financially responsible use of IT  resources within the British government and the private sector. now called the Office of  Government Commerce (OGC).ITIL Overview • The ITIL concept emerged in the 1980s.  Government Information Technology Infrastructure Management.  Obviously this was very different to the current ITIL. but  conceptually very similar. • The earliest version of ITIL was actually originally called GITIM. The Central Computer and  Telecommunications Agency (CCTA).

ITIL Overview • Large companies and government agencies in Europe adopted the  framework very quickly in the early 1990s. In 2007 version 3 if ITIL was published. The CCTA merged into the OGC.  In year 2000. Office for Government  Commerce and in the same year. both in the UK and across the world. the most widely used IT service  management best practice approach in the world. The Service Support and Service  Delivery books were redeveloped into more concise usable volumes. version 2 of ITIL was released. and  was used in both government and non‐government organizations. In 2001. This adopted more of a lifecycle  approach to service management. with greater emphasis on IT business  integration. and so did ITIL. As it grew  in popularity. IT itself changed and  evolved. Over  the following few years it became. ITIL was spreading far and. Microsoft used ITIL as the basis to develop  their proprietary Microsoft Operations Framework (MOF). by far.  • • • 15 .

 operating model and  technology architectures • The ITIL Web 16 . organization type.ITIL Library Components • The ITIL Core – Best practice guidance applicable to all types of organizations who provide  service to a business – Consist of five publications • Service Strategy • Service Design • Service Transition • Service Operations • Continual Service Improvement • The ITIL Complementary Guidance – Specific to industry sector.

Module‐1: Service Management ITIL Version 3 Foundation for  IT Service Management .

What is a Service • A means of delivering value • Facilitate outcome that customer want to  achieve • Ownership of specific cost and associated risks • Enhance performance and reduce grip of  constraints 18 .

What is Service Management • Set of specialized Organizational capabilities  for providing value to customer in form of  service • A set of Functions and Procedures for  managing services over the lifecycle • Specialization in strategy. transition.  operations and continual improvements 19 . design.

What is Service Management • Is a professional practice supported by an  extensive body of knowledge. experience and  skills • Formal schemes exists for the education.  training and certification of practicing  organizations • Influence Quality and make outcome of  service more predictable 20 .

Why it is important? • The capabilities represent a service  organization’s capacity. competency and a  confidence of action • Without these capabilities a service  organization is merely a bundle of resources  that by itself has low intrinsic value 21 .

 hotels and phone companies • In practice has been huge success in IT  Organizations for managing applications.Service Management • The origins of service management are  traditional service business such as airlines.  banks.  infrastructure and processes • Popular because of outsourcing and shared  services 22 .

Function • A team or group of people and the tools that they use to carry  out one or more processes or activities • Specialized to perform a task • Self contained with capabilities and resources • Includes Work Methods and own body of knowledge internal to  the functions • Way to implement specialization principle • There is coordination between function through shared  processes • Poor coordination and inward focus leads to function silos that  hinder success of the organization as whole.  • Well defined processes are required to improve productivity  within and across functions 23 .

  capacity management) • Scope of the role and what trigger them is defined by the  relevant process 24 .Role • A set of responsibilities. team or group in “specific context” • For example a track can perform a role of Problem  Management while diagnosing the root cause of an  incident • The same track could play over other roles at different  time… (incident management. change management. activities and authorities granted  to a a person or team • Set of connected behaviors or action that are performed by  a person.

 responsibilities.  • Takes defined inputs and turns them into defined  outputs • A process may include roles. should be documented and  controlled • They can be repeated and become manageable • Process measurement and metrics 25 . tools and  management control required to deliver output  • Process Model • Process once defined.Process • A set of activities designed to accomplish a specific  objective.

 the process can be considered  effective (because its can be repeated.  Self reinforcing and self corrective action 26 .Process • • • • If products conform to the set norms.  If activities are carried out with a minimum use of resources. measured and managed). they provide change and transformation towards a  goal. the process  can also be considered effective Working with defined process has been the foundation of ITIL from the  beginning Each Organization should adopt a formalized approach to the design and  implementation of Service Management Processes to build practical and  appropriate processes • • Closed loop system.

How to recognize a process • It is measurable • It delivers specific results • Primary results are delivered to customer or  stakeholders • Its responds to a specific events 27 .

Module‐2: Service Lifecycle ITIL Version 3 Foundation for  IT Service Management .

Service Lifecycle 29 .

ITIL V3 Processes From ITIL V2 From ITIL V3 Function Knowledge Management Supplier Management Service Catalog Mgmt Information Security Management Evaluation Service Validation and Testing Transition Planning And Supporting Release and Deployment Mgmt Service Asset and Configuration Mgmt Change Management IT Operations Management Function Application Management Function Technical Management Function Access Management Request Fulfillment Event Management Problem Management Incident Management Service Desk Function Strategy Generation Demand Management Service Portfolio Mgmt Financial Management IT Service Continuity Management Capacity Management Availability Management Service Level Mgmt Service Strategy Service Design Service Transition Service Operation Continual Service Improvement 7 Step Improvement Process Service Reporting 7 30 Service measurement .

Service Lifecycle 31 .

Programme Management ITIL V3 32 .

 strategies  or objectives they support • Development of markets.  systems or process and the business models.Service Strategy • Transform Service management into a strategic asset • Helps to think and act in strategic manner • Helps clarify the relationship between various service. internal and external. service  assets. service catalog and implementation of strategy  through the service lifecycle • To identify. select and prioritize opportunities • Think why something needs to be done before thinking  how 33 .

Service Strategy  • • • • • • • • • What service should we offer and to whom? How to differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders? How can we make a case for strategic investments? How can financial management provide visibility and control over value  creation? How do we choose between different pats for improving service quality? How do we efficiently allocate resources across a portfolio of service? How do we resolve conflicting demands for shared resources? 34 .

Service Design • Provide guidance for the design and development of  services and Service Management Processes • The scope includes new services. and the changes and  improvements necessary to increase and maintain  value to customers over the lifecycle of services • Scope: Design of – – – – – New and changed services Service Portfolio and Service Catalog Technology architecture and management system Processes required Measurement method and metrics 35 .

Value to business of Service Design • • • • • • Improve QoS Improved consistency  Easier implementation Effective service improvement More effective ITSM Improved Service Alignment 36 .

Service Design Phases 37 .

Service Transition • Plan and implement the deployment of all releases to  create a new service or improve an existing service • Assure that proposed changes in the Service Design are  realized • Successfully steer releases through testing and into live  environment • Decommission or terminate services • Scope – Package. test and deploy release – Establish the service specified in the customer and  stakeholder requirements 38 . build.

Service Transition • Plan and manage capacity to package.  operated and supported in accordance with the  requirements and constraints specified 39 . test  and deploy • Provide a consistent and rigorous framework for  new service evaluation and risk evaluation before  deploying new service • Provide efficient. repeatable build and  installation mechanism • Ensure that the services can be managed. build.

 some  of the processes most important to Service  Transition are whole lifecycle processes and have  impact.Service Transition: Key Processes and  Activities • Within the Service Transition process set. • The whole lifecycle processes are: – Change Management – Service Asset and Configuration Management – Knowledge Management 40 . input and monitoring and control  considerations across all lifecycle stages.

  acquisitions.Value to business of Service Transition • Ability to react quickly to give “competitive edge” • Management of mergers. de‐mergers. transfer of services • Higher success rate of changes and releases • Better prediction of service levels and warranties • Better estimation of resources and budgets • Reduced level of risk • Timely saving following disposals and de‐ commissioning 41 .

  Technology and people 42 . designs and optimization are  executed and measured • Scope is ongoing management of services.Service Operations • Coordinate and carry out day‐to‐day activities  and process to deliver an manage services at  agreed levels • Ongoing management of the technology that  is used to delivery and support services • Where the plans.

Key processes and activities • • • • • Event Management Process Incident Management Process Request Fulfillment Process Access Management Process Problem Management Process 43 .

 Knowledge.  middleware. Service Continuity  Management etc.Common Service Operation Activities • Service Operation includes a number of activities these  include: – Monitoring and control: to detect the status of services  and CIs and take appropriate corrective action – Console management/operations bridge: a central  coordination point for monitoring and managing services – Management of the infrastructure: storage. Release and Deployment. facilities/data centre etc. Configuration. directory services.  Availability. – Operational aspects of processes from other lifecycle  stages: Change. 44 . databases. Capacity.

Key Functions • • • • Service Desk Function Technical Management Function Application Management Function IT Operations Management Function 45 .

Achieving Balance and Communication • Conflicting Motives and needs to be balanced – IT Services Vs Technology – Stability Vs Responsiveness – Quality of service Vs Cost of service – Reactive Vs Proactive • Good communication is important across all phases of the service lifecycle but particularly so in Service Operation • Issues can often be mitigated or avoided through good communication • All communication should have – Intended purpose and/or resultant action – Clear audience should be involved 46 .

Continual Service Improvement • Aims at continually align IT Services to changing  business needs by identifying and implementing  improvements • Continually looking for ways to improve process  efficiency and effectiveness as well as cost  effectiveness You can not manage what you can not control You can not control what you can not measure You can not measure what you can not define 47 .

 SD. analyze and make recommendations on  improvement opportunities in each lifecycle  phase: SS.Objectives of CSI • Review. ST and SO • Review and analyze Service Level Achievement • Ensure applicable Quality management methods  are being used to support CSI • Improve cost effectiveness • Would lead to maturity of processes 48 .

Value to business of CSI • Improved Service Quality. higher availability • Gradual cost reduction and better cost  justification • Better information about existing services and  areas for improvements • Better Business/IT alignment • Increased flexibility and adaptability • ROI/VOI 49 .

Module‐3: Key Principles.  Models and Concepts ITIL Version 3 Foundation for  IT Service Management .

RACI Model • RACI model can be used to help define roles and  responsibilities • It identify the activities that must be performed alongside the  various individuals and roles involved • RACI is acronym for four main roles – 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 that are kept up‐to‐date on  progress 51 .

Identify/define the functional roles 3. Do not have more than one accountable person 52 . Identify activity/processes 2.Example: RACI Model Director Service Level Mgr Problem Mgr Security Mgr Procurement Mgr Acvitivty-1 Acvitivty-1 Acvitivty-1 Acvitivty-1 AR A I I C R A A I C R R I C I I C C C 1. Conduct meeting and assign the RACI codes 4.

Supplier and Contracts • Supplier: A third party responsible for  supplying goods or services. They enable  service provider to deliver a service • Contract: A legally binding agreement  between two or more parties to supply good  or services  – Underpinning contracts 53 .

weaknesses.Service Portfolio Service Knowledge Management System Why should a customer buy these services? Service Portfolio Why should they buy these services from us? What are the pricing and chargeback model? What are my strength. priorities and risk How should our resources and capabilities be allocated Service Lifecycle Service Status Requirement Defined Analyzed Approved Chartered Designed Developed Built Test Released Operational Retired Service Pipeline Customers/ Users only allowed access to services in this range 54 Service Catalog .

Service Catalog • • • • Part of Service Portfolio Services available for deployment or use Information to be shared with customers Business Service Catalog – Services of interest to customers • Technical service Catalog – Underpinning services of interest to IT • Each organization should develop and maintain a policy with  regard to both the Portfolio and the Catalog. what details are recorded  and what statuses are recorded for each of the services.  55 . with regard to  the service recorded within them.

 together  with relationships to the supporting services.  56 . shared  services. This should  underpin the Business Service Catalog and not form  part of the customer view.Service Catalog • The Business Service Catalog: Containing details of all  the IT Services delivered to the customer. together  with relationships to the business units and the  business processes that rely upon the IT Services. components and CI’s necessary to support the  provision of service to the business. This  is the customer view of the Service Catalog • The Technical Service Catalog: Containing details of all  the IT Services delivered to the customer.

Risk Management and Analysis Define a framework Identify the risks Identify probable risk owners Evaluate the risk Set acceptable levels of risk Define a framework Embed and Review Gain assurance about effectiveness Implement Responses Risk Management Risk Analysis 57 .

 Do. Act Model PLAN Plan service management & services ACT Continuous improvement DO Implement and run service management & services CHECK Monitor.Plan. measure & review 58 . Check.

Deming’s Cycle Quality Objectives ent l a m u e n ro v nti p o C m pI e t yS pb Maturity QMS Support Act Check Plan Ste Do ISO 9000 – means this ITIL – tells us how to do it t 59 .

The 7 Step Improvement Process 60 .

Governance • Corporate Governance – Corporate Compliance • IT Governance – IT Compliance • IT Service Management 61 .

 Processes.Module 4: Concepts.  Roles and Functions ITIL Version 3 Foundation for  IT Service Management .

Service Operations • Processes – – – – – – – – – Event management Incident management Request fulfillment Problem management Access management Service Desk Technical Management IT Operations Management Application Management 63 • Functions .

 determine the  appropriate control action • Basis of Operational Monitoring and Control • Event: An alert or notification created by any IT  service.Event Management • Detect event. configuration item or monitoring tool • Event management: The process responsible for  managing events throughout their lifecycle • Alert: Something that happens that triggers an event  or call for action or human intervention after the event  is filtered 64 . make sense of them.

Event Management – Logging and  Filtering Exception e Event Filter Warning Information 65 .

Event Management Incident Incident Management Problem Exception Incident Problem Change RFC Warning Alert Auto Response Information Log Problem Management Change Management 66 .

Event Management ‐ Roles • Event management roles are filled by  associates in following functions – Service Desk – Technical Management – Application Management – IT Operation Management 67 .


Incident  Any event which is not part of the standard operation of a service and which causes. an interruption to. or a reduction / degradation in. the quality of that service KEDB ! Service Request ? 69 . or may cause.

 it may  grow in urgency and impact. In incident always remains incident.Incident Management • Restore normal service operations as quickly as possible and  minimize adverse impact on the business • IM: Managing any disruption or potential disruption to live IT  service • Incidents are identified – Directly by users through Service Desk – Though an interface from Event management – Reported and/or logged by technical staff • People sometime use loose terminology and/or confuse a Major  event with a Problem. but an incident never becomes a  problem 70 .

estimated time for resolution) ƒ Aim Plus : Evaluate incident to determine whether likely to recur or is a symptom of chronic problem Problem Manager (update Problem Record) 71 .Incident Management Objectives ƒ Restore Normal Service Operation Within Service Level Agreements (ASAP) ƒ Minimize the adverse impact on business operations ƒ Keep communication going with customer (escalation.

72 .Incident Management : Inputs and Outputs ƒ Inputs ƒ Incidents from service desk ƒ Configuration information ƒ Response from incident matching against problem and KE ƒ Resolution details ƒ Response on RFC to effect resolution for incidents ƒ Outputs ƒ RFC for incident resolution. Updated incident record ƒ Resolved and closed incidents ƒ Escalate to Problem Management / Vendor / Third Party ƒ Communication to customers ƒ Management information (reports).

Incident Management Activities ƒ Identification ƒ Logging ƒ Categorization ƒ Prioritization ƒ Initial diagnosis ƒ Escalation (and Referral) ƒ Horizontal : Knowledge (Functional) – Routing ƒ Vertical : Hierarchical (Inform /Support) ƒ Investigation and diagnosis ƒ Resolution and recovery ƒ Closure 73 .

Resources .Time 74 Impact .Incident Classification ƒ Prioritization ƒ Calculate from Business Impact and Urgency – refer to SLA ƒ Factors ƒ Potential cost of non-resolution ƒ Threat of injury to customer or staff ƒ Legal implications ƒ Disruptions to customers and staff ƒ Prioritize Resources Priority Urgency Estimate .People .

Urgency : Time available to avert / reduce this impact 75 .Business Impact : Potential to which Business stands vulnerable .Prioritization Matrix Business Impact Urgency L 2 M 1 H 1 H M L 3 3 2 3 1 2 .

ƒ Application ƒ Server not available ƒ Application bug / query ƒ Hardware ƒ Automatic alert ƒ Printer not printing ƒ Service request ƒ Password forgotten ƒ Security incident ƒ Virus 76 .g.Incident Classification ƒ Classification of a group of incidents. e.

Matching Incident Database Open Incidents Problem Record Problems KEDB Known Error/ Workarounds Is the Incident already called in? Is this incident related to an existing problem? Is there a known resolution / workaround? Workaround P1 : KEDB P2 : KEDB Workaround Solution Solution Problem Mgmt. 77 . Problem Mgmt.

Incident Management Life Cycle Incident Control Incident Detection & Recording Classification & Initial Support RFC Resolution Service Yes Service Request Request Procedure No Direct Solution No Investigation & Diagnosis Resolution & Recovery Change Management Process Resolution Resolution or Work around Problem / Error Database 78 Processes Control Change Management Process Yes Known Error Database Communication Quality Control Changes? Ownership RFC Reporting Incident Closure .

Recovery Detect and Record Initial Support Resolved? No Incident Closure Second Line Investigation Diagnose Resolved? Yes Resolution.Routing Incidents First Line Service Request Procedure Service Request? Yes Resolution. Recovery Third Line No Investigation Diagnose Resolved? Yes Resolution. Recovery No Problem Management (Problem Record) / Vendor An Incident “Never” converts into a Problem 79 .

Benefits of Incident Management • Improved monitoring against SLAs • Improved management information on aspects of service quality • Better staff utilization • Elimination of lost or incorrect Incidents • Improved User and Customer satisfaction 80 .

Request Fulfillment .

Service Request ƒ Every Incident not being a failure in the IT Infrastructure ƒ Request for information ƒ Change Request ƒ Service Request do not represent a disruption to agreed service. but are a way of meeting customer’s need and me by addressing an agreed target in a Service Level Agreement. Service requests are dealt with by the Request fulfillment process 82 .

 some  form of pre‐approval by CM such as Standard  Changes • Self help practice 83 .Request Fulfillment • A request from a user for information or advise. frequency and low risk nature means  that they are better handled by a separate  process.  or for a Standard Change • Their scale. rather than being allowed to congest  and obstruct the normal IM and CM processes • In some cases predefined Request Models.


for which the cause is unknown • To prevent problems and resulting Incidents from happening • To eliminate recurring incidents • To minimize the impact of incidents that can not be prevented 85 .or often . identified from one or more incidents exhibiting common symptoms.Problem The unknown root cause of one or more incidents (not necessarily .solved at the time the incident is closed) A Problem is a condition that has been defined.

Problem Management • Problem – Cause of one or more incidents • • • • Problem Models Workaround Known Error Know Error Database 86 .

Problem Management ‐ Goals • To minimize the adverse impact of Incidents  and Problems on the business that are caused  by errors within the IT Infrastructure • To prevent recurrence of Incidents related to  errors • To prevent new incidents • Improve productive use of resources 87 .

Problem Management Activities • • • • Problem Control Known Error Control Proactive Problem Management ‐ Prevention Management Information 88 .

Problem Identification
• • • • • • • Incidents without resolution Incident closed with a “workaround” Incident solved with considerable impact Trend Analysis – similar symptoms Discovery of a source of potential incident Problem forwarded from another domain Engineers with ideas


Problem Control
Problem Control
Identification and registration

Error Control

Error Identification and Recording


Error Assessment

Assigning Resources Investigation and Diagnosis Establish Known Error

Recording Error Resolution (RFC)


Change Management

Successful completion

Error Closure (PIR)

Update KEDB

Incident Closure

Proactive Problem Management
• Activities  arrived  at  identifying  and  resolving  Problems  before  Incidents occur • Trend Analysis
– – – – Post change occurrences of a particular type Initial faults of a particular type Recurring incidents with particular CIs – fragile components Need for staff or customer training

• Targeting Support Action – Trend Analysis can lead to:
– Identification of faults and actions – Identification of General problem areas needing attention

• Informing the organization / customers


Reactive    Proactive
Reactive Proactive Prevention of problems on other systems and applications Monitoring of Change Management Initiating changes to combat : • Occurrence of incidents • Repetition of incidents Identification of trends Problem identification Problem diagnosis Supplying 2nd / 3rd line incident support

Incidents versus Problems
Problem Management

Problem Known Errors, Known Workarounds ≈ 1% No



Change Management Investigation & Diagnosis No ≈ 29% Yes Solution Found? Change RfC

Incident (s)



≈ 70%

Get Solution

Solve Incident

Incident Resolved


Benefits of Problem Management • Permanent solutions • Incident volume reduction • Improved IT service availability and quality  • Improved organizational learning  • Better first‐time fix rate at the Service Desk  94 .

Access Management .

Access Management • Granting authorized users the right to use a  service • Preventing access by non authorized users • • • • • Access Identity Rights Service or Service Groups Directory Services 96 .

Access Management • • • • • • Requesting Access Verification Providing Rights Monitoring Identity Status Logging and Tracking Access Removing or Restricting Rights 97 .

Service Operation Functions .

Service Operation Functions Service Desk IT Operations Management Technical Management Application Management Operations Control Facility Management 99 .

Service Operation Functions • Some Organizations may choose to perform  operational activities as part f the Technical  Management and Application Management  functions. whereas others prefer to delegate  these to centralized IT Operations  Management functions 100 .

Service Operations Functions IT Operations Management Service Service Desk Desk Technical Management Application Application Management Management IT Ops Control Financial Apps Mainframes Server Network Console Mgmt Job Scheduling Backup/Restore Print & Output HR Apps Storage Business Apps Database Facility Mgmt Data Center Recovery Sites Consolidation Contracts 101 Desktop Internet/Web .

Service Desk .

103 . Single point of contact for IT Users ƒ Deals wit all user issues (incidents.Service Desk ƒ Primary point of contact. Specialized Groups) ƒ The service desk coordinates actions across all IT departments. standard changes) ƒ Coordinates action across IT organization to meet user requirements ƒ Different Options (Local Centralized. requests. Follow-theSun. on behalf of the users keeping communication flowing back and forth. Virtual.

coordinating and resolving Incidents as quickly as possible ƒ Service Desk ƒ Allowing business processes to be integrated into the Service Management infrastructure. but also provides an interface for other activities 104 . Problems and questions.Different Desks ƒ Call Center ƒ Handling large call volumes of telephone-based transactions. registering them and referring them to other parts of the organization ƒ Help Desk ƒ Managing. It not only handles Incidents.

Types of Service Desk ƒ Local ƒ Centralized ƒ Virtual ƒ “Follow the Sun” ƒ Specialized Groups 105 .

generate reports.Service Desk Goals ƒ Single point of contact for customers ƒ Facilitate restoration of normal operational service ƒ Deliver high quality support to meet business goals ƒ Support changes. communicate & promote IT 106 .

Service Desk Activities / Responsibilities
ƒ Receiving, Recording, Prioritizing and Tracking service calls ƒ Monitoring and Status Tracking of all registered calls ƒ Escalation and Referral to other parts of the organizations ƒ First Line Support ƒ Coordinating second-line and third-party support groups ƒ Keeping customers informed on request status and progress ƒ Closing incidents and confirmation with the customer


Service Desk Inputs and Outputs
Walk-in Email/Voice Requests Telephone Requests Fax Requests Hardware/ Application Events/ Alerts

Internet/ Browser Requests

Service Desk

Management Information & Monitoring

External Service Support

Product Support

Sales & Marketing

Contract Support

Internal Service Support


Service Desk Metrics
• Periodic evaluation of health, maturity,  efficiency, effectiveness and any opportunities 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 or escalated an incident – The number of call broken down by time of day and  day of week, combined with the average call time. 

Technical Management

Technical Management
• The groups, departments or teams that provide  technical expertise and overall management of IT  infrastructure
– – – – Custodians of technical knowledge Provide the actual resources to support IT Services Perform many of the common activities Execute most ITSM processes

• Normally aligned to the technology they manage • Can include operational activities • Swift use of technical skills to speedily diagnose  and resolve any technical failures that do occur

 application and services • Maintain the “status quo” to achieve infrastructure  stability • Initial diagnosis and resolution of operational incidents 112 .IT Operations Management • Responsible for performing day‐to‐day activities – – – – – – – Console Management Job Scheduling Backup/Restores Print/Output management Facility management Network operations center Monitoring of Infrastructures.

 Adequate  technical skills to maintain • Support during application failures 113 . resilient. cost effective  applications • Ensuring availability of functionality • Maintain operational application..Application Management • Manage application throughout their lifecycle • Roles in design. testing and improvement of  application • Well designed.

Continual Service Improvement • • • • • • • The business case for ROI Getting past just talking about it Overall health of ITSM Portfolio alignment in real‐time with business needs Growth and maturity of SM practice How to measure. Accountable. Consulted & Informed) CMMi – Maturity process framework 7 Step Improvement Process – for measuring performance  Service Reporting 114 . interpret and execute results CI Models – – – – – PDCA (Deming's Cycle) RACI (Responsible.

Continual Service Improvement Model What is the vision Business Vision mission. goals and objectives Where are we now Baseline assessments How do we Keep the Momentum going Where do we want to be? Measurable targets How do we get there? Service-Process improvements Did we get there? Measurement and metrics 115 .

Service Measurement • The ability to predict and report service  performance against targets of end‐to‐end  service • Why Measure? – To validate – To direct – To justify – To intervene 116 .

 Key  performance indicators. activity metrics from  ITSM process. OLA 117 . availability etc. Measure Process effectiveness – Service Metrics: end to end service metrics.  – Process Metrics: Critical success factors. SLA • Performance.Service Measurement • Types of Metrics – Technology Metrics: typically components and  applications.

Service Transition .

Service Transition V Model 119 .

120 .Service Transition V Model • Service Validation and testing early in the service life cycle • Framework to organize the levels of configuration items to be  managed through the life cycle and the associated validation and testing activities. both within and across stages. • Mapping service transition levels of testing to corresponding stages  of service requirements and design • There is direct involvement by the equivalent party on the right hand side • For example: customer who signs off the agreed service  requirement will also sign off the service acceptance criteria and  test plan.

 buildings. hardware. software. people.Configuration item • 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 the lifecycle  by Configuration Management • All CI’s are subject to Change Management control • CI typically include – IT Service. and  formal documentation such as process documentation and  SLA’s 121 .

Configuration Management  System • • • • • Information about all CI’s Stored in 1 or more databases (CMDB’s) CMS stores attributes CMS stores relationships CMS has multiple layers 122 .

  analyzing.Knowledge Management • The process responsible for gathering. storing and sharing knowledge and  information within an Organization • The primary focus of KM is to improve  efficiency & effectiveness by reducing the  need to rediscover knowledge 123 .

Data. Information. Knowledge &  Wisdom (DIKW) Data is set of discreet facts about events. situation and contextual awareness to provide a strong common sense judgment 124 . ideas. Information comes from providing context to data Knowledge is compose of tactic experience. insights. Knowledge puts information into “ease of use” form that facilitate decision making Wisdom given sensitivity of the material. values and judgment of individuals.

Master copies of all software assets 125 .Service Knowledge Management  System (SKMS) DML: Definitive Medial Library.

Service Transition Processes • Transition planning and support • Change management • Service Asset and Configuration Management  (SACM) • Release and Deployment Management • Service Validation and Testing • Evaluation • Knowledge Management 126 .


Change Management A Change is an action that results in a new status for one or more CIs. • Assessing impact of change • Authorizing change 128 . Standardized methods and procedures for implementing approved changes efficiently and with acceptable risk. to the IT Infrastructure while minimizing change related incidents and their impact on service quality & business continuity.

Change Management Respond to changing business requirements Minimize impact of implementing changes Optimize business risks Implement change successfully as planned Implement changes in the time that meet  business needs • Use standard processes • Record all changes • • • • • 129 .

 tactical and Operational changes • Excludes – Business Strategy and processes – Anything documented as out of scope 130 . Modification or Removal of any  service or CI or associated documentation  including  – Strategic.Change Management • Addition.

it takes a holistic view.Change Management • High percentage of problems related to IT Service quality result from some change(s) made to the system • Change Management ¾ Does not take over the powers. it only Controls ¾ Does not take over anybody’s responsibilities (e. Project Manager) ¾ Is not Bureaucratic.g. 131 .

Triggers for RFC Problem Management Incident Management Customers RFC Projects / Processes Policy Legislation Suppliers 132 .

Benefit. Recording & Filtering Changes Review and Closure Change Management Justification & Approval of Change Manage & Coordinate Implementation Assessing Impact.Change Management ‐ Responsibilities Accepting. and Risk of Proposed Changes Monitoring & Reporting Forward Schedule of Changes (FSC) Chairing CAB and CAB/EC “Not responsible for Implementing changes only controls” 133 . Cost.

Change Type • Normal • Standard Change • Emergency Change 134 .

 test and  implement the change ? • What is the relationship between this change  and other changes? • • • • • 135 .7 Rs of Change management Who raised the change? What is the reason of the change? What is the returns required of the change? What are the risks involved in the change? What resources are required to deliver the  change ? • Who is responsible to build.

Determining priority .Change Advisory Board (CAB) • Cover possible risks • Create support • Include those involved in decision making.Determining impact . make recommendations about: .Authorization .Release • ECAB 136 .Determining resources .

Change Advisory Board: Composition Change Manager (Chair) Others & required Service Level Manager Finance Manager CAB Application Manager Release Manager Problem Manager Senior Business Representation Ensures appropriate & timely communication 137 .

Filtering Classification. Prioritization Approval [Change Advisory Board (CAB)] RfC Build Refusal Test Authorization Implementation Refusal Backout Implementation Update CMDB Evaluation (PIR) (Post Implementation Review) Backout 138 .Change Management Process Project / Operations / Processes Change Mgmt Monitoring Planning Registration.

Monitoring and Planning • The impact that the change will make upon all customer’s business operations • The effect upon • The infrastructure • Customer service • The capacity and performance. reliability and resilience • Contingency plans. and security • The impact on other services that run on the same infrastructure • The impact on non-IT infrastructures within the organization • The effect of not implementing the change • The resources required to implement the change • The current FSC and projected service availability (PSA) • Additional ongoing resources required 139 .

Building Testing & Implementation • Pass authorized RFCs to relevant groups • RFCs might involve: • Building a new production module • Creating a new version of one or more software modules • Purchasing equipment or services externally • Preparing a hardware modification • Producing new or amended documentation • Preparing amendments to User training 140 .

Post Implementation Review • Purpose: to determine • That the change met its objectives • That users and customers are content with the results • Any shortcomings • Unexpected or undesirable side-effects • That the resources planning was correct • That the implementation plan worked correctly • That the change was implemented on time and to cost • That the back out-plan functioned correctly. if needed. 141 .

Benefits of Change Management
• Increased visibility and communication of changes • Reduced adverse impact of changes on the quality of services and on SLAs • Better assessment of the cost and risk of proposed changes before they are incurred • Greater ability to absorb a large volume of Changes


Service Asset and Configuration  Management (SACM)

• For Service Assets, CI and customer assets
– Protect integrity throughout their lifecycle – Provide accurate information to support business and  service management

• Establish and maintain a Configuration  Management System • The goal of Service Asset and Configuration  Management is to provide a logical model of IT  Infrastructure correlating IT Services and  different IT Components

SACM Configuration Item Categories
• Service Lifecycle CIs
– Business case, plan, design package, release and  change plan, Service lifecycle plans, Service design  package, release and change plan, test plans. These  provide picture of service providers services. How  these services would be delivered, what are the  benefits expected and at what cost

• Service CIs
– Service capability assets: management, organization,  process, knowledge, people – Service resource assets: financial capital, systems,  applications, information, data, infrastructure

To Manage the IT infrastructure by • Identification • Recording • Controlling • Reporting of IT components (Configuration Items - CI), including their versions, constituent components and relationships

SACM ‐ Goals • Enabling control of the infrastructure by – Accounting.  controlling  all  the  resources  needed to deliver services – Configuration Item (CI) status and history – CI relationships ‐ Configuration • Providing information on the IT infrastructure – To all other processes – IT Management 147 .

  which  contains  all  relevant  details  of  each  CI  and  details  of  the  important  relationships  between CIs 148 .Assets Vs Configuration Items • Asset – Component of a business process • Configuration (CI) – Component  of  an  infrastructure  – or  an  item  associated  with  an  infrastructure  – which  is  (or  is  to  be) under the control of Configuration Management • Asset Register – Book Value – Relationships not captured • Configuration Management Database (CMDB) – A  database.

Configuration Item (CI) Configuration Item • Is needed to deliver a service • Is uniquely identifiable • Is subject to change • Can be managed • Physical / Logical A Configuration Item has • A Category . application. Status. document • Relationships • Attributes – Name.H/W. Active 149 . Model No. Type. Location • A Status – Ordered.. Owner. S/W. In Store.

obsolete etc & traceability • Verification and audit – correct recording in CMDB • Configuration Baseline : reference of original state re-build 150 . PICSV • Planning – purpose. objectives..SACM : Activities. Labeling • Control – only authorized & identifiable CIs. policies / procedures • Identification & Naming . scope. Security – Configuration Controller • Status accounting – current & historical data of CIs like live. Access. Version Nos.Configuration Management Database (CMDB) : Identifiers.

CIs – Scope and Details Service Hardware Software Documentation Environment .Incidents / Known errors / Problems DETAILS Network printer Local printer UPS PC Bundled s/w No break power VDU •Mailing Services •File and Print Services Keyboard CPU SLA DBMS MS E-mail Word SCOPE 151 .IT Users/ Staff .

ƒ Installation dateƒ Capacity ……….1 PC_0353 4 Suitable with the tools which are Hardware ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Name Type Serial Number Location Name supplier Price ƒ ƒ ƒ ƒ ƒ ƒ Other Software Name ƒ SLA Name Service Service Manager ƒ ƒ ƒ ƒ Customer Start date End date Critical Yes / No 152 attributes: Kind of software ƒ Version Name supplier Licensees Location source Accepted date ………. ƒ ..Naming & Attributes Requirements for a naming convention: ƒ ƒ ƒ ƒ Unique Logical Unchanging used PRINTER AF651_2/X3 PC_Johnson_room1 PRINTER005 WORD_5.

Settings & Configs Service Level Mgt. Change Release Management release Configuration Management Database 153 ./Architectures etc… information Service Desk Call Incident Mgt.Configuration Management : Customers Engineers. incident Problem Mgt. SLA Finance Mgt. Problem KE RFC Change Mgt.

efficiently and effectively. • Allowing the organization to perform impact analysis and schedule Changes safely.Benefits of SACM • Providing accurate information on Configuration item (CI) and their documentation. 154 . • Supporting and improving Release Management. • Helping with financial and expenditure planning. • Making Software Changes visible.

Mouse 13. Printer 7. IP Address 3.Internet Service 155 .Exercise Which are not CIs : 1. Documentation 5. A call 4. UPS 8. People 10. SLA 2.Building 12.Incidents 11. License 9. Windows 2003 6.


 comprehensive release and deployment plans  • Release packages can be built. installed. tested and deployed • Skills and knowledge transfer to enable operations and  support staff to run and support services • Release units: CI’s that are normally released together • • • • Big Bang versus phase approach Push versus Pull Deployment Automated versus manual deployment Single release or many related releases 157 .Release and Deployment ‐ Objectives • Clear.

Ensures that only Authorized and Correct versions of “Every Release is a Change” software are made available for operation.Release Management Undertakes • Planning • Preparation • Scheduling of a Release to many Customers and Locations. 158 .

Goals • Plan and oversee the SW & related (or large / critical) HW rollouts • Design and implement efficient procedures • Ensure that changes to hardware and software are controlled • To manage expectations of the customer during rollout • To agree the content and rollout plan for a release • To implement new software releases or hardware into the operational environment • Secure all software masters in the definitive software library (DSL) 159 .Release Management .

Release Planning • Gaining consensus on the release contents • Agreeing to the phasing over time and by geographical location. business unit and customers • Producing a high-level release schedule • Conducting site surveys to assess used hardware and software • Planning resource levels (including staff overtime) • Agreeing on roles and responsibilities • Obtaining detailed quotes and negotiating with suppliers for new hardware. software or installation services • Producing back-out plans • Developing a quality plan for the release • Planning acceptance of support groups and the customer 160 .

build and configuration • Release acceptance • Rollout planning • Communication and training • Audits prior to and following the implementation of changes • Release. distribution and installation of software • Maintain Definitive Software Library (DSL) and update CMDB 161 .Release Management Activities • Release policy and planning – ‘Big Bang’ or Phased approach • Release design.

Release Management Life Cycle Activities Development Environment Controlled Test Environment Live Environment Release Management Design and Build and Fit-forRelease Develop. or order Configure Purpose Planning and purchase the the Release testing software Release Policy Release Roll-out Acceptance planning Communication Distribution Preparation + installation Training Configuration Management Database (CMDB) and Definitive Software Library (DSL) 162 .

Release Policy Full. Package And Delta Release Emergency Release Release Unit Release Policy Release Frequency Version Numbering 163 .

Application Management • Managing Applications throughout their Life Cycle • Service Strategy • Defines overall architecture • Criteria  for  Developing  in‐house.  Outsourcing  development  or  Purchasing • Service Design • Covers most of the Requirement phase • Establish  Requirements  for  functionality  and  manageability  of  applications 164 .

Application Management         Contd… • Service Transition – Applications Development and Management teams  involved in Testing & Validating – Cover Deploy Phase • Service Operation – Cover Operations Phase • Continual Service Improvement – Covers optimize Phase – Measures quality & relevance of applications 165 .

166 .Release Types ƒ Release Unit ƒ Describes the portion of IT Infrastructure that is normally released together for control and effectiveness of the changes made. including components that were not changed. ƒ Full Release ƒ Means that all the components of the release unit are built. tested and released in its entirety. The unit may vary depending on the types or items of software (and / or hardware).

Release Types ƒ Delta Release It is a partial release. Delta Release will be only changed or new modules.g. scheduled upgrades to third party software such as system software and office applications or a new software / package + some nonrelated component on which the new software depends. 167 . ƒ Package Release It is a bundle of Full and / or Delta Releases of related applications and infrastructure e.. which only includes those CIs within the Release Unit that have actually changed or are new since the last full or delta release e. if Release Unit is Programme.g. Normally a “Quick Fix” or emergency solution..

Release Units IT Infrastructure Transaction Processing System 1 System 2 System 3 PC Software Suite 1-1 Suite 1-2 Suite 2-1 Suite 2-2 Batch Application Program 2-1-1 Module 2-1-1-1 Module 2-1-1-2 Program 2-1-2 Module 2-1-1-3 168 .

files and electronic / paper documentation Definitive copies of Purchased Software & Licensed elements/ information Logical Storage Base for Releases Protection of all Authorized Software Versions (Master copies) DSL One or More Physical File Stores Linked With CMDB Distribution 169 .Definitive Software Library (DSL) DSL : A Logical Library which is a collection of electronic media.

Release Management Benefits ƒ Releases built and implemented on schedule ƒ Very low (ideally no) incidents ƒ Secure and accurate DSL / DHS management ƒ Accurate distribution of releases ƒ Implementation of all releases on time ƒ No unauthorized (re)versions 170 .

Service Design .

Aspects if Service Design • There are 5 aspects of service design  considered within Service Delivery scope – The design of new of changed services – The design of Service Portfolio. including Service  Catalog – The design of technology architecture and  management systems – The design of processes required – The design of measurement methods and metrics 172 .

 test and deploy the new or  changed services and on completion of these  transition activities. control is transferred to  Service Operations stage of the service lifecycle 173 . build.Service Design • The service design stage of lifecycle stat with a  set of new or changed business requirements and  ends with the development of a service solution  designed to meet the documented needs of the  business • This developed solution together with its Service  Design Pack (SDP) is then passed to ST to  evaluate.

 documented and agreed and  a solution designed is produced which is them  compared with the strategies and constraints from SS  to ensure that it confirms to corporate and IT Policies • Many design. The implementation of  ITIL services as practice is about preparing and  planning the effective and efficient use of four Ps 174 .. plans and projects fail though a lack of  preparation and management. The requirement of the new services are  extracted from the service portfolio and each  requirement is analyzed.Service Design • The main aim of SD is the design if new or changes  services.

1.000 Design Features Assembly lines Requirements Trainings Vendor Contracts Production Rollouts 175 .00.Tata Nano Ratan Tata People Car Rs.

SDP • Service Design Package – Details all aspects of a service through all stages of  its lifecycle – The SDP is passed from SD to ST for  implementation 176 .

SDP Should Contain 177 .

Key Concepts. Four Ps People Products Partners Processes Service Technology Tools Suppliers. Manufacturer and vendors 178 .

 and those being  prepared for transition – Business Service Catalog – Technical Service Catalog 179 .Service Catalog Management • Create and manage accurate Service Catalog – A single source of information on all services • Service Catalog – Part of Service Portfolio – Details of all operational services.

Service Level Management
• Negotiate, agree and document service levels • Measure, report and improve service levels • Communicate with business and customers • Ensure quality of service matches the  expectations


Service Level Management
Customer/Users Service Level Agreements

Service A

Service B

Service C

IT Infrastructure

Operational Level Agreements

Underpinning Contracts

Internal Organization

External Organization

Service Level Management
• • Design SLA Framework Identify Service Level Requirements – Agree and document SLA – Negotiate and document OLA and Underpinning Contracts • • • • • • • • Monitor SL performance Measure and Improve Review and Revise UC’s and service scope Produce service reports Conduce service review and instigate improvements Review and revise SLA, OLA and UC Develop contact and relationships Manage complaints and compliments

Service Level Management
Number and % of target being met Number and severity of service breaches Number and % of up to date SLA’s Number of services with timely reports and  service reviews • Improvement in CSAT • • • •


Service Level Management ‐ Challenges
• Identify appropriate customer/business  repetitive • Overcome current issues • Achieving accurate monitoring of service  achievements • Getting SLAs singed of at the appropriate level


Service Level Management ‐ Interfaces • • • • Service Portfolio Management Service Catalog Management Supplier Management Availability Management. Capacity  Management • Service Knowledge Management System • CSI • All other service management processes 185 .

” .AVAILABILITY MANAGEMENT “Effective Availability Management  influences Customer satisfaction &  determines the market place reputation  of the Business.

Availability Management To optimize the capability of • IT Infrastructure • Services • Supporting organization to deliver a Cost effective and sustained level of Availability that enables the business to satisfy its business objectives. Availability Maintainability Resilience Reliability Serviceability Security 187 .

reliable and properly maintained CIs • Where CIs are not supported internally there are appropriate contractual arrangements with third party suppliers • Changes are proposed to prevent future loss of service Only then can IT organizations be certain of delivering the levels of availability agreed with customers in SLAs.Availability Management Goals To predict. 188 . plan for and manage the availability of services by ensuring that: • All services are underpinned by sufficient.

Availability Management Responsibilities • Optimize availability by monitoring & reporting • Determine availability requirements in business terms • Predicting & designing for expected levels of availability & security – Resilience • Producing the Availability Plan • Collecting. analyzing and maintaining data • Monitoring availability levels to ensure SLAs & OLAs are met • Continuously reviewing & improving availability 189 .

Service Unavailability “An IT service is not available to a customer if the functions required during Service Hours at that particular Location cannot be used even though the agreed SLA conditions are being met” Costs of Unavailability • Impact on Vital Business Functions (VBF) • Monetary Impact • Intangible costs 190 .

Availability Management Methods and Techniques • • • • • • • • • • Component Failure Impact Analysis (CFIA) Fault Tree Analysis (FTA) CRAMM (Computer Risk Analysis & Management Methodology) Calculating Availability Calculating the cost of Unavailability Developing business and User measurement and reporting Systems Outage Analysis (SOA) The Incident ‘lifecycle’ Continuous improvement methodology Technical Observation Post (TOP) 191 .

Processes.Unavailability Life Cycle MTTR – Mean Time To Repair (Downtime) => MAINTAINABILIY or SERVICEABILITY Response Time Recovery Time ec R tio c te De n R is r ai p e n io t a or t es y er ov R * Incident Di os n ag Incident Time Between Failures or “Uptime” Repair Time MTBF – Mean Time Between Failures (Uptime) = AVAILABILITY Time Between System Incidents MTBSI – Mean Time Between System Incidents = RELIABILITY Time • People. Technology • Vital Business Function (VBF) 192 .

Availability Vs Costs 193 .

Availability Formula Availability = Total Time – Downtime x 100 Total Time Service Availability = Agreed Service Time (*) – Down Time (*) x 100 Agreed Service Time (*) * During Service Window 194 .

Availability Calculations Series Parallel Avail = 90% Device A Monitor Avail = 90% CPU Resilience Avail = 85% Device B Avail = 85% Overall Availability = ? Overall Availability = ? Resilience ? 195 .

 incidents and problems 196 .Availability Management • Proactive – Design and plan activities – Planning. measuring. design and improvement of availability • Reactive – Operational activities – Monitoring. analysis and management  of all events.

Availability Management • Reliability – Measure how long a service can perform at its  agreed level • Maintainability – Measure how quickly and effectively a service can  be restored to normal working after a failure • Serviceability – Ability of a third party supplier to meet the terms  of their contracts 197 .

Information Security  Management .

Information Security Management • To protect the interest of those relying on information • To protect the systems and communication that  deliver the information • Specifically related to harm resulting in failure of – Availability – Confidentiality – Integrity • The ability to do business with other organizations  safely • Verify their Authenticity • Non Repudiation 199 .

Information Security Management • • • • Information Security Policy Information Security Management System Risk Analysis and Risk Assessment Security Controls 200 .

Vulnerability) Countermeasures Planning For potential outage Managing outage Residual Risk ! 201 . Threat.Risk Analysis Value of Assets Threats Vulnerabilities Risk analysis Risk Management Risk Risk ~ f (Asset.


Supplier Management • Manage supplier relationships and  performance • Negotiate and agree contracts • Manage contracts through lifecycle • Maintain a supplier policy and a support  supplier and contact database 203 .

Supplier Management ‐ Documented supplier management processes. named  contract manager  responsible for each supplier. ‐ SLAs with the suppliers shall be aligned with the SLA(s) with the business. scope. ‐ All roles and relationship between lead and subcontracted suppliers shall  be clearly documented. ‐ The interfaces between processes used by each party shall be  documented and agreed. 204 . level of service and communication processes  to be provided by the supplier(s) shall be documented in SLAs or other  documents.  ‐ Lead suppliers shall be able to demonstrate processes to ensure that  subcontracted suppliers meet contractual requirements. ‐ The requirements.

‐ To deal with contractual disputes. if present. Any  changes shall be subject to the change management process. ‐ To deal with the expected end of service. 205 . Performance  against targets shall be monitored and reviewed.  Actions for improvement identified during this process shall be  recorded and input into the service improvement plan. and SLA(s) shall follow from  these reviews as appropriate or at other times as required. early end of the service or  transfer of service to another party. ‐ Changes to the contracts(s).Supplier Management A process shall be in place  ‐ Major review of the contract or formal agreement at least annually.


Capacity Management • To produce and maintain a capacity plan • To provide advice and guidance on capacity  performance related issues • To ensure service meet or exceed performance  targets • To assist in diagnosing and resolving capacity  related problems and incidents • To access the impact of the changes on the  capacity plan • Proactive capacity and performance measure 207 .

Goals Balancing Act • Cost against Capacity • Supply against Demand • To achieve Service Levels at the Right Time 208 .Capacity Management .

tuning etc.Capacity Management Activities/Responsibilities • Business Capacity Management Business requirements – Current and future • Service Capacity Management – Management of existing IT Services : Workload or usage of Services. • Capacity Planning • Capacity Management Database (CDB) 209 . Performance of services • Resource Capacity Management – monitoring & measuring of IT infrastructure components (individual components) • Demand Management • Best Value for Money – Monitoring.

Capacity Mgmt Process Business Capacity Management – H/w. S/w upgrades Service Capacity Management Resource Capacity Management .Other Parts of the Organization – Senior Mgmt Sub-processes 210 .Capacity Management Process Inputs Business Strategy & Plans Financial Plans IT Strategy & Plans Service Level Management Process Incident & Problem Management Processes Change Management Process New Technologies Outputs .Other Processes – SLM Financial Mgmt .

Trend. prototype. model.Business Capacity Management • Current and future Business requirements . forecast. size. • Inputs • Existing service levels and SLAs • Future service levels and service level requirements (SLRs) • Business plan and capacity plan • Modeling techniques • Analytical • Simulation • Trending • Base lining • Application sizing 211 .

tuning and demand management 212 . troughs and seasonal variations) • Manage demand for service • Requires knowledge of • Service levels and SLAs • Systems. networks and service throughput and performance • Monitoring. measuring. tune and report on service performance • Establish baselines and profiles of use of services (peaks. analysis.Service Capacity Management • Monitor. analyze.

Demand Management • Manage demand • Smoothing peaks • Charging options • Flexible purchase / use of resources • QoS • Impose constraints e. Limiting number of concurrent users to prevent resource overload during specific periods • Customer Awareness and Education • Requires full Management support and understanding as these are unpopular measures 213 .g.

analyze.Resource Capacity Management • Monitor. tune and report on the utilization and performance of components • Establish baselines and profiles of use of components • Requires knowledge of • Current technology and its utilization • Alternative technologies • Resilience of systems and services 214 .

Capacity Management Process 215 .

Inputs and Outputs – Capacity plans and  reports Business data Service data Technical data Financial data Utilization data Exception Reports Capacity DataBase (CDB) Management Reports Technical Reports Capacity Plan 216 .

Capacity Plan • Executive Summary • Business and IT strategy Inputs • Details of current service level targets and performance against those targets. • New services and Service Level Requirements • Future resource requirements • New technologies • Scenarios and plans • Investment recommendations 217 .

Capacity Management Planning Reactive Predictive or Planned Tuning Actual Demand Continual Improvement 218 .

Capacity Management Benefits • Ability to create. delivery and manage Service Level Agreements (SLAs) • Reduce number of problems caused by lack of resources • Increased end user satisfaction • Increased system availability / resource utilization • Improved capacity forecasting and budgeting capacity • Improved scheduling for upgrades and hardware installs • Improved negotiating position 219 .


ITCM • TO maintain Service Continuity and IT Recovery  Plan that support the Business Continuity plans • To complete regular Business Impact Analysis to  make sure that plans are current and accurate • To conduct risk assessment • To implement measure to meet or exceed BC  targets • To check the impact of changes on existing plans • To negotiate necessary contact with suppliers • Lifecycle approach 221 .

It delivers required IT Infrastructure to enable business to continue following a service disruption 222 .IT Service Continuity Management Business Continuity Management (BCM) is concerned with the management of Business Continuity that incorporates all services upon which the business depends. one of which is IT IT Service Continuity Management focuses on the IT Services required to support the critical business processes.

Why IT Service Continuity Management ? • Increased business dependency on IT • Reduced cost and time of recovery • Cost to customer relationship • Survival Many businesses fail within a year of suffering a major IT disaster ! 223 .

Business Continuity Management Process 224 .

Business Continuity Plan • Administration • The IT infrastructure • IT infrastructure management & operating procedures • Personnel • Security • Contingency site • Return to normal 225 .

Vulnerability) Countermeasures Planning For potential outage Managing outage Residual Risk ! 226 .Risk Analysis Value of Assets Threats Vulnerabilities Risk analysis Risk Management Risk Risk ~ f(Asset. Threat.

227 .Countermeasures • Do nothing • Manual workarounds • Reciprocal arrangements • Gradual Recovery (cold standby) • Intermediate Recovery (warm standby) • Immediate Recovery (hot standby) IMPORTANT : HAVE YOU PLANNED TO RESTORE THE NORMAL SERVICE….

it migrates to Availability Management. 2. 2. 4. Disaster Only plan (To Implement when essential in disaster) 3. Normal Plan + Implement Control risks .Infrastructure / old / new .SPOF .Hurricanes/Tsunami If we arrange to control any of the above.War .Terror .Knowledge Bus Continuity Management 1.Processes . 3. No Downtime . Cannot Control risks . Downtime is there but within accepted limits 228 4.Fire .Earthquake .Availability vis a vis Business Continuity Management Availability Management 1.

Service Strategy .

 output “fit for purpose” How well does the service do it? Non functional requirements Capacity. availability “fit for use” 230 Value= Utility + Warranty Value creation !! – Warranty . inputs. performance.Utility and Warranty • Utility and Warranty define service and work  together to create value for the customer – Utility • • • • • • • • What does service do Functional Requirements Features.

Service Provider • It is necessary to distinguish between different  types of service providers. market space. others such as contracts. revenue and strategy  take on different meaning depending on types – Type 1: Internal – Type 2: Shared  – Type 3: External 231 .  competition. While most aspects of  IT Service Management apply equally to all types  of service providers.

Delivery Model Options Delivery Strategy In sourcing Outsourcing Co-sourcing Partnership or Multi Sourcing Businesses Process Outsourcing Description Internal organization resources External organization resources Combination of internal & external Format agreement between 2 or more vendors to work together Formal arrangements between 2 organization to relocate and manage an entire business function from lot cost location Application Service Provision Knowledge Process Outsourcing Formal arrangements with an ASP to provide shared computer based services over a network Provision of domain based processes and business expertise requiring advance analytical and specialist skill from the outsource 232 .

Service Model • Graphical representation of the components that makes up a  service • Documents workflow and dependencies • Used to support design. analysis and communication • Service Model codify the service strategy for a market space.  They are blueprints by service management process and  functions to communicate and collaborate on value creation • Main Activities – Define the market – Develop the offerings – Develop strategic assets – Prepare for execution 233 .

Service Portfolio Management • Decide what services to offer • Understand – Why should customer buy these services – Why should they but buy these services from us • Provide direction to Service Design – So they can manage and fully exploit the services  into the future 234 .

Service Portfolio Management • Business Service – That directly support a business process • IT Service – A service that business does not think in business context or semantics • Business Service Management – Considering service management is terms of business processes and  business values • The transition from managing infrastructure to managing services is marked by  a fundamental difference – Managing infrastructure require a focus on component operational availability – Managing services is center on customer and business needs 235 .

Demand Management • • • • Understand customer requirements for services and how these vary over  the business lifecycle Ensure the provision of appropriate level of service – By varying provision or influencing customer demand Ensure that the Warranty and Utility we offer matches the customer  needs Pattern of Business Activity – Workload profile of one or more business activities – Varies over time – Represent changing business demands • User profile – Pattern of user demand for IT Services – Each user profile includes one or more PBAs 236 .

 For example • Gold.Demand Management • Service Package – Detailed description of a service – Include a service level package and one or more core  services and supporting services • Service Level Package – Define level of utility and warranty for a particular  service package – Defined to meet the needs of PBA. Silver and Bronze service • Core Service Package – Infra service offered by a specialized service unit 237 .

 the  value of the assets underlying the provisioning of those  services. the qualification of operational forecasting 238 . of the value of IT Services.Financial Management • • • • • • Financial visibility and accountability Financial compliance and control Enhanced decision making Operational Control Value capture and creation Understand the value of IT Services • Financial Management provides the business and IT with the  qualification. in financial terms.

Financial Management • Service Valuation (Charging) • Service Investment Analysis (Budgeting) • Accounting • Business Case – Business Case Structure • Introduction • Methods and Assumption • Business Impact • Risk and Contingencies • Recommendations • Business Impact Analysis 239 .

Service Management Technology and Architecture ITIL Version 3 Foundation for  IT Service Management .

 &  Architecture • • • • • Service Design Tools Service Management Tools Event management Tools Knowledge Management Tools Tools Selection 241 .Scope: Service Management Tech.

 software. simulation and “what if” – Validate designs before implementation 242 . process. data • Benefits – Speed up the designing process – Ensure standard and rules are followed – Prototyping.Service Design Tools • Scope – Hardware. environment.

 CM and PM Ensure Standards and rules are followed Manage high volumes Provide historical reports 243 . Problem.Service Management Tools • Scope – – – – Typically includes Incident. Change Often includes Configuration management Often includes workflow management Maybe integrated to knowledge management  systems • Benefits – – – – Reduce time and effort to manage IM.

Event Management Tools • Management Consoles • Dashboard and reporting • Active Vs Passive Monitoring 244 .

 Record and Context Presentation layer Search and analyze capabilities All process and services All stages of lifecycle 245 .Knowledge Management Tools • • • • • Document.

 Should. Won’t • • • • Consider vendor and tools capabilities Visit Reference Sites Asses Training needs Consider integration with environment 246 . Could.Tools Selection • Create a statement of requirements • Use MoSCoW analysis to define features – Must.

Roles Description ITIL Version 3 Foundation for  IT Service Management .

Process Owner Responsible for • Assist with process design • Documenting the process • Make sure that process is performed as  documented • Make sure that process meets its aim • Monitoring and improving the process over  time 248 .

Service Owner • The service owner is responsible to customer  for a particular service – Initiation and transition – Ongoing maintenance and support – Monitoring and reporting – Identifying improvement opportunities – Prime customer contact 249 .

Service Owner / Process Owner SO Network PO PO PO Service Owner (SO) Process Owner (PO) SO Unix SO Windows SO SAP 250 .

  product line strategy and architecture Business Relationship Manager (BRM): BRMs establish a strong business  relationship with the customer by understanding the customer's business  and their customer outcomes. BRMs work closely with the Product  Managers.  implementation. Service managers are recognized as global product/service exports. They drive the decision‐making process. 251 . Service Manager may also required to  coach other manages (Service Owners. evaluation and on going management of new and existing  products and services.Other Roles Service Manager: Is an important role that manages the development. Develop business case. Process owners) with differing level  of expertise for managing a business function or a particular product /  service. within a specified product/service family. Provides  the integration of individual product plans and new technologies into  seamless customer focused service.

 PMs take responsibility for developing and managing  services across the life‐cycle. CSIM: Continuous Service Improvement Manager 252 . solutions and packages that are  presented in the service catalogues. Chief Sourcing Officer (CSO): the CSO is the champion of the sourcing strategy  within the organization. and the services. service pipeline. and have responsibilities for productive  capacity. responsible for leading and directing the sourcing  office and development of the sourcing strategy in close conjunction with the  CIO.Other Roles Product Managers: Product Managers to negotiate productive capacity on  behalf of customers.

Roles: Incident Management • Incident Manager: SO – Maybe performed by Service Desk Supervisor • First Line Support: SO • Second Line Support : SO • Third Line Support : SO 253 .

Roles: Problem Management • Problem Manager • Supported by Technical Groups – Technical Mgmt – IT Ops – Application Mgmt – Third Party suppliers 254 .

Roles: Continuous Service  Improvement  • Continuous Service Improvement Manager : CSIM – Ultimately responsible for success of all improvement  activities – Communicates the CSI vision across the IT organization – Defines and reports on CSI Critical Success Factors. Key  Performance Indicators and CSI activity Metrics – Co‐ordinates CSI throughout the Service Lifecycle – Builds effective relationships with the business and IT  managers – Ensure monitoring is in place to gather data – Woks with process and service owners to identify  improvements and improve quality 255 .

Roles: Change management • Change Manager: ST – Process Owner – Ensure that process is followed – Usually authorize minor changes – Coordinate and run CAB meetings – Produce change schedule – Coordinate change/build/test/implementations – Review/Closes Changes 256 .

Roles: Service Portfolio Management • Product Manager: SS – Own and manage a set of related services – Evaluate market opportunity and customer needs – Create business cases – Plan new service deployment programs • Business Relationship Manager – Identify and document Customer Needs 257 .

Role: Demand Management • Business Relationship Manager – SS – Document PBAs and user profiles – Identify correct SLP for their customers – Identify un‐met customer need – Negotiate with Product Manager for creation of  new services 258 .

Role: Financial Management • All manager have some financial responsibility • Senior IT Mgmt owners budget and are  ultimately responsible for decisions • Many organizations appoint financial  controller to oversee day‐to‐day finances • Accounting department provide governance  framework and support 259 .

Annexure Reference Slides for extra readings .

A Process Model Process Controls Process Owner Process Documentation Process Objectives Process Feedback Process Activities Process Metrics Process Work Instructions Process Roles Process Improvements Inputs Outputs Process Procedures Process Enablers Process Resources Process Capabilities Back 261 .

Scope of ST 262 .

Process Cross Reference 263 .

V2 Operational ITIL Processes  The business. Customers or Users Difficulties Queries Enquiries Incidents Incident Management Service reports Incident statistics Audit reports Management Tools Incidents Communications Updates Work-arounds Service Desk Change Customer Survey reports Releases Problem Management Problem statistics Trend analysis Problem reports Problem reviews Diagnostic aids Audit reports Change Management Change schedule CAB minutes Change statistics Change reviews Audit reports Release Management Release schedule Release statistics Release reviews Secure library Testing standards Audit reports Configuration Management CMDB reports CMDB statistics Policy/standards Audit reports Incidents Problems Known errors Changes CMDB Releases CIs Relationships 264 .