Itil Seed

ITIL 2011 FOUNDATION
CERTIFICATION COURSE
ITIL is a Registered Trade Mark of AXELOS Limited

The Swirl logo is a Trade Mark of the AXELOS Limited
Prepared by Prashant Pokarna
1
Copyright All Right Reserved
ITIL 2011 Foundation Course Agenda

Agenda - Day 1
Learning Unit 1: Introduction to Service Management Lifecycle
Principles of Service Management, Processes, The ITIL Service Lifecycle
Learning Unit 2: Service Strategy
Concepts and Models, Processes
Learning Unit 3: Service Design
Concepts and Models, Key Principles, Processes
Agenda - Day 2
Learning Unit 4: Service Transition
Learning Unit 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Learning Unit 6: Continual Service Improvement
Learning Unit 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
2
Introduction
Name
Professional Experience
Current Assignment
Expectations from this workshop

Agreement
Cell Phones in silent mode.

Systems / Laptops not required.
Breaks to be matched with course flow
Examples / Discussions on Real Time
Scenario
Agree to Disagree

ITIL 2011 Foundation Course Objectives
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

What is ITIL?
What is ITIL?
A set of publications for best 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
ITIL Core Publications

10
Each lifecycle phase of ITIL
2011 core is represented by a
Volume in the library
1.Service Strategy
2.Service Design
3.Service Transition
4.Service Operation
5.Continual Service
Improvement
AXELOS copyright 2011. Reproduced under license from AXELOS

11
7
ITIL 2011 Qualification Scheme: Credits

System
Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimisation (PPO)

Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)
http://www.itil-officialsite.com/Qualifications/ITILQualificationScheme.aspx

8
ITIL 2011 Foundation Exam Format

Type
Online, multiple choice, 40 questions. The questions are selected

from the full ITIL Foundation in IT Service Management
examination question bank.
Duration
Maximum 60 minutes English Language

Other Native Language 75 minutes
Proctored
Yes
Pass Score
65% (26 out of 40)
Where?
AEC Authorized Examination Center's

What is Best Practice ?

Best Practice is a set of guidelines based on the best
experiences of the most qualified and experienced
professionals in a particular field.
Best practices are generally commoditized, generally accepted,
proven as effective ways of doing things which were previously
considered best practices of the pioneering organizations.
Best practice accepted and adopted by others become
common best practices

Drawbacks of Proprietary Knowledge
Proprietary knowledge is difficult to Adopt

Proprietary knowledge is often undocumented
Proprietary knowledge is difficult to replicate and transfer
Owner expects royalty / compensation
Proprietary knowledge is specific in most cases

Public Frameworks & Standards
Available through Public Communities Widely

Easy to get trained and certified
Valid for different segments
Peer reviewed
Used by different parties
Free
Skills can be easily made available

What is a Service ?
A means of delivering value to customers by facilitating
outcomes customer want to achieve, without the ownership of
specific costs or risks.
Customer transfers the Cost and Risk

Enjoys the outcomes / values of the Service
Service Provider takes over the transferred Cost & Risk
Responsible for the outcomes / adding value / means for the
Customer

What is a Service Management?

14
Source of Best Practices for Service Management?

Service Management is a set of specialized organizational
capabilities which take the form of Processes, Functions & Roles
Sources of Practices for Service Management:
Standards such as ISO 9000, ISO/IEC 20000 and ISO/IEC
27001 are a set of criteria that help validate a practice.
Industry practices like ITIL, Cobit, CMMI, PRINCE2, PMBOK are
set of guidelines that are used throughout the industry and have
proven their usefulness.
Academic research
Training and education
Internal experience also called proprietary knowledge

Who are Stakeholders in Service Management

Stakeholders are the ones who are interested in an organization,
project or service, etc. and may be interested in the activities,
targets, resources or deliverables from service management.
Example: Organizations, service providers, customers, consumers,
users, partners, employees, shareholders, owners and suppliers.
Organization means a company, legal entity or other institution. It is
also used to refer any entity that has people, resources and budgets
like project or a business.
Within the service provider organization there are many different
stakeholders including the functions, groups and teams that deliver
services.
Service Management Stakeholders contd.

Also, there are many stakeholders external to the service
provider organization.
Example:
Customers: Those who buy goods or services

Users: Those who use the services on a day-to-day basis
Suppliers: Third parties responsible for supplying goods or
services that are required to deliver IT services.
Example: Hardware and software vendors, network and

telecom providers and outsourcing organizations.

Service Management Challenges

Intangible nature of the output, difficult to measure, control and
validate
Demand is tightly-coupled with customers assets
High level of contact for producers and consumers of services
The perishable nature of service output and service capacity

IT Service Management
IT Service Management (ITSM): The implementation and
management of quality IT services that meet the needs of the
business. IT service management is performed by IT service
providers through and appropriate mix of people, process and
information technology
IT service provider: A service provider that provides IT

services to internal or external customers

Benefits of IT Service Management

Improved quality service provision
Cost-justifiable service quality
Services that meet business, customer and user demands
Integrated centralized processes
Everyone knows their role and knows their responsibilities
in service provision

Internal and External Customers

There is a difference between customers who work in the same
organization as the IT service provider and the customers who
work for another organization.
Internal customers are people or functions who work in the
same organization as the service provider.
Example: Marketing department is an internal customer of the
IT organization because it uses IT services. If IT charges for
its services, the money paid is an internal transaction in the
organization's accounting system, not real revenue.
External customers are people who are not employed by the
organization or organizations that are separate legal entities that
purchase services from the service provider in terms of a legally
binding contract or agreement.

Process, Functions and Roles

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.

Service Management Process Elements

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Characteristics of Processes
Measurable
Process is performance driven and measurable on the aspect

of cost effectiveness, cycle time and productivity
Specific results
A process delivers specific and individually identifiable and

countable result
Customers
A
process
delivers
customer/stakeholder
its
primary
result
to
They respond to specific events
While process is continuous, it should be traceable to a

specific trigger
Functions
Function
A team or group of people and the tools they use to carry out one or
more processes or activities

Process Owner vs. Service Owner

Process Owner:
A process owner is responsible for ensuring that the process

is fit for the desired purpose and is accountable for the
outputs of that process.
Service Owner:
A service owner is accountable for the delivery of specific IT

Service, Responsible for continual improvement and
management of change effecting services under their care

Process owner
Assisting with process design
Documenting the process
Ensuring that the process is being performed as documented
Ensuring that the process is meeting its aims
Monitoring and improving the process over time

Service Owner
To act as prime customer contact for all service related enquiries
and issues
To ensure that the on-going 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

Connecting with Processes and Functions: RACI

RACI is an acronym for the following 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 who are kept up-to-date on progress
Service
Owner
Process
Owner
Create a framework for defining IT

services
Build an IT service catalogue
Define SLA for critical IT services
Monitor and report SL performance
C
A
I
Review SLAs, OLAs and UCs

Review and update IT service
catalogue
Create service improvement Plan
Activities
Security
Manager
IT
Head
Chief
Architect
A/R
A/R
R
A/R
I
C
I
C
R
I
I
C
I
I
I
R
A
C
R
A/R
C
I
R
C
I
I
R
C
A/R

Process
Manager
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Key Terminology: Service Provider
An organization supplying services to one or more internal

customers or external customers. Service provider is often used
as a 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 in which the
business exists.
Type II
Shared Service 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
A service provider that
provides IT services to
external customers, i.e.
outsourcing.
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Lifecycle Components ITIL 2011

ITIL Lifecycle Interaction

ITIL Life Cycle

Describe and Explain Why ITIL is

Successful?
ITIL embraces a practical approach to service management do what
works. And what works is adapting a common framework of practices that
unite all areas of IT service provision towards a single aim that of
delivering value to the business.
The following list defines the key characteristics of ITIL that contribute to its
global success:
Vendor-neutral ITIL service management practices are applicable in any IT
organization because they are not based on any particular technology
platform or industry type. ITIL is owned by the UK government and is not
tied to any commercial proprietary practice or solution.
Non-prescriptive ITIL offers robust, mature and time-tested practices that
have applicability to all types of service organization. It continues to be
useful and relevant in public and private sectors, internal and external
service providers, small, medium and large enterprises, and within any
technical environment. Organizations should adopt ITIL and adapt it to meet
the needs of the IT organization and their customers.
Best practice ITIL represents the learning experiences and thought
leadership of the worlds best-in-class service providers.
Describe and Explain Why ITIL is

Successful? Contd.
ITIL is successful because it describes practices that enable organizations

to deliver benefits, return on investment and sustained success. ITIL is
adopted by organizations to enable them to:
Deliver value for customers through services
Integrate the strategy for services with the business strategy and customer
needs
Measure, monitor and optimise IT services and service provider
performance
Manage the IT investment and budget
Manage risk, knowledge
Manage capabilities and resources to deliver services effectively and
efficiently
Enable adoption of a standard approach to service management across the
enterprise
Improve the interaction and relationship with customers
Coordinate the delivery of goods and services across the value network
Optimise and reduce costs
The Service Strategy

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Service Strategy Purpose and Objectives
The purpose of the service strategy stage of the service lifecycle is to define the
perspective, position, plans and patterns that a service provider needs to be able
to execute to meet an organization's business outcomes.
The objectives of service strategy include providing:
An understanding of what strategy is
A clear identification of the definition of services and the customers who use
them
The ability to define how value is created and delivered
A means to identify opportunities to provide services and how to exploit them
A clear service provision model, that articulates how services will be delivered
and funded, and to whom they will be delivered and for what purpose
The means to understand the organizational capability required to deliver the
strategy
Documentation and coordination of how service assets are used to deliver
services, and how to optimize their performance
Processes that define the strategy of the organization, which services will
achieve the strategy, what level of investment will be required, at what levels of
demand, and the means to ensure a working relationship exists between the
customer and service
provider.
ITIL
is a Registered Trade Mark of AXELOS Limited
Key Strategy Questions and Scope

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?
Scope:
Defining a strategy whereby a service provider will deliver
services to meet a customers business outcome.
Defining a strategy for how to manage those services.

Service Strategy Value to Business

Service strategy provides following value to the business:
Enable the service provider to have a clear understanding of what types
and levels of service will make its customers successful and then
organize itself optimally to deliver and support those services. The
service provider will achieve this through a process of defining
strategies and services, ensuring a consistent, repeatable approach to
defining how value will be built and delivered that are accessible to all
stakeholders.
Enable the service provider to respond quickly and effectively to
changes in the business environment, ensuring increased competitive
advantage over time.
Support the creation and maintenance of a portfolio of quantified
services that will enable the business to achieve positive return on its
investment in services.
Facilitate functional and transparent communication between the
customer and the service provider, so that both have a consistent
understanding of what is required and how it will be delivered.
Service Strategy: Types of Services

The types of services are further classified into
1. Core Services - A service that delivers the basic outcomes
desired by one or more customers.
2. Enabling Services - A service that is needed in order to deliver
a core service.
3. Enhancing Services - A service that is added to a core service
to make it more attractive to the customer

Service Strategy: Types of Services

Examples of core, enabling and enhancing services.

Service Strategy: Customers and Users

Customers: Those who buy goods or services. The customer of
an IT service provider is the person or group who defines and
agrees the service level targets. This term is also sometimes
used informally to mean user.
Example: This is a customer focused organization
Users: Those who use the services on a day-to-day basis.
Users are distinct from customers, as some customers do not
use the IT services directly.

Service Strategy Key Principle = Value
UTILITY
Performance
supported?
Constraints
removed?
T/F
OR
Fit for
purpose?
AND
Available enough?
Capacity enough?
Continuous
enough?
Secure enough?
Fit for
use?
AN
D
T/F
T/F
Valuecreated
T: True
F: False
WARRANTY

Service Value Creation: Utility and Warranty

Utility
Functionality of the Product / Service as its been viewed by

the Customer
What the Customer gets
Fit for Purpose
Removes Constraints / Increases Performance
Warranty
Promise that the product will meet the agreed Service

Requirements
How the Service will be delivered
Fitness for use, Availability, Capacity, IT Continuity, Security
Reduction in performance variation

Basics of Value Creation: Service Assets

Service Assets Resources and capabilities available to
organization.
an
Resources The IT infrastructure, people, money and others

which might help to deliver an IT service; the tangible assets
of an organization.
Capabilities Ability to co-ordinate, control, deploy resources;

the intangible assets of an organization.

Value Creation Through Services

Value is defined by the customer: The decision about the service
is valuable or not rests with customer.
Affordable mix of features: The customer will select the service
or product that represents the best mix of features at the price
they are willing to pay
Achievement of objectives: Many services are not designed to
produce revenue, but to meet some other organizational
objectives such as social responsibility or human resource
management.
Value changes over time and circumstances: As the customer
changes to meet the challenges of their environment, so too do
their service needs and values.

Value Creation Through Services contd.

Understanding the value of IT requires three pieces
1. What service(s) does IT provide? Service from IT perspective
should be linked to the specific business activities and outcome
of customers.
2. What did the service(s) achieve? The customer will identify
what they were able to do with the service and just how
important that was to them and their organization
3. How much did the service(s) cost or what is the price of the
service(s)? When a customer compares the cost or price of a
service with the service that enabled them to achieve, they will
be able to judge how valuable the service actually was.

Value Creation through services contd.

Value needs to be defined in terms of
three areas:
1.
Business outcomes
2.
Customers preferences
3.
Customers perception
Business
outcomes
Value is defined not only in terms of

the customers business outcomes but
highly dependent on customers
perception and preferences.
Value
Preferences
Perceptions
Perceptions
are
influenced
by
attributes of a service, present or prior
experiences with similar attributes and
relative capability of competitors, other
peers, self image, position in the
market
Service Strategy Business Outcomes

1. How Service Management Enables Business Outcomes
2. How Service Provider Enables a Business Units Outcomes

49
Service Packages

50
Business Case
A decision support and planning tool that projects the likely
consequences of a business action
Justification for a significant item of expenditure
Includes information about costs, benefits, options, issues,
risks and possible problems
Uses qualitative and quantitative terms
Types of business case structures
Introduction Business objectives addressed

Methods and Assumptions Boundaries of the business case
Business Impacts Financial and non financial
Risks and Contingencies
Recommendations Specific Actions
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.

Service Management Technology and Automation

Automation (tools) is 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 prioritisation
Service performance optimisation

Service Management Technology and

Automation contd.
Automation of service processes helps improve the quality of
service, reduce costs and reduce risks by reducing
complexity and uncertainty, and by efficiently resolving tradeoffs.
Some of the areas where service management can benefit
from automation
Design and modelling

Service catalogue
Pattern recognition and analysis
Classification, prioritization and routing
Detection and monitoring
Optimization


contd.
Service management tools functionality includes:
Self Help: A web front-end offering a menu-driven range of
self help and service requests with a direct interface into the
back-end process-handling software.
Workflow or Process Engine: Should allow responsibilities,
activities, timescales, escalation paths and alerting to be predefined 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


contd.
Service management tools functionality include (contd.)
Remote control: Allow relevant support groups to take control
of the user desktops
Diagnostic scripts & utilities
Reporting & dashboards

Key Processes in Service Strategy
Service Portfolio Management (SPM)

Demand Management
Finance Management
Business Relationship Management

Demand Management: Purpose, Objectives and

Scope
Purpose
To understand, anticipate and influence customer demands for services.
To work with the capacity management to ensure the service provider has
capacity to meet its demand.
Objectives
Identification and analysis of patterns of business activity (PBA) and
user profiles (UP) that generate demand.
Anticipate and prevent or manage situations where demand for a
service exceeds the capacity to deliver it.
Gear the utilization of resources that deliver services to meet the
fluctuating levels of demand for those services.
Scope:
The scope of demand management process is to identify and
analyze the patterns of business activity that initiate demand for services.
To identify and analyze how different types of users influence the
demand for services.
Managing Demand for Services

59
Key Concepts PBA and User Profiles

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

Service Portfolio Management: Purpose

To ensure the service provider has the right mix of services to
balance the investment in IT with the ability to meet the business
outcomes.
To track the investment in services throughout their lifecycle and
work with other service management processes to ensure that
the appropriate returns are being achieved.
To ensure that services are clearly defined and linked to the
achievement of business outcomes, thus ensuring that all
design, transition and operation activities are aligned to the value
of services.

Service Portfolio Management: Objectives

Provides a process and mechanisms to enable an organization
to investigate and decide on which services to provide.
Maintains the definitive portfolio of services provided.
Provides a mechanism for the organization to evaluate how
services are enabled to achieve its strategy.
Controls which services are offered, under what conditions and
at what level of investment.
Analyze which services are no longer viable and when they
should be retired.

Service Portfolio Management: Scope

The scope of service portfolio management is about all the
services that a service provider plans to deliver, that are
currently delivered and that have been withdrawn from service.
Primary concern is whether the service provider is able to
generate value from the services.
It evaluates the value of services throughout their lifecycles, and
must be able to compare what newer services have offered over
the retired services they have replaced.

What is Service Portfolio & Components

The service portfolio represents the commitments and
investments made by a service provider across all customers and
market spaces.

Service Portfolio Process Activities

Financial Management: Purpose

To secure appropriate level of funding to design, develop and
deliver services that meet the strategy of the organization
It is a gatekeeper that ensures the service provider does not
commit to services which they are not able to provide
Identifies the balance between cost and quality of service and
maintains the balance of supply and demand between the
service providers and their customers

Financial Management: Objectives

Defining and maintaining a framework to
identify, manage and communicate the
cost of providing services.
Evaluating the financial impact of new or
changed strategies on the service
provider.
Facilitating good stewardship to service
customer asset and to ensure that the
organization meet its objectives.
Executing the financial policies and
practices in the provision of the services.
Accounting for money spent on the
creation, delivery and support of
services.

Financial Management: Scope

Managed by professional accountants which set financial
policies, budgeting procedures, financial reporting standards,
accounting practices and revenue generation or cost recovery
rules.
Often a separate function either reporting to the CIO or CFO, but
with some form of functional reporting between the two areas.
Consists of three main processes:
Budgeting, IT Accounting, Charging

Activits Financial Management Process
Activities
Budgeting
Predicting the expected future requirements for funds

to deliver the agreed upon services and monitoring
adherence to the defined budgets.
Accounting
Enables the IT organization to account fully for the way

its money is spent.
Chargeback
Charging customers for their use of IT Services.
Demand
Modelling
Working with the process of demand management to

anticipate usage of services by the business and the
associated financial implications of future service
demand.
Financial Management: 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

Business Relationship Management: Purpose
To establish and maintain relationship between the service

provider and customer based on understanding the customer
and their business needs.
To identify customer needs and ensure that the service
provider is able to meet these needs as business needs
change over time and between circumstances.

Business Relationship Management: Objectives
Ensure that the service provider understands the customer

perspective of service, and is therefore able to prioritize its services
and service assets appropriately.
Ensure high levels of customer satisfaction, indicating that the
service provider is meeting customers requirements.
Establish and maintain a constructive relationship between the
service provider and the customer based on understanding the
customer and their business drivers.
Identify changes to the customer environment that could potentially
impact the type, level or utilization of services provided.
Work with customers to ensure that services and service levels are
able to deliver value.
Identify technology trends that could potentially impact the type,
level or utilization of the services provided.

Business Relationship Management: Scope

Business outcomes that the customer wants to achieve
Services that are currently offered to the customer, and the way
in which they are used by the customer
Understanding who is responsible for the service, what levels of
service have been agreed, the quality of service delivered and
any changes that are anticipated
Understanding technology trends that could impact current
services and the customer
How to optimize services for the future
How the service provider is represented to the customer

Business Relationship Activities

The two key activities are:
Being the voice of the service provider to the customer
Being the voice of the customer to the service provider

Role Business Relationship Manager

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

Service Design

Service Design: Purpose and Objectives

The purpose of the service design stage of the lifecycle is to
design IT services, together with the governing IT practices,
processes & policies.
To realize the service providers strategy and to facilitate the
introduction of these services into supported environments
ensuring quality service deliver, customer satisfaction and costeffective service provision.

Service Design: Purpose and Objectives

To design IT services so effectively that minimal improvement
during their lifecycle will be required.
Inclusion of continual service improvement in all service design
activities to
Ensure that the solutions and designs become even more
effective over time.
To identify changing trends in the business that may offer
improvement opportunities.

Scope and Value to Business
Current, new or changed agreed business requirements

Management information systems & tools
Technology, architecture & management systems
Measurement methods and metrics
All processes that are essential for successful service design
Reduced total cost of ownership (TCO)

Improved quality & consistency
of service
Easier implementation of new or changed services
Improved service alignment
Increased effective service performance, service management
and it processes
Improved IT governance
Service Design - Roles

1. Process Manager
The responsibilities of a process manager are:

Working with the process owner to plan and coordinate all
process activities.
Ensuring that all activities are carried out as required
throughout the service lifecycle.
Managing resources assigned to the process.
Working with service owners and other process managers to
ensure the smooth running of services.
Working with the CSI manager and process owner to review
and priorities improvements in the CSI register.
Making improvements to the process implementation.
Lesson 1.7: Service Design - Roles

2. Process Practitioner
The responsibilities of a process practitioner are to:

Ensure that all activities are carried out of the process.
Work with other stakeholders, as process managers, coworkers, users and customers to ensure that their
contributions are effective.
Ensure that inputs, outputs and interfaces of process
activities are correct.
Create and update records to show that activities are being
carried out correctly.

The Four Ps of Service Design

People: The people, skills and competencies involved in
provisioning of IT services.
Products / Technology: The technology and management
systems used in the delivery of IT services
Processes: The processes, roles and activities involved in the
provision of IT services
Partners / Suppliers: The vendors, manufacturers and
suppliers used to assist and support IT service provision.

Major Aspects of Service Design
New or changed service solutions design

Management information systems and tools design
Technology and management architectures design
Processes design
Measurement systems design

Service Design Package
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.

Service Design - Processes
Service Catalogue Management

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

Service Catalogue Management

Purpose
To provide and maintain a single source of consistent information on
all operational services, and those being prepared to run
operationally, and to ensure that it is widely available to those who
are approved to access it.
Objective
Manage the information contained within the service catalogue.
Maintain accuracy with current details, status, interfaces and
dependencies of all services.
Enable access to service catalogue to those approved.
Scope
Contribution to the definition of services and service packages.
Development and maintenance of service and service packages.
Production and maintenance of an accurate service catalogue.
Interfaces, dependencies and consistency between the service
catalogue and the overall service portfolio.
Service Catalogue Management: Two View

Structure
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.

Two Way Catalog View

Service Catalogue Management: Three View

Structure
Some organizations project more than two views. There is no
correct or suggested number of views an organization should
project. The number of views projected depend upon the
audiences to be addressed and the users. Therefore the three
view structure includes:
1. Wholesale customer view
Details all the IT services delivered to wholesale customers

(customer- facing services)
Includes relationships to the customers they support
2. Retail customer view
Details all the IT services delivered to retail customers

(customer facing services)
Includes relationships to the customers they support
Service Catalogue Management: Three View

Structure
3. Supporting services view
Details of all the supporting IT services, together with

relationships to the customer-facing services they underpin
Includes components, CIs and other supporting services

necessary to support the provision of the service to the
customers

Service Catalog Three View Structure

91
Service Catalogue Management: Role

Service Catalog Manager
Produce and maintain the service catalogue
Ensure that all operational services and all services being
prepared for operational running are recorded within the service
catalogue
Ensure that all the information within the service catalogue is
accurate and up-to-date
Ensure that all the information within the service catalogue is
consistent with the information within the service portfolio
Ensure that the information within the service catalogue is
adequately protected and backed up

Service Level Management

Purpose
To ensure that all current and planned IT services are delivered to
agreed achievable targets. To correct or improve the level of service
delivered.
Objective
To define, document, agree on, monitor measure, report and review
the level of IT services provided.
To provide and improve the relationship and communication with the
business and customers.
Proactive measures to improve the levels of service delivered are
implemented in a cost-justified manner.
Scope
To provide a point of regular contact and communication to the
customers and business managers of an organization in relation to
service levels.
Needs to manage the exception and perception of the business,
customers and users and ensure that the quality of service
93
Service Level Management: Process Activities

94
Service Level Management: Terminology

Service Level
Requirements(SLR)
Detailed recording of the customers needs, forming the

basis for design criteria for a new or modified service.
Service Catalogue
A written statement of available IT services,

default levels, options, prices and identification of
which business processes or customers use them.
Service Level
Agreement (SLA)
An agreement between an IT service provider and a

customer. The SLA describes the IT service, documents
service level targets, and specifies the responsibilities of
the IT service provider and the customer.
Operational
Level Agreement
(OLA)
Internal agreement with another function of the

same organization which supports the IT service
provider in their delivery of services.
Underpinning
Contract (UC)
Contract with an external supplier that supports the IT

organization in their delivery of services.
SLAM Chart
A service level agreement monitoring (SLAM) chart is

used to help monitor and report achievements against
ITIL
is a Registered
Mark of AXELOS Limited
service
levelTrade
targets.
95
Service Level Management: Key Terms

Illustrated

96
Service Level Management:

Designing SLA Structures

97
Supplier Management
Purpose
To manage suppliers and to obtain value for money from suppliers, to
provide seamless quality of IT service to the business.
Ensure that underpinning contracts and agreements with suppliers are
aligned to business needs and they meet their contractual commitments.
Objective
Manage relationships with suppliers.
Negotiate and agree contracts with suppliers.
Manage supplier performance.
Maintain a supplier policy and a supporting supplier and contract database
(SCMIS).
Scope
Management of all suppliers and contracts needed to support the provision
of IT services to the business
To ensure that suppliers provide value for money and meet their service
target.
To ensure that relationships are developed in a consistent manner and that
suppliers performance is appropriately reviewed and managed.
Supplier Management: Supplier and Contract

Management Information system
Supplier
Strategy
& Policy
Supplier and
Contracts
Evaluation
Supplier &
Supplier Categorization and
Maintenance of the SCMIS
Establish New
Suppliers and
Contracts
Contract
Management
Information
system
Supplier & Contract
Management &
Performance
Contract Renewal
and/or Termination

99
Supplier Management: Supplier Categorization

Supplier categorization is classified into:
Strategic E.g. a network service provider supplying worldwide
network service and their support.
Tactical E.g. a hardware maintenance organization providing
resolution of server hardware failures.
Operational E.g. an internet hosting service provider,
supplying hosting space for a low-usage, low-impact website or
internally used IT service.
Commodity E.g. paper or printer cartridge suppliers.

Supplier Management: Role

Ensure that the aims of supplier management are met
Provide assistance in the development and review of SLAs,
contracts
Ensure that value for money is obtained from all IT suppliers and
contracts
Ensure that all IT supplier processes are consistent standard
T&Cs
Maintain and review a supplier and contracts database (SCD)
Review and conduct risk analysis of all suppliers and contracts on
a regular basis
Ensure that any underpinning contracts, agreements or SLAs are
aligned to customer needs
Ensure that all supporting services are scoped and documented
Ensure that all roles and relationships between lead and any
suppliers are identified
Capacity Management
Purpose
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.
Objective
Produce and maintain an appropriate and up-to-date capacity plan.
Provide advice and guidance to the business and IT on
all capacity and performance-related issues.
Ensure that service performance achievements meet or exceed all of
their agreed performance targets.
Scope
Considers all resources required to deliver the IT service, and plans for
short-, medium- and long-term business requirements.
Scheduling of human resources, staffing levels, skill levels and
capability levels are included within the scope of capacity management.

102
Capacity Management: Process Activities

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

103
Capacity Management: Sub Processes

Business
Capacity
Management
Translates business needs and plans into

requirements for service and IT infrastructure,
ensuring that the future business requirements for
IT services are quantified, designed, planned and
implemented in a timely fashion.
Service Capacity
Management
Management, control and prediction of the end-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.
Component
Capacity
Management
Management, control and prediction of the

performance, utilization and capacity of individual
IT technology components.
Capacity Management: Capacity Plan

Contains information on the current usage of service and
components, and plans for the development of IT capacity to
meet the needs in the growth of both existing service and any
agreed new services
Used by all areas of the business and IT management
Plan the capacity of the IT infrastructure
Also provides planning input to many other areas of IT and the
business
Used as a basis for decision-making

Availability Management
Purpose
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 and timely manner.
To ensure both the current and future availability need of the business are
met.
Objective
Provide a point of focus and management for all availability- related issues.
Produce and maintain an appropriate and up-to-date
availability plan.
Ensure that proactive measures to improve the availability of services are
implemented wherever it is cost-justifiable to do so.
Scope
Current business processes, their operation and requirements.
Future business plans and requirements.
Service targets and the current IT service operation and delivery.

106
Availability Management: Key Terms Explained
Availability
The per cent time of agreed service hours

the component or service is available.
Reliability
A measure of how long a component or IT

service can perform its agreed operation
without interruption.
Maintainability
A measure of how quickly and effectively a

component or IT service can be restored to
normal working after a failure.
Serviceability
The ability of a third-party supplier to meet the

terms of its contract. This contract will include
agreed levels of reliability, maintainability or
availability for an IT service or component.
Availability Management: Key Terms Explained
Vital Business
Functions (VBFs)
Service
Availability
Component
Availability
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.

IT Service Continuity Management

Purpose
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.
Objective
Maintain a set of IT service continuity plans and IT recovery plans that
support the overall business continuity plans (BCPs) of the organization.
To conduct regular risk assessment and management exercises.
To complete regular business impact analysis (BIA).
Scope
Focus on business disaster events.
Set critical requirements for survival.
Maintaining agreements on scope and policies.
ITSCM supports IT service requirements.
109
IT Service Continuity Management: Key Terms

Explained
Business
Continuity
Management
(BCM)
Strategies and actions to take place to continue

business processes in the case of a disaster.
It is essential that the ITSCM strategy is
integrated into and a subset of the BCM strategy.
Business
Impact
Analysis
(BIA)
Quantifies the impact loss of IT service would

have on the business.
Identifies the most important services to the
organization and is therefore critical input to
strategy.
Vital
Business
Functions
(VBFs)
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.
IT Service Continuity Management: Key Terms

Explained contd.
Possibility of an event occurring that could cause harm or
loss, or affect the ability to achieve objectives.
Risk
Risk
Assessment
Risk
Management
A risk is measured by the probability of a threat, the

vulnerability of the asset to that threat, and the impact it
would have if it occurred.
Identification & evaluation of assets, threats and
vulnerabilities that exist to business processes, IT services,
IT infrastructure and other assets.
Used in assessing and reducing the chance of normal
operational incidents and is a technique used by availability
management to ensure the required availability and reliability
levels can be maintained.
Identifying appropriate risk responses or cost-justifiable
countermeasures to combating identified risks.
IT Security Management
Purpose
To align IT security with business security and ensure that information
security is effectively managed in all service and IT service
management activities.
Objective
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.
Scope
Input from business security policy and plans
Current business operation and its security requirements
Future business plans and requirements
Legislative and regulatory requirements
Obligations with regard to security contained within SLAs
The business and IT risks and their management

112
Information Security Management: Key

Terminology
Confidentiality
Protecting information against unauthorized access

and use.
Examples: Passwords, swipe cards, firewalls
Integrity
Accuracy, completeness and timeliness of services,

data information, systems and physical locations.
Examples: Rollback mechanisms, test procedures,
audits.
Availability
The information should be accessible at any agreed

time. This depends on the continuity provided by the
information processing systems.
Examples: UPS, resilient systems, service desk hours

Information Security Management: Security

Framework
Information Security
Framework
Information
Security
Strategy
Information Security Management

System
Information
Security
Policy
Information
Security
organization
Information
Security Controls
Information Security Processes

Management of Security
Risks
> Communications Strategy

> Training & Awareness
Strategy

114
Information Security Management: Security

Policy
Audience for
Security Policy
These policies should be
widely available to all
customers and users,
and their compliance
should be referred to in
all SLRs, SLAs, contracts
and agreements.
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
115
ISM: Information Security Management System
Interested
Parties
(Customers,
Suppliers,
etc.)
Service Level Agreements

(SLAs)
Underpinning Contracts
(UCs)
Operational Level
Plan
Agreements (OLAs)
Policy Statements
Information
Security
Requirements
& Expectations
Learn
Improve
Plan
Implement
Implement
Awareness,
Classification
Personnel Security
Physical Security
Systems Security
Security Incident
Procedures
Control
Managed
Information
Security
Organise
Establish Framework
Allocate Responsibilities
Maintain
Evaluate
Internal Audit
External Audit
Self-Assessments
Security Incidents

Interested
Parties
(Customers,
Suppliers,
etc.)
116
Design Coordination Process

Purpose
To ensure that the objectives of the service design stages are met by
providing and maintaining a single point of coordination and control for
all activities and processes within this stage of the service lifecycle
Objective
Ensuring consistent design of services to meet current and evolving
business needs
Coordination of all design activities across projects, changes, suppliers
and support teams
Maintaining governance
Scope
All design activities
All new or changed service solutions that are being designed for
transition into the live environment or retirement

117
Design Coordination Governance

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

Service Transition

Service Transition Process

Purpose
The purpose of service transition is to ensure that new, modified or retired
services meet the expectations of the business as documented in the
service strategy and service design stages of the lifecycle.
Objective
Plan and manage service changes efficiently and effectively.
Manage risks relating to new, changed or retired services.
Successfully deploy service releases into supported environments.
Set correct expectations on the performance and use of new or changed
services.
Provide good quality knowledge and information about services and
service assets.
Scope
The development and improvement of capabilities for transitioning new
and changed services into supported environments, including release
planning, building, testing, evaluation and deployment.
It also considers service retirement and transfer of services between
service providers.
120
Value to Business
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.

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.
CIs typically include :
IT services, hardware, software, buildings, people, and formal
documentation such as process documentation and SLAs

Configuration Management System (CMS)

Information about all configuration items
CI may be entire service, or any component Stored in 1 or
more databases (CMDBs)
CMS stores attributes
Any information about the CI that might be needed
CMS stores relationships
Between CIs
With incident, problem, change records, etc.
CMS has multiple layers
Data sources and tools, information integration, knowledge
processing (scorecards, dashboards, etc.), presentation

Service Transition Processes
Transition, planning and support;
Change management;
Service asset and configuration management;
Release and deployment management; and
Knowledge management.

Transition Planning & Support

Purpose
The purpose of the transition, planning and support process is to provide
overall planning for service transitions and to coordinate the resources that
they require.
Objective
To plan and coordinate the resources to ensure that the requirements of
service strategy encoded in service design are effectively realized in
service operation.
Coordinate activities across projects, suppliers and service teams where
required.
Provide clear and comprehensive plans that enable customer and
business change projects to align their activities with the service transition
plans.
Establish new or modified information systems and tools, technology and
management architectures, service management processes and
measurement methods and metrics to meet requirements established
during the service design lifecycle stage.
Monitor and improve the performance of the service transition lifecycle
stage.
125
Transition, Planning and Support - Scope

The scope of transition, planning and support scope includes:
Maintaining policies, standards and models for service transition
activities and processes.
Coordinating the efforts needed to enable multiple transitions to
be managed at the same time.
Prioritizing conflicting requirements for service transition
resources.
Reviewing and improving the performance of transition planning
and support activities.

Change Management Process

Purpose
The purpose of the change management process is to control the lifecycle
of all changes, enabling beneficial changes to be made with minimum
disruption to IT services.
Objective
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
Scope
Any changes to all architecture, processes, tools, metrics and
documentation.
Addition, modification or removal of any service or configuration item or

associated documentation.
Changes to any of the five aspects of service design.

127
Change Management: Change Types

Change Types
Normal changes
Types are specific to the organization
Type determines what assessment is required
Standard changes
Pre-authorised 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
Change Management : Change Model

A change Model is a way of predefining the steps that
should be taken to handle a particular type of change in an
agreed way.
We can use tools which will ensure that such changes are
handled in a predefined path and to predefined timescales.
Change Model will include the following:
Steps that should be taken to handle the change, including
issues and unexpected events
The chronological order in which these steps should be
taken, with any dependences or co-processing defined
Responsibilities who should do what (including identification
of those change authorities who will authorize the change and
who will decide whether formal change evaluation is needed)
Timescales and thresholds for completion of the actions
Escalation procedures who should be contacted and when
Change Management: Remediation Planning

Remediation: Recovery to a known state after a failed change
or release
Remediation may include back out, invocation of service
continuity plans, or other actions designed to enable the
business process to continue.
Remediation plan should consist of documentation of procedures
that needs to be followed during change evaluation or testing.

Change Management: Concepts

Service change It is done by the addition, modification or
removal of an authorized, planned or supported service
component and its associated documentation.
Request for change (RFC) It is a formal request for a Service
Change and it can be raised or issued by anyone involved in the
service.
Change proposal It is raised for major changes with
significant organizational or financial effects.

Change Management: Change Proposals

A change proposal is used to communicate a high-level
description of the change.
The change proposal is normally created by the service portfolio
management process and is passed to change management for
authorization.
In some organizations change proposals may be created by a
programme management office or by individual project.
A change proposal should include a high-level description of the
new, changed or retired service, a business case including risks,
issues and alternatives, financial requirements and an outline
schedule for design and implementation of the change.

Change Management: Change Flow

Create
request for
change
(RFC)
Record
RFC
Review
RFC
Change
authorization
Assess and
evaluate
change
Co-ordinate
Change
implementation
Change
review and
closure

Change Management: Roles in Change

Management
Change Manager
Ensures that process is followed

Usually authorises minor changes
Coordinates and runs CAB meetings
Produces change schedule
Coordinates change/built/test/implementation
Reviews/closes changes
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
Change Management: Change Advisory Board

(CAB)
Emergency CAB (ECAB)
Subset of the standard CAB

Membership depends on the specific change

Change Management: 7 Rs of Change

Management
Who RAISED the change?

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

Change Management: Key Challenges
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
Ad hoc nature of people

Service Asset & Configuration Management

Purpose
To ensure that the assets required to deliver services are properly
controlled, and that accurate and reliable information about those
assets is available when and where it is needed.
Objective
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,
protect & control its asset base, optimize its costs, manage change and
release effectively, and resolve incidents and problems faster.
Scope
To make sure that all assets that are used during the service lifecycle
are within the scope of asset management. Management of the
complete lifecycle of every configuration item. The process offers a
complete overview of all assets, and shows who is responsible for the
control and maintenance of these assets.

138
SACM: 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

SACM: Basic Concepts contd.

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.).
It is typically managed through the change management
process.

SACM: Basic Concepts Contd.

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
SACM: Basic Concepts Contd.

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

SACM: Basic Concepts CMDB and DML
Basic Concepts
DML and CMDB

143
SACM: Relationship between CMDB, CMS and SKMS
SKMS
Informed Decision
CMS
CMDB

Release & Deployment Management

Purpose
The purpose of the release and deployment management process
is to plan, schedule and control the build, test and deployment of
releases.
To
deliver new functionality required by the business while
protecting the integrity of existing services.
Objective
Define and agree release and deployment management plans with
customers and stakeholders.
Create and test release packages that consist of related configuration
items that are compatible with each other.
Ensure that all release packages can be tracked, installed, tested,
verified and/or uninstalled or backed out if appropriate.
Record and manage deviations, risks and issues related to the new or
changed service and take necessary corrective action.
Ensure that there is knowledge transfer to enable the customers and users
to optimise their use of the service to support their business activities.
145
Release and Deployment Management
Scope
The scope of release and deployment management includes

processes, systems and functions to package, build, test and
deploy a release into production and establish the service
specified in the service design package before final handover
to service operations.
It also includes all configuration items required to implement a
release.

RDM: Basic Concepts: Release Policy

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
RDM: Basic Concepts: Release Unit

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..

RDM: Basic Concepts: Release Types

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.
RDM: Basic Concepts: Approaches

Release and deployment approaches
1. Big bang versus phased approach
Phased approach can be users, locations, functionality
2. Push versus pull deployment

3. Automated versus manual deployment

Lesson 3.4.7: Release and Deployment

Mgmt.: Four Phases of Release and Deployment Mgmt.
Change Management
Auth
Authorise
Authorise
Release
Release
Planning
Planning
Release and
Deployment
Planning
Auth
Authorise
Authorise
Build
Buildand
and
Test
Test
Auth
Auth
Authorise
Deployment/
Transfer/
Treatment
Authorise
Authorise
Check-in
Check-into
to
DML
DML
Deployment
Release,
Release,
Build
Build
and
and
Test
Test
Deployment
PostImplementation
Review
Review
and
Close
Transfer
Auth
Change
ChangeManagement
ManagementAuthorisation
Authorisation

Retirement
151
Knowledge Management
Purpose
The purpose of the knowledge management process is to
share perspectives, ideas, experience and information.
To ensure that these are available in the right place, right
time to enable informed decisions and to improve efficiency by
reducing the need to rediscover knowledge.
Objective
Improve quality of management decision making by ensuring that
reliable and secure information and data is available throughout the
service lifecycle.
Ensure that the right information is delivered to the appropriate
place or person at the right time to enable informed decisions.
Maintain a service knowledge management system (SKMS)
that provides controlled access to knowledge, information and
data that is appropriate for each audience.

152
Knowledge Management: Scope

Provide knowledge through out the service life-cycle
Management of knowledge and the information & data from
which the knowledge derives.
Within the service transition domain might include:
Identity of stakeholders
Acceptable risk levels and performance expectations
Available resource and timescales

Knowledge Management: Basic Concepts:

DIKW

154
Knowledge Management: SKMS contd.

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.

Service Operations

Service Operations: Purpose and Objectives

Purpose:
The purpose of service operations is to coordinate and carry

out the activities and processes required to deliver and
manage services at agreed levels to business users and
customers. Service operation is also responsible for the ongoing management of the technology that is used to deliver
and support services.
Objectives:
The objective of service operations is to maintain business

satisfaction by delivering effective and efficient IT services,
minimize the impact of service outage and to ensure access
to IT services for only authorized users.
Service Operations: Scope

The scope of service operations is to provide guidance on:
The services themselves Activities that form part of a service is
included in service operation, whether it is performed by the
service provider, an external supplier or the user or customer of
that service.
Service management processes The on-going management
and execution of the many service management processes that
are performed in service operation.
Technology All services require some form of technology to
deliver them. Managing this technology is not a separate issue,
but an integral part of the management of services themselves.
People All processes and technology are managed, they are
all about people. It is people who drive the demand for the
organizations services and products and it is people who decide
how this will be done.
Service Operations: Value to Business

Service operations is where the plans, designs and
optimizations from other ITIL lifecycle phases are executed
and measured.
Service value is modelled 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
The operation of service is where these plans, designs and
optimizations are executed and measured
From a customer viewpoint, service operation is where actual

value is seen.
Communications in SO
Routine operational communication

Communication between shifts
Performance reporting
Communication in projects
Communication related to changes
Communication related to exceptions
Communication related to emergencies
Training on new or customized processes and service design
Communication of strategy and design to Service Operation
teams.

Event Management Definition & Goal

An event can be defined as any detectable or discernible
occurrence that has significance for the management of the IT
Infrastructure or the delivery of IT service
Events are typically notifications created by an IT service,
Configuration Item (CI) or monitoring tool.

Types of Event
Informational
An event that does not require any action, regular operation
Example: Notification that a scheduled workload has completed
Warning
An event that is unusual but not an exception, requires

closer monitoring.
Example: A servers CPU utilization is approaching
maximum performance threshold.
Exception
An event signifying a service or a device is operating

abnormally
Example: A PC scan reveals the installation of unauthorized
software.
Event Management Concepts

An Event is defined as a change of state that has significance
for the management of a CI or an IT Service.
An Alert is a warning that a threshold has been reached,
something has changed or a failure has occurred.
An Incident is an unplanned interruption to an IT service or
reduction in the quality of an IT service. Failure of a
configuration item that has not yet impacted service is also an
incident.

Service Request
A request from a User for information, or advice, or for a
Standard Change or for Access to an IT Service.
Service Requests are usually handled by a Service Desk, and do
not require an RFC to be submitted.
Their scale, frequency, low cost and low nature means it can be
handled by a separate process rather then congesting and
obstructing the incident management process and change
management process

Workaround & Problems

Workaround
A temporary way of restoring a service

Reducing or eliminating the Impact of an Incident or Problem for
which a full Resolution is not yet available.
Workarounds for Problems are documented in Known Error
Records.
Workarounds for Incidents that do not have associated Problem
Records are documented in the Incident Record.
Problem
Cause of one or more incidents
Cause is usually not know at the time a problem record is
created and problem management process is further responsible
for the investigation

Known Error and KEDB

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 reoccur.

Impact, Urgency and Priority

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.
Impact
Urgency
The relative importance of an incident, problem or change.
Priority
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.

167
Service Operations Processes
Event Management
Incident Management
Problem Management
Request Fulfilment
Access Management

Event Management
Purpose
The purpose of event management is to manage events throughout
their lifecycle. The activities are to detect events, make sense of
them and determine that the appropriate control action is
coordinated by the event management process.
Objective
Detect all changes of state that have significance for the
management of a CI or IT service.
Determine the appropriate control action or events and ensure these
are communicated to the appropriate functions.
Provide the means to compare actual operating performance and
behavior against design standards and SLAs.
Provide a basis for service assurance and reporting; and service
improvement.

169
Event Management: Scope

The scope of event management applies to all aspects of service
management that require control.
Configuration items E.g. updating of a file server
Environmental conditions - E.g. fire and smoke detection
Software license monitoring for usage to ensure optimum/legal
license utilization and allocation
Security E.g. intrusion detection
Normal activity - E.g. mainframe utilization, batch jobs, etc.

Event Management: Process Activities
Event Occurs
Detected, Filtered, Notified
Event Significance: Informational, Exceptional, Warning
Event Correlation
Event Response
Review & Closure

Event Logging & Filtering

Event Management Exceptional Events

Event Management: Managing Information and Warning

Events
Incident
management
Do any one or
combination of
Incident/
Problem/
Change
Problem
management
Change
management
Warning
Event
Alert
Human
intervention
Auto
response
Informational
Event
Log

174
Incident Management
Definition
The process responsible for managing the lifecycle of all incidents. Incident
management ensures that normal service operation is restored as quickly as
possible and the business impact is minimized.
Purpose
The purpose of incident management process is to restore normal service
operation as quickly as possible and thereby minimize the adverse impact on
business operations, thus ensuring that the best possible levels of service
quality and availability are maintained. Normal service operation implies
services operating as per the committed SLAs.
Objective
Ensure that standardized methods and procedures are used for efficient and
prompt response, analysis, documentation, on-going management and
reporting of incidents.
Increase visibility and communication of incidents to business and IT support
staff.
Align incident management activities and priorities with those of the business.
175
Scope & Value to Business

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
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.

Incident Management: Basic Concepts

Time Scales
Timescales must be agreed for all incident handling

stages.
Depending on priority & SLAs
Documented in OLAs & UCs
All support groups should be made fully aware of these

timescales.
Incident Models An incident model is predefined steps to handle a particular

incident.
The incident model should include:
The steps that should be taken to handle the incident
The order in which these steps should be taken in
Responsibilities; who should do what
Major Incident
The highest category of impact for an incident. A major

incident results in significant disruption to the business. A
separate procedure, with shorter timescales and greater
urgency must be used for major incidents.
177
Incident Management Process Activities

Problem Management
Definition
The problem management process is responsible for managing the
lifecycle of all problems.
Purpose
Problem management seeks to identify and remove the root cause
of incidents in the IT infrastructure.
Minimize the adverse impact of incidents and problems on the
business that are caused by underlying errors.
Eliminate recurring incidents and minimize the impact of incidents
that can not be prevented.
Objective
To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
To minimize the impact of incidents that cannot be prevented.
179
Scope & Value to Business

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 & deployment management.
Maintain information about problems and the appropriate
workarounds and resolutions
Together with incident and change management increases IT

service availability and quality.
Reduction in downtimes and disruptions of business critical
systems.
Reduced expenditure on workarounds or fixes that do not work
Reduction in cost of effort in fire- fighting or resolving repeat
incidents
Problem Management Basic Concepts

Reactive Problem Management
Resolution of underlying cause(s)

The activities are similar to those of incident management for the
logging, categorization and classification for problems. The
subsequent activities are different as this is where the actual
root-cause analysis is performed and the known error corrected.
Covered in service operation
Proactive Problem Management
Prevention of future problems by analyzing incident records, and

using data collected by other IT service management processes
and external sources to identify trends or significant problems.
Generally undertaken as part of continual service improvement
(CSI)

Reactive Problem Management Process Flow

Problem
Detection
& Logging
Problem
Categorization
& Prioritization
Problem
Investigation &
Diagnosis
Problem
Resolution &
Closure
Workarounds &
Raising Known
Error Records
Major
Problem
Reviews
Errors from
Development/
Suppliers

Known
Error
Database
182
Request Fulfilment Management

Definition
The process of dealing with service requests from the users.
Purpose
The purpose of request fulfilment is to manage all service requests
raised by the users throughout the lifecycle.
Objective
Maintain user and customer satisfaction through efficient and
professional handling of all service requests.
Provide a channel for users to request and receive standard services for
which a predefined authorization and qualification process exists.
Assist with general information, complaints or comments.
Source and deliver the components of requested standards.

183
Request Fulfilment Scope

For an organization where large number of service requests has to
be handled, it makes sense to handle service requests as a
completely separate work stream and to record and manage them as
a separate record type.
What should be handled as a service request needs to be decided
by an organization. Anything that is frequently occurring, low cost,
low risk, low impact should be considered as a service request.

Access Management
Purpose
The purpose of access management is to grant access to
authorized users the right to use a service, while preventing access
to non-authorized users.
In practice, access management is the operational enforcement of
the policies defined by information security management and
availability management.
Objective
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

185
Access Management: Scope

Access management is effectively the execution of both
availability and information security management.
It enables the organization to manage the confidentiality,
integrity and availability of the organizations data and intellectual
property.
Access management ensures users are given the right to use a
service, but it does not ensure that this access is available at all
agreed times this is provided by availability management.

Access Management - Concepts

Access
Access refers to the level and extent of a services functionality
or data that a user is entitled to use.
Identity
The information about the user that distinguishes them as an
individual, and which verifies their status within the organization.
By definition, the identity of a user is unique to that user
Rights
Also called privileges, refer to the actual settings whereby a user
is provided access to a service or group of services.
Typical rights or levels of access include read, write, execute,
change, delete.
Service / Service Groups
Granting users/user groups access to similar set of services.
Service Operations - Functions

Service Desk
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.
Objective
To restore the normal service to the users as quickly as possible.
Operate as level 1 for incident management and request fulfilment,
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.
189
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.
Service Desk - Organization Structures

Type
Description
1. Local
Located physically close to the user community it serves.
2. Centralised
Service desk is deployed at one central physical location.
3. Virtual
Impression of single, centralised service desk, through the

use of technology and tools to create a virtual service desk.
4. Follow-the-sun
Multiple service desks across time zones to provide 24x7

service.
5. Specialized
Specialist groups within the overall service desk structure,

so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or a
web-based interface) to the specialist group.

191
Local Service Desk Function

1. Aids communication and
gives a clearly visible
presence
2. Can often be inefficient and
expensive to resource due to
low call volumes
3. Reasons for a Local service
desk
Language and cultural or
political differences
Different time zones
Specialized groups of
users
VIP/criticality status of
users
192
Centralized Service Desk Function
1. Local service desks merged

into one or few locations.
2. More efficient and costeffective, allowing fewer
overall staff to deal with a
higher volume of calls.
3. Local presence to handle

physical support
requirements, but controlled
and deployed from the central
desk.

193
Virtual Service Desk Function

1. Single visible service desk
which may actually be run by
staff in multiple locations.
2. Allows for homeworking,
secondary support group, offshoring or outsourcing or
any combination necessary to
meet user demand.
3. Safeguards are needed to
ensure
consistency
and
uniformity in service quality
and cultural terms

194
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, Typing skills
SDF Metrics
Periodic evaluations of health, maturity, efficiency,
effectiveness and any opportunity to improve
Realistic and carefully chosen - total number of calls is not itself
good or bad
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

Technical Management Function - Role
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.

Technical Management Purpose & Objective

Purpose
To help plan, implement and maintain a stable technical

infrastructure to support the organizations business
processes.
To provide hands on skills and resources to support the IT
infrastructure.
Objectives
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.

Application Management Function - Role

Responsible for managing applications throughout their lifecycle.
Custodian of technical knowledge and expertise related to
managing application, whether purchased or developed inhouse.
It provides the actual resources to support the ITSM lifecycle
Providing guidance to IT operations about how best to carry out
the on-going operational management of applications.
The integration of the application management lifecycle into the
ITSM lifecycle
Application Management Purpose & Objective

Purpose
Application management is responsible for managing
applications throughout their lifecycle.
Application management is to applications what technical
management is to the IT infrastructure.
Objectives
To help identify functional and manageability requirements for

application software so as to support the organizations
business processes.
Assist in on-going support/maintenance/improvement of
applications.

IT Operations Management Function - Role

The function responsible for the on-going management and
maintenance of an organizations 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 center or computer rooms and
recovery sites together with all the power and cooling
equipment.
IT Operations Management
Purpose
The focus is on building repeatable, consistent actions which if

repeated frequently at the right qualitative level, will ensure the
success of operations.
The actual value of the services being delivered by the
organization is delivered and measured.
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.


Purpose
To align IT services with changing business needs by

identifying and implementing improvements to IT services
and processes that support the business.
Improve effectiveness, efficiency and economics of all
processes associated with delivering services.
Objectives
Review, analyze, prioritize and make the recommendations

on improvement and opportunities in each lifecycle stage.
Review and analyze service level achievement.
Identify and implement specific activities to improve IT service
quality and improve the efficiency and effectiveness of the
enabling processes.
Continual Service Improvement: Scope

Overall health of ITSM. It takes care of entire ITSM as well as
all dependent services.
Continual alignment of the service portfolio with business
needs.
After implementing and operating processes, CSI helps
maturing the processes.
Continual improvement of all aspects of IT service and
service assets that support them.
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.
CSI: Value to Business

Adopting and implementing standard and consistent
approaches for CSI will:
Lead to a gradual and continual improvement in service

quality, where justified.
Ensure that IT services remain continuously aligned to
business requirements.
Result in gradual improvements in cost effectiveness through
a reduction in costs and/or the capability to handle more work
at the same cost.
Use monitoring and reporting to identify opportunities for
improvement in all lifecycle stages and in all processes.
Identify opportunities for improvements in organizational
structures, resourcing capabilities, partners, technology, staff
skills and training and communications.
CSI Key Principles & Models

CSI Register
CSI register is kept to record all the improvement

opportunities and that each one should be categorized into
small, medium or large undertakings.
The CSI register contains important information for the overall
service provider and should be held and regarded as part of
the service knowledge management system (SKMS).
It introduces a structure and visibility to CSI ensuring that all
initiatives are captured and recorded and benefits realized.
It provides a coordinated, consistent view of the potentially
numerous improvement activities.
The CSI manager should have accountability and
responsibility for the production and maintenance of the CSI
register.
Service Measurement
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).
Reason to Monitor & Measure

Why Measure ? Purpose of reports
To Validate
To Direct
Your Measurement Framework

To Intervene
To Justify

Types of metrics
Technology metrics
Component & application performance , availability etc
Process metrics
CSFs, KPIs and activity

management processes
metrics
for
the
service
Service metrics
These metrics are the results of the end-to-end service.

Component metrics are used to compute the service
metrics.

CSI - Key Definitions

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.
Continual Service Improvement: PDCA - Deming Cycle
Plan:
Do:
Establish the objectives and processes

necessary to deliver results in
accordance with customer
requirements and the organization's
policies.
Implement the processes.
Check:
Monitor and measure processes
and product against policies,
objectives and requirements for the
product and report the results.
P
A
D
C
Act:
Take actions to continually improve
process performance.

213
Seven Step Improvement Process - Purpose and

Objectives
The purpose of the seven step improvement process is to define
and manage the steps needed to identify, define, gather,
process, analyze, present and implement improvements.

Seven Step Improvement Process - Purpose and

Objectives Contd..
Objectives:
Identify opportunities for improving services, processes, tools,

etc.
Reduce the cost of providing the services and ensuring that
IT services enable the required business outcomes to be
achieved.
Identify what needs to be measured, analysed and reported,
to establish improvement opportunities.
Continually review service achievements to ensure they
remain matched to business requirements, continually align
and re-align service provision with outcome requirements.
Understand what to measure, why it is being measured and
carefully define the successful outcome.
Seven Step Improvement Process - Scope

The seven step improvement process includes analysis of the
performance and capabilities of services, processes throughout
the lifecycle, patterns and technology.
It includes the continual alignment of the portfolio of IT services
with the current and future business needs as well as the
maturity of the enabling IT processes for each service.
It also includes making best use of the technology that the
organization has and looks to exploit new technology as it
becomes available where there is a business case for doing so.
Also within the score are the organizational structure, the
capabilities of the personnel, and asking whether people are
working in appropriate functions and roles, and if they have the
required skills.

Lesson 2.11: Seven Step

Improvement Process - PDCA Cycle
Data
Wisdom
Act
Plan
Check
Do
Information
Knowledge

217
CSI Model
What is the vision?
Where are we now?
How do we keep
the momentum going?
Where do we want
to be?
Business vision,
mission, goals and
objectives
Baseline
assessments
Measurable
targets
How do we get there?
Service & process

improvement
Did we get there?
Measurements &
metrics

Questions Exam Preparation


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ITIL 2011 FOUNDATION

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ITIL 2011 Foundation Course Agenda

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Cell Phones in silent mode.

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ITIL 2011 Foundation Course Objectives

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

Discuss the ITIL 2011 qualification scheme

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A set of publications for best practices in IT service

Consistent, comprehensive, hygienic set of best-practice

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ITIL Core Publications

AXELOS copyright 2011. Reproduced under license from AXELOS

ITIL 2011 Qualification Scheme: Credits

Planning Protection & Optimisation (PPO)

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ITIL 2011 Foundation Exam Format

Online, multiple choice, 40 questions. The questions are selected

Maximum 60 minutes English Language

65% (26 out of 40)

AEC Authorized Examination Center's

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What is Best Practice ?

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Drawbacks of Proprietary Knowledge

Proprietary knowledge is difficult to Adopt

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Public Frameworks & Standards

Available through Public Communities Widely

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Customer transfers the Cost and Risk

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What is a Service Management?

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Source of Best Practices for Service Management?

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Who are Stakeholders in Service Management

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Service Management Stakeholders contd.

Customers: Those who buy goods or services

Example: Hardware and software vendors, network and

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Service Management Challenges

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IT service provider: A service provider that provides IT

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Benefits of IT Service Management

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