Vinsys IT Services (I) Pvt. Ltd.

ITIL V3  Foundation Course ITIL V3 F d i C
ITIL V3 : conceptual overview

Course Structure
Service Strategy Process orientation Terminology Inputs and outputs Activities Process flow / diagram Process Roles Challenges KPIs

ITIL V3 Overview

Service Design

Service Transition

Service Operation

CSI

ITIL V3 Foundation Course Structure

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Service
• Service is: 
• a means of delivering value to customer by a means of delivering value to customer by  • facilitating outcomes customers want to achieve • without the ownership of specific costs and risks

• Service management is:
• set of specialized organizational capabilities • for providing value to customers  • in the form of services

• Services may be defined by specifications, but Customer 
outcomes are the genesis of services

Role of IT Governance
ENTERPRISE GOVERNANCE

Corporate Governance i.e. Conformance

Business Governance i.e. Performance

Accountability Assurance

Value Creation Resource Utilization

Enterprise Governance. – a framework that covers Corporate Governance and IT Governance Corporate Governance – it is about promoting corporate fairness transparency and accountability. IT Governance - Leaderships organizational structures and processes that ensure strategies and objectives are achieved.

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4Ps in Service Management.

People p

Processes

Products/ Technology

Partners/ Suppliers

ITSM – Need and Concepts.

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What are Good Practices…
Good practices: Practices that are widely used in industry by  companies getting good results p g gg Reasons to adopt good practice:
• Dynamic environments • Performance pressure

Benefits: They help organizations benchmark themselves against  p peers in the same and global markets to close gaps in  g g p capabilities Sources: Public frameworks, standards, proprietary knowledge  of individuals and organizations, community practices, etc.

Sourcing Good Practices
Standards Industry practices Sources (Generate) Academic research Training & education Internal experience Employees Customers Suppliers Advisors Technologies Enablers (Aggregate)

Substitutes Drivers (Filter) Regulators Customers

Competition Compliance Commitments Scenarios (Filter)

Knowledge fit for business objectives, context, and purpose

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Processes, Roles & Functions
Processes: • A process is a set of coordinated activities 
• • • •

combining and implementing resources and capabilities  combining and implementing resources and capabilities in order to produce an outcome which, directly or indirectly, creates value  for an external customer or stakeholder

Roles: • A set of responsibilities 
• defined in a process  • and assigned to a person or team

One person or team may have multiple roles p y p Functions: • Functions are units of organizations 
• specialized to perform certain types of work • and be responsible for specific outcomes

Process Model
Process Control Process Policy Process Owner Triggers Process Documentation Process Objectives Process Feedback

Process

Process Activities Process Inputs Process Procedures Process Work Instructions Process Enablers

Process Metric

Process Roles Process Improvements Process Outputs Including process reports and reviews

Process Resources

Process Capabilities

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Characteristics of Processes

• They are measurable • They have specific results •P Processes have customers h t • They respond to specific events

RACI Model
• Responsible (the “doer”)
• • • • • • • • •

The individual (s) who actually completes the task The individual who is ultimately responsible Only 1 person can be accountable for each task yes or no authority and veto power The individual (s) to be consulted prior to a final decision or action involvement through input of knowledge and information The individual (s) who needs to be informed after a decision or action is taken.  This incorporates one‐way ‘ communication receiving information about process execution and quality

• Accountable (the “Manager”) ( )

• Consulted ( the “gyannis”)

• Informed ( the “keep in loop” types) Informed ( the  keep in loop types)

RACI model ensures adequate spread of responsibilities

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Key roles in Service Mgmt
• Process Owner : Accountable for the overall process 
performance

• Service Owner : Accountable for a specific service within 
an organization regardless of where the underpinning  technology components, processes or professional  capabilities reside.

Responsibility of owners is to: 1. Be accountable for the final outcomes (End to end  1 Be accountable for the final outcomes (End‐to‐end accountability) 2. Identify areas of improvements and recommending  appropriate changes 3. Guide process and service improvement initiatives

The Service Lifecycle

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ITIL V3 Core

Service Transition

Continual Service Improvement Service Design

Service Strategy Service operation

Changing Trends in Business
• Organizations wish to use resources without owning them • Self service channels expose business functions Self service channels expose business functions
(web‐sites, kiosks, etc)

• Physical capacity is not a quality constraint • New Services are composed from existing services available in public 
space

• Service oriented architectures reduce business complexity Service oriented architectures reduce business complexity • Information itself is a basis for value, not merely a supporting element • IT capabilities and resources 
basis for creating value

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Strategic….
• Strategic perspective needs to understand how services 

provide differentiated value • Being lowest‐cost provider is not sufficient unless the provider  can give strategic advantage • Strategic assets provide:
• • • •

Basis for core competence Distinctive performance Durable advantage, and Qualifications to participate in business opportunities Qualifications to participate in business opportunities

• Means to become “not optional”
• Differentiating your offering (what, form, terms, etc.) to outperform 

the ‘alternatives’ available to the customer

Service Management lifecycle ‐ overview
1. 2. 3. 4. 5. 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 5. 6. 7. Strategy Generation Sourcing Strategy Service Portfolio Mgt Finance Management Demand Management Service Catalogue Mgt Service Level Mgt Capacity Mgt Availability Mgt Service Continuity Mgt Information Security Mgt Supplier Mgt
S Service Portfolio S Service Catalogue
Requirements Service Strategy Strategies Service Design Solution Designs Service Transition Transition Plans Service Operation Architectures Policies The Business / Customers

Constraints

Requirements

Standards

SDP s

Transition Planning and Support Change Management Service Asset and Configuration Mgt Release and Deployment Mgt Service Validation and Testing Evaluation Knowledge Mgt 1. 2. 3. 4. 5.

Tested solutions

SKMS

Operational Plans

Operational O ti l Services

Event Management Incident Management Request Fulfillment Problem Management Access Management

1. The 7 Step Improvement Process 2. Service Reporting Continual Service Measurement 3. Service Improvement Improvement 4. ROI for CSI actions and plans 5. Business Questions for CSI 6. Service Level Management

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CSI – Running across all phases
Service Strategies Strategies, Policies, Standards Feedback Lessons Learned for Improvement Service Design Output Plans to create and modify services and service management processes Feedback Lessons Learned for Improvement

Feedback Lessons Learned for Improvement Service Transition

Feedback Lessons Learned for Improvement

Output

Manage the transition of new or changed services or service management process into production

Feedback Lessons Learned for Improvement Service Operation

Output

Day-to-day operations of services and service management processes

Continual Service Improvement
Activities are embedded in the service lifecycle

Service Strategy

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Goals & Objectives of SS
Goal is to help service providers to • operate and grow successfully in the long‐term • provide the ability to think and act in a strategic manner
Objectives: • To provide direction for  • Growth • Prioritizing investments and • Defining outcomes against which the effectiveness of service management may be measured against which the effectiveness of service management may be measured • To influence organizational attitudes and culture towards the creation of value  for customers through services • To ensure effective communication, coordination, and control among various  parts of a service organization

Business Value of SS
• Sets clear direction for everyone for quicker decision making 
thereby improving business efficiency thereby improving business efficiency • Helps service organisation to prioritize investments to get  planned returns • Helps building strategic assets which add value to business • Guides entire SD, ST & SO in a coherent manner for effective  se ce ope at o s service operations

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Service Assets ‐ Resources and Capabilities
Capabilities A1 Management Resources Financial capital A9

A2 A3

Organization

Infrastructure

A8

Processes

Applications

A7

A4

Knowledge

Information

A6

People

A5

People

Service Assets : Basis for Value Creation

(Business unit)

Performance potential

Service potential

(Service unit)

Customer Assets

+

Services

+

Service Assets

Value potential

+

Business outcomes

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Service Model
Service models describe the structure and dynamics of a service (Structure)
It describes how service asset interact with customer asset and create value Service Model Configuration of service assets (Service Design)

Activities, events and interactions (Service Design) (Dynamics)

Service Operation

Economic Value of Using Service
Positive difference Negative difference Losses from utilizing the service


Gains from utilizing the service

Net difference

+

Based on DIY strategy or existing arrangements

Reference Value

Economic value of service

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SS – Four Main Activities
1. Define the market 
• • • • • • • • •

Services and strategy Understand the customer h Understand the opportunities Classify and visualize Understand market space Outcome‐based definition of services Service Portfolio (Pipeline, Catalogue & Retired services) S i P tf li (Pi li C t l & R ti d i ) Service management as a closed‐loop control system Service management as a strategic asset

2. Develop the offerings

3. Develop strategic assets 4. Prepare for execution ….

SS Activity ‐ Prepare for execution
4. Prepare for execution
• • • • • • • • • •

Strategic assessment Setting objectives Aligning service assets with customer outcomes Defining critical success factors Critical success factors and competitive analysis Prioritizing investments g Exploring business potential Alignment with customer needs Expansion and growth Differentiation in market spaces

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Service Provider & Types
• Service Provider: An organization supplying services to one  or more Internal or External Customers  or more Internal or External Customers
Please note: Service Provider is often used in short for IT Service Provider

• There are three archetypes of business models for service 
provisioning:
• Type I – internal service provider ype te a se ce p o de • Type II – shared services unit • Type III – external service provider

Processes in Service Strategy (SS)
1. Service Portfolio Management (SPM)  2. Demand Management  2 Demand Management 3. Finance Management

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SPM – Goal & Objectives
• Goal of SPM is to manage Service Portfolio by considering services 
in terms of the business value they provide  in terms of the business value they provide

• Objectives
• Define: inventory services, ensure business case & validate portfolio data • Analyze: maximize portfolio value, align & prioritize and balance supply vs 

demand • Approve: finalize process portfolio, authorize services & recourses • Charter: communicate decision, allocate recourses and charter services

Service Portfolio Management is a dynamic method for governing investments in service management across the enterprise and managing them for value.

SPM Process
Service Strategy

Define

• Inventories • Business Case

Analyse

• Value Proposition • Prioritization

Approve A

Se ce o o o • Service Portfolio • Authorization

Charter

• Communication • Resource allocation

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Service Portfolio
Service Portfolio represents the commitments and investments made by se ce p o de ac oss ade service provider across all customer and market spaces
Service Improvement Plan Customer 3 Market Space 1

Linked by services Customer 2 Service Portfolio Market Space 2

Market potential for services Customer 1 Third-party Services Market Space 3

Service Portfolio

Service Catalogue Service Pipeline

Continual Service Improvement
Market spaces

Third-party catalogue
Service designs

Service concepts

Service transitio n

Service operation

Retired services

Customer s

Resources engaged

Return on assets earned from Service operation

Resources released

Common pool of resources
Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

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Service Composition

Service Decomposition
Business Services

Business Processes

Decompositi ion

IT Services

Resources and Capabilities
Internet

Personnel

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Service Portfolio – Central Repository
Business Unit A Business Unit B Business Unit C The business Business Process Business Process Business Process

1

4

7

Service A

B

C D

E

F G

SLAs IT

Infrastructure System H/W System S/W DBMS Networks Environment Data Applications

OLAs Teams

Supporting services Supporting services Suppliers (i)

Central repository
Contracts
The Service Portfolio Service Status Owner Service A Service B Service C …..

Support team

Supplier

(i)

Risk
• Risk is defined as uncertainty of outcome, whether positive 
opportunity or negative threat.  opportunity or negative threat • Managing risks requires the identification and control of the  exposure to risk, which may have an impact on the  achievement of an organization’s business objectives.

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Risk & Investment Decision
Venture
New Market

Transform the Business (TTB)

Growth
New services – Existing market

Discretionary
Enhance existing services

Grow the Business (GTB)

Non-Discretionary N Di i
Maintain Existing services

Core
Maintain Business critical services

Run the Business (RTB)

Demand Mgmt – Goal & Objectives
Goal of demand management is to: • understand and influence Customer demand for Services  d t d d i fl C t d df S i and  • provide capacity to meet these demands Please note:
• At a Strategic level Demand Management can involve analysis of 

Patterns of Business Activity and User Profiles.  P fB i A i i d U P fil • At a Tactical level it can involve use of Differential Charging to  encourage Customers to use IT Services at less busy times.  • It is very closely linked to capacity management

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Demand Mgmt – Basic Concepts
Demand pattern

Pattern of business activity

Business Process Service belt

Service Process

Capacity management plan

Delivery schedule

Incentives and penalties to influence consumption

Demand management

Understanding SLP
Customer Segment Z2

Customer Segment X Customer Segment Y

Customer Segment Z ‘OEM’ Segment

Service Level Package D Service Level Package A Service Level Package B Service Level Package C

Core Service Package

SLP is a defined level of Utility and Warranty for a particular Service Package. Each SLP is designed to meet the needs of a particular PBA

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Finance Management – Objectives 
• • • • • •
Enhanced decision making Speed of change Speed of change Service Portfolio Management Financial compliance and control Operational control Value capture and creation

Activities of FM
1. 2. 2 3. 4.
Service Valuation Service Provisioning models & analysis Service Provisioning models & analysis Funding model alternatives BIA – Business Impact Analysis

Important Concepts : 1. 1 Budgeting 2. Accounting 3. Reporting 4. Charging

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Business case structure
A. Introduction
Presents the business objectives addressed by the service Presents the business objectives addressed by the service

B. Methods and assumptions
Defines the boundaries of the business case, such as time period,  whose costs and whose benefits

C. Business impacts
The financial and non‐financial business case results

D. Risks and contingencies
The probability that alternative results will emerge.

E. Recommendations
Specific actions recommended.

SS – Roles
• • • • •
Director of Service Management Contract Manager Contract Manager Product Manager Process Owner Business Representative

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Service Strategy – Key Roles 
Business Representative (Business Relationship Manager) Product Manager Lines of Service (LOS) Sources of demand

Service Catalogue

Service Design

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Service Design
• Objective
• Design services to satisfy business objectives, based on the quality, 

compliance, risk and security requirements
• Delivering more effective and efficient IT services  • Coordinating all design activities for IT services to ensure consistency and 

business focus 

• Business Value
• • • • • • •

Reduced Total Cost of Ownership (TCO) Improved quality & consistency of service Improved quality & consistency of service Better handling of new or changed services Improved service alignment with business Improved IT governance More effective SM and IT processes Improved information and decision‐making

Focal points in Service Design
Requirements Service Strategy The Business / Customers

Service Portfolio Service Catalogue

1. 2. 3. 4. 5. 6. 7.

Service Catalogue Mgt Service Level Mgt Capacity Mgt Availability Mgt Service Continuity Mgt Information Security Mgt Supplier Mgt

Strategies Service Design Solution Designs Service Transition

Policies

Constraints

Requirements q

Architectures

Standards

SDP s

Transition Plans Service Operation

Tested solutions

SKMS

Operational Plans

Operational Services

Continual Service Improvement

Improvement actions and plans

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Five major areas of Service Design
1. Service Portfolio Design 2. Identification of Business Requirements, definition of Service  2 Identification of Business Requirements definition of Service
requirements and design of Services 3. Technology and architectural design 4. Process design 5. Measurement design

Service Design Package
• A Service Design Package is produced for each new IT Service, 
major Change, or IT Service Retirement.  major Change or IT Service Retirement • Document (s) defining all aspects of an IT Service and its  Requirements through each stage of its Lifecycle.  • SDP is then passed from SD to Service Transition.

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Service Requirements – Design Phases
Business requirements Business requirements Business requirements Business requirements Pilot or warranty period Live operation

Design and development Project (Project Team)

SAC

SAC

SAC

SAC

SAC

SAC

Document & agree business requirements (Strategy & Design)

Design service solution (Design)

Develop service solution (Design)

Build service solution (Transition)

Test service solution (Transition)

Strategy
SDP

Design Transition Transition & Operation involvement Operation

Improvement

SLR

SLR

SLR

SLR

SLR

SLA pilot

SLM

SLA Live

Build, Test, Release and Deployment Management Change Management:
RFC released Approved for Approved for development design Approved for build Approved for test Approved for warranty Approved for live release Review & closure

Technology and architectural design
Business/Organization Architecture Delivery, feedback & monitoring

Service Architecture Service Portfolio Supported by

Application Architecture

Influenced by

Information/Data Architecture

Using Environmental Architecture IT Infrastructure Architecture Management Architecture Product Architecture

Service Knowledge Management System

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Measurement design
‘If you can’t measure it you can’t manage it. Four types of metrics : F t f ti ■ Progress: milestones and deliverables in the capability of  the process ■ Compliance: compliance of the process to governance  requirements, regulatory requirements and compliance  of people to the use of the process. f l t th f th ■ Effectiveness: the accuracy and correctness of the  process and its ability to deliver the ‘right result’ ■ Efficiency: the productivity of the process, its speed,  throughput and resource utilization.

Different sourcing approaches
• • • • •
In sourcing – Utilizing internal resources Outsourcing  Utilizing resources external organisation. Outsourcing – Utilizing resources external organisation Co‐sourcing – Often a combination of in & out sourcing Partnership or multi‐sourcing – Strategic partnerships Business Process Outsourcing (BPO) – Entire business  process or function outsourced • Application Service Provision (ASP) – Applications on  demand • Knowledge Process Outsourcing (KPO) ‐ Domain‐based  processes and business expertise

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SLM  ‐ Goals
The goal of Service Level Management is to ensure that:
• an agreed level of IT service is provided for all current IT services an agreed level of IT service is provided for all current IT services • future services are delivered to agreed achievable targets • Proactive measures are taken to seek and implement 

improvements to the level of service delivered 

Objectives of SLM
The objectives of SLM are to: • Define, document, agree, monitor, measure, report and review the Define, document, agree, monitor, measure, report and review the  level of IT services provided • Provide and improve the relationship and communication with the  business and customers • Ensure that specific and measurable targets are developed for all IT  services • Monitor and improve customer satisfaction with the quality of  service delivered • Ensure that IT and the customers have a clear and unambiguous  expectation of the level of service to be delivered • Ensure that proactive measures to improve the levels of service  delivered are implemented wherever it is cost‐justifiable to do so 

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SLM – Basic Concepts
• • • • • •
SLA ‐ Service Level Agreement OLA ‐ Operational Level Agreement OLA Operational Level Agreement UC ‐ Underpinning Contract Service Catalogue (Technical & Business) SLR ‐ Service Level Requirements SIP ‐ Service Improvement Program

Service Level Agreement (SLA)
• An Agreement between an IT Service Provider and a Customer • The SLA describes the IT Service documents Service Level The SLA describes the IT Service, documents Service Level 
Targets, and specifies the responsibilities of the IT Service  Provider and the Customer • A single SLA may cover multiple IT Services or multiple  Customers. 

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Operational Level Agreement
• An Agreement between an IT Service Provider and 
another part of the same Organisation.  another part of the same Organisation • An OLA supports the IT Service Provider's delivery of IT  Services to Customers.  • The OLA defines the goods or Services to be provided and  the responsibilities of both parties.  •F For example there could be an OLA  l h ld b OLA
• between the IT Service Provider and a procurement department 

to obtain hardware in agreed times  • between the Service Desk and a Support Group to provide  Incident Resolution in agreed times. 

Underpinning Contract
Contract : An agreement enforceable at law Underpinning contract (with reference to an SLA)  • Contract between an IT Service Provider and a Third Party  provider • The Third Party provides goods or services that support  delivery of an IT Service to a Customer • defines targets and responsibilities that are required to  meet agreed Service Level Targets committed in an SLA

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SLM Process
Establish Function

Implement SLA’s SLA s

Periodic review

Manage the ongoing process

SLM ‐ Process
Business Unit A 3 Business Process 2 1 Business Process 5 4 Business Unit B 6 The business

SLM
SLR(s) SLA(s) Service A B C D F G SLA(s) Document standards & templates

Determine, document & agree requirements for new services SLRs & make SLAs

Monitor service performance against SLA & produce service reports

Conduct service review & instigate improvements within an overall SIP

Assist with the Service Catalogue & maintain document templates

Develop contacts & relationships, record & manage complaints & compliments

Collate, measure & improve customer satisfaction

Service Catalogue Service Reports

OLAs

Review & revise SLAs, service scope & underpinning agreements

Contracts

Support teams

Supplier Management

Suppliers

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SLM – KPIs 
■ Percentage reduction in ‘SLA targets missed’ ■P Percentage reduction in ‘SLA targets threatened’ t d ti i ‘SLA t t th t d’ ■ Percentage increase in customer perception and  satisfaction of SLA achievements, via service reviews and  Customer Satisfaction Survey responses ■ Percentage reduction in SLA breaches caused because of  third‐party support contracts (underpinning contracts) &  hi d ( d i i )& internal Operational Level Agreements (OLAs). 

SLM – Challenges 

• Identifying suitable customer representatives with whom 
to negotiate. to negotiate • A lack of accurate input, involvement and commitment  from the business and customers • The tools and resources required to agree, document,  monitor, report and review agreements and service levels • Th The process becomes a bureaucratic, administrative  b b i d i i i process rather than an active and proactive process  delivering measurable benefit to the business 

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Service Catalogue Management  ‐ Scope, Goals & Objectives

The goal is to ensure :
• that a Service Catalogue is produced and maintained,  g p , • it contains accurate information on all operational & planned 

services

Objectives:
• manage the information  contained within the Service Catalogue  • ensure accuracy in

current details, status, interfaces and dependencies  current details status interfaces and dependencies

of all services in scope

Scope: • All services that are being transitioned or have been transitioned to 
the live environment 

SCM – Basic Concepts

• Business Service Catalogue contains 
• d t il f ll th IT details of all the IT services from customers perspective i f t ti • relationships to the business units and • business process that rely on the IT services
(This is the customer’s view of the Service Catalogue)

• Technical Service Catalogue contains Technical Service Catalogue contains 
• details of all the IT services from IT perspective • relationships to the supporting services • shared services, components and CIs necessary to support the 

provision of the service to the business

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Service Catalogue (Business & Technical)

Business Process 1

Business Process 2

Business Process 3

Business Service Catalogue

Service A

Service B

Service C

Service D

Service E

Technical S i C t l T h i l Service Catalogue

Support Services

Hardware

Software

Applications

Data

SCM – Activities 

• Ensuring that all operational services and all services 

being prepared for operational running are recorded  within the Service Catalogue within the Service Catalogue catalogue is accurate and up‐to‐date

• Ensuring that all the information within the Service  • Ensuring that all the information within the Service 

catalogue is consistent with the information within the  catalogue is consistent with the information within the Service Portfolio catalogue is adequately protected and backed up

• Ensuring that the information within the Service 

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Availability – Basic Concepts
• • • • •
Fault tolerance (Resilience) Availability Reliability Maintainability Serviceability

• Vital Business Function

What is Availability ?
• Ability of a Configuration Item or IT Service to perform its 
agreed Function when required.  Note : • Availability is determined by Reliability, Resilience  ,Maintainability, Serviceability, Performance, and  Security.  • Availability is usually calculated as a percentage. This  y y p g calculation is often based on Agreed Service Time and  Downtime.  • It is Good Practice to calculate Availability using  measurements of the Business output of the IT Service. 

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Availability Management ‐ Goals & Scope

Goal : to ensure that 
• l level of service availability delivered in all services is  l f i il bilit d li d i ll i i • matched to or exceeds  • the current and future agreed needs of the business • in a cost‐effective manner 

Scope : • designing, implementation, measurement, management  and improvement of  • IT service and component availability 

AM – Objectives
• Produce and maintain Availability Plan reflecting current  • • • • •
and future needs and future needs Provide advice and guidance on all availability‐related  issues  Ensure availability achievements meet agreed targets  Assist with the diagnosis and resolution of availability  related incidents and problems l d i id d bl Assess impact of  changes on Availability Plan  Ensure proactive and cost‐effective measures to improve  the availability

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AM – Activities 
• Ensuring that all existing services deliver the levels of availability 
agreed with the business in SLAs

• Ensuring that all new services are designed to deliver the levels of 
availability required by the business, and validation of the final  design to meet the minimum levels of availability as agreed by the  business for IT services

• Assisting with the investigation and diagnosis of all incidents and  g g g
problems that cause availability issues or unavailability of services  or components

• Participating in the IT infrastructure design, including specifying the 
availability requirements for hardware and software

Information Security Management  ‐ Goal and scope

• The goal of the ISM process is to align IT security with 
business security and ensure that information security is  business security and ensure that information security is effectively managed in all service and Service  Management activities 
ISM must ensure that an Information Security Policy is produced, maintained and enforced

• Scope ‐ The ISM process should cover use and misuse of 
all IT systems and services for all IT security issues

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ISM – Objective
• The objective of information security is to
• protect the interests of those relying on protect the interests of those relying on • information, systems and communications 

• from harm resulting from failures of 
• Availability • confidentiality and • integrity

ISM – Basic Concepts
• • • • •
Confidentiality Integrity Availability Security framework The Information Security Policy

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ISM – Responsibilities 
• Developing and maintaining the Information Security  • • • •
Policy and a supporting set of specific policies Ensuring appropriate authorization, commitment and  endorsement from senior IT and business management Communicating and publicizing the Information Security  Policy to all appropriate parties Ensuring that the Information Security Policy is enforced  and adhered to Identifying and classifying IT and information assets  (Configuration Items) and the level of control and  protection required

ISM – Key Activities
• Production, review and revision of an overall Information Security  • • • • • • •
Policy and a set of supporting specific policies  Communication, implementation and enforcement of the security  policies Assessment and classification of all information assets and  documentation Implementation, review, revision and improvement of a set of  security controls and risk assessment and responses Monitoring and management of all security breaches and major  security incidents Analysis, reporting and reduction of the volumes and impact of  security breaches and incidents Schedule and completion of security reviews, audits and  penetration tests 

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Supplier
• A Third Party responsible for supplying goods or Services that 
are required to deliver IT services.  are required to deliver IT services • Examples of suppliers include commodity hardware and  software vendors, network and telecom providers, and  Outsourcing Organisations.  • We have to sign contracts with suppliers and these contracts  are known as Underpinning Contracts (UC)

Supplier Management ‐ Goal and Scope

• The goal of the Supplier Management process is to manage 
suppliers and the services they supply, to provide seamless  suppliers and the services they supply to provide seamless quality of IT service to the business, ensuring value for money  is obtained. • Scope‐The Supplier Management process should include the  management of all suppliers and contracts needed to support  the provision of IT services to the business 

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SM – Basic Concepts
• The Supplier and Contracts Database (SCD ) • Supplier and Contract Management and performance
information and reports

• Supplier categorization

Supplier & Contracts Database
Supplier strategy & policy

Evaluation of new suppliers & contracts

Supplier categorisation & maintenance of the SCD

Establish new suppliers & contracts Supplier & contract management & performance

Supplier & Contract Database Supplier reports and information SCD

Contract renewal and/or termination

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SM – Responsibilities 
• Providing assistance in the development and review of 
SLAs, contracts, agreements or any other documents for  third‐party suppliers third party suppliers suppliers and contracts

• Ensuring that value for money is obtained from all IT  • Ensuring that all IT supplier processes are consistent and 
interface to all corporate supplier strategies, processes  f ll l and standard terms and conditions Database (SCD)

• Maintaining and reviewing a Supplier and Contracts 

Capacity Management  ‐ Goal and Scope

• The goal of the Capacity Management process is to ensure 
that
• cost‐justifiable IT capacity  • Is matched to the current and future agreed needs of the 

business • In a timely manner

Scope : • IT Services • IT Components • Resources

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CapM – Basic Concepts
• • • • • • • •
Balancing costs against resources needed Balancing supply against demand Balancing supply against demand Business Capacity Management  Service Capacity Management Component Capacity Management Modelling Demand Management Application Sizing

CapM ‐ Activities

Review current capacity & performance Improve current service & component capacity

Capacity Management Information System (CMIS) Capacity & performance reports & data

Assess, agree & document new requirements & capacity Plan new capacity

Forecasts

Capacity plan

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CapM – Responsibilities 
• Ensuring  adequate IT capacity to meet required levels of  • • • •
service Identifying capacity requirements of business  Understanding the current usage profile and the maximum  capacity  Sizing all proposed new services and systems,  to ascertain capacity requirements to ascertain capacity requirements
(Above points apply to IT Services as well as IT Components)

IT Service Continuity Management  – Basic  Concepts

• Disaster ‐ an event that affects a service or system such 
that significant effort is required to restore the original  that significant effort is required to restore the original performance level

• Business Impact Analysis
The purpose of a Business Impact Analysis (BIA) is to  quantify the impact to the business that loss of service  would have

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ITSCM  ‐ Goal & Scope
Goal : Support the larger business continuity plan Scope • Services, computer systems, networks, applications, data  repositories, telecommunications, environment, technical  support and Service Desk • Also includes resources (People) The objectives are ensuring that  • required IT technical and service facilities can be resumed  d h l d f l b d • within required, and agreed, business timescales • Following a major disruption

ITSCM – Responsibilities
• Performing Business Impact Analyses for all existing and  •
new services Implementing and maintaining the ITSCM process, in  accordance with the overall requirements of the  organization’s Business Continuity Management process,  and Representing the IT services function within the Business  Continuity Management process y g p Ensuring ITSCM plans, risks and activities are capable of  meeting the agreed targets under all circumstances Performing risk assessment and risk management to  avert disasters where practical

• • •

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Service Transition

Goals of Service Transition
• Set customer expectations on how the performance and  • • • •
use of the new or changed service use of the new or changed service Enable the business change project or customer Reduce variations in the predicted and actual  performance of the transitioned services Reduce the known errors and minimize the risks from  transitioning the new or changed services into production Ensure that the service can be used in accordance with  the requirements and constraints specified within the  service requirements

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Service Transition
• Objective
• Plan and manage the resources  • Ensure there is minimal unpredicted impact Ensure there is minimal unpredicted impact • Increase the customer, user and Service Management staff satisfaction • Increase proper use of the services and underlying applications and technology 

solutions
• Provide clear and comprehensive plans

• Business Value
• The ability to adapt quickly to new requirements and market developments  y p q y q p

(‘competitive edge’) • Transition management of mergers, de‐mergers, acquisitions and transfer of  services • The success rate of changes and releases for the business • The predictions of service levels and warranties for new and changed services

Focal points in Service Transition
Requirements Service Strategy Strategies Service Design Policies The Business / Customers

Constraints C t i t

Requirements

Se ervice Portfolio Se ervice Catalogue

Solution Designs Service Transition

Architectures

Standards

SDP s

1. 2. 3. 4. 5. 6. 7.

Transition Planning and Support Change Management Service Asset and Configuration Mgt Release and Deployment Mgt Service Validation and Testing Evaluation Knowledge Mgt

Transition Plans Service Operation

Tested solutions

SKMS

Operational Plans

Operational Services

Continual Service Improvement

Improvement actions and plans

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Service Change
• ‘The addition, modification or removal of authorized, 
planned or supported service or service component and  planned or supported service or service component and its associated documentation.’ • The Service Portfolio provides a clear definition of all  current, planned and retired services. • Understanding the Service Portfolio helps all parties  involved in the Service Transition to understand the  involved in the Service Transition to understand the potential impact of the new or changed service on  current services and other new or changed services.

Change Management  ‐ Purpose & Goals Purpose: • Standardized methods and procedures are used for   efficient and prompt handling of all changes   efficient and prompt handling of all changes • All changes to service assets and configuration items are  recorded in the Configuration Management System • Overall business risk is optimized. The goals of Change Management are to: • Respond to the customer’s changing business Respond to the customer s changing business  requirements while maximizing value and reducing  incidents, disruption and re‐work • Respond to the business and IT requests for change that  will align the services with the business needs

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ChM – Objectives
The objective of the ChM Process is : • To ensure that changes are recorded and then evaluated To ensure that changes are recorded and then evaluated,  authorized, prioritized, planned, tested, implemented,  documented and reviewed in a controlled manner.

Scope of Change Management
Business Strategic change Manage the business Service Provider Manage IT services Supplier Manage the suppliers’ business

Tactical change

Manage the business processes Service h change Manage the business operations

Service portfolio

Manage external services

Operational change

Service Operations

External operations

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Change types

Normal Change – ‘Run‐of‐the‐mill’ change Normal Change ‘Run of the mill’ change Standard Change – Pre‐approved changes
(for routine tasks)  

Emergency Change – Which must be introduced ASAP Emergency Change Which must be introduced ASAP

Normal Change Process
Create RFC Change proposal (optional) Record the RFC Initiator requested Review RFC Change Management Upd date change and configuration information in CMS n

Ready for evaluation

Assess and evaluate change Ready for decision Authorize Change proposal Change authority Authorize Change authorized Plan updates Change scheduled Management Co-ordinate change implementation* Change Management Evaluation report implemented Review and close change record closed Work orders

Work orders

*Includes build and test the change

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Seven R’s of Change Management ‐ Impact Assessment
• • • • • •
Who RAISED the change? What is the REASON for the change? Wh t i th REASON f th h ? 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 Authorization Model
Communic ation s, decisions and actions Communic ation s, escalation for RFC s, risks, issues Change autho rity Examples of configu ration level impa ct ed High cost/ risk change – requi res decision f rom executi ves i Change impa cts multiple se rvices or organiz ational divisions Business executi ve board

Level 1

Level 2

IT manageme nt boa rd

Level 3

CAB or
Emergency

CAB

Change which impa cts only local or service group g p

Level 4

Local autho rization

Standa rd change

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RFC Workflow and Interfaces
Change Management
Raise & record change request Assess change Approve reject change Co-ordinate change implementation* Review change Close change

Release and deploy New/changed CIs

Configuration Management
Capture release and environment baselines Check records updated

Reports & audits

Identify affected items

Update records

Audit items

Configuration Management System
*Includes build and test where applicable

ChM – KPIs 
The top five risk indicators of poor ChM are: • Unauthorized changes (above zero is unacceptable) Unauthorized changes (above zero is unacceptable) • Unplanned outages • A low change success rate • A high number of emergency changes • Delayed project implementations.

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ChM – Challenges 

• Lack of ownership of the impacted systems  • Inaccurate configuration data may result in poor 
impact assessments  • Bypassing the agreed procedures  • There may be resistance against an umbrella of  Change Management authority g g y

Service Asset & Configuration Mgmt – Goal

The goals of Configuration Management are to:

• Support the business and customer’s control objectives 
and requirements

• Support Service Management processes by providing 
accurate configuration information to enable people to  make decisions 

• Minimize the number of quality and compliance issues  • Optimize the service assets, IT configurations, capabilities 
and resources.

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SACM – Objectives & Scope
Objective:‐ To define and control the components of services  and infrastructure and maintain accurate configuration  and infrastructure and maintain accurate configuration information on the historical, planned and current state of the  services and infrastructure. Scope :‐

• Asset Management covers service assets across the whole 
service lifecycle. service lifecycle • It provides a complete inventory of assets and who is  responsible for their control. 

Configuration Item (CI)
• CI: Any Component that is managed the through formal 
control of Change Management control of Change Management

• Information about each CI is recorded in a Configuration 
Record within the Configuration Management System and is  maintained throughout its Lifecycle by Configuration  Management.

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Configuration Item ‐ CI
• Scope:
• IT Services IT Services • hardware  • software  • accommodation • people  • formal documentation (such as Process documentation and SLA) formal documentation (such as Process documentation and SLA)

• Distinguish between logical and physical CIs

Configuration Management System

• A set of tools and databases that are used to manage an IT 
Service Provider's Configuration data.  g • The CMS also includes information about Incidents, Problems,  Known Errors, Changes and Releases; and may contain data  about employees, Suppliers, locations, Business Units,  Customers and Users.  • The CMS includes tools for collecting, storing, managing,  updat g, a d p ese t g data about a Co gu at o te s updating, and presenting data about all Configuration Items  and their Relationships.  • The CMS is maintained by Configuration Management and is  used by all IT Service Management Processes. 

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SACM – Logical Configuration Model
Customer Service level package Service portfolio

Contract

Banking g core service

Serviced by

E-banking support service

Supported by

Application

Hosted

Application hosting service

Uses

Technical infrastructure service

Availability

User experience

Business logic

Messaging

Data services

Web services

Network topology

Authentication

Network service

ChM & SACM  – Roles 
• • • • • • • •
Service asset manager Configuration manager Configuration manager Configuration analyst Configuration administrator/librarian CMS/tools administrator Change manager CAB ECAB or CAB / EC

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Definitive Media Library (DML)
• One or more locations in which the definitive and  • • • •
approved versions of all software Configuration Items are  approved versions of all software Configuration Items are securely stored.  The DML may also contain associated CIs such as licenses  and documentation.  The DML is a single logical storage area even if there are  multiple locations.  All software in the DML is under the control of Change  and Release Management and is recorded in the  Configuration Management System.  Only software from the DML is acceptable for use in a  Release 

RDM  ‐ Goal
• Release and Deployment Management aims to build, test 
and deliver the capability to provide the services specified  and deliver the capability to provide the services specified by Service Design and that will accomplish the  stakeholders’ requirements and deliver the intended  objectives. • The goal of Release and Deployment Management is to  deploy releases into production and establish effective  deploy releases into production and establish effective use of the service in order to deliver value to the  customer and be able to handover to service operations.

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RDM – Objectives
• To ensure clear and comprehensive plans are in place • T b ild i t ll t t & d l To build, install, test & deploy release package l k • To ensure the new or changed services are capable of 
delivering the agreed requirements w.r.t utilities,  warranties and service levels • To minimize the unpredicted impact on operations • To ensure customer, user and SM staff are satisfied with  the outputs like user documentation and training

RDM – Scope
• The scope of Release and Deployment Management includes:
• the processes systems and functions the 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.

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Release Unit
• Components of an IT Service that are normally Released 
together.  together • A Release Unit typically includes sufficient Components to  perform a useful Function.  • For example one Release Unit could be a Desktop PC,  including Hardware, Software, Licenses, Documentation  etc.  etc • A different Release Unit may be the complete Payroll  Application, including IT Operations Procedures and User  training. 

RDM – Common Approaches
• • • •
‘Big bang’ vs phased Push and pull Push and pull Automation vs manual Designing release and release packages

Release and deployment Model define:
• Release structure ‐ release package and the target environments l l k d h i • The exit and entry criteria • The roles and responsibilities for each configuration item at each 

release level

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ELS – Early Life Support
Start Operate Service Incident and Problem Management

Collect service performance data

Change and Configuration Management M t

Plan and manage improvements/risk mitigation/change

Report service performance achieved

Service Level Management

Compare progress against ELS plan

SKMS/CMS

Verify service stability

Exit criteria met?

Yes

No
Identify quick wins/ improvements/risk mitigation/changes

End

Service V model ‐ Example
Level 1
Define Customer/ Business Requirements

Service Review Criteria/Plan

Validate Service Packages, Offerings and contracts

1a Level 2
Define Service Requirements Service Acceptance Criteria/Plan Service Acceptance Test

1b

2a 2 Level 3
Design Service Solution Service Operational Criteria/Plan

2b
Service Operational Readiness Test

3a Level 4

3b
Service Release Test Criteria and Plan Service Release Package Test

Level 5

left-hand side represents the specification of the service requirements

Design Service Release

4a
Develop Service Solution

4b
Component and Assembly Test

5a
Service Component Build and Test Internal and external suppliers

5b
Deliveries from internal and external suppliers

Levels of configuration and testing

BL

Baseline point

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Service Knowledge Management System
(SKMS)

• A set of tools and databases that are used to manage 
knowledge and information.  knowledge and information • The SKMS includes the Configuration Management System, as  well as other tools and databases.  • The SKMS stores, manages, updates, and presents all  information that an IT Service Provider needs to manage the  full Lifecycle of IT Services. 

ST – Activities
• • • • • • • • • • • •
Service Transition management Planning and support Service Asset and Configuration Management and Service Asset and Configuration Management and Change Management Performance and risk evaluation Service Knowledge Management Service test management Release and deployment Release packaging and build Release packaging and build Deployment Early life support Build and test environment management

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DIKW
Knowledge  management is typically displayed within the  Data–Information–Knowledge–Wisdom structure: Data Information Knowledge Wisdom structure:
• Data is a set of discrete facts about events • Information comes from providing context to data or by asking 

questions on the data • Knowledge is composed of the concepts, tacit experiences,  ideas, insights, values and judgments of individuals • Wisdom gives the ultimate discernment of the material and  guides a person in the application of knowledge

CMS – Configuration Mgmt System W
Presentation Layer Portal
Change and Release View Schedules/plans Change Request Status Change Advisory Board agenda and minutes Asset Management View Financial Asset Asset Status Reports Asset Statements and Bills Licence Management Asset Performance Configuration Lifecycle View Project configurations Service, Strategy, Design, Transition, Operations configuration baselines and changes Technical Configuration View Service Applications Application Environment Test Environment Infrastructure Quality Management View Asset and Configuration Management Policies, Processes, Procedures, forms, templates, checklists Service Desk View User assets User configuration, Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds changes

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate
Knowledge Processing Layer Performance Management Forecasting, Planning, Budgeting Monitoring Scorecards, Dashboards Alerting

K

Query and Analysis

Reporting

Modelling

Customer/ User – Service – Application – Infrastructure mapping Information Integration Layer Service Release

Service Portfolio

Service Package

Integrated Asset and Configuration Information

Service Change

I
Data and Information Sources and Tools

Common Process Data and Information

Schema Mapping

Meta Data Management

Data Reconciliation

Data Synchronization

Extract, Transform, Load

Mining

Data Integration
Project Document Filestore Definitive Media Library Definitive Document Library CMDBs Discovery, Software Configuration Platform Configuration Asset Management Tools e.g. Storage Management Database Middleware and audit tools Network Mainframe Distributed Desktop

Enterprise Applications
Access Management Human Resources Supply Chain Management Customer Relationship Management

CMDB1

D

Structured

Definitive Media Library1 Definitive Media Library2

CMDB2

Project Software

CMDB3

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Service Knowledge Management System

Service Knowledge S i K l d Management System
Decisions

Configuration Management System

CMDB, KEDB, IDB, PDB, AMIS, CMIS, SCD…… etc

Service Operation 
Realizing value

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Service Operations
• Goals & Objective
• Coordinate and carry out the IT operational activities Coordinate and carry out the IT operational activities • Work on processes required to deliver and manage services at agreed levels  • Manage the technology that is used to deliver and support services

• Business Value
• Balance between cost vs quality • Clearer and improved communication • IT operational health management IT operational health management

Balances in Service Operation
• Internal versus external focus (IT Services versus Technology 
components) • Stability versus Responsiveness • Quality of Service versus Cost of Service • Reactive versus Proactive

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Cost versus Quality

Cost of service

Service

Range of optimal balance between Cost and Quality

Quality of Service (Performance, Availability, Recovery)

Communications in SO
• • • • • • • • •
Routine operational communication Communication between shifts 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.

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IM  ‐ Scope, Goals & Objectives
Objective: Restore normal service operation as quickly as possible and  minimize the adverse impact on business operations, thus ensuring  that the best possible levels of Service quality and availability are  maintained. Scope: • Any event which disrupts, or which could disrupt, a service.  • Events communicated directly by users/technical staff vents communicated directly by users/technical staff • Incident Management is the process for dealing with all incidents;  this can include failures, questions or queries reported by the users  (usually via a telephone call to the Service Desk), by technical staff,  or automatically detected and reported by event monitoring tools.

Incident
• An unplanned interruption to an IT Service or a reduction in 
the Quality of an IT Service.  the Quality of an IT Service • Failure of a Configuration Item that has not yet impacted  Service is also an Incident.  For example Failure of one disk from a mirror set. 

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IM – Basic Concepts
• ‘Normal service operation’ is defined here as service 
operation within SLA limits. operation within SLA limits. Major incidents • A separate procedure, with shorter timescales and  greater urgency, must be used for ‘major’ incidents. • A definition of what constitutes a major incident must be A definition of what constitutes a major incident must be  agreed and ideally mapped on to the overall incident  prioritization system  • They will be dealt with through the major incident  process.

IM – Important Concepts
• Timescales 
• Must be agreed for all incident handling (IH) stages Must be agreed for all incident‐handling (IH) stages

• Incident Model 
• Chronological order of the IH steps /  Owner of actions /  

Timescales and thresholds for completion of the Actions  

• Major incident 
• Procedure to be kept separate Procedure to be kept separate

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Impact, Urgency and Priority Impact
High Medium high -2 < 8 hours medium -3 < 24 hours low -4 l 4 < 48 hours Low medium -3 < 24 hours low -4 < 48 hours Planning/ Pl i / planned

Urgency

High Medium Low

critical -1 < 1 hour high -2 < 8 hours medium -3 di 3 < 24 hours

Priority = Impact X Urgency

Incident Management ‐ Process
From Event Mgmt From Web Interface User Phone call Email – Technical Staff

Incident Identification

Service q Request N Incident Prioritization Y

Y

To Request Fulfillment

Incident logging

Incident Categorization

Major Incident N Initial Diagnosis Functional Escalation Needed ? N Investigation & Diagnosis

Major Incident Procedure

Y

Hierarchical Escalation Needed ? Y Management Escalation

Functional Escalation to next level

Resolution & Recovery

Incident Closure

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IM – Challenges 
• • • • •
The ability to detect incidents as early as possible.  Convincing all users that all incidents must be logged.  Convincing all users that all incidents must be logged Availability of information about problems and Known Errors. Integration into the CMS.  Integration into the SLM process

IM – KPIs 
• • • • •
Total numbers of Incidents Breakdown of incidents at each stage  Breakdown of incidents at each stage Size of current incident backlog Number and percentage of major incidents Mean elapsed time to achieve incident  resolution or  circumvention, broken down by impact code • P Percentage of incidents handled within  agreed response time. t f i id t h dl d ithi d ti

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Event Management ‐ Scope, Goals &  Objectives
• Provides the entry point for the execution of Service 
Operation processes and activities.  Operation processes and activities • Provides a way of comparing actual performance and  behavior against design standards and SLAs.  • Provides a basis for Service Assurance and Reporting; and  Service Improvement.

EM – Basic Concepts
• An event can be defined as any detectable or discernible 
occurrence  occurrence
• that has significance for the management of the IT 

Infrastructure or the delivery of IT service

Please Note:
Events are typically notifications created  by an IT service,  Events are typically notifications created by an IT service Configuration Item (CI) or monitoring tool • Events that signify regular operation • Events that signify an exception • Events that signify unusual, but not exceptional, operation

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Alert
• A warning that a threshold has been reached, something has 
changed, or a Failure has occurred.  changed or a Failure has occurred • Alerts are often created and managed by System  Management tools and are managed by the Event  Management Process. 

Service Request
• A request from a User for information, or advice, or for a 
Standard Change or for Access to an IT Service.  Standard Change or for Access to an IT Service • For example to reset a password, or to provide standard IT  Services for a new User.  • Service Requests are usually handled by a Service Desk, and  do not require an RFC to be submitted. 

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Request Fulfillment  ‐ Scope, Goals & Objectives

• To provide a channel for users to request and receive 
standard services for which a pre‐ defined approval and  standard services for which a pre defined approval and qualification process exists • To provide information to users and customers about the  availability of services and the  procedure for obtaining  them • To source and deliver the components of requested To source and deliver the components of requested  standard services (e.g. licenses and  software media) • To assist with general information, complaints or  comments

RF – Basic Concepts
• Service Requests will usually be satisfied by implementing a 
Standard Change (frequent changes with low risk, low cost) Standard Change (frequent changes with low risk low cost) • The ownership of Service Requests resides with the Service  Desk, which monitors, escalates, dispatches and often fulfils  the user request. • Pre‐defined Request Models which typically include some  form of pre‐approval by Change Management 

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Problem Management  ‐ Scope, Goals & Objectives

Goal & Objective • To prevent problems and resulting incidents from happening To prevent problems and resulting incidents from happening,  to eliminate recurring incidents and to minimize the impact of  incidents that cannot be prevented Scope: Four Ps of service management Four Ps of service management

Problem 
• Unknown underlying cause of one or more Incidents (RCA)  • The cause is not usually known at the time a Problem Record 
is created, and the Problem Management Process is  responsible for further investigation. 

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Workaround
• Reducing or eliminating the Impact of an Incident or Problem 
for which a full Resolution is not yet available.  for which a full Resolution is not yet available • For example by restarting a failed Configuration Item.  • Workarounds for Problems are documented in Known Error  Records. • Workarounds for Incidents that do not have associated  ob e eco ds a e docu e ted t e c de t eco d Problem Records are documented in the Incident Record. 

Known Error and KEDB
• A Problem that has a documented Root Cause and a 
Workaround. 

• K Known Errors are created and managed throughout their  E d d d h h h i
Lifecycle by Problem Management.  • Known Errors may also be identified by Development or  Suppliers. 

Known Error Data Base (KEDB) • A database containing all Known Error Records.  • This database is created by Problem Management and used 
by Incident and Problem Management.  • The Known Error Database is part of the Service Knowledge  Management System. 

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PM – Roles
• Problem Manager
• Liaison with problem solution groups Liaison with problem solution groups. • Ownership and protection of KEDB • Formal closure of problem records.

• Problem Solving Groups.
• Actual problem solving technical teams • For serious problem separate dedicated team can be formed For serious problem separate dedicated team can be formed.

Access Management  ‐ Goal

• To provide authorized users the necessary rights to use a To provide authorized users the necessary rights to use a 
service or group of services • Actual execution of policies and actions defined in Security  and Availability Management

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Access Mgmt – Basic Concepts
• Access : level and extent of a service’s functionality or 

data that a user is entitled to use • Identity : distinguishing information about an individual  which verifies their rank or status on the org‐chart
(Every user MUST have a unique identity)

• Rights or privileges: set of services a user is permitted to 
use 
(actual settings permiting access to a service or service group) 

• Services or service groups: Services clubbed together into 
a group to facilitate access management according to  functional relevance • Directory Services: a tool or technology used to manage  access and privileges 

Continual Service Improvement

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Goal & Objectives of CSI
• The primary purpose of CSI is to continually align and 
realign IT services to the changing business needs by  realign IT services to the changing business needs by identifying and implementing improvements to IT  services that support business processes Objectives: Review, analyze and make recommendations: • On improvement opportunities On improvement opportunities • Service levels Improve effectiveness and efficiency in delivering services  by ensuring applicable quality practices are used

Business Value of CSI
• • • • •
Increased organizational competency Integration between people and processes Integration between people and processes Reduction of redundancy increases business throughput Minimized lost opportunities Assured regulatory compliance that will minimize costs and  reduce risk • Abilit t Ability to react to change rapidly. tt h idl

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PDCA Model

Business requirements Request for new service Service and process measurements External requirements Security requirements

Continual Service Improvement Management responsibilities PLAN CSI ACT Modify CSI CHECK Monitor, measure and review CSI DO Implement CSI

Business B i results Customer satisfaction More effective and efficient processes New changed services Improved employee morale

CSI Model
What is the vision? Business vision, mission, goals and objectives

Where are we now?

Baseline assessments

How do we keep the momentum going?

Where do we want to be?

Measurable targets

g How do we get there?

Service & process improvement

Did we get there?

Measurements & metrics

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Measurement – Business value
Why Measure ? – Purpose of reports

To Validate
Your Measurement Framework

To Direct

To Justify

To Intervene

Performance Baselines
Purpose: •M k Markers – M ki Marking start point t t i t • For later comparison • Decision making – Does it need improvement ? Where to establish: • Strategic goals and objectives • Tactical process maturity • Operational metrics and KPIs

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Types of metrics
• Technology metrics 
• C Component & application performance , availability etc t& li ti f il bilit t

• Process metrics 
• CSFs, KPIs and activity metrics for the service management 

processes

• Service metrics
• These metrics are the results of the end to end service These metrics are the results of the end‐to‐end service.  • Component metrics are used to compute the service metrics.

The 7‐Step Improvement Process
Identify • Vision • Strategy • Tactical Goals • Operational Goals 1. Define what you should measure

7. Implement corrective action Goals 6. Present and use the information, assessment summary, action plans, etc.

2. Define what you can measure

3. Gather the data Who? How? When? Integrity of data?

5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action?

4. Process the data Frequency? Format? System? Accuracy?

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Functions in ITIL V3

What are functions ?
• A function is a logical concept 
• that refers to the people and automated measures that refers to the people and automated measures • that execute

a defined process • an activity  • or a combination of processes or activities

• In larger organizations a function may be broken up and 
performed by several departments, teams and groups, or it  may be embodied within a single organizational unit.

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Major SM Functions in ITIL V3
• TMF – Technical Management Function
• Custodian of technical knowledge and expertise related to managing the IT

• AMF – Application Management Function
• Custodian of technical knowledge and expertise related to managing 

applications

• Overlaps with Application Development

• ITOMF – IT Operations Management Function
• Responsible for the daily operational activities needed to manage the IT 

Infrastructure

• Has IT Operations control & Facilities Management Has IT Operations control & Facilities Management • Overlaps with TMF & AMF

• SDF – Service Desk Function
• SPOC • Focuses on service restoration 

TMF – Roles in Service Management

• It is the custodian of technical knowledge and expertise 
related to managing the IT infrastructure.  related to managing the IT infrastructure
• In this role, it ensures that the knowledge required to design, 

test, manage and improve IT services is identified, developed  and refined.

• It provides the actual resources to support the ITSM Lifecycle. 
• In this role it ensures that resources are effectively trained and 

deployed to design, build, transition, operate and improve the  technology required to deliver and support IT services.

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TMF – Objectives
The objectives of Technical Management are to :  Plan • Well designed and highly resilient, cost‐effective technical topology Implement and maintain a stable technical infrastructure  • By use of adequate technical skills to maintain the technical  infrastructure in optimum condition Support the organization’s business processes  • Through swift use of technical skills to speedily diagnose and resolve  any technical failures

AMF – Roles in Service Management

• It is the custodian of technical knowledge and expertise 
related to managing applications.  related to managing applications • It provides the actual resources to support the ITSM Lifecycle. Please note:
• Application Management is to applications what Technical 

Management is to the IT Infrastructure.  Management is to the IT Infrastructure. • Application Management plays a role in all applications,  whether purchased or developed in‐house.  • One of the key decisions : Build or Buy

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AMF – Objectives
The objectives of Application Management are to: • Support the organization’s business processes Support the organization’s business processes  • Identify functional and manageability requirements for  application software • Assist in the design and deployment of applications  • Assist the ongoing support and improvement of applications

AMF – Organisational Overlap
Requirements

Optimize IT Service Management Strategy, Design, Transition and Improvement

Design

Operate

Build and Test

Deploy

Application Development

Application Management

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ITOMF – Objectives
IT Operations Management is  • Responsible for the daily operational activities needed to Responsible for the daily operational activities needed to  manage the IT Infrastructure • Done according to the Performance Standards defined during  Service Design Please note: Please note: • In some organizations this is a single, centralized department,  while in others some activities and staff are centralized

ITOMF – Role
Functions :

• IT Operations Control IT Operations Control
• Ensures that routine operational tasks are carried out • Provides centralized monitoring and control activities • Uses an Operations Bridge or Network Operations Centre

• Facilities Management 
• Management of the physical IT environment 

(Data centers, computer rooms, etc)

Please note:
• In large Data Centers Technical and Application Management are co‐located with 

IT Operations

• In some organizations many physical components of the IT Infrastructure are 

outsourced and Facilities Management may include the management of the  outsourcing contracts

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ITOMF – Organisational Overlap
Service Desk Technical Management Application Management Financial Apps

Mainframe

IT Operations Control Console Management Job Scheduling

Server

Backup and Restore Print and Output

HR Apps

Network

Facilities Management Data Centres Recovery Sites

Business Apps

Storage

Consolidation Contracts

Database

Directory Services

Desktop

Middleware

SDF – Objectives
• Primary aim ‐ restore the ‘normal service’ to the users as 
quickly as possible quickly as possible
(In this context ‘restoration of service’ is meant in the widest possible sense) 

Please note : • It is SPOC – Single point of contact • While this could involve fixing a technical fault, it could  equally involve fulfilling a service request  or answering a  equally involve fulfilling a service request or answering a query or anything that is needed to allow the users to return  to working satisfactorily

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Local Service Desk
For Local business needs  and onsite support
• Desktop support • Network support • Application support • Systems and operations Systems and operations 
support
First line support Local User Local User Local User

Service Desk

• Third party support

Third Party Support

Network & Operation Support

Application Support

Desktop Support

Centralized Service Desk
• In multi location environment local SD becomes expensive • Central SD is established serving all locations • All service request are logged at a central physical location • Key benefits
– Reduced operational costs – Consolidated Mgmt reports. g p – Better resource allocation
Third Party Support Customer Site 1 Customer Site 2 Customer Site 3

Centralized Service Desk
Second Line Support

Network & Operation Support

Application Support

Desktop Support

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Virtual Service Desk
• Virtual service desk can be 
accessed from anywhere in the  world
Amsterdam Service Desk Paris Service Desk London Service Desk

• If the organization is MNC it gives  f h i i i i i
same benefits of centralized  service desk

Sydney Service Desk

Wan Modem

Virtual Service Desk

Modem

Internet

• Maintains  central database 
accessible from all locations
Telephone

Service Mgmt Database (S) Toranto Service Desk Lan

• Th The only difficulty is the person  l diffi l i h
required at Virtual SD needs to be  specialist
• Follow The Sun Model

La L n

New York Service Desk User Site 1 User Site a Fax

Local Users

Local Users

Remote Users

Third Party Supplier Service Desk

SDF – Staffing
• Technically Unskilled • Technically Skilled Technically Skilled  • Technically Experts • Super User
• Staffing depends on complexity of system supported and what 

business can pay for.
• Can be used as a stepping stone for more technical and 

supervisory job.

ITIL V3 Foundation training

89

Vinsys IT Services (I) Pvt. Ltd.

SDF – Metrics
• • • •
Customer / User satisfaction (CSAT / USAT) Average handling time (AHT) Timely escalations and resolutions Timel escalations and resol tions First call resolution (FCR)

• Time within which calls are answered. • Call escalations as specified in SLA • Restoration of service within acceptable time and in accordance with the 
SLA

• Timely information to users about current and future changes and errors. • Conduct customer surveys to determine
• Is the telephone answered courteously? • Are users given good advice to prevent incidents?

Technology and Architecture
Automating Value Delivery

ITIL V3 Foundation training

90

Vinsys IT Services (I) Pvt. Ltd.

Generic Requirement
• • • • • • • • •
‘Self Help’ capability Workflow or Process Engine W kfl P E i Integrated CMS Discovery/Deployment /Licensing Technology Remote Control Diagnostic Utilities g Reporting Dashboards Integration with Business Service Management

Why Service Automation.
• How Service Automation assists with integrating Service 
Management processes Management processes
• The variation in human performance with workload, time can be 

disadvantageous • Automated resource can be used to serve across time zones and  during after hours. • Capacity of automated resources can be tuned easily. • It reduces depreciation of knowledge due to attrition.

ITIL V3 Foundation training

91

Vinsys IT Services (I) Pvt. Ltd.

P&R-Service Portfolio & Relationship

ITIL® Qualificatio n scheme

O&S-Service Operation and Support M&C-Service Monitoring and Control D&O-Service Design and Optimization

Good luck for exam

ITIL V3 Foundation training

92

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