ITIL V3 Foundation Course Ebook PDF

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ITIL® V3 FOUNDATION CERTIFICATION

E-LEARNING COURSE
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ITIL® V3 Foundation Course Objectives
2
At the end of the course, you should be able to

Discuss the ITIL v3 qualification scheme
Explain the practice of Service Management
Describe Service Lifecycle
Identify key principles and models of ITIL V3
Define generic concepts in ITIL v3
Discuss the processes, roles and functions in ITIL V3
Summarize the use of technology with ITIL V3
Successfully clear your ITIL v3 foundation exam.

ITIL® V3 Foundation Course Agenda
3
Module 1: Introduction to Service Management Lifecycle

Principles of Service Management, Processes, The ITIL Service Lifecycle
Module 2: Service Strategy
Concepts and Models, Processes
Module 3: Service Design
Concepts and Models, Key Principles, Processes
Module 4: Service Transition
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
Module 1
4
Introduction
To Service
Management
Lifecycle
Lesson 1.0: What is ITIL ?
5
What is ITIL® ?
A set of publications for good practices in IT service
Management.
Why ITIL ?
• Focuses on descriptive guidance on IT Service Management that’s
easily adapted.
• Emphasizes Quality Management approach, standards
ITIL® goals
• Consistent, comprehensive, hygienic set of Best-Practice guidance
• Platform independent discussion of processes
• Common Language, Standardized vocabulary
• Flexible framework, adaptable to different IT environments.
De-Facto Industry Standard
Lesson 1.1: ITIL V3 Components
6
Lesson 1.2: ITIL Core Publications
7
Each lifecycle phase of ITIL V3 Core

is represented by a Volume in the
Library
1. Service Strategy
2. Service Design
3. Service Transition
4. Service Operation
5. Continual Service Improvement
Lesson 1.3: ITIL V3 Qualification Scheme:
8
Credits System
Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimization (PPO)
Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)
http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp
Lesson 1.4: ITIL V3 Foundation Exam Format
9
Type Online, Multiple choice, 40 questions. The questions are selected from
the full ITIL Foundation in IT Service Management examination
question bank.
Duration Maximum 60 minutes. Candidates sitting the examination in a language
other than their native language have a maximum of 75 minutes
Supervised Yes
Open Book No
Pass Score 65% (26 out of 40)
Where ? Prometric Centers, visit www.prometric.com, Exam Code: EX0-101
Lesson 2.0: Principles of IT Service
10
Management
Lesson objectives
At the end of this lesson, you should be able to:
Explain the concept of good practice
Define the concepts of service, Service Management,

Functions, Roles &Processes, and RACI
The role of IT Governance across the Service Lifecycle

Lesson 2.1: ITIL is presented as Good
Practice. What are good Practices?
11
Good Practices are generally commoditized, generally accepted, proven effective ways of
doing things which were previously considered best practices of the pioneering
organizations.
Successful Innovations applied diligently become Best

Practices
Best practice accepted and adopted by others become

common, Good Practices
Good Practices are Commoditized, generally accepted

principles, or regulatory requirements
Lesson 2.2: Why Choose Good practices over
Proprietary ones?
12
Good Practices, Public Standards

Proprietary knowledge
and frameworks
Difficult to adopt
Wide Community Distribution
Difficult to replicate and transfer
Public Training and Certification
Hard to document
Valid in Different applications Highly customized
Peer Reviewed Specific to business needs
Used by different parties Hard to adapt or reuse
Free and publicly available

Owners expect compensation
Labor market skills easy to find
Lesson 2.3: What is a Service?
13
A means of delivering value to customers by facilitating outcomes customer want to

achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider.

Customers focus on outcomes versus means.
Customer Service Provider

Transfer costs and Risks Takes on Costs and Risks
Retains focus and accountability for Responsible for the means of achieving
outcomes outcomes
Lesson 2.4: What is a Service Management?
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Business Outcomes
Value
Customer Assets
Performance
Service Management
Services
Capabilities Resources
Service Assets A5 Management Financial Capital
A4 Organization Infrastructure
A3 Processes Applications
Capabilities Resources
A2 Knowledge Information
A1 People
Lesson 2.5: Process, Functions and Roles
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Process
- A set of activities designed to accomplish a specific
objective. A process takes defined inputs and turns them
into defined outputs. A process may include roles,
responsibilities, tools and management controls required
to deliver the outputs
Lesson 2.6: A Basic Process
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Data, Information
and Knowledge
Desired
Process Outcome
Suppliers
Activity 1
Activity 2 Customer
Activity 3
Service Control & Quality

Trigger
Lesson 2.7: Process Characteristics
17
• It is measurable
• It delivers specific result
• Primary result are delivered to customers or stakeholders
• It responds to specific events (triggers)

Lesson 2.8: Functions
18
Function
- A team or group of people and the tools they use to carry out
one or more processes or activities
Lesson 2.9: Processes across the organization
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CIO
Project
Operations Development Architecture
Management
Website Enterprise
Service desk Project 1
Architecture
HR
Mainframe Applications Project 2
Finance
Application Applications
Project 3
Networks
Lesson 2.10: Service Management Roles :
Service Owner
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Service Owner :
The person who is accountable for the delivery of a specific IT Service. They
are responsible for continual improvement and management of change
affecting Services under their care. Example: The owner of the Payroll Service
Responsibilities:
To act as prime Customer contact for all Service related enquiries and issues
To ensure that the ongoing Service delivery and support meet agreed Customer
requirements
To identify opportunities for Service Improvements, discuss with the customer
and to initiate changes for improvements if appropriate.
To liaise with the appropriate Process Owners throughout the Service
Management lifecycle
To solicit required data, statistics and reports for analysis and to facilitate effective
Service monitoring and performance
Lesson 2.11: Service Management Roles :
Process Owner
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Process Owner :
The person responsible for ensuring that the process is fit for the desired
purpose and is accountable for the outputs of that process. Example: The
owner for the Availability Management Process
Responsibilities:
Assisting with process design
Documenting the process
Make sure the process is being performed as documented
Making sure process meetings it aims
Monitoring and improving the process over time

Lesson 2.12: Connecting with Processes and
Functions: RACI
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RACI is an acronym for the four main roles of:

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

Lesson 2.13: Key Terminology: Service
Provider
23
Service Provider :
An Organization supplying Services to one or more Internal Customers or
External Customers. Service provider is often used as an short form for IT
Service provider.
There are three types of business models service
providers:
Type I Type II Type III

Internal Service Provider Shared Services Provider External Service Provider
• An internal service provider that • An internal service provider that • Service provider that provides IT
is embedded within a business provides shared IT service to services to external customers
unit e.g. one IT organization more than one business unit i.e. outsourcing
within each of the business e.g. one IT organization to
units. The key factor is that the service all businesses in an
IT Services provide a source of umbrella organization. IT
competitive advantage in the Services typically don’t provide
market space the business a source of competitive
exists in. advantage, but instead support
effective and efficient business
processes.
Lesson 2.14: Key Terminology: Supplier
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Supplier:
A Third party responsible for supplying goods or Services that
are required to deliver IT services. Examples of suppliers
include commodity hardware and software vendors, network
and telecom providers, and outsourcing Organizations.
Business
Contract:
A legally binding agreement between two or more Service Provider
parties to supply goods or services
Supplier
Fig: A Basic value Chain

25 Lesson 3.0: The Service Lifecycle
Lesson objectives
Understand the value of the Service Lifecycle
How the processes integrate with each other, throughout

the Lifecycle
Explain the relationship between Governance and IT

Service Management
Lesson 3.1: Lifecycle Components
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Application Mgmt
Facilities Mgmt
IT Operations Mgmt
Supplier Management Service Knowledge Management Infrastructure Mgmt
Information Security Management Evaluation Management Service Desk
IT Service Continuity Management Release & Deployment Management Access Management
Strategy Generation Availability Management Validation & Testing Management Problem Management
Service Asset & Configuration

IT Financial Management Capacity Management Incident Management
Management
Service Portfolio Mgmt Service Catalog Mgmt Change Management Request Fulfillment
Demand Management Service level Management Transition Planning & Support Event Management
Service Service Service Service

Strategy Design Transition Operations
Service level Management Service Improvement Service Reporting Service Measurement & Analysis
Lesson 3.2: The Lifecycle Interactions
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The Business / Customers

Requirements
SLP’s from
Requirements
Service Knowledge Management Systems
Resources &
Service Strategy
(SKMS) Including the Service Portfolio &
Policies Constraints
Strategy
SDP’s
Service Design Standards
Service Catalog
Architectures
Solution
Design
SKMS Updated
Service Transition Tested Solutions
Transition plans
Operational
Service Operation Services
Operations Plan
Continual Service
Improvement Improvement
Plans & Actions
Lesson 3.3: Relationship between
Governance and ITSM
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Relationship between Governance and ITSM

Corporate Governance
Ensures the provision strategy and business Establishes IT policy, Standards and Principles,
plans. Establishes the Corporate policies and Assures alignment of IT strategy to corporate
enables strategic direction, objectives, critical business strategy
success factors and key result areas.
IT Governance
Establishes, enables and executes the IT
Corporate Compliance strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Assures adherence to Legal, Industrial and regulatory Areas.
requirements.
Assures the design and IT Compliance IT Service Management

operability of IT
policies , processes
and key controls
End of Module 1
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Covered so far…
What it ITIL
Process, Function, Technology
Life Cycle of Service i.e. SS,
SD, ST, SO and CSI
We are covering hereon…
Lifecycle Phases
Processes and Functions
Tools used for ITSM
But before that a quiz !
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Module 1: Quiz
Sample question 1:
Which of the following is NOT one of the ITIL® core publications?
a) Service Operation
b) Service Transition
c) Service Derivation
d) Service Strategy
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Module 1: Quiz
Sample question 2:
What is the RACI model used for?
a) Documenting the roles and relationships of stakeholders in a

process or activity
b) Defining requirements for a new service or process
c) Analyzing the business impact of an incident
d) Creating a balanced scorecard showing the overall status of

Service Management
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Module 1: Quiz
Sample question 3:
A service owner is responsible for which of the following?
a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to

support a Service
c) Producing a balanced scorecard showing the overall status of

all Services
d) Recommending improvements
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Module 1: Quiz
Sample question 4:
Which of the following statements is CORRECT?

1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
a) All of the above
b) 1 only
c) 2 only
d) None of the above

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Module 1: Quiz
Sample question 5:
Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes
a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above
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Module 1: Quiz
Sample question 6:
Which off the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder
a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only
d) All of the above
36 End of Module 1
Module 2
37
Service
Strategy
38
Lesson 1: Service Strategy
Lesson objectives
• Understand the Goals and Objectives of Service
Strategy
Lesson 1.1: Service Strategy Objectives
39
Shows organization how to transform Service Management into

a strategic asset and then think and act in a strategic manner
Helps clarify the relationship between various services, systems

or processes and the business models, strategies or objectives
they support
KEY ROLE: To stop and think about WHY something has to be done, before
thinking HOW.
Lesson 1.2: Key Strategy Questions
40
9 The objectives of service Strategy are to answer questions

such as :
• What services should we offer and to whom?

• How do we differentiate ourselves from competing alternatives?
• How do we truly create value for our customers?
• How do we capture value for our stakeholders?
9 Process in Service Strategy:
• Demand management
• Service portfolio Management, and
• Financial management
41
Lesson 2.0: Key concepts of service strategy
Lesson objectives
• Describe basics of Value Creation through

Services
• Explain Business Case
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Lesson 2.1 Key Principles and Models
Service Value Creation : Utility & Warranty
Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?
Utility
Value
Available enough ?
Capacity enough ?
AND Fit for Use ?
Continuous enough ?
Secure Enough ?
Warranty
Lesson 2.2: Service Value creation: Utility & Warranty
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Utility Warranty
Functionality offered by Promise that the product/service will meet agreed requirements
product /service as the
customer views it
What the customer gets How it is delivered
Fitness for purpose Fitness for use
Three Characteristics of warranty
>Provided in terms of availability/capacity of services
>Ensures customer assets continue to receive utility, even if
degraded, through major disruptions
> Ensures Security for value-creating potential of customer
assets
Increases performance Reduces performance variation
average
Lesson 2.3: Basics of Value Creation: Service Assets
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Service Assets – Resources and capabilities available to an organization.
Resources – the IT infrastructure. People, money and others which

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

intangible assets of an organization.
Resources Capabilities
Financial Capital Management
Infrastructure Organization
Applications Processes
Information Knowledge
People
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Lesson 2.4: Service Packages
Core Services Package Supporting Services

(Basic outcomes desired Package
by the customer.) (Enables or Enhances the
value proposition )
Service Level Packages

(Defines level of utility and warranty provided by Service Package)
Availability Levels Capacity Levels Security Levels
Continuity
Service Features
Service Support
Lesson 2.5: Business Case
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A decision support and planning tool that projects the likely

consequences of a business action
Justification for a significant item of expenditure.
Includes Information about costs, benefits, options, issues, risks and
possible problems
Uses qualitative and quantitative terms
Type Business case structure
1. Introduction – business objectives addressed
2. Methods and assumptions- boundaries of the business case
3. Business Impacts – Financial and non financial
4. Risks and Contingencies
5. Recommendations – Specific Actions
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Lesson 2.6: Risk
Risk
• Risk is defined as uncertainty of outcome, whether positive opportunity
or negative threat.
• There are two distinct phases. Risk Analysis and Risk Management.
• Risk analysis is concerned with gathering information about exposure to
risk so that the organization can make appropriate decisions and
manage risk appropriately.
• Risk management supports critical decision making process, in terms of
evaluating and selecting controls.
• Management of risk covers a wide range of topics, including business
continuity management (BCM), security, program/Project risk
management and operational service management.
Lesson 2.7: What is a Service Portfolio?
48
Service Portfolio
Service
Improve-
ment
The Service Portfolio Customer Plan Market
3 Space 1
represents the
commitments and
investments made by a
service provider across
all customers and market Customer Service Market
2 Portfolio Space 2
spaces.
It also includes the

ongoing service
improvement plans and Customer Market
third party services. Third Space 3
1
Party
Services
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Lesson 2.8: Components of Service Portfolio
Service Portfolio
Components of
Service Service Catalog
Portfolio Service Pipeline
Continual service
Market Improvement Third
Spaces
Party
Catalog
Service Service Retired

Transition Operations Services
Customers Service
Design Return on Assets
earned during Service
Operations Resources
Resources Released
Engaged
Common Pool of resources

Lesson 2.9: Service management Technology &
Automation
50
Automation (Tools) are extremely useful to improve utility

and warranty of services:
Real time and historical data for analysis
Correlation of data from multiple devices
Service Impact analysis for prioritization
Service Performance optimization

Lesson 2.9: Service management Technology &
Automation
51
Automation of service processes helps improve the quality

of service, reduce costs and reduce risks by reducing
complexity and uncertainty, and by efficiently resolving
trade-offs.
Some of the areas where service management can benefit
from automation
Design and modeling
Service catalogue
Pattern recognition and analysis
Classification, prioritization and routing
Detection and monitoring
Optimization.
Lesson 2.9: Service management
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Technology & Automation
Service Management Tools functionality include

Self Help: a web front-end offering a menu-driven range of
Self-Help and Service Requests – with a direct interface into
the back-end process-handling software.
Workflow or Process Engine: should allow responsibilities,
activities, timescales, escalation paths and alerting to be pre-
defined and then automatically managed.
Integrated CMS: CIs, Relationships, Records related to incidents,
problems, KE & Change
Discovery/Deployment technology: populate or verify CMS
data, assist in license management, ability to deploy new
software at target locations
Lesson 2.9: Service management
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Technology & Automation
Service Management tools functionality include (contd.)
Remote Control: allow relevant support groups to take control

of the user desktops
Diagnostic scripts & utilities
Reporting & Dashboards

54 Lesson 3.0: Service Strategy Process
Lesson objectives
At the end of this lesson, you should be able Objectives
and basic concepts of the two processes in Service
Strategy:
9 Demand Management, and
9 Financial Management.
Lesson 3.1: Demand Management:
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Objectives
The primary objective of Demand Management is to assist the IT

Service Provider in understanding and influencing Customer demand
for services and the provision of Capacity to meet these demands.
Other objectives include:
• Identification and analysis of Patterns of Business Activity (PBA) and

user profiles (UP) that generate demand.
• Utilizing techniques to influence and manage demand in such a way

that excess capacity is reduced but the business and customer
requirements are still satisfied.
Lesson 3.2: Managing Demand for Services
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Demand Pattern
Service
Process Capacity
Management
Plan
Service Belt
Patterns of
Business Activity Delivery Schedule
Demand
Management
57
Lesson 3.3: PBA and UP
Pattern of Business Activity (PBA)

Workload profile of one or more business activities
Varies over time
Represents changing business demands
User Profile
Pattern of user demand for IT services
Each user profile includes one or more PBAs
Lesson 3.4: Financial Management: Goals
58
and Objectives
Business
Opportunities
Business
Technology
Financial
Capabilities
Management
IT
Lesson 3.5: Financial Management: Activities
59
Activities
Predicting the expected future requirements for
Budgeting funds to deliver the agreed upon services and
monitoring adherence to the defined budgets.
Enables the IT organization to account fully for the

Accounting
way its money is spent.
Chargeback Charging customers for their use of IT Services.
Working with the process of Demand Management

Demand to anticipate usage of services by the business and
Modeling the associated financial implications of future
service demand.
Lesson 3.6: Financial Management:
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Benefits
Benefits
• Enhanced decision making.
• Increased speed of change.
• Improved Service Portfolio Management.
• Financial compliance and control.
• Improved operational control.
• Greater insight and communication of the value created by IT

services.
• Increased visibility of IT leading to increased perception of IT

61 End of Module 2
• Objectives and Key concepts of Service Strategy

• Service Strategy processes.
62
Module 2: Quiz
Question 1:
Which ITIL® process is responsible for drawing up a charging
system ?
a) Availability Management
b) Capacity Management
c) Financial Management for IT Services
d) Service Level Management

63
Module 2: Quiz
Question 2:
A Service Level Package is best described as?
a) A description of customer requirements used to negotiate a

Service Level Agreement
b) A defined level of utility and warranty associated with a core

service package
c) A description of the value that the customer wants and for

which they are willing to pay
d) A document showing the Service Levels achieved during an

agreed reporting period
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Module 2: Quiz
Question 3:
The utility of a service is best described as:
a) Fit for design
b) Fit for purpose
c) Fit for function
d) Fit for use

65
Module 2: Quiz
Question 4:
The contents of a service package include:
a) Base Service Package, Supporting Service Package, Service

Level Package
b) Core Service Package, Supporting Process Package, Service
Level Package
c) Core Service Package, Base Service Package, Service

Support Package
d) Core Service Package, Supporting Services Package, Service

Level Packages
66
Module 2: Quiz
Question 5:
Setting policies and objectives is the primary concern of which of
the following elements of the Service Lifecycle?
a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service

Operation and Continual Service Improvement
67
Module 2: Quiz
Question 6:
Which of the following questions does guidance in Service Strategy help
answer?
1: What services should we offer and to whom?
2: How do we differentiate ourselves from competing alternatives?
3: How do we truly create value for our customers?
a) 1 only
b) 2 only
c) 3 only
d) All of the above
Module 3
68
Service
Design
69 Lesson 1.0 Service Design
Lesson objectives
• Understand the Goals and Objectives of

Service Design
• Understand the Value Service Design
provides to the Business.
70
Lesson 1.1: Service Design Objectives
To convert the strategic objectives defined during

Service Strategy into Services and Service Portfolios.
To use a holistic approach for design to ensure

integrated end-to-end business related functionality and
quality.
To ensure consistent design standards and conventions

are followed in all services and processes being
designed.
71
Lesson 1.2: Value to Business
Reduced Total Cost of Ownership (TCO)

Improved quality of service
Improved consistency of service
Easier implementation of new or changed services
Improved service alignment
More effective service performance
Improved IT governance
More effective Service Management and IT processes
Improved information and decision-making
Lesson 2.0: Service Design Key
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Concepts
Lesson objectives
• Understand the importance of People, Processes,
Products and Partners for Service Management.
• Understand the five major aspects of Service
Design.
• Explain Service Design Package
Lesson 2.1: 4 P’s in Service Management
73
• Skills • Services
• Organisation • Technology
• Experience • Tools
IT Service Management
• Suppliers • Activities
• Manufacturers • RACI
• Vendor
Processes • Dependencies
Lesson 2.2: Major Aspects of Service
74
Design
New or Changed Service Solutions Design
Service Management systems and tools design
Technology and Management architectures design
Processes design
Measurement systems design

75
Lesson 2.3: Service Design Package
Defines all aspects of an IT Service and its requirements through each

stage of its lifecycle. A service Design package is produced for every
new IT service, a major change or for retiring a service.
Service Acceptance
Business requirements
Criteria
Contents of a Service Operational
Service Applicability
Service Design Acceptance Plan
Service Contacts Package Service Transition

Plan
Service Functional
Requirements Service Program
Service Level Service Design & Organisational

Requirements Topology Readiness
76
Lesson 3.0: Service Design
Processes
Lesson objectives
• State the Objectives and basic concepts of the following processes
• Service Catalog Management
• Service Level Management
• Supplier Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
Lesson 3.1: Service Catalogue
77
Management: Objectives
Objectives • To provide a single source of consistent

information on all of the agreed services, and
ensure that it is widely available to those who
are approved to access it.
• To ensure that a Service Catalog is produced,
maintained, and kept current, containing accurate
information on all operational services and those
being prepared to be run operationally.
Key terms • Business Service Catalog

• Technical Service Catalog
Lesson 3.2: Service Catalogue
78
Management: Key Terms
Business Service Catalog Details of all the IT services delivered to the customer,
together with relationships to the business units and the
business process that rely on the IT services. This is the
customer view of the Service Catalogue.
Technical Service Catalog Contains the details of all the IT services delivered to
the customer, together with relationships to the
supporting services, shared services, components and
CIs necessary to support the provision of the service to
the business.
Lesson 3.3: Service Level Management:
79
Objectives
Objectives • To ensure an agreed level of IT service is

provided for all current IT services, and future
services have an achievable target.
• To define , document, agree on, monitor
measure, report and review the level of IT
services provided.
• To provide and improve the relationship and
communication with the business and customers.
• Proactive measures to improve the levels of
service delivered are implemented in a cost-
justified manner.
Key terms • Service Level requirements (SLR’s), Service
Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)
80
Process Activities
Design and Monitor

Plan SLA’s Service
Performance
Determine Negotiate & Continual Service Produce

Service Design Negotiate &
and Document
Agree Service
Requirements Improvement Reports
Conduct Service
SLA review and
Improvement Instigate Service
Improvement
81
Terminology
Service Level • Detailed recording of the Customer’s needs, forming the

requirements (SLR) basis for design criteria for a new or modified service.
• A written statement of available IT services, default
Service Catalog levels, options, prices and identification of which
business processes or customers use them.
• An Agreement between an IT Service Provider and a
Service Level Customer. The SLA describes the IT Service, documents
Agreement (SLA) Service Level targets, and specifies the responsibilities
of the IT Service Provider and the Customer.
• Internal agreement with another function of the same
Operational Level
organization which supports the IT service provider in
Agreement (OLA)
their delivery of services.
Underpinning • Contract with an external supplier that supports the IT
Contract (UPC) organization in their delivery of services.
• A Service Level Agreement Monitoring(SLAM) Chart is
SLAM Chart used to help monitor and report achievements against
Service Level Targets.
Lesson 3.6: Service Level
82
Management: Key Terms Illustrated
Business Business Business Process

Payroll
Process Process
S
L
A
Network Email Storage Storage
Services Services Services Services
OLA OLA OLA OLA

Service Desk Hardware Software Applications Storage
IT Infrastructure U U U
P P P
C C C
External Supplier
Lesson 3.7: Service Level Management: Designing
SLA Structures
83
Customer Based vs. Service Based SLA’s Multi Level SLA’s
Customer A Customer B Customer C Corporate
Service Based Corporate Level SLA
Customer Based Customer A Customer B
Service X Service Y Service Z

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

(Tea) (Coffee) (Juice)
Service Level SLA
84
SLA Content
Service Level Agreement

for Service XYZ
• Introduction to the SLA.

• Service description
• Mutual Responsibilities
• Scope of SLA
• Applicable Service Hours
• Service Availability
• Reliability
• Customer Support Agreements
• Relationship and Escalation contacts
• Service Performance Metrics
• Security
• Costs and Charging Mechanisms.
Lesson 3.9: Supplier Management:
85
Objectives
Objectives • To manage suppliers and the services they supply, to

provide seamless quality of IT service to the
business and ensure that value for money is
obtained.
• Ensure that underpinning contracts and agreements
with suppliers are aligned to business needs.
• Manage relationships with suppliers.
• Negotiate and agree contracts with suppliers.
• Manage supplier performance.
• Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD).
Key terms • Supplier and Contract Database (SCD)
Lesson 3.10: Supplier Management:
86
Supplier and Contract Database
Supplier Supplier and

Strategy Contracts
Evaluation
& Policy
Establish new
suppliers and
Supplier Contracts
&
Supplier categorization and Contract
Maintenance of the SCD
Database
(SCD)
Supplier & Contract
Management &
performance
Contract
Renewal And/or
termination
Lesson 3.11: Supplier Management: Relationship
with Service Level Management
87
Supplier Management
To ensure the UC’s are aligned with
SLR’s and SLA’s by managing
relationships with Supplier.
Service Level Supplier
Management Management
Service Level Underpinning External
Agreements (SLA) Contracts (UC’s) Suppliers
Lesson 3.12: Capacity Management:
88
Objectives
Objectives • To ensure that cost-justifiable IT capacity in all

areas of IT always exists and is matched to the
current and future agreed needs of the business, in
a timely manner.
• Produce and maintain an appropriate and up-to-
date Capacity Plan.
• Provide advice and guidance to the business and IT
on all capacity and performance-related issues
• Ensure that service performance achievements meet
or exceed all of their agreed performance targets.
Key terms • Capacity plan/ CMIS
• Business capacity management
• Service capacity management
• Resource/Component capacity management
Lesson 3.13: Capacity Management: A
89
Balancing Act
Supply
• Resources
Capacity • Components
Demand
• Performance
Cost
Lesson 3.14: Capacity Management:
90
Process Activities
Review Current Capacity

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

Capacity Plans Document new
Requirements & Capacity
Lesson 3.15: Capacity Management: Sub
91
Process
• Translates business needs and plans into

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

end performance and capacity of the live,
Service Capacity operational IT services usage and workloads.
Management • Ensure that the performance of all services, as
detailed in service targets within SLAs and SLRs, is
monitored and measured, and that the collected
data is recorded, analyzed and reported.
Component • Management, control and prediction of the
Capacity performance, utilization and capacity of individual
Management IT technology components.
Lesson 3.16: Availability Management
92
Process: Objectives
Objectives • To ensure that the level of Service Availability

delivered in all services is matched to or exceeds
the current and future business requirements, in a
cost-effective manner.
• To provide a point of focus and management for all
availability-related issues.
• Produce and maintain an appropriate and up-to-
date Availability Plan.
• Ensure that proactive measures to improve the
availability of services are implemented wherever it
is cost-justifiable to do so.
Key terms • Availability, Reliability, Maintainability,
Serviceability
• Vital business Functions (VBF)
• Expanded Incident Lifecycle & MTRS, MTBF, MTBSI
Lesson 3.17: Availability Management:
93
Key Terms explained
Availability • The percent time of agreed service hours the

component or service is available.
• A measure of how long a component or IT
Reliability Service can perform its agreed operation
without interruption.
• A measure of how quickly and effectively a
Maintainability component or IT Service can be restored to
normal working after a Failure.
• The ability of a Third-Party Supplier to meet the
Serviceability terms of its Contract. This Contract will include
agreed levels of Reliability, Maintainability or
Availability for an IT service or component.
94
Key Terms explained..contd.
• The business critical elements of the business

Vital business process supported by an IT Service.
Functions • Typically this will be where more effort and
(VBF’s) investments will be spent to protect these vital
business functions.
• All aspects of service availability and
Service unavailability and the impact of component
Availability availability, or the potential impact of
component unavailability on service
availability.
Component • All aspects of component availability and
Availability unavailability.
95
Expanded Incident Lifecycle
Uptime
Downtime
Uptime
Incident 2
Recovered
Incident 1
Diagnose
Repaired
Restored
Record
Detect
Mean Time
Time to Time to Time to Time to Time to Time to Between
detect Record Diagnose Repair Recover Restore Failures
(MTBF)
Mean Time to Restore Service (MTRS)
Mean Time to between system incidents (MTBSI)

Lesson 3.20: IT Service Continuity
96
Objectives • To support the overall Business Continuity

Management (BCM) process by ensuring that the
required IT technical and service facilities (including
computer systems, networks, applications, data
repositories, telecommunications, environment,
technical support and Service Desk) can be resumed
within required, and agreed, business timescales.
• Maintain a set of IT Service Continuity Plans and IT
recovery plans that support the overall Business
Continuity Plans (BCPs) of the organization.
Key terms • Business Continuity Planning (BCP)

• Business Impact Analysis (BIA)
• Business Continuity Management (BCM)
• Risk Analysis
97
Management: Key Terms Explained
• Strategies and actions to take place to continue

Business Business Processes in the case of a disaster.
Continuity
Management • It is essential that the ITSCM strategy is
(BCM) integrated into and a subset of the BCM
strategy.
• Quantifies the impact loss of IT service would
have on the business.
Business Impact
Analysis (BIA) • Identifies the most important services to the
organisation and is therefore critical input to
Strategy
• The business critical elements of the business
process supported by an IT Service.
Vital Business
Functions (VBF’s) • Typically this will be where more effort and
investments will be spent to protect these vital
business functions.
Lesson 3.22: IT Service Continuity Management:
Key Terms Explained..contd
98
• Possibility of an event occurring that could cause

harm or loss, or affect the ability to achieve
Objectives.
Risk • A Risk is measured by the probability of a
Threat, the Vulnerability of the Asset to that
Threat, and the Impact it would have if it
occurred.
• Identification & Evaluation of Assets, Threats
Risk and Vulnerabilities that exist to business
Assessment processes, IT services, IT infrastructure and other
assets.
Risk • Identifying appropriate risk responses or cost-

justifiable countermeasures to combating
Management identified risks.
99
Management: Lifecycle Activities
Initiation
Business Continuity
Strategy
Requirements
On Going & Strategy
Invocation Operations
Implementation
Business Continuity
Plans
Lesson 3.24: Information Security
100
Objectives • To align IT security with business security and ensure

that information security is effectively managed in
all service and IT Service Management activities.
• To protect the interests of those relying on
information, and the systems and communications
that deliver the information, from harm resulting
from failures of availability, confidentiality and
integrity.
Key terms • Availability, Confidentiality, Integrity

• Information Security policy
• Information Security Management System (ISMS)
101
Management: Key Terminology
• Protecting information against unauthorized

Confidentiality access and use.
• Examples: Passwords, swipe cards, firewalls
• Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Integrity
• Examples: Rollback mechanisms, test procedures,
audits.
• The information should be accessible at any
agreed time. This depends on the continuity
Availability provided by the information processing systems.
• Examples: UPS, resilient systems, Service desk
hours
102
Management: Security Framework
Information Security Framework
Information
Information Security Management System
Security
Strategy
Information
Security Policy Information Security Processes
Information > Communications Strategy
Security Information Management of Security Risks > Training & Awareness
Organisation Security Controls Strategy
103
Management: Security Policy
Security Policy Contains….

Audience for 9 An overall Information Security Policy
Security Policy 9 Use and misuse of IT assets policy
• These policies 9 Access control policy
should be widely 9 Password control policy
available to all 9 E-mail policy
customers and 9 internet policy
users, and their 9 Anti-virus policy
compliance should 9 Information classification policy
be referred to in 9 Document classification policy
all SLRs, SLAs, 9 Remote access policy
contracts and 9 Policy for supplier access of IT service, information
agreements. and components
9 Asset disposal policy.
Lesson 3.28: Information Security Management:
Information Security Management System (ISMS)
104
Interested • Service level • Awareness, Interested

Agreements (SLA’s) Classification
Parties • Underpinning • Personnel Security Parties
Contracts (UC’s) • Physical Security
(Customers, • Operational level • Systems Security (Customers,
Suppliers agreements (OLA’s) Plan Implement • Security Incident
Procedures
Suppliers
• Policy Statements
etc.) etc.)
Control Managed
Information • Organize
Security Information
• Establish framework
Requirements & Security
• Allocate responsibilities
Expectations
Maintain Evaluate
• Learn • Internal audit
• Improve • External audit
• Plan • Self assessments
• Implement • Security Incidents
105 End of Module 3
106 Service Design :Quiz
107
Module 3 : Quiz
Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
A. The design of the Service Portfolio, including the Service
Catalogue
B. The design of new or changed services
C. The design of Market Spaces
D. The design of the technology architecture and management

systems
108
Module 3 : Quiz
Question 2:
Which of the following is MOST concerned with the design of new
or changed services?
A. Change Management
B. Service Transition
C. Service Strategy
D. Service Design
109
Module 3 : Quiz
Question 3:
Implementation of ITIL Service Management requires preparing
and planning the effective and efficient use of:
A. People, Process, Partners, Suppliers
B. People, Process, Products, Technology
C. People, Process, Products, Partners
D. People, Products, Technology, Partners

110
Module 3 : Quiz
Question 4:
What is the MAIN goal of Availability Management?
A. To monitor and report availability of components
B. To ensure that all targets in the Service Level Agreements

(SLAs) are met
C. To guarantee availability levels for services and components
D. To ensure that service availability matches or exceeds the

agreed needs of the business
111
Module 3 : Quiz
Question 5 :
The Information Security Policy should be available to which
groups of people?
A. Senior business managers and all IT staff only
B. Senior business managers, IT executives and the Information

Security Manager only
C. All customers, users and IT staff
D. Information Security Management staff only

112
Module 3 : Quiz
Question 6 :
Which of the following are activities that would be carried out by
Supplier Management?
1: Management and review of Organisational Level Agreements (OLAs)

2: Evaluation and selection of suppliers
3: Ongoing management of suppliers
A. 1 and 2 only
B. 1 and 3 only
C. 2 and 3 only
D. All of the above
Module 4
113
Service
Transition
114 Lesson 1.0: Service Transition
Lesson objectives

Service Transition
• Explain What value Service Transition
provides to the Business
Lesson 1.1: Service Transition Goals
115
Assure proposed changes in the Service Design package are realized.

Plan for and Implement the Deployment of Releases for New or
Changed Services.
Test Releases so as to minimize the possibility of undesirable impact to
the Production environment.
Retire or Archive Services.
KEY ROLE: To move Services from Design to Operations, without impacting the ongoing
Services
Lesson 1.2: Service Transition Objectives
116
•Plan and manage the resources to establish successfully a new or

changed service into production within the predicted cost, quality and
time estimates.
•Ensure there is minimal unpredicted impact on the production services,

operations and support organization.
•Increase the customer, user and Service Management staff satisfaction

with the Service Transition practices including deployment of the new or
changed service, communications, release documentation, training and
knowledge transfer.
•Increase proper use of the services and underlying applications and

technology solutions.
117
• The capacity of the business to respond quickly and adequately

to changes in the market improves.
• Changes in the business as a result of takeovers, contracting,
etc. are well managed.
• More successful changes and releases for the business.
• Better compliance of business and governing rules.
• Less deviation between planned budgets and the actual costs
• Better insight into the possible risks during and after the input of
a service into production.
• Higher productivity of customer staff
118 Lesson 2.0: Service Transition: Key
Principles and Models
Lesson objectives
• Understand the V Model of Service Transition

• Understand Configuration Item
• Understand Configuration Management System
119
Lesson 2.1: Service V Model
Service Transition – V Model
120
Lesson 2.2: Configuration Item (CI)
9Anything that needs to be managed in order to deliver an IT Service.
9CI information is recorded in the Configuration Management System.
9CI information is maintained throughout its lifecycle by Configuration Management.
9All CIs are subject to Change Management control.
CIs typically include

IT Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs
Lesson 2.3: Configuration Management
System (CMS)
121
Information about all Configuration Items

CI may be entire service, or any component
Stored in 1 or more databases (CMDBs)
CMS stores attributes

Any information about the CI that might be needed
CMS stores relationships

Between CIs
With incident, problem, change records etc.
CMS has multiple layers

Data sources and tools, information integration, knowledge processing (scorecards,
dashboards etc.), presentation
122
Lesson 3.0: Service Transition
Processes
Lesson objectives
At the end of this lesson, you should be able to understand
Objectives and basic concepts of the four processes in
Service Transition:
• Change Management
• Service Asset and Configuration Management
• Release and Deployment management, And
• Knowledge Management
123 Lesson 3.1: Change Management
Lesson objectives
• State the Goals, Objectives and basic
concepts of Change Management
Lesson 3.2: Change Management : Goals
124
and Objectives
Goals and Objectives:
Respond to changing business requirements
• Respond to Business and IT requests to align Services with business

needs.
• Ensuring Changes are introduced in a controlled manner.
• Optimize business risk
• Implement changes successfully
• Implement changes in times that meet business needs
• Use standard processes
• Record all changes
Lesson 3.3: Change Management : Scope
125
Scope
Addition, Modification or Removal of

Any Service or Configuration Item or associated
documentation
Including
Strategic, Tactical and Operational changes
Excluding
Business strategy and process
Anything documented as out of scope
Lesson 3.4: Change Management :
126
Change Types
Change Types
Normal changes
Types are specific to the organization
Type determines what assessment is required
Standard changes
Pre-authorized with an established procedure
Tasks are well known, documented and low risk (usually)
E.g replacement of faulty printer, upgrade PC etc.
Emergency changes
Business criticality means there is insufficient time for normal handling
Should use normal process but speeded up
Impact can be high, more prone to failure, Should be kept to minimum
Remediation planning
Backout Plans
127
Change Flow
Lesson 3.6: Change Management : 7 R’s
128
of Change Management
7 R’s of Change Management

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

Lesson 3.7: Change Management : Roles
129
in Change Management
Change Manager
Process owner
Ensures that process is followed
Usually authorizes minor changes
Coordinates and runs CAB meetings
Produces change schedule
Coordinates change/built/test/implementation
Reviews/Closes Changes
130
Change Advisory Board (CAB)
Change Advisory Board (CAB)

Supports the change manager
Consulted on significant changes
Business,users, application/technical support, operations,
service desk, capacity, service continuity, third parties …
people who have clear understanding of business needs
Technical specialists / consultants
Emergency CAB (ECAB)
Subset of the standard CAB
Membership depends on the specific change
131
Change Metrics
Change Metrics
Compliance
Reduction in unauthorized changes
Reduction in emergency changes
Effectiveness
Percentage of changes which met requirements
Reduction in disruptions, defects and re-work
Reduction in changes failed/backed out
Number of incidents attributable to changes
Efficiency
Benefits (value compared to cost)
Average time to implement (by urgency/priority/type)
Percentage accuracy in change estimates
Lesson 3.10: Change Management : Key
132
Challenges
9Business pressure to “just do it”
9Inaccurate and incomplete Configuration Management System
9Siloed Technical Function areas
9 Misunderstanding of “Emergency” changes
9Scalability across large organizations
9Vendor/Contract Compliance
9 Adhoc nature of people

133 Lesson 3.11: Service Asset and
Configuration Management
Lesson objectives
• State the goals, objectives and basic concepts of
Service Asset and Configuration Management
Lesson 3.12: Service Asset and Configuration
Management: Goals and Objectives
134
The goal of SACM is to provide a logical model of the IT

infrastructure correlating IT services and different IT components
(physical, logical etc) needed to deliver these services
The objective of SACM is to define and control the components of

services and infrastructure and maintain accurate configuration
records. This enables an organization to comply with corporate
governance requirements, control its asset base, optimize its costs,
manage change and release effectively, and resolve incidents and
problems faster.
Management: Basic Concepts
135
Basic Concepts
What is a Configuration Item (CI) ?
9Anything that needs to be managed in order to deliver an IT Service
9CI information is recorded in the Configuration Management System
9CI information is maintained throughout its lifecycle by Configuration Management
9All CIs are subject to Change Management control

CI Types :
CIs typically include
•IT Services, hardware, software, buildings, people, and formal documentation such as
Process documentation and SLAs
Management: Basic Concepts
136
Basic Concepts
Configuration baseline
Configuration details captured at a specific point in time.
This captures both the structure and details of a
configuration Item.
It is used as a reference point for future Builds, Releases
and Changes. (e.g. After major changes, disaster recovery
etc).
Typically managed through the Change Management
process.
Management: Basic Concepts: Contd..
137
Basic Concepts
What is a Configuration Management System (CMS) ?
•Information about all Configuration Items
•CI may be an entire service, or any component
•Stored in 1 or more databases (CMDBs)
•CMS stores attributes
•Any information about the CI that might be needed
•CMS stores relationships
•Between CIs
•With incident, problem, change records etc.
•CMS has multiple layers
•Data sources and tools, information integration, knowledge processing (scorecards,
dashboards etc.), presentation
Management: Basic Concepts: Contd..
138
Basic Concepts
What is a Definitive Media Library (DML) ?
9The only source for build and distribution
9Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
9Quality checked
Complete, correct, virus scanned ..
Management: Basic Concepts: CMDB & DML
139
Basic Concepts
DML and CMDB
Management: Basic Concepts: Logical Model
140
Services
E - Banking E - Sales
User Application Application User

Experience Experience
Availability SLA Business Business SLA Availability

Logic Logic
Application Application
Infrastructure Infrastructure
Data Center
Network
Messaging Data Web Web Data Messaging
services services services services
Network Name
Topology service
Authentication
Lesson 3.16: Service Asset and Configuration Management:
Basic Concepts: Relationship between CMDB, CMS and SKMS
141
SKMS Informed Decision
CMS
CMDB
142 Lesson 3.17: Release and Deployment
Management
Lesson objectives
Release and Deployment Management
Lesson 3.18: Release and Deployment
Management: Goals
143
• Release management is responsible for planning, scheduling,

and controlling the movement of new or changed services, in
the form of a release package, to both the testing and the live
production environments
• Deployment management is responsible for the movement of
new or changed hardware, software, documentation, or other
configuration items into the live production environment.
144
• Planned Release and Deployment in line to the business needs

• Build, Install, Test and Integrate releases
¾ Efficiently, successfully and on schedule.
¾ With minimal impact on production services, operations, and support teams
¾ Enabling new or changed services to deliver agreed service requirements
• Control and minimize the impact of releases to the ongoing

services
• Transfer knowledge and skills to end users and support teams,
leading to an effective use and support
Management: Basic Concepts: Release Policy
145
Release Policy: The overarching strategy for Releases and was derived
from the Service Design phase of the Service Lifecycle and typically
includes:
• Release Description with the unique identification, numbering and naming
conventions.
• The roles and responsibilities at each stage in process.
• The expected frequency for each type of release
• The approach for accepting and grouping changes into a release.
• The mechanism to automate the build, installation and release distribution
processes to improve re-use, repeatability and efficiency
• How the configuration baseline for the release is captured and verified against
the actual release contents, e.g. hardware, software, documentation and
knowledge
• Exit and entry criteria and authority for acceptance of the release into each
Service Transition stage and into the controlled test, training, disaster recovery
and production environments
• Criteria and authorization to exit early life support and handover to Service
Operations.
Management: Basic Concepts: Release Unit
146
Release unit
- Cls that are normally released together
- Typically includes sufficient components to perform a useful function. For
example - Fully configured desktop PC, payroll applications
Release package
- Single release or many related releases
- Can include hardware, software, utility, warranty, documentation,
training …
Management: Basic Concepts: Release Types
147
Release Types
Major Release:
Containing large proportions of new functionalities. Also known as a
Major Upgrade, generally supersedes all preceding minor upgrades.
Minor Release:
Contains small enhancements and fixes. A Minor Upgrade or release
generally supersedes previous emergency fixes.
Emergency Release:
Normally linked to an Emergency change.
Lesson 3.22: Release and Deployment Management:
Basic Concepts: Release and Deployment Approaches
148
Release and Deployment Approaches
Big bang versus phased approach

Phased approach can be users, locations, functionality ..
Push versus Pull deployment
Automated versus manual deployment

149 Lesson 3.23: Knowledge Management
Lesson objectives
Knowledge Management
Lesson 3.24: Knowledge Management:
150
Goals
The goal of Knowledge Management is to Improve quality of

management decision making by ensuring that reliable and secure
information and data is available throughout the service lifecycle
The objective of Knowledge Management is to ensure that the right

information is delivered to the appropriate place or person at the
right time to enable informed decisions.
151
Objectives
Knowledge Management is The process responsible for gathering,

analyzing, storing and sharing knowledge and information within an
organization.
The primary purpose of knowledge Management is to improve

efficiency and effectiveness by reducing the need to rediscover
knowledge.
152
Basic Concepts: DIKW
153
Service Knowledge Management System
154
SKMS
9A set of tools for managing knowledge and information.
9 SKMS includes CMS.
9 SKMS contains all the information needed to manage the lifecycle

of IT Services.
155 Module 4 : Summary
• Goals and Objectives

• Service Transition V Model
• Service Transition processes:
¾ Change Management
¾ Service Asset and Configuration Management
¾ Release and Deployment Management
¾ Knowledge Management
156 Module 4 : Quiz
157
Module 4: Quiz
Question 1:
Which of the following statements about a standard change is
INCORECT ?
a) A Standard change is a low risk change
b) Standard changes are pre-authorized changes
c) Standard changes are authorized by E-CAB
d) Standard changes are only raised by Incident Management

158
Module 4: Quiz
Question 2:
Which statement is the CORRECT statement about the relationship
between CMS and SKMS ?
a) The SKMS is a part of the CMS
b) The CMS is a part of the SKMS
c) There is no relationship between the CMS and SKMS
d) The CMS and the SKMS are the same

159
Module 4: Quiz
Question 3:
Whish of the following is an activity of SACM ?
a) Account for all the Financial assets of an organization
b) Specify the relevant attributes of CI
c) Implement ITIL across the organization
d) Design Service models to justify ITIL implementations

160
Module 4: Quiz
Question 4:
Which of the following does Service Transition provide guidance on:
1. Moving New and Changed Services to production
2. Testing and Validation
3. Transfer of services to and from external service provider
a) All of the above
b) None of the above
c) Only 1 and 2
d) Only 1
161
Module 4: Quiz
Question 5:
Which of the following is an INCORRECT Release and
Deployment approach?
a) Propagate and Consolidate
b) Push and Pull
c) Big bang and Phased
d) Automated and Manual

162
Module 4: Quiz
Question 6:
Which of the following would be stored in the DML?
1. Copies of Purchased software
2. Copies of Internally developed software
3. Relevant License documentation
4. The Change schedule
a) All of the above

b) 1 and 2 only
c) 3 and 4 only
d) 1, 2 and 3 only
Module 5
163
Service
Operations
164 Lesson 1.0: Service Operations
Lesson objectives
• Understand the Goals and Objectives of Service

Operations
• Briefly Explain What Value Service Operations provide
to business
• Understand Key Concepts & definitions
• Understand the Role of Communication in Service
Operations
Lesson 1.1: Service Operations:
Objectives
165
To coordinate and carry out the activities and processes

required to deliver and manage services at agreed levels to
business users and customers.
Responsible for the ongoing management of the technology

that is used to deliver and support services.
Carrying out activities and Processes required to deliver and

manage Services at agreed levels.
KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery

so as to ensure value to business and the service provider
166
Service Operations is where the plans, designs and

optimizations from other ITIL lifecycle phases are executed
and measured.
• Service value is modeled in Service Strategy
• The cost of the service is designed, predicted and validated in
Service Design and Service Transition
• Measures for optimization are identified in Continual Service
Improvement
From a customer viewpoint, Service Operation is where actual

value is seen.
167
Lesson 1.3: Role of Communication
Good communication is important across all phases of the service lifecycle

but particularly so in Service Operation
Good communication is needed between all IT Service Management staff
and with users/ customers / partners.
Issues can often be mitigated or avoided through good communication .
All communication should have:
- Intended purpose and/ or resultant action
- Clear audience, who should be involved in deciding the
need/format
Examples of Communications in Service Operations
· Routine operational communication
· Communication between shifts
· Performance reporting
-Communication related to emergencies
· Training on new or customized processes and service designs
168
Lesson 1.4: Events
An expected or unexpected change of state of a an IT component that could negatively

impact delivery of IT services.
Events are typically notifications created by an IT service, Configuration Item (CI) or a

monitoring tool.
Event Type Description
Informational An event that does not require any action, regular operation
Example: Notification that a scheduled workload has completed
Warning An Event that is unusual but not an exception, requires closer
monitoring.
Example: A servers CPU utilization is approaching maximum
performance threshold.
Exception An Event signifying a service or a device is operating abnormally
Example: A PC scan reveals the installation of unauthorized
software.
169
Lesson 1.5: Alerts & Incidents
Alert Incident
A warning that a threshold has been An unplanned interruption to an IT
reached, something has changed, or service.
a Failure has occurred. A reduction in the quality of an IT
Alerts are often created and service.
managed by System Management Failure of an IT component that has
tools. not yet affected service, but could
Alerts are managed by the Event likely disrupt service if left
Management Process. unchecked. This can be raised by IT
Objective is to notify the concerned support teams.
Stakeholders Example: Failure of a server in a
clustered mode.
Relationship between Events, Alerts and Incident

All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents
170
Lesson 1.6: Service Request
Service Request
A generic description for many varying types of demands that are placed upon the
IT Department by the users.
Many of these requests are actually small changes – low risk, frequently occurring,
low cost, etc.
Their scale and frequency, low-risk nature means that they are better handled by a
separate process, rather than being allowed to congest and obstruct the normal
Incident and Change Management processes.
Examples:
A request to change a password,
A request to install an additional software application onto a particular PC,
A request to relocate some items of desktop equipment
171
Lesson 1.7: Problem & Workaround
Problem Workaround
A temporary way to restore service

The cause of one or more incidents. failures to a usable level. For example;
rebooting a server hang.
The cause is not usually known at the
time a Problem Record is created, Used for reducing or eliminating the
and the Problem Management Impact of an Incident or Problem for which
Process is responsible for further a full Resolution is not yet available.
investigation.
Workarounds for Incidents that do not
Prioritized in the same way and for have associated Problem Records are
same reasons as Incidents. documented in the Incident Record.
Workarounds for Problems are

documented in Known Error Records.
Lesson 1.8: Known Error (KE) and Known
172
Error Database (KEDB)
Known Error (KE) Known Error Database (KEDB)
A Problem that has a documented Root A storage of previous knowledge of

cause and a Workaround. incidents and problems
• A known error might be raised for • exact details of the fault and the
a problem whose root cause is not symptoms that occurred
yet known but a workaround has • how they were overcome
been identified.
Allows quicker diagnosis and resolution
Known Errors are created and if Incidents/Problems recur.
managed throughout their Lifecycle by
Problem Management.
Known Errors may also be identified by

Development or Suppliers. For
example; Application incompatibility
reports for Windows by Microsoft
.
Lesson 1.9: Impact, Urgency & Priority
173
Impact A measure of the effect of an Incident, Problem or Change on

Business Processes.
Based on how Service levels will be affected.
Urgency A measure of how long it will be until an Incident, Problem or
Change has a significant Impact on the Business.
Priority The relative importance of an Incident, Problem or Change.
Priority is based on Impact and Urgency, and is used to identify

required times for actions to be taken.
• For example, the SLA may state that Priority 2 Incidents must
be resolved within 12 hours.
174 Lesson 2.0: Service Operations Process
Lesson objectives
• State the objectives and basic concepts for Event

Management
Lesson 2.1: Event Management:
Objectives
175
Definition
The process responsible for monitoring Events throughout their
Lifecycle.
Objectives
To detect events, make sense of them and determine the appropriate control
action.
Can be used as a basis for automating many routine Operations
Management activities,
For example
- executing scripts on remote devices, or
- submitting jobs for processing
It provides a way of comparing actual performance and behavior against
design standards and SLAs.
Provide the basis for Operational Monitoring and Control
Lesson 2.2: Event Management: Process
176
Activities
Process Activities
Event occurs
Event Detection , Filtering & Notification
Event Significance (Type of Event)

(Information, Warning or Exception)
Event correlation.
Event Response
Event Review & Closure

Lesson 2.3: Event Management: Event
177
Logging & Filtering
178
Managing Exceptional Events
179
Managing Information & Warning Events
Lesson 2.6: Incident Management: Objectives
180
Definition
The process for dealing with all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone call to the Service Desk),
by technical staff, or automatically detected and reported by event monitoring
tools.
Objectives
To restore normal service operation as quickly as possible and minimize the
adverse impact on business operations
To ensure that the best possible levels of service quality and availability are
maintained, i.e. restore service within SLA’s
Lesson 2.7: Incident Management: Scope
181
and Value to Business
Scope Value to Business
Managing any disruption or Lower downtime to the business,

potential disruption to live IT services which in turn means higher
availability of the service.
Incidents identified
• Directly by users through the The capability to identify business
service Desk priorities and dynamically allocate
• Through an interface from Event resources as necessary.
Management to incident
Management tools The ability to identify potential
improvements to services.
Reported and/or logged by
technical staff
Lesson 2.8: Incident Management: Basic
182
Concepts
Time Scales • Timescales must be agreed for all incident handling stages.
- Depending on Priority & SLA’s
- Documented in OLA’s & UC’s
• All support groups should be made fully aware of these
timescales.
Incident Models An Incident model is predefined steps to handle a particular
Incident.
The incident model should include:
• The steps that should be taken to handle the incident
• The order in which these steps should be taken in.
• Responsibilities; who should do what
Major Incident An Incident Model to handle Incidents of Major Impacts and great
Urgency.
Lesson 2.9: Incident Management:
183
Process Flow & Activities
Lesson 2.10: Incident Management:
184
Process Interfaces
• SLA’s, OLA’s, UC’s

Event • Service break/ degrading
Manage Events
• Performance ment
Capacity
incidents
Manage
• Incident ment
Workarounds
Problem • Potential problems
Incident
Manage
Management ment
• Availability
incidents
• RFC for resolving Incidents
Change
• Incidents from Failed
Manage
Changes
ment
• CI data
• Maintain faulty CI
Status
*SACM: Service Asset & Configuration Management
Lesson 2.11: Problem Management:
185
Objectives
Definition
The process responsible for managing the lifecycle of all problems.
Problem Management seeks to identify and remove the root-cause of Incidents
in the IT Infrastructure.
Objectives
To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
To minimize the impact of incidents that cannot be prevented.
Lesson 2.12: Problem Management:
Scope and Value to Business
186
Scope Value to Business
Activities required to diagnose the Together with Incident and Change

root cause of incidents and to Management increases IT service
determine the resolution to those availability and quality.
problems.
Reduction in downtimes and
Responsible for ensuring that the disruptions of Business critical
resolution is implemented through the systems.
appropriate control procedures,
especially Change Management and Reduced expenditure on
Release Management. workarounds or fixes that do not
work
Maintain information about
problems and the appropriate Reduction in cost of effort in fire-
workarounds and resolutions fighting or resolving repeat
incidents.
Lesson 2.13: Problem Management: Basic
187
Concepts
Reactive Problem • Resolution of underlying cause (s)

Management • The activities are similar to those of Incident
Management for the logging, categorization and
classification for Problems. The subsequent activities are
different as this is where the actual root-cause analysis
is performed and the Known Error corrected.
• Covered in Service Operation
Proactive Problem • Prevention of future problems by analyzing Incident
Management Records, and using data collected by other IT Service
Management processes and external sources to identify
trends or significant problems.
• Generally undertaken as part of Continual Service
Improvement (CSI)
Lesson 2.14: Problem Management: Process
Flow: Reactive Problem Management
188
Problem Problem Problem

detection & Categorization Investigation &
Logging & Prioritization Diagnosis
Problem Workarounds & Known

Resolution & raising Known Error
Closure Error Records Database
Errors from
Major Problem
Development /
Reviews
Suppliers
Lesson 2.15: Problem Management: Process
Flow: Interfaces with Other Processes
189
Availability Management
Change Management • Is involved with determining how to
• ensures that all resolutions or reduce downtime and increase uptime
workarounds that require a change to through proactive problem
a CI are submitted through Change management techniques
Management through an RFC.
Capacity Management
Configuration Management
• Capacity Management helps in
• uses the CMS to identify faulty CIs and problem investigation and
also to determine the impact of resolution
problems and resolutions.
Problem
Management IT Service Continuity Management
Release & Deployment Management
• When a significant problem is not
• assists in ensuring that the associated
resolved before it starts to have a major
known errors are transferred from the
impact on the business, it interfaces with
development Known Error Database
ITSCM
into the live Known Error Database.
Financial Management
Service Level Management
• contributes to improvements in service
• Problem Management provides
levels, and its management information
management information about the cost
is used as the basis of some of the SLA
of resolving and preventing problems
review components.
Lesson 2.16: Request Fulfillment
190
Process
Definition
The processes of dealing with Service Requests from the users.
Objectives
To provide pre-defined pre-approved standard services to users.
To provide users with information on available services and procedures for
obtaining them.
Deliver requested standard services.
Assist IT users with general information, comments and complaints
Basic Concepts
Request models – Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.
Lesson 2.17: Access Management:
191
Objectives
Definition
The process of granting authorized users the right to use a service, while
preventing access to non-authorized users.
• Also referred to as Rights Management or Identity Management.
• In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management.
Objectives
To grant authorized users the right to use a Service and deny access to
unauthorized users
To Execute policies and actions defined in Security and Availability
Management
Lesson 2.18: Access Management: Basic
192
Concepts
Basic Concepts
Access • Access refers to the level and extent of a service’s functionality
or data that a user is entitled to use.
Identity • The information about the user that distinguishes them as an
individual, and which verifies their status within the
organization.
• By definition, the identity of a user is unique to that user.
Rights • Also called privileges, refer to the actual settings whereby a
user is provided access to a service or group of services.
• Typical rights or levels of access include read, write, execute,
change, delete.
Service/ Service • Granting users/User groups access to similar set of services
Groups
193 Lesson 3.0: Service Operations: Functions
Lesson objectives
• Explain the role, objectives and

organizational structures of Service desk
194
Lesson 3.1: Service Desk
Definition
A Service Desk is a functional unit made up of a dedicated number of staff
responsible for dealing with a variety of service events, often made via
telephone calls, web interface, or automatically reported infrastructure events.
Acts as daily Single point of contact for IT users
Objectives
To restore the ‘normal service’ to the users as quickly as possible.
Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
Manage Incidents throughout its lifecycle, which also includes user
communication and Technical & hierarchical escalations.
Conducting customer/user satisfaction survey.
195
Lesson 3.1: Purpose of Service Desk
Purpose of Service Desk

Improved customer service, perception of IT and satisfaction with IT services
Increase accessibility to IT services through a single point of contact,
communication and information.
Better quality and faster turnaround of customer or user IT requests
Enhanced focus and a proactive approach to IT service provisioning.
More meaningful management information for decision support
Improved teamwork and communication amongst IT staff.
A reduced negative business impact.
Improved usage of IT Support resources and increased productivity of
business personnel.
196
Lesson 3.2: Organization Structures
Type Description
1. Local Located physically close to the user community it serves.
2. Centralized Service desk is deployed at one central physical location.
3. Virtual Impression of single, centralized Service desk, through the
use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7
service.
5. Specialized ‘specialist groups’ within the overall Service Desk structure,
so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.
Lesson 3.3: Service Desk Function:
197
Organization Structures- Local
Local
Aids communication and gives a
clearly visible presence
Local Users
Can often be inefficient and
expensive to resource due to low call
Service Desk volumes
(local)
Reasons for a Local service desk…
• Language and cultural or
political differences
• Different time zones
• Specialized groups of users
• VIP/criticality status of users.
Third Party Application Infrastructure
Support Support Support
198
Organization Structures- Centralized
Centralized
Customer Customer Customer
Site 1 Site 2 Site 3
Local Service Desks merged into one
or few locations.
Service Desk
(centralized) more efficient and cost-effective,
allowing fewer overall staff to deal
with a higher volume of calls.
Second-Line Support
‘local presence’ to handle physical
support requirements, but controlled
Third party Application Infrastructure
Support Support Support and deployed from the central desk.
199
Organization Structures- Virtual
Virtual
Single Visible Service Desk which

may actually be run by staff in
multiple locations.
Allows for ‘homeworking’, secondary

support group, off-shoring or
outsourcing – or any combination
necessary to meet user demand.
Safeguards are needed to ensure

consistency and uniformity in service
quality and cultural terms
Lesson 3.6: Service Desk: Service Desk
200
Staffing
Service Desk Staffing

Correct number and qualification at any given time, considering
• Customer expectations and business requirements
e.g. call response time (SLA) , Budget
• Number of users to support, their language and skills
• Coverage period, out-of-hours, time zones/locations, travel time
• Processes and procedures in place, Infrastructure for short breaks
Minimum qualifications
• Interpersonal skills, Business and underlying IT understanding
• Skill sets
Customer and Technical emphasis, Expert
Typing skills
Lesson 3.7: Service Desk: Service Desk
201
Metrics
Service Desk Metrics

Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
Realistic and carefully chosen – total number of call is not itself good or
bad
Some examples:
• First-line resolution rate
• Average time to resolve and/or escalate an incident
• Total costs for the period divided by total call duration minutes
• The number of calls broken by time of day and day of week, combined with the
average call-time
• Customer/User Satisfaction surveys
202
Lesson 3.8: Technical Management
Role of Technical Management Function
The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Objectives
To help plan, implement and maintain a stable technical infrastructure to
support the organization’s business Processes
-Well designed and highly resilient, cost-effective infrastructure configuration
- Use of adequate technical skills to maintain the technical infrastructure and to
speedily diagnose and resolve any technical failures that do occur.
203
Lesson 3.9: Application Management
Role of Application Management Function
Responsible for managing applications throughout their lifecycle.
• Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
• It provides the actual resources to support the ITSM Lifecycle
• Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
• The integration of the Application Management Lifecycle into the ITSM
Lifecycle
Objectives
To helping to identify functional and manageability requirements for
application software so as to support the organization’s business Processes.
Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications.
Lesson 3.10: IT Operations Management
204
Function
Role of IT Operations Management Function

The function responsible for the ongoing management and maintenance of
an organization ’s IT Infrastructure to ensure delivery of the agreed level of
IT services to the business.
Operations Control - oversees the execution and monitoring of the

operational activities and events in the IT Infrastructure.
Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.
Facilities Management - The management of the physical IT

environment, typically a Data Centre or computer rooms and recovery
sites together with all the power and cooling equipment.
Lesson 3.11: IT Operations Management
205
Objectives
Objectives
Maintenance of the as- is infrastructure and procedures to achieve stability

of the organization’s day-to-day processes and activities.
Regular scrutiny and improvements to achieve improved service at reduced

costs, while maintaining stability.
Swift application of operational skills to diagnose and resolve any IT

operations failures that occur.
206 Module 5 : Quiz
207
Service Operations : Quiz
Question 1:
Major Incidents require:
A. Separate procedures
B. Less urgency
C. Longer timescales
D. Less documentation
208
Question 2:
Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary
2: Decide whether a Problem needs to be logged
A. 1 only
B. Both of the above
C. 2 only
D. None of the above

209
Question 3:
Which of the following is NOT a valid objective of Request
Fulfillment?
A. To provide information to users about what services are

available and how to request them
B. To update the Service Catalogue with services that may be
requested through the Service Desk
C. To provide a channel for users to request and receive standard
services
D. To source and deliver the components of standard services that
have been requested
210
Question 4:
Which Functions are included in IT Operations Management?
A. Network Management and Application Management
B. Technical Management and Application Management
C. IT Operations Control and Facilities Management
D. Facilities Management and Technical Management

211
Question 5:
What is the BEST description of the purpose of Service
Operation?
A. To decide how IT will engage with suppliers during the Service

Management Lifecycle
B. To proactively prevent all outages to IT Services
C. To design and build processes that will meet business needs
D. To deliver and manage IT Services at agreed levels to
business users and customers
212
Question 6:
Which of these activities would you expect to be performed by a
Service Desk?
1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems
A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only
213 End of Module 5
Module 6
214
Continual
Service
Improvement
215
Lesson 1.0: Continual Service
Improvement

Lesson 1.1: Continual Service Improvement -
216
Goals
To continually align IT Services to the changing Business needs

by identifying and implementing improvements.
Continually be on the lookout for improvements related to

process effectiveness and efficiency.
To implement improvement plans in a cost-effective manner.

Objectives
217
•Review analyze and recommend improvement opportunities in all the

life cycle phases
•To make CSI activities, fact based, CSI Reviews and analyze Service
level achievement results
•Identify and implement activities for improve service efficiency and
effectiveness to improve service quality
•Improve cost effectiveness
•Ensure appropriate quality management methods are used to
support CSI activities
Scope
218
Scope of CSI:
9Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
9Alignment of the service portfolio with business needs
9After implementing and operating processes, CSI help Maturing the
processes.
Organization need to:
•Review management information and trends of service delivery
•Ensure outputs of enabling ITSM are achieving results
•Conduct audits to access maturity of process, compliance of processes.
•Conduct customer satisfaction surveys.
219
Lesson 2.0: CSI – Key Principles and
Models
• Understand the Basic Concepts and Key Principles of

• John Kotter’s eight steps for Organization
Transformation
Lesson 2.1: CSI and Organizational Change
220
9 Successful CSI requires organizational change
9 Organizational change presents challenges
9 Use formal approaches to address people-related issues:

¾ John Kotter’s “Eight steps to transforming your
organization”
¾ Project Management
Lesson 2.2: John Kotter’s 8 steps to
Organizational Transformation
221
Steps Quotes
1 Creating Sense of • 50% of transformations fail in this stage.
urgency
• Without motivation, people won’t help and efforts goes nowhere
• 76% of company’s management should be convinced of the need
2 Forming a guiding • Understand difficulties and producing change.
coalition
• Lack of effective, Strong leadership
• Not a powerful coalition. Opposition eventually stops the change initiatives.
3 Creating a Vision • Without a sensible vision transformation effort can easily dissolve into a list
of confusing, incompatible projects.
• An explanation of 5 minutes should obtain reaction of “understanding” and
“Interest”.
4 Communicating Vision • Without credible communication, and lot of it, the hearts and minds of the
troops are never captured.
• Make use of all communication channels.
Reference: Crown copyright OGC.

Lesson 2.3: John Kotter’s 8 steps to
Organizational Transformation…contd
222
Steps Quotes
5 Empowering others to • Structures to underpin the vision.. And removal of barriers to change.
act on vision
• More people involved, the better the outcome.
• Reward initiatives.
6 Planning for and • Real transformation takes time. Without quick wins too many people give up
creating quick wins or join the ranks of those opposing change.
• Actively look for performance improvements and establish clear goals.
• Communicate success.
7 Consolidating • Until changes sink deeply into the culture new approaches are fragile and
improvements and subject to regressions.
producing more
change • In many cases worker revert to old practices.
• Use credibility of quick wins to tackle even bigger problems.
8 Institutionalize the • Show how new approaches, behavior and attitude have helped improve
change performance. Ensure selection and promotion criteria underpin the new
approach.
Reference: Crown copyright OGC.

223
Lesson 2.4: Service Measurement
The ability to predict and report service performance against

targets of an end-to-end service is known as Service Measurement.
9Will require someone to take the individual measurements and

combine them to provide a view of the customer experience.
9This data can be analyzed over a period of time to produce a
trend.
9This data can be collected at multiple levels, (for example, CIs,
processes, services).
Lesson 2.5: Reasons to Monitor & Measure
224
225
Lesson 2.5: Types of Metrics
¾ Technology metrics: typically components and applications For

example
•Performance
•Availability
¾ Process metrics: Critical Success Factors (CSFs), Key Performance
Indicators (KPIs), activity metrics for ITSM processes
¾ Service metrics: end-to-end service metrics (often Service metrics
are a sum of process and technology metrics)
226
Lesson 2.6: Key Definitions
¾ Improvement – Favorable Outcome showing a measurable increase in

a desirable metric or a decrease in undesirable metric.
¾ Benefit – Gain achieved from Improvement. This is generally
associated with ROI or VOI.
¾ Return on Investment (ROI) – Quantifiable monetary benefit achieved
by expending a certain amount of money, usually expressed as a
percentage.
¾ Value on Investment (VOI) – Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
¾ Baseline – Benchmark used as a reference point for later comparison.
Lesson 2.7: Seven Step Improvement Process- PDCA Cycle
227
7 – Step Improvement Process – PDCA cycle

CHECK
DEFINE WHAT YOU ANALYZE THE
SHOULD MEASURE DATA
PLAN
DEFINE WHAT YOU PRESENT AND USE

CAN MEASURE THE DATA
PROCESS THE
DATA
DO
IMPLEMENT
CORRECTIVE
ACTION
GATHER THE
DATA – WHO,
HOW, WHEN
ACT
Lesson 2.8: Continual Service Improvement
228
Model
229 Module 6 : Quiz
230
Module 6: Quiz
Question 1:
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services
a) 1 and 2 only
b) All of the above
c) 2 only
d) 1, 3 and 4 only
231
Module 6: Quiz
Question 2:
Which is the first activity of the CSI model?
a) Carry out a baseline assessment to understand the current

situation
b) Understand the Business Vision and Objectives
c) Agree on priorities for Improvement
d) Create and verify a plan

232
Module 6: Quiz
Question 3:
Which of the following is NOT a metric described in CSI?
a) Process Metric
b) Personnel Metric
c) Service Metrics
d) Technology Metrics
233
Module 6: Quiz
Question 4:
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000
a) 1 and 2 only
b) 2 and 4 only
c) 1, 2 and 3 only
d) All of the above

234
Module 6: Quiz
Question 5:
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?
a) Continual Service Improvement
b) Service Strategy and Service Design
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition and

Service Operation
9 Goals and Objectives of CSI

9 John Kotter’s 8 steps of Organizational Transformation
9 Service Measurement and Metrics
9 7 Step Improvement process
9 CSI Improvement Model
236 Module 7: ITIL V3 Foundation Exam Tips
ITIL V3 Foundation Certification Exam
Practical Tips
237
• Read the question CAREFULLY
• At this level of exam the obvious answer is often the correct answer (if
you have read the question carefully!)
• Beware of being misled by the preliminary text for the question
• If you think there should be another choice that would be the right
answer, then you have to choose the “most right”
• Use strategies such as “What comes first?” or “What doesn’t belong?”

to help with the more difficult questions
• Where there are questions that involve multiple statements (i.e. 1, 2, 3,

4), then try to eliminate combinations that are immediately incorrect
(based on something you can remember) so that the question is broken
into smaller, and more manageable pieces.
ITIL V3 Foundation Certification Exam :
Practical Tips The question is asking “ What all
238 Using Elimination statements given below are
Methodology, this
statement is ruled applicable to all the processes ?”
out, as function
Lets
design is notsee with an example how to answer the questions.
applicable to ALL
process designs.
Sample Question
Which of the following statements is CORRECT for ALL processes?
Again Using Elimination Methodology, this

a) They define functions as part of their statement
design is ruled out, as not all processes
are carried out by external service provider,
some might be carried out by internal teams
b) They should deliver value for stakeholders
as well.
c) They are carried out by an external service provider in support of a customer
d) They are units of organizations responsible for specific outcomes

After going through all the statements
This statement is also ruled out, as processes
listed, This seems to be the obvious
are not units of organizations, they are called
answer, But assuming this isn't an
functions. This leaves the Statement B as the
obvious answer, lets evaluate other
best answer.
options.
ITIL V3 Foundation Certification Exam
239
Practical Tips
Let us look at another example. The question is asking what all
Sample Question statements are applicable for DML
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?
Statement 1 & 3 are correct
1. The DML can include a physical store by the definition of DML
2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation
a) All of the above Based on the above three

statements, Choices A, B
b) 1 and 2 only andStatement 2 is incorrect
C are eliminated as as DML stores only Media
theyand related
include documentation,
statement 2, Hardware spares are
c) 2 and 3 only stored in DHS
only Choice D is correct
d) 1 and 3 only
Thank You

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1

ITIL® V3 FOUNDATION CERTIFICATION

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

 Successfully clear your ITIL v3 foundation exam.

Module 1: Introduction to Service Management Lifecycle

Each lifecycle phase of ITIL V3 Core

 Explain the concept of good practice

 Define the concepts of service, Service Management,

 The role of IT Governance across the Service Lifecycle

Successful Innovations applied diligently become Best

Best practice accepted and adopted by others become

Good Practices are Commoditized, generally accepted

Good Practices, Public Standards

Free and publicly available

A means of delivering value to customers by facilitating outcomes customer want to

Costs and Risks are transferred to service provider.

Customer Service Provider

Service Control & Quality

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)

 Documenting the process

 Make sure the process is being performed as documented

 Making sure process meetings it aims

 Monitoring and improving the process over time

RACI is an acronym for the four main roles of:

Build an IT service catalogue C A/R I C I I

Define SLA for critical IT services A R C R C I

Monitor and report SL performance I A/R I I I R

Review SLAs, OLAs and UCs A R C R I R

Review and Update IT service catalogue C A/R I C I C

Create service improvement Plan I A/R I C C R

Example RACI matrix

Type I Type II Type III

Fig: A Basic value Chain

 Understand the value of the Service Lifecycle

 How the processes integrate with each other, throughout

 Explain the relationship between Governance and IT

Supplier Management Service Knowledge Management Infrastructure Mgmt

Information Security Management Evaluation Management Service Desk

IT Service Continuity Management Release & Deployment Management Access Management

Service Asset & Configuration

Service Service Service Service

Continual Service Improvement

The Business / Customers

Relationship between Governance and ITSM

Assures the design and IT Compliance IT Service Management

Which of the following is NOT one of the ITIL® core publications?

a) Documenting the roles and relationships of stakeholders in a

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to

c) Producing a balanced scorecard showing the overall status of

Which of the following statements is CORRECT?

a) All of the above

d) None of the above

 Shows organization how to transform Service Management into

Helps clarify the relationship between various services, systems

9 The objectives of service Strategy are to answer questions

• What services should we offer and to whom?

9 Process in Service Strategy:

Successfully clear your ITIL v3 foundation exam.

Explain the concept of good practice

Define the concepts of service, Service Management,

The role of IT Governance across the Service Lifecycle

Free and publicly available

Costs and Risks are transferred to service provider.

Documenting the process

Make sure the process is being performed as documented

Making sure process meetings it aims

Monitoring and improving the process over time

Understand the value of the Service Lifecycle

How the processes integrate with each other, throughout

Explain the relationship between Governance and IT

Shows organization how to transform Service Management into

Helps clarify the relationship between various services, systems

A decision support and planning tool that projects the likely

Real time and historical data for analysis

Correlation of data from multiple devices

Service Impact analysis for prioritization

Service Performance optimization

Pattern recognition and analysis

Classification, prioritization and routing

Detection and monitoring

Remote Control: allow relevant support groups to take control

Reporting & Dashboards

To convert the strategic objectives defined during

To use a holistic approach for design to ensure

To ensure consistent design standards and conventions

Reduced Total Cost of Ownership (TCO)

New or Changed Service Solutions Design

Service Management systems and tools design

Technology and Management architectures design

Measurement systems design