Itil Foundation Handouts v1.3 PDF

Author: Paolo Rossetti - paolo.rossetti@Sun.
com
Last edited: 9/25/03 - Version 1.0
ITIL Foundation Certification
IT Organisation Design Practice Development Manager

Sun Services education consulting
paolo.rossetti@sun.com
Sun Dial: 52346 Mobile: +39 335 6968 980 Version 1.1
Last edited: 3 Oct 2003
Validity: Sept.2004
Objectives
Upon completion of this training, you should be able to:

? A) understand, explain and answer questions about:
1 The importance of IT Service Management and the IT
Infrastructure
2 The Service Management processes and the interfaces
between them
3 ITIL processes and the relations between these processes
4 Basic concepts of ITIL
? B) prepare to pass the Foundation Certificate in IT Service
Management EXIN
Page 1
Sun Services Education Consulting ITIL Foundation
Copyright 2003 Sun Microsystems, Inc. All Rights Reserved. Sun Services, Revision B Sun Proprietary: Internal Use Only Slide 2
Sun Services Education Consulting INTERNAL USE ONLY

Author: Paolo Rossetti - paolo.rossetti@Sun.com
ITIL Foundation Certification

Modules

1 The importance of IT Service

Management
Page 2

GOAL: to be able to
? Indicate the importance of a methodical and systematic approach

to IT Service
For users and customers of IT Service
For Suppliers of IT Service

The context
? IT Market Trends
Increasing cost of IT services (delivery & maintenance)
Increasing requirements for quality and value for money from IT
services
Increasing complexity of IT infrastructure
Increasing frequency of IT changes
Increasing dependency on IT services
Page 3

The problem faced
? Organisations are increasingly dependent upon IT to

satisfy their corporate aims and meet their business
needs.
? Growing dependency leads to growing needs for quality IT
services - quality that is matched to business needs and
user requirements as they emerge

IT Service Management
People,
competencies,
communication and
organization
Processes,
procedures Tools
and metrics
Page 4

How should the IT Management be

structured?
... are there any reference standard, best

practices?
Does existing standard consider my market sector?

How are those standard considered by regulatory
?
departments in my Country?

Need for a foundation
? Basic terminology, glossary, key concepts and

consideration are the foundation to improve processes
Page 5

IT Service Management Problems
? Lack of corporate recognition & understanding of the

difference between IT Service Management and IT
Systems Management
? Tendency to over-commit in attempting to meet customer
needs
? Poor recognition of critical services
? Lack of resources & skills
? Limited education available in service management
? Achieving a balance between costs & quality

The IT Infrastructure Library
? Developed in the late 1980's

? The IT Infrastructure Library (ITIL) has become the world-
wide de facto standard in Service Management.
? Starting as a guide for UK government
? ITIL framework is known and used worldwide not a
commercial venture
? BS15000 and ISO
Page 6

ITIL aims
? To facilitate Quality Management of IT Services

? To improve efficiency, increase effectiveness and reduce
risk
? To provide codes of practice in support of Total Quality
? ISO9000-compliant

ITIL How does it work
? Provides guidance on strategic, tactical and operational

management of IT infrastructure
? Provides a systematic, process-based approach, supported
by procedures
? Suggests implementation strategies
? Acts as a training aid
? Complies with requirements for ISO9001 quality standards
Page 7

ITIL Who is involved?
? British Government - CCTA

? Independent examining bodies - EXIN and ISEB
? International Trade Association: itSMF
? Suppliers of Training Courses - accredited
? Suppliers of Services and Consultancy

History of ITIL
? 1989: initiated by CCTA (Central Computer &

Telecommunications Agency)
SSADM
CRAMM
PRINCE 2
? 1991: itSMF Trade association
? 1992: ISEB/EXIN examination institutes
? 1996: Launched in North America
Page 8

The jigsaw metaphora

Recap: ITIL Principles
? ITIL is all about which processes need to be realized

within the organization
? ... for management and operation of the IT
infrastructure...
? ...to promote optimal service provision to the customer of
the services...
? ...at justifiable costs.
Page 9

Should I care about IT Service Management?

Why to adopt ITIL?
? Improved support to the business in delivering better IT
Services to customers tailored to their needs
? Guiding principles to design Services based on customer's
requirements
? IT = business enabler, rather then a support function

Difference between
System vs. "Service" management?
? System Management = focus on Technical issues
? Service Management = focus on Service Quality Customer
oriented approach
Page 10

How could ITIL be applicable to my peculiar

environment?
? Provide an economical service: reliable, consistent, highest quality
? ITIL processes are intended to be implemented so that they
underpin, but do not dictate, the business processes of an
organisation
? Service Management is a generic concept
? ITIL is scalable
? Non burocratich
? For central or distributed IT environment, internally managed or
outsourced


IMPORTANCE of a methodological and

systematic approach
? Business dependency on IT increases
? Reduced costs to the organisation
? More professional staff
? Benchmark each other within the IT Service Management area
? Quality approach
? Getting people to speak that common language
? Relevant to anyone working in IT

What is an IT Service?
? Any clue?
An IT Service is a described set of facilities, IT and non-IT,
sustained by the IT service provider that fulfills one or more
needs of the customer, that supports the customers business
objectives and that is perceived by the customer as a coherent
whole.
Page 12

Service
? Service: An essentially intangible set of benefits, created

by activities, that are sold by one party to another
? Main characteristics:
Intangibility
Heterogeneity
Simultaneous production and consumption
Perishability

Product <-----> Service
Relatively Service-intensive Hybrid Good-intensive Relatively

pure good good service pure Service
Packaged Private Fast Airline Babysitting

food automobile food transportation
transportation
Custom Corrective Software
Shrink-wrap Adaptive
software maintenance operation
software maintenance
development
Page 13

IT Service Definition
Template example
? ID: ? Supervision of the task:
? Name of Service: ? Start of task:
? Description: ? Duration of task:
? Purpose (in scope): ? Clients:
? Excluded: (out of scope) ? Internal effort required:
? Dependency: (interfaces) ? External effort required:
? Responsability: ? Financial resources:
This is just an example,

Process led approach - ITIL
Page 14

For every process ITIL states
? Goals and objectives

? Task and workflow
? Input
? Output

Process could span different organisational

units
Page 15

Management commitment
? Management commitment is about motivating and

leading by example
? Genuine management commitment is absolutely essential

EXAMPLE: Business case for ISO 9001
Many companies require their suppliers to become registered to

ISO9001 and because of this, registered companies find that their
market opportunities have increased. In addition, a company's
compliance with ISO9001 ensures that it has a sound Quality
Assurance system.
Registered companies have had dramatic reductions in Customer
complaints, significant reductions in operating costs and increased
demand for their products and services.
ISO9000 registration is rapidly becoming a should for any company
that does own business in Europe. Many industrial companies
require registration by their suppliers. There is a growing trend
toward universal acceptance of ISO9000 as an international
standard.
Page 16

MODULE 2
IT Service Management
Processes and Interfaces
2 The Service Management processes and

relative interfaces
Page 17

GOAL to be able to:
? Mention the benefits of the description of the Service

Management Processes for an organisation
? Distinguish between ITIL processes and organisational units
? Indicate which elements are needed for the description of the ITIL
Processes

What do you mean with Process?
? A process can be defined as

A connected series of actions, activities, changes etc, performed by
agents with the intent of satisfying a purpose or achieving a goal
? Process control can similarly be defined as
The process of planning and regulating, with the objective of
performing a process in an effective and efficient way
Roles Roles Roles
TASK TASK TASK
Rules Rules Rules

Page 18

What are the benefits of a process oriented

approach?
? Workflows mapped and activities explicited
? A process model enables understanding and helps to articulate the
distinctive features of a process
? Processes, once defined, should be under control
? Once under control, processes can be repeated and become
manageable
? Degrees of control over processes can be defined, and then metrics
can be built in, to manage the control process
? At Sun: Sun Sigma DMAIC

Every process has a correspondig function?
? Process owner
? Different funtions could be involved
? A process is not a function!
Page 19

Elements to describe a process
? Input
? Output
? Process Activities and sub-processes
? Process Enablers
Resources
Roles
? Process Control
Process owner
Process goal
Quality parameter and Key performance indicators

Elements to describe a process

Process
Owner Goals Control
Q/KPIs
Input Process Output
Process
Enablers Resources Roles
Page 20

Example life cycle of an Incident:
The following sequence shows the relationship between

the processes involved in managing an incident

Strategical
Customer
Commercial Policy Personnel& Organization Architecture Finance
Development
IT Service Continuity
(Service Delivery)
Security Management
Account Management Service

Planning Availability Mgt
Tactical
Service Service
Build & Test Design
Service Level Financial Mgt Capacity Mgt

Management
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
Management Problem O
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
1 - A User calls the Production

Service Desk to report
response difficulties with
the on-line service.
Page 21

Strategical
Customer
Development
(Service Delivery) IT Service Continuity
Security Management
Tactical
Service Service
Build & Test Design

Management
2 - The Incident I
Management N
process deals with F
Supplier
O
Incident.
RfC
Change R
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production

Strategical
Customer
Development
(Service Delivery)
Security Management

Tactical
Service Service
Build & Test Design
3 - The Problem Management

Management
process investigates
underlying cause and calls in
Capacity Management to
assist in this process. I
N
Service Level Management F
Supplier
alerted that the SLA. has O

RfC R
been breached. Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production
Page 22

Strategical
Customer
Development
(Service Delivery) IT Service Continuity
Security Management
Tactical
Service Service
Build & Test Design
Service Level
4 - The Change
Financial Mgt
Management
Capacity Mgt
Management process raises and co-
ordinates a Request For
Change (RFC)
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production

Strategical
Customer
5 - The IT Financial
Development Management process
(Service Delivery)
assists with the business

Security Management
Account Management Service case cost justification for the

hardware upgrade.
Tactical
Service Service
Build & Test Design
Financial
Service Level Capacity Mgt
Mgt
Management
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production
Page 23

6 - The IT Service Continuity process

Strategical
Customer gets involved in the Change
Commercial Policy
Management process
Personnel& Organization
toArchitecture
ensure Finance
recovery is possible onto current back-
up configuration.
Development
(Service Delivery)
Security Management
Tactical
Service Service
Build & Test Design

Management
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production

Strategical
Customer
Development
(Service Delivery)
Security Management

Tactical
Service Service
Build & Test Design

Management
I
5 - The IT Financial N
Management process F
Supplier
7 - The Release Management process O

assists with the business
RfC
Change R
controls the implementation of the Change
case cost justification for theby M
Management
rolling out hardware
replacement hardware and
upgrade.
A
T
software. Release Management updates I
User Incident
Configuration
Management ManagementProblem
with details ofRfC O
new Releases and Management
N
versions.
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production
Page 24

Strategical
Customer
8 - The Availability Management
process is involved in considering the
hardware upgrade to ensure that it can
Development
(Service Delivery) meet the required availability and IT Service Continuity
Security Management
Account Management reliability levels. Service
Tactical
Service Service
Build & Test Design

Management
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production

Strategical
Customer
Development
(Service Delivery)
Security Management

Tactical
Service Service
Build & Test Design

Management
I
N
F
Supplier
O
RfC R
Change
9 - The Configuration
Management
M
Management process A
T
ensures the CMDB I
User Incident
Problem O
Management
Management
information
RfC is updated
N
throughout the process.
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production
Page 25

Strategical
Customer
10 - The Customer Relationship Management
process liaises with Customer throughout the
process to ensure he/she is kept abreast of
Development
(Service Delivery) progress. IT Service Continuity
Security Management
Tactical
Service Service
Build & Test Design

Management
I
N
F
Supplier
O
RfC R
Change
M
Management
A
T
I
User Incident
RfC
Management N
(Service Support)
Operational
Service Desk
Configuration
Management
Release
Management
Production

Service Management Processes and

interfaces
Configuration Management Customer Relationship
Change Management Management
Release Management ICT Infrastructure
Incident Management Management
Problem Management
Application Management
Security Management
Service Desk
Project Management
Service Level Management
Capacity Management
Financial Management for IT
Services
Availability Management
IT Service Continuity Mgt
Page 26

Service Delivery processes
Page 27

Configuration Management
? Integral part of all other Service Management processes

? Current, accurate and comprehensive information about all
components in the infrastructure (CI)
? Change Management can be integrated with Configuration
Management
? CMDB = core to Incident, Problem, Release Mgmt
? SLM relates SLA to CI
? Financial Mgmt for IT uses info for charging
? IT Service Continuity and Availability Managemen need info to
perform risk analysis and component failure impact analysis

Change Management
? Depends on CMDB
? Very close relationship between Configuration, Release and
Change Management
? Changes Document in SLAs to ensure that Users know how to
request Changes, projected target times and impact
? Details of Changes need to be made known to the Service Desk
? CAB made up of representatives from all areas within IT and
representatives from business units.
Page 28

Release Management
? As a result of changes
? Rely on CMDB

Incident Management
?Primary goal of the Incident Management process is to restore

normal service operation as quickly as possible and minimise the
adverse impact on business operations
? Relationship with other processes
Relationship with problem management
Raise an RFC
Incident tracked linked to CMDB
Priorities and escalations defined by Service Level Management
Page 29

Problem Management
? Goal of Problem Management is to minimise the adverse impact of

Incidents and Problems on the business that are caused by errors
within the IT Infrastructure, and to prevent recurrence of Incidents
related to these errors
Accurate incident info
Availability management to investigate causes and remedial

Service Desk
? Adopt proactive and structured working practices

e.g. more time is needed to plan, train, review, investigate, and
work closer with Customers and Users
?A central point of contact with Customers and Users to meet
Customer and Business Objectives
? Function (the only one in ITIL)
Incident management
Change interface with users (RFC, Communication)
Service Desk is in the direct firing line of any impact on the SLAs
and as such needs rapid information flows
Page 30


Assessing the impact of Changes upon service quality and SLAs,
both when Changes are proposed and after they have been
implemented
Is the hinge for Service Support and Service Delivery
Relies on the existence and effective and efficient working of
other processes

Capacity Management

Directly related to the business requirements
Involved in Incident resolution and Problem identification
Raise Requests for Change (RFCs)
Involved in evaluating all Changes, establish the effect on
capacity and performance
Both when Changes proposed and after implemented
Page 31

Financial Management for IT Services

Accounting for the costs of providing IT service and for any
aspects of recovering these costs from the Customers
(charging)
Good interfaces with Capacity Management, Configuration
Management (asset data) and Service Level Management to
identify the true costs of service
With Customer Relationship Manager and the IT Directorate
during negotiations of IT department budgets & individual
Customer's IT spend


Design, implementation, measurement and management of IT
services to ensure the stated business requirements for
availability are consistently met
Incident Management and Problem Management provide a key
input to ensure the appropriate corrective actions are being
progressed
Availability Management supports the Service Level
Management process in providing measurements and
reporting to support service reviews
Page 32

IT Service Continuity Management

Managing an organisation's ability to continue to provide a pre-
determined and agreed level of IT Services to support the
minimum business requirements following an interruption to
the business
Balance of risk reduction measures such as resilient systems
and recovery options including back-up facilities
Configuration Management data is required
Subject to Change Management procedures
Service Desk for communication with User

Customer Relationship Management

Customer Relationship Managers (CRMs) need to interface with
all the other ITIL processes
Facilitates the interaction between the Customer and IT
departments during the annual SLA/financial negotiations, and
is involved in resolving Customer discontent with the service
being provided
Page 33

ICT Infrastructure Management

Technical support
Operation execution of the production systems

Application Management

Major processes required to manage applications throughout
their lifetime
Release Management
Page 34

Security Management

Interfaces where security issues are involved.
Related to the Confidentiality, Integrity and Availability of data;
security of hw and sw components, documentation and
procedures

Project Management

When implementing new processes in an organisation there
are benefits to running the activity as a project
Page 35

MODULE 3
ITIL PROCESSES
Building blocks
ITIL processes building blocks
Page 36

GOAL to be able to:
? Distinguish the objectives, activities and results of the various ITIL

processes
? Give examples for each of the connections in the representation of
the relationships between the processes


THE SERVICE DESK
? Why do we need a Service Desk?

? The support problem
? Call Centre, Help Desk or Service Desk?
? Business and operational benefits
? Customer interaction
? Infrastructure Incident model
Page 38

Why do we need a Service Desk?
? Competition, request for Quality

The support problem
? Request: improve service and reduce costs

? Reactive mode
? Evidence in our analysis with Customers:
No structured customer support mechanism in place
Low customer confidence/perception
An outgrown customer support system
Support resource undermanaged
Continually fire-fighting - the same problems being resolved repeatedly rather
than eliminated - continually interrupt-driven
An overdependency on key staff
a lack of focus
uncoordinated and unrecorded change takes place
an inability to cope with changes in the business ... ... ... etc. Etc.
Page 39

Support problem solution
? Adopt proactive and structured working practices

e.g. more time is needed to plan, train, review, investigate, and
work closer with Customers and Users
? A central point of contact with Customers and Users to
meet Customer and Business Objectives

Several names...
? Call Centre
Professionally handling large call volumes of telephone-based
transactions for commodity telesales services
? Help Desk
Manage, coordinate and resolve Incidents as quickly as possible
and to ensure that no request is lost, forgotten or ignored
Page 40

Service Desk
? Extends the range of services and offers a more global-

focused approach
handles Incidents, Problems and questions, but also provides an
interface for other activities such as customer Change requests,
maintenance contracts, software licenses, Service Level
Management, Configuration Management, Availability
Management, Financial Management for IT Services, and IT
Service Continuity Management.

Service Desks
? Represent the service provider to the Customer and to the

User (internal or external)
? Operate on the principle that customer satisfaction and
perception is critical
? Depend on blending people, processes and technology to
deliver a business service.
Page 41

How can a Service Desk help my

organisation?
? A vital day-to-day contact point between Customers, Users,
IT services and third-party support organisations
Strategic function to identify and lower the cost of ownership
Supports the integration and management of Change
Reduces costs by the efficient use of resource and technology
Supports the optimisation of investments and the management of the
businesses
Support services helps to ensure long term Customer retention and
satisfaction
Assists in the identification of business opportunities

Strategic function
? Service Desk is the only window on the level of

service and professionalism offered by the whole
organisation
? Provision of management information, including
information regarding:
Staff resource usage
Service deficiencies
Service performance and target achievement
Customer training needs
Associated costs
Page 42

Business and operational benefits

? Improved customer service, perception and satisfaction
? Increased accessibility through a single point of contact,
communication, and information
? Better-quality and speedier turnaround of customer requests
? Improved teamwork and communication
? Enhanced focus and a proactive approach to service provision
? Reduced negative business impact
? Better managed infrastructure and control
? Improved usage of it support resources and increased productivity
of business personnel
? More meaningful management information for decision support
Customer Interaction
Page 43

Infrastructure Incident model

Result of the Infrastructure Incident Model
? Customer impact and downtime are minimised

? repetitive manual tasks are performed automatically
? management information is automatically collected for analysis
? Incidents, once registered, will be under the control of escalation
management
? the Service Desk attains a proactive position
? service availability and utilisation is extended
? Operational and resource costs are reduced
Page 44

Local ? Common processes across all locations

and, where possible, common procedures
? Localised skills known and available to
other Service Desks
? Ensure compatibility of hardware,
software and network infrastructure
? Same escalation processes, impact,
severity, priority and status codes across
all locations
? Normalising top-level request
classifications to allow for common
reporting on major service components
? Using common management reporting
metrics
? Common shared database
? Putting in place the ability to pass or
escalate requests between Service Desks,
preferably automatically
Centralized
? Reduced operational costs

? Consolidated management
overview
? Improved usage of available
resources.
Page 45

Virtual ? All persons accessing the Virtual

Service Desk should use common
processes, procedures and
terminology
? A common, agreed-on language
should be used for data entry
? Customers and Users interact with a
single point of contact.
? Consider global telephone numbers,
local numbers that route to the Virtual
Desk and Automatic Call Distribution
(ACD) technology
? Support tools in place should allow for
'workload partitioning' and
authorised views.
? Network performance should be 'fit
for purpose'

Service Desk functions
? Receive calls, first-line Customer ? Communicate planned and short-

liaison term changes of service levels to
Customers
? Record and track Incidents,
requests and complaints ? Coordinate second-line and third-
party support groups
? Keep Customers informed on
request status and progress ? Provide management information
and recommendations for service
? Initial assessment of requests, improvement
attempting to resolve them or
refer them to someone who can, ? Identify Problems
based on agreed service levels
? Highlight Customer training and
? Monitor and escalation procedures education needs
relative to the appropriate SLA
? Close Incidents and confirmation
? Managing the request life-cycle, with the Customer
including closure and verification
? Contribute
Pageto
46Problem identification

GOAL
? Provide a logical model of the IT infrastructure by
identifying, controlling,maintaining and verifying the
versions of all Configuration Items
Page 47

SCOPE
? What is Configuration Management?
Central management of infrastructure components
Management information on infrastructure
? Why Configuration Management?
Complexity of the infrastructure
Dependency of the business on IT services
Experience alone is insufficient

BASIC TERMS
? Configuration Item
Component of an infrastructure - or an item, such as a Request for
Change, associated with an infrastructure - that is (or has to be) under
the control of Configuration Management
Page 48

CI Hardware example
MAINFRAME NETWORK FILESERVER
Relationship
is connected to
MODEM
is a copy of
HUB is part of ...
Scope
ATTRIBUTS
MODEM owner, status,
PC PC PC PC location, version,
serial#, ...
PC
Keyboard Video CPU
CI Level
BASIC TERMS
? Configuration Baseline
A Configuration baseline is the configuration of a product or
system established at a specific point in time
Used to assemble all relevant components in readiness for a
Change or Release, and to provide the basis for a configuration
audit and regression
? Configuration Management Data Base CMDB
A database that contains all relevant details of each CI and
details of the important relationships between Cis
spreadsheet, local database or paper-based
Page 49

ACTIVITIES
? Identification
? Control
? Status accounting
? Verification
I
Can
See
Vampires

ACTIVITIES
? Configuration identification
The selection, identification and labeling of the
configuration structures and CIs, including their respective
'owner' and the relationships between them
Deciding the level at which control is to be exercised, with
top-level CIs broken down into components which are
themselves CI etc.
? Defining the Base level (CI level)
Page 50

BASIC TERMS
? CI RELATIONSHIP
is parent/child of ...
is a version of
is connected to
applies to (e.g. documentation)
is used for (CIs related to services)
is a variant of ...
...any other relationships that are meaningful and useful to the
organisation can be used

BASIC TERMS
? CI ATTRIBUTES Supplier
Unique identifier
Change record
identification
Name
Incident/problem record
Version number identification
Model / type identification CI History
Place / location Status
Department responsible ... any other considered
useful by your organization
Page 51

ACTIVITIES
? Configuration Control
Authorisation
Planning
Defining the Base level (CI level)
? Status accounting
Keeping CMDB up-to-date and baselining
? Verification
Management reporting
Configuration Audits
Review for efficiency and effectiveness

ACTIVITIES
IDENTIFY &
register
Define the scope
Verify
CMDB
Define the CI Level
Status Control
Page 52

BENEFIT
? Contributes to the economic and effective delivery of IT services by
Providing accurate information on CIs and their documentation
Controlling valuable CIs
Facilitating adherence to legal obligations
Helping with financial and expenditure planning
Making software Changes visible
Contributing to contingency planning
Supporting and improving Release Management
Improving security by controlling the versions of CIs in use
Enabling the organisation to reduce the use of unauthorised
software
Providing Problem Management with data on trends

GOAL
Incident Management
? Restore normal service operations as quickly as possible

SCOPE
Incident Management
Page 54

BASIC TERMS
Incident Management
? Customer
Recipient of a service;
usually the Customer management has responsibility for the
cost of the service, either directly through charging or indirectly
in terms of demonstrable business needs
? User
The person who uses the services on a day-to-day basis

BASIC TERMS
Incident Management
? Incident
Any event that is not part of the standard operation of a service
and that causes, or may cause, an interruption to, or a
reduction in, the quality of that service
? Problem
Unknown underlying cause of one or more Incidents
Page 55

BASIC TERMS
Incident Management
? Functional and hierarchical escalation
'Escalation' is the mechanism that assists timely resolution of
an Incident. It can take place during every activity in the
resolution process
Functional escalation takes place because of lack of knowledge
or expertise (1st to 2nd level)
Hierarchical after a certain critical time interval, when it is likely
that a timely resolution will fail

BASIC TERMS
Incident Management
? Resolution
Synonymous of Work-around
After 'resolution' of the cause of the Incident and restoration of
the agreed service, the Incident is closed for Incident
management
Page 56

BASIC TERMS
Incident Management
? Service Request
Every Incident and question (Change requests should also
be considered) reported by the Customer, its history and
the solution given should be registered, whether it took
one minute or one month to fix

BASIC TERMS
Incident Management
? Incident status / workflow position
status of an Incident reflects its current position in its life-cycle
? new
? accepted
? scheduled
? assigned/dispatched to specialist
? work in progress (WIP)
? on hold
? resolved
? closed
Page 57

BENEFIT
Incident Management
? For the business:
reduced business impact of Incidents by timely resolution,
increasing effectiveness
the proactive identification of beneficial system
enhancements and amendments
the availability of business-focused management
information related to the SLA

BENEFIT
Incident Management
? For the IT organisation in particular:
improved monitoring, allowing performance against SLAs to be
accurately measured
improved management information on aspects of service quality
better staff utilisation, leading to greater efficiency
elimination of lost or incorrect Incidents and service requests
more accurate CMDB information (giving an ongoing audit while
registering Incidents)
improved User and Customer satisfaction
Page 58

ACTIVITIES
Incident Management

BASIC TERMS
Incident Management
Page 59

Priority definition
? Impact
? Urgency
? Time (target resolution time)
? SLA
? Politics consideration
? Importance for the Support structure


GOAL
Problem Management
? Prevent and minimise the adverse effect on the business of
errors in the IT infrastructure
? Get to the root cause of Incidents and then initiate actions
to improve or correct the situation

SCOPE
Problem Management
? Reactive
Problem Identification
Root cause Investigation
RFC to solve errors
Monitoring of Known Error
Inform Service Desk staff about work-around to known errors
Assist in every major incident
? Proactive
Identify trends and potential sources of problem
RFC to prevent problems
Page 61

Scope of P.M.
Problem control
Incident details Error control Known Errors (KE)
CI details Preemptive actions RFC
Work-around Trend analysis Problem record
Major problem analysis Solution to incident
Info for management Management info
INPUT Activities OUTPUT

BASIC TERMS
Problem Management
? Problem
The unknown underlying cause of one or more Incidents
? Known Error
A Problem that is successfully diagnosed and for which a Work-
around is known
? RFC
A Request For Change to any component of an IT Infrastructure
or to any aspect of IT services
Page 62

Incident vs Problem
? Incident Management
Service Restore as soon as possible
? Problem Management
Identify root cause, resolution and prevention
Problem Control
? Transform problem in Known Error (find a workaround)
Error Control
? Proactive Problem resolution through RFC

ACTIVITIES
Problem Management
Page 63

Problem Detection
Kepner and Tregoe
? Five phases for Problem analysis
1) Defining the Problem
2) Describing the Problem with regard to identity, location, time
and size
3) Establishing possible causes
4) Testing the most probable cause
5) Verifying the true cause

Problem Control
? Problem Identification and registration

? Classification and resource allocation to solve the
problem
? Investigation and diagnosis
Page 64

Error Control
? Error Identification and registration

? Assessment
? Solution (RFC)
? Closure
? Problem Monitoring and evolution of error
solution

Proactive sub-processes
? Trend analysis
? Proactive actions
? Inform
? RFC
Page 65

BASIC TERMS
Trend Analysis
? Trends, such as the post-Change occurrence of particular
Problem types
? Incipient faults of a particular type
? Recurring Problems of a particular type or with an
individual item
? Need for more Customer training or better documentation

Major Problem reviews
? On completion of the resolution of every major Problem,

what was done right
what was done wrong
what could be done better next time
how to prevent the Problem from happening again
Page 66

BENEFIT
Problem Management
? Improved IT service quality
? Incident volume reduction
? Permanent solutions
? Improved organisational learning
? Better first-time fix rate at the Service Desk


GOAL
Change Management
? Ensure standardised methods and procedures are used for
efficient prompt and authorised handling of all changes in
the IT infrastructure

SCOPE
Change Management
PROBLEM
Change
management
CHANGE
Page 68

BASIC TERMS
Change Management
? Change
A Change is an action which bring one or more CI of the IT
infrastructure in a different status
? RFC
a Request for change (RFC) is the input to Change Management
process
? Change Authority (CAB)
? Forward Schedule of Changes (FSC)
? Post Implementation Review (PIR)

ACTIVITIES
Change Management
Problem Management Process
Configuration
Error Control CMDB Management
Process
Assessment
& Planning
Classificazione
Accettazione &
Request
Autorizzazione dei Controllo
for Change
change & Coordinazione
Valutazione
Page 69

Change Management
Incident
Identification Operation
Information
Problem Technology Infrastructure
Service
Requests
Implementation
for Change
Change
Requests
for Change
from Customer

1 - Change
Management
Page 70

2 Change
Management

Emergency
Change
Procedure
Page 71

Recap
PROCESS RALATIONSHIP RECAP
I Y
Y
Incident Control
Open Close
Service Log Read Incident or Fix
Customer Incident
Apply Fix Fixed? Incident
Desk Record Data CMDB Request Available
N Record
N
PROBLEM
Problem management
CONTROL
Y
Open Perform Close
Problem Log Update Known Raise
problem Problem Fixed? Problem
management record Data CMDB
dectection
Error RFC
Record
Change management
Change Schedule
Categor Impact Build / Close
Managem Accept? Prioritize Approval? Approval? and apply Review
ize Assessment Test RFC
ent change

BENEFIT
Change Management
? Better alignment to business requirements
? Increased visibility and communication of Changes
? Improved risk assessment
? Reduced adverse impact of Changes on the quality of services and SLAs
? Better assessment of the cost of proposed Changes
? Fewer Changes that have to be backed-out
? Improved Problem and Availability Management through the use of
valuable management information
? Increased productivity of Users and key personnel
? Greater ability to absorb a large volume of Changes
? Enhanced business perception of IT
Page 72

GOAL
Release Management
? Ensure that all technical and non-technical aspects of a release
are dealt with in a co-ordinated approach
? Focus of Release Management is the protection of the live
environment and its services through the use of formal
procedures and checks
plan and oversee the successful rollout of software and related
hardware
design and implement efficient procedures for the distribution and
installation of traceable, secure and authorized Changes
Page 73

BASIC TERMS
Release Management
? Release = collection of authorised Changes to an IT
Services.
Defined by the RFCs that it implements
Unique identifier
? Release unit = portion of the IT infrastructure that is
released together

BASIC TERMS
Release Management
? Definitive Software Library (DSL): secure compound to
store definitive authorised versions of all software CIs with
master copies of all controlled software (internal and
purchased) and documentation (after test)
? Definitive Hardware Store (DHS): secure storage of
definitive hardware spares
Page 74

BASIC TERM
Release Management

BASIC TERMS
Release Management
? Example of Release:
Major software Releases and hardware upgrades
Minor software Releases and hardware upgrades
Emergency software and hardware fixes
Page 75

BASIC TERMS
Release Management
? Release Policy:
Release numbering
Frequency
Level in the IT infrastructure (Release Unit)

BASIC TERMS
Release Management
? Type of Release Unit:
Full Release = all components of the Release unit are built,
tested, distributed and implemented together
Delta (partial) Release = includes only those CIs within the
Release unit that have actually changed or are new since the
last full or delta Release
Package Release = group of individual Releases (full units, delta
Releases or both)
Urgent (Fast) releases = corrections to a small number of known
Problems
Page 76

Release Management:
Processes relationship
request
for change Change Management
Release Impact analysis Authorization

management
request
Release for change
DSL Policies
incident problem error

control control control
Operational
Problem Management IT -services
incident
Configuration control Service
management Desk
CMDB
Incident

ACTIVITIES
Release Management
? Usually a part of Configuration Management and / or
Change Management
? Responsible for:
DSL (Definitive Software Library)
Physical storage of software
Distribution of software
Implementation of software items
? Ensures that only the correct software with the necessary
authorisation is implemented
? Production of Management Information
Page 77

ACTIVITIES
Release Management
? Release planning
? Designing, building and configuring a Release
? Release acceptance
? Rollout planning
? Communication, preparation and training
? Distribution and installation

BENEFIT
Release Management
? When combined with effective Configuration Management, Change
Management and operational testing
Consistency, error reduction
stable test and live environments (traceable)
Better use of User resources and better expectation setting
ability to build and control the software used at remote sites from a central
location
savings in support costs
easier detection of wrong versions and unauthorised copies of software
reduced risk of unnoticed introduction of viruses or other malicious software
reduced time to Release and fewer delays
fewer Releases to be rolled out to Customers
smoother transitions of Releases from the development activities (projects)
to the Customer's business environment
Page 78

GOAL
? Maintain and improve IT service quality through a
constant cycle of agreeing, monitoring, reporting and
reviewing IT service achievements
? Essential process. You can manage only what you
measure. SLAs are the targets against which the
performance are measured
Page 79

SCOPE
? SLAs should be established for all IT Services being
provided
? Underpinning contracts and Operational Level Agreements
(OLAs) should also be in place with those suppliers
(external and internal) upon who the delivery of service is
dependent

ACTIVITIES
? Creating and maintaining Service Catalogue
? Defining, Negotiating and Agreeing service levels
? Monitoring and reviewing required levels of service
against actual
? Creating and maintaining OLAs with internal suppliers
? Creating and maintaining Underpinning Contracts with
suppliers
Page 80

BASIC TERMS
? SLA
written agreement between an IT Service provider and the IT
Customer(s), defining the key service targets and
responsibilities of both parties
? Emphasis must be on agreement not to promote a culture
of blame
? Communication

BASIC TERMS
Customer
Service Level Agreement/Contract(SLA)
IT service
Operational Level Agreements (OLA) Underpinning Contracts (UC)
INTERNAL EXTERNAL
supplier of services supplier of services

and maintenance and maintenance
Page 81

ACTIVITIES

BASIC TERMS
? Service Improvement Program (SIP)
A formal project undertaken within an organisation to identify and
introduce measurable improvements within a specified work area or
work process
? Service Achievement
The actual service levels delivered by the IT organisation to a customer
within a defined life-span
? Operational Level Agreement (OLA)
An internal agreement covering the delivery of services which support
the IT organisation in their delivery of services
Page 82

STRUCTURE OF SLAs 1
Per Customer / Per Service
Customer A Customer B Customer C Customer D
Service 1 Service 2 Service 3 Service 4
Service Level Agreements

STRUCTURE OF SLAs 2
Per Service
Page 83

STRUCTURE OF SLAs 3
Per Customer (Group)

SERVICE CATALOGUE
Example usage
Clause 1
Customer A
Clause 2
Clause 3
Clause 4 Customer B
Clause 5
Clause 6
Customer C
Clause 7
Clause 8
Clause 9 Customer D
Clause 10
Page 84

SLA CONTENT
Examples: ? Level support

? Title page ? Performance
? Description of Service ? Charging
? Service Hours ? Contingency
? Service Availability ? Growth

SLA CONTENT 2
? Functionality ? Training
? Change Process ? Amendment Record
? Constraints ? Review Process
? Printing & Distribution ? Supplements
? Roles & Responsibilities ? Glossary of Terms
? Reporting
Page 85

BENEFIT
? Helps to understand and promote business awareness
? Attract management co-operation
? Underpinning of corporate strategy
? Management & control of services
? Aids in budgetary control
? Managing IT and customer expectations

BENEFIT
? Measurable level of service against targets

? Customer weighs service against charges
? Potential cost reduction in long term
? Agreed conflict resolution route
? Less unpredictable demands
? Improved customer relations
Page 86

GOAL
? Provide cost effective stewardship of IT assets and
resources used in providing IT Services
? FM for IT Services:
To be able to account fully for the spend on IT Services and to
attribute these costs to the services delivered to the
organisation's Customers
To assist management decisions on IT investment by providing
detailed business cases for Changes to IT Services
Page 87

SCOPE
? Three main sub-processes
Budgeting: predicting and controlling the spending
IT Accounting: ability to identify costs by Customer, by service,
by activity
Charging: to bill Customers for the services supplied to them
? Usually in the Corporate Financial Department

ACTIVITIES
? Budgeting
The activities ensuring that the correct finance is available for
the provision of IT Services and that during the budget period
they are not over-spent
? Activites:
Estimating the cost of budget items (Cost categories)
Estimating the cost of workload dependent budget items
Agree overall expenditures (periodic)
Take actions to manage budget exceptions or changed costs
(operational)
Page 88

ACTIVITIES
? IT Accounting System
Same principles for every business process in the company to
? track actual costs against budget
? support the development of a sound investment strategy
? provide cost targets for performance and Service Delivery
? facilitate prioritisation of resource usage
? make day-to-day decisions with full understanding of the cost
implications and hence the minimum of Risk
? support the introduction, if required, of Charging for IT
Service

BASIC Terms
? IT Service organisation could be structured as

Accounting Centre - simply Costing inputs with maybe some
element of Budgeting
Recovery Centre - costing outputs (services) and simply
apportioning those costs.
Profit Centre sufficient autonomy to operate as a separate
business entity but with business objectives set by the
organisation
Page 89

IT Accounting
Cost Model
? framework in which all known costs can be recorded and
allocated to specific Customers, activities or other
Category
? Cost Types are:
hardware costs
software costs
people costs
accommodation costs
external Service costs (buied from external service supplier, eg.
connectivity)
Transfer costs (from one part of the organization to another)

Cost Elements
? Cost type and cost elements

Central processing units, LANS, disk storage, peripherals,
Hardware
wide area network, PCs, portables, local servers
Operating systems, scheduling tools, applications, databases,

Software
personal productivity tools, monitoring tools, analysis packages
Payroll costs, benefit cars, re-location costs, expenses, overtime,

People
consultancy
Accommodation Offices, storage, secure areas, utilities
Security services, Disaster Recovery services, Outsourcing services,

External Service
HR overhead
Transfer Internal charges from other cost centres within the organisation
Page 90

BASIC TERMS
Cost Elements
? Classification
CAPITAL expenditure: is assumed to increase the total value of
the company although in practice the value of Capital
expenditure decreases over time (depreciates)
e.g. computer equipment; building; plant software packages
OPERATIONAL expediter (also known as Current or Revenue
expenditure) does not increase the value of the company
e.g. staff costs; maintenance of computer; hardware and software
consultancy services; rental fees for equipment; software license
fees; accommodation costs; administration expenditures; electricity,
water, gas, rates; disaster recovery; consumables
Depreciation is the measure of the wearing out, consumption or
other reduction in the useful economic life of a fixed asset,
whether from use, passage of time, or obsolescence through
technological or market changes
IT Accounting
Cost Model
? Costs-by-Customer: costs identified and attributed to the
Customers who 'cause' them (cost center)
Direct costs are those clearly attributable to a single Customer,
(Manufacturing systems used only by the Manufacturing
division)
Indirect costs (sometimes called overheads) are those incurred
on behalf of all, or a number of, Customers (network or the
technical support department)
Unabsorbed Overheads: Any Indirect Costs, which cannot be
apportioned to a set of Customers
Fixed costs: do not vary even when resource usage varies
Variable Costs: vary with some factor, such as usage or time
Page 91

IT Accounting
Cost Model: Cost-by-Customer

IT Accounting
Cost Model: Cost-by-Service
Page 92

ACTIVITIES
? IT Accounting System activities
Establish standard Unit costs for each IT resource (periodic)
Monitor expenditure by cost-center (operational)

ACTIVITIES
? Why charging?
? Improve customer cost consciousness
? Influence customer behaviour
? Encourage better use of certain resources
? Recover costs in a fair and equitable manner
? Charging Activities
Establish pricing policy (periodic)
Publish price list (periodic)
Compile and issue bills (Operational montly)
Page 93

BASIC TERMS
Charging
? Price
the determination of a pricing objective
understanding the true (not perceived) demand for the service
accurate determination of Direct and Indirect costs
the level of control of the internal market
understanding the services available externally if Customers
have a choice
legal, regulatory and tax issues.

BASIC TERMS
Recap
? Costing
Aimed at the identification of costs incurred in the provision of
services to meet the business requirements now and in the
future
? Charging
Aimed at recovering the costs of service provision in line with
organisation policy
Page 94

BASIC TERMS
? Allocated cost
A cost that can be directly identified with a business unit
? Apportioned cost
A cost that is shared by a number of business units (an indirect
cost). This cost must be shared out between these units on an
equitable basis

BENEFIT
? Cost / Profit awareness
? Improved financial planning
? Return on investment
? Support of realistic company forecasts
Page 95

DECISIONS
? Organisational Policy: overhead / break even / profit

centre
? Charging mechanism to support policy
? Are customers tied or free to choose
? Cost calculation
? What needs to be monitored / reported


GOAL
Capacity Management
? Ensure that capacity and performance aspects of the
business requirements are provided timely and cost
effectively
Monitoring of performance and throughput
Tuning
Understanding the demands and producing forecasts
Influencing the demand for resource in conjunction with
Financial Management
Production of a Capacity Plan

SCOPE
Capacity Management
? Focal point and overall responsibility for all IT performance
and Capacity issues
? For both the operational and the development
environment:
all hardware - from PCs, through file servers, up to mainframes
and super-computers
all networking equipment (LANs, WANs, bridges, routers etc.)
all peripherals (bulk storage devices, printers etc.)
all software - operating system and network software, in-house
developments and purchased packages
human resources, but only where a lack of human resources
could result in a delay in end-to-end response time
Page 97

Capacity Management

Capacity Management sub-processes
? Business Capacity Management

future business requirements for IT Services (REQUIREMENTS)
? Service Capacity Management
management of the performance of the live, operational IT
Services used by the Customers (DELIVERY of Service)
? Resource Capacity Management
management of the individual components of the IT
Infrastructure (TECHNOLOGY)
The major difference between the sub-processes is in the data
that is being monitored and collected, and the perspective from
which it is analysed
Page 98

ACTIVITIES
Capacity Management
? On an on-going basis:
Iterative activities
Demand Management
Storage of data in the CDB
? Ad hoc:
Modeling
Application Sizing
? Regularly:
Production of the Capacity Plan

ACTIVITIES
Capacity Management
? Iterative Activities
Page 99

ACTIVITIES
Capacity Management

Capacity Management
? Capacity management database (CDB):

repository that that holds a number of different types of data
? Business
(eg. # accounts, # products supported, # calls, location of
branches...)
? Service
(eg. transaction response times,..)
? Technical
(eg. maximum recommended level of utilisation on a CPU, ... )
? Financial
( eg. cost of new hardware and software component upgrades )
? Utilisation data
(CPU utilisation, Memory utilisation , # of processes, # of
transactions, response times...)
Page
Copyright 2003 Sun Microsystems, Inc. All Rights Reserved. Sun Services, Revision B 100
Sun Proprietary: Internal Use Only Slide 200

BENEFIT
Capacity Management
? Increased efficiency and cost savings
? Reduced risk
? More confident forecasts
? Value to applications lifecycle


GOAL
? Optimise the capability of the IT infrastructure and
supporting organisation to deliver a cost effective and
sustained level of availability to satisfy business objectives
ensure IT Services designed to deliver levels of Availability
required by the business
Reporting levels of Availability, reliability and maintainability
Optimise the Availability
Achieve reduction in the frequency and duration of Incidents
that impact IT Availability
Shortfalls in IT Availability recognised and corrective actions are
identified and progressed
create and maintain Availability Plan

SCOPE
? Applied to
all new IT Service and for existing services where SLRs or SLAs
have been established
Can be applied to those IT Services deemed to be business
critical regardless of whether formal SLAs exist
Suppliers (internal and external) that form the IT support
organisation before creation of a formal SLA
All aspects of the IT Infrastructure and supporting organisation
which may impact Availability, including training, skills, policy,
process effectiveness, procedures and tools
? Not responsible for Business Continuity Management and
resumption of business processing after a major disaster (
ITSCM; work with
Page

BASIC Terms

Guiding Principles
? Guiding Principle #1 - 'Availability is at the core of business

and User satisfaction'
? Guiding Principle #2 - 'Recognising that when things go
wrong, it is still possible to achieve business and User
satisfaction'
? Guiding Principle #3 - 'Improving Availability can only
begin after understanding how the IT Services support the
business'
Page

BASIC TERMS
? Availability
Availability is the ability of an IT Service or component to
perform its required function at a stated instant or over a stated
period of time
Availability depends on the:
? Availability of components
? resilience to failure
? quality of maintenance and support
? quality, pattern and extent of deployment of operational
process and procedures
? security, integrity and Availability of data

BASIC TERMS
? Reliability
freedom from operational failure
determined by the:
? Reliability of each component
? level of resilience designed and built into the IT
Infrastructure
? Maintainability
ability of an IT Infrastructure component to be retained in, or
restored to, an operational state
1 Anticipation of failures 2 Detection of failures
3 Diagnosing of failures 4 Recovery from failures
5 Resolving of failures 6 Restoration of data & IT Service
Page
7 Levels
Sun Services Education Consulting of preventive maintenance
ITIL Foundation to104
Sun Proprietary: Internal Use Only
Copyright 2003 Sun Microsystems, Inc. All Rights Reserved. Sun Services, Revision B
prevent failures Slide 208

BASIC TERMS
? Serviceability
contractual arrangements made with Third Party IT Service
providers
in itself cannot be measured as a specific Metric.
? Measure: availability, reliability and maintainability
? Security
Confidentiality, Integrity and Availability (CIA)
? Vital Business Function
Business critical elements of the Business process supported by
an IT Service

BASIC TERMS
Page

Activities during TTR (downtime)
? Detection elapsed time

? Diagnosis - Response time
? Repair action(s)
? Recovery and restoration

Process
Page

ACTIVITIES
? Collection of information to determine requirement
? Monitor against SLA
? Periodic reports
? Analyse trends
? Verify availability plan
? Review & update availability plan
? Impact assessment following changes
? Review for efficiency and effectiveness

Cost of Un-Availability
? Tangible costs ? Intangible costs

lost User productivity loss of Customer goodwill
lost IT staff productivity (Customer dissatisfaction)
lost revenue
loss of Customers
overtime payments
loss of business opportunity
(to sell, gain new
wasted goods and material Customers etc.)
imposed fines or penalties damage to business
reputation
loss of confidence in IT
Service provider
damage to staff morale.
Page

BENEFIT
Single point of accountability for Availability
IT Services designed for IT Availability related to business
Levels of IT Availability provided are cost justified, agreed,
measured and monitored to fully support SLM
Shortfalls in the provision of the required levels of Availability
are recognised and appropriate corrective actions identified and
implemented
Business and User perspective
Frequency and duration of IT Service failures is reduced
Mindset moves from error correction to service enhancement;
from reactive to proactive attitude
IT support organisation is seen to 'add value' to the business.

Security considerations
? Availability of DATA imply Security

Confidentiality - Integrity Availability (CIA):
? Products and services only available to authorised
personnel
? Products and services recoverable within secure parameters
? Physical and Logical access to computer, software and
network equipment restricted to authorised personnel only
? Operating System and Systems Management command
authority should be commensurate with role and
responsibility
? Data available to authorised personnel at agreed times (SLA)
? OLAs and Underpinning contracts reflect the adherence to
security controls
Page

Measuring User Availability
? User view of Availability is influenced by three factors: -

Frequency of downtime
Duration of downtime
Scope of impact

Availability calculation
? AST = Agreed service time

? DT = Actual downtime during agreed service time
AVAILABILITY:
(AST DT) / AST * 100 = % Service or Component Availability
? Un-Availability = 1 Availability
Page

Total infrastructure Availability
? Serial Configuration
Product of all the individual component Availability percentages
? Parallel Configuration
Product of the UnAvailability
Availability = 1 - ((1-0.98)*(1-0.98)) = 0.9996
Host Availability = 99.96%.


GOAL
? Ensuring that the required IT technical and service
facilities (including computer systems, networks,
applications, telecommunications, technical support and
Service Desk) can be recovered within the time scales
required by Business Continuity Management
? IT Service Continuity Management incorporates both a
business element (Business Continuity Planning) and a
technology element (IT Service Continuity Management
Planning).

Core Sub-processes
Business Impace or (Risk)

analysis
Manage
Contingency Plan
Test
Contingency Plan
Risk
Contingency Management
Page

SCOPE
? Focuses on the IT Services required to support the critical
business processes. Depend on the company's
organisation, culture and strategic direction.
? Core sub-processes are:
Business Impact analysis (Risk Analysis)
Contingency Planning
Risk Management

Key ingredients of
? Availability is accomplished by:
introducing Risk reduction measures such as resilient systems, and
recovery options including back-up facilities
visible senior management commitment and support by the whole
organisation
Ongoing maintenance of the recovery capability
? a rigorous Configuration Management, Change Management
and review process
? education and awareness for the whole organisation
? utilising the latest technology and software supporting tools
? specific training for personnel involved in the process regular
testing.
Page

BASIC TERMS
? THREATS
Identification and assessment of the likelihood of unwanted,
deliberate or accidental events impacting on the IT
infrastructure
? VULNERABILITY
Extent to which the IT Infrastructure could be susceptible to
threats

BENEFIT
? Potential lower insurance premiums
? Regulatory requirements
? Business relationship
? Positive marketing of contingency capabilities
? Organisational credibility
? Competitive advantage
Page

ACTIVITIES
? Business Continuity Management (BCM) is concerned with
managing risks to ensure that at all times an organisation
can continue operating to, at least, a pre-determined
minimum level.
? The BCM process:
Reducing the risk to an acceptable level
planning for the recovery of business processes should a risk materialise
and a disruption to the business occur
? ITSCM must be a part of the overall BCM process and is
dependent upon information derived through BCM

Business
Continuity
Management
(BCM)
Process
Model
Page

BCM / ITSCM process steps
? Policy setting
? Specify terms of reference and scope
? Allocate Resources
? Define the project organisation and control
structure
? Agree project and quality plans
? Business Impact Analysis

? Risk Assessment
? Business Continuity Strategy
Page

ACTIVITIES
? Risk assessment
ANALYSIS
MANAGEMENT

ACTIVITIES
Risk Analysis
? Identify risks
? Assess threat and vulnerability levels
? Assess the levels of risk
Page

ACTIVITIES
Risk Management
? Reduction of risk of threats
? Reduction of vulnerability
? Detection of occurrence
? Recovery from occurrence
? Identify counter measures

ACTIVITIES
Business Continuity Strategy
? Risk Reduction Measures
? Recovery Options
Do nothing
Manual Work-arounds
Reciprocal arrangements
? Gradual Recovery (Recovery ok even after 72 h)
? Intermediate Recovery (24 / 72 h)
? Immediate Recovery (less than 24h)
Page

? Organisation and Implementation Planning

? Implement
Arrangements
Recovery plan
Risk reduction measures
? Development Procedure
? Testing
Activities
Implementation
Terms of Reference
Analyse IT services
Critical applications
Planning options
Create the
CRAMM results
Contingency Plan
SLAs
Security officer
Contractors
Test the plan
Accept the plan
Negotiate service
contracts Awareness campaign
Distribute the plan Update SLAs
Train staff
Page


On-going Review of the Plan
In line with Change Management
After each test or every 6 months
After review of SLAs

On-going Testing
Following review of contracts (CP contractors)
of the Plan
As part of overall review of Contingency Planning
? Dry test
? Practical test Before expiry date of the plan
? Home base After organisational / structural changes
? Recovery site
Page

ITIL: Processes Recap
? Configuration ? Availability Management

Management ? Capacity Management
? Incident Management ? Finance Management
? Problem Management ? Business Continuity
? Change Management Management
? Release Management ? Service Level Management

MODULE 4
Core concepts
and terminology
RECAP
Page
120

Core concept & terminology recap

General - IT Service Management
? Audit ? Procedure
? Balanced Scorecard ? Process
? Business Relationship ? Process Control
Management ? Process Improvement Plan
? Key Performance Indicator ? Customer, Client, User
? Key Success Factor
? Maturity level
Page

Basic term Recap
? Balanced Scorecard
An aid to organisational performance management. It helps to
focus, not only on the financial targets but also on the internal
processes, Customers and learning and growth issues
? Key Performance Indicator
To determine the success of a process KPI can be measured
? Maturity level
The degree to which SM activities and processes have become
standard business practice within an organisation

Basic term Recap

? Process
A connected series of actions, activities, changes etc.,
performed by agents with the intent of satisfying a purpose or
achieving a goal
? Process Control
The process of planning and regulating, with the objective of
performing a the process in an effective and efficient way
? Effective
The output produced by a process has to conform to operational
norms that are derived from business objectives
? Efficient
If the activities are carried out with a minimum effort, the
process can also be considered efficient Page

Incident Management
? Incident Life Cycle

? First, Second and Third Line Support
? Functional and Hierarchical Escalation
? Resolution
? Service Request
? Work-around
? Workflow Position

Problem Management
? Incident vs Problem vs Known Error

? Known Error Record (KER)
? Proactive Problem Management
Page

Change Management
? Change Authority
? Change Model
? Forward Schedule of Changes (FSC)
? Post Implementation Review (PIR)

? CI
? Asset Management
? Configuration Management Plan
? Configuration Control
? Life-cycle
Page

Release Management
? Definitive Hardware Store (DHS)

? Full, Delta, Package Release

? Service Improvement Program (SIP)

? Service Achievement
? Operational Level Agreement (OLA)
? Service Level Requirements
Page

? Continuous Operation Security Level

? Continuous Availability Technical Observation Point
? Observation Point Systems Outage Analysis
? Projected Service Availability Service Maintenance Objectives
? Single Point of Failure
? Integrity
? Confidentiality

Capacity Management
? Business Capacity Management

? Service Capacity Management
? Resource Capacity Management
Page

? Business Impact Analysis

? Gradual Recovery
? Immediate Recovery
? Impact scenario
? Intermediate Recovery

? Allocated Cost
? Accounting
? Budgeting
? Pricing
? Differential charging
Charging business customers different rates for the same work,
typically to dampen demand or to generate revenue for spare
capacity. This can also be used to encourage off-peak or night
time running.
Page

And the function Service Desk
? Call
? Expert User/ Super User
? Service Profit Chain
? Virtual Service Desk

EXERCISES
? Given the IPW model:

Show the major interfaces of capacity Management and the
activities performed by Capacity Management on a request of
new SRL
Show the role of configuration management through the
relationship with the rest of the SM processes
Page

EXERCISES 2
? Exam Simulations
? Core concepts review

Page
129

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Author: Paolo Rossetti - paolo.rossetti@Sun.

ITIL Foundation Certification

IT Organisation Design Practice Development Manager

Upon completion of this training, you should be able to:

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ITIL Foundation Certification

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1 The importance of IT Service

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? Indicate the importance of a methodical and systematic approach

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The problem faced

? Organisations are increasingly dependent upon IT to

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How should the IT Management be

... are there any reference standard, best

Does existing standard consider my market sector?

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Need for a foundation

? Basic terminology, glossary, key concepts and

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IT Service Management Problems

? Lack of corporate recognition & understanding of the

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The IT Infrastructure Library

? Developed in the late 1980's

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? To facilitate Quality Management of IT Services

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ITIL How does it work

? Provides guidance on strategic, tactical and operational

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ITIL Who is involved?

? British Government - CCTA

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? 1989: initiated by CCTA (Central Computer &

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The jigsaw metaphora

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Recap: ITIL Principles

? ITIL is all about which processes need to be realized

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Should I care about IT Service Management?

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How could ITIL be applicable to my peculiar

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IMPORTANCE of a methodological and

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? Service: An essentially intangible set of benefits, created

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Product <-----> Service

Relatively Service-intensive Hybrid Good-intensive Relatively

Packaged Private Fast Airline Babysitting

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This is just an example,

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Process led approach - ITIL

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