ITILv3 Studynotes PDF

ITIL v3 Foundation ‐ Study Notes
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Read Me

Hi there,

If you’re reading this, you’ve stumbled upon the best study notes you’ll find for ITIL v3. I
wrote these notes, and by studying from them, I scored 90% (I got 4 wrong out of 40 on
the exam). Still not convinced that these notes are awesome!?

Here’s how to use the notes:

1. Order in which you should review the study materials:

a. Exam Tips
b. Overview (a mapping of the Processes/Sub‐processes/Functions)
c. Module 1
d. Module 2
e. Module 3 – SS (Service Strategy)
f. Module 3 – ST (Service Transition)
g. Module 3 – SD (Service Design)
h. Module 3 – SO (Service Operation)
i. Module 3 – CSI (Continual Service Improvement)
j. Overview (a mapping of the Processes/Sub‐processes/Functions)

2. The first page of every note contains a list of constructs (processes / functions /
etc.) that may be tested on. If you can go through the first page of every
document and answer/define/understand the constructs without looking at the
answers listed on the subsequent pages, you’re ready to move onto the next
document.

3. While these notes are close to a complete study guide, keep in mind that getting
answers wrong on the practice tests is an invaluable exercise which will help you
determine the constructs you still need to figure out. For example, I thought I
knew what a “workaround” was, but I had to get it wrong on the practice exam
to figure out I needed to understand/memorize ITIL’s definition.

Best of luck! And hey, if you need help, don’t hesitate to contact us (info@bwyze.com)
regardless of whether you’re taking the course through us. We’ll help!

Your study partner,
B Wyze Solutions (a preferred MindMuze Education Partner)
www.bwyze.mindmuze.com for more details
ITIL v3 Foundation ‐ Study Notes
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Exam Tips

Hi there,

If you’re reading this, then you’re going to take the ITIL v3 Foundation Exam soon. Here
are some key points to keep in mind:

1. Memorize your definitions. The questions on the exam will provide 2 out of 4
answers that make sense and are very similar when referring to a term, and so if you
don’t have the term memorized, you’ll be stuck. Trust us; 15 questions on the exam
will be just like this.

2. Understanding the interrelationships, jurisdictions, and subtle differences between
the terms, processes, sub‐processes & functions is just as important as
understanding the constructs themselves. For example:

Ö What is the difference between Availability & Capacity Management?
Ö How does Operational Control differ from Technical Management?
Ö What is the difference between a workaround and a resolution in the
context of Incident Management?
Ö What’s in the Service Catalogue compared to the Service Pipeline compared
to the Service Portfolio?
Ö What’s a Rollout compared to a Deployment?
Ö Any of the roles! What does an Asset Manager do compared to a
Configuration Manager? Service Owner vs. Process Owner?
Ö Event vs. Alert vs. Incident?

3. When memorizing definitions, you can get stuck in the weeds. Knowing the overall
structure of ITIL v3 will help you organize the information in your mind and help
resolve jurisdiction questions (i.e. who does what?). So create an outline like this
(we’ve started it off for you):

Ö Service Strategy
1.1. Service Portfolio
2.1. Demand Management
3.1. Financial Management
Ö Service Design
1.1. Change Management
2.1. etc.

Best of luck! And hey, if you need help, don’t hesitate to contact us (info@bwyze.com)
regardless of whether you’re taking the course through us. We’ll help!

Your study partner,
ITIL v3 ‐ Overview

1. Service Strategy
1.1. Service Portfolio
1.2. Demand Management
1.3. Financial Management
2. Service Design
2.1. Service Catalogue Management
2.2. Service Level Management
2.3. Availability Management
2.4. Capacity Management
2.5. IT Service Continuity Management
2.6. Supplier Management
3. Service Transition
3.1. Change Management
3.2. Release & Deployment Management
3.3. Service Asset & Configuration Management
4. Service Operation
4.1. Functions
Service Desk
Technical Management
Application Management
IT Operations
4.2. Processes
Event Management
Incident Management
Request Fulfillment
Access Management
Problem Management
5. CSI

Your study partner,

Module 1: Introducing ITIL v3

Overview & Objectives

1. Module 1 ‐ Introducing ITIL
1.1. ITSM – def
1.2. ITIL
Provides (3)
Doesn’t include (1)
Objectives (3)
1.3. Best v. Good Practice
1.4. Service Mgmt vision
Vision means
Purpose of vision statement
1.5. ITIL Core lifecycle (5)
1.6. Resources vs. capabilities
1.7. Functions v. Process
1.8. Process Owner v. Service Owner
1.9. Authority Matrix
How it helps
RACI model
1.10. Technology tools (5)

MODULE 1: INTRODUCING ITIL V3

Submodule Term Definition/Point
A process‐centered approach to delivery IT services that
Overview & Objectives ITSM
meet business needs according to perf. Targets.
Provides:
Best practices for ITSM
Common language
Drives continual improvement

ITIL Doesn’t include methodology to implement

Objective:
Contribute value to org. by alignment of IT & business
Increase Efficiency (cost/time)
Improve Effectiveness (meet quality requirements)
Focus:
Understanding IT service needs
Improving quality service provisioning
ITIL Lifecycle Providing cost justifiable service quality
Identifying roles/responsibilities
Using KB approach
Identifying KPI’s
Best = superior outcomes to normal practices
Best vs. Good Practice Now more widespread, itil practices are standards;
outcomes expected; good practice
Act like a business, create vision with goals, budget,
metrics

Service Mgmt Vision Vision ‐ Where do we want to be

Purpose of vision statement
• Clarify direction of IT support
• Motivate ppl in right direction
• Coordinate actions of ppl
• Outline POV of sr. mgmt
Documenting, negotiating, & solidifying customer/biz
How ITIL can help add targets

value Regularly assess customer’s perceptions via feedback
Ensure IT personnel adapt to business
5 stages

Service Strategy – s’c approach to ITSM
Service Design – overall biz change process; s’c obj
portfolio of services/assets
Service Transition – develops/improves capabilities
for new/changing IT services into ops; focuses on
ITIL Core Lifecycle
moving from obj to how to achieve it
Service Operation – deliver/support IT services per
SLA’s; effective/efficiency key
CSI ☺

Provide structure stability strength to service mgmt
capabilities with principles methods & tools
Set of org’l capabilities/resources to add value into
services/goods
Capabilities are skills and require raw materials;
resources are the rm
ITSM

Request – approval – ticket created – appropriate team
notified – individual does tings to close ticket; joan owns
ticket and interacts with joe/sarah to close ticket
Fn – units carrying out tings; contain on BOK; provide
structure
Process – activities to accomplish obi; combines
resources/capabilities (p/t) to create outputs which
Function, roles,
creates value
processes

Roles – staff involved in process/service delivery; key
roles are Process Owner vs. Service Owner

PO – Helpdesk Mgr; ensuring all activities are
undertaken
PO role:
Process vs. Service Defining p s’y

Owner Assisting in p design
Review p strategy

Service Owner
Initiation, transition, ongoing maintenance/support of
service (fulfillment); ensures customers are satisfied
SO role:
Spoc
Ensuring delivery meets requirements
Identifies opportunities for improvement
Works with other owners

Confusing

Clarifies activities to do.

Responsibility – execution of process/activiites
Accountable – ownership of quality/end result
Consulted – involvement through input of knowledge
Informed – receiving info. about process
Authority matrix execution/quality

Only 1 person is accountable for an activitiy; multiple
may be responsibility

Accountability must remain with 1 person for all
activities in a process
• Workflow
• KB
• Testing
Technology tools • BI
• Discovery

Actions required before selecting tools
Set of coord’d activities combining capabilities &
Process Definition resources to produce value‐add outcome to
stakeholder.
Integrated processes through which org’s can meet
goals with eff/eff.

Primary char’s of processes:
Measurable
Specific results
ITIL
Stakeholders
Specific events
Inputs activities output

If process defined
What to do? Build cpu
Expected result? Cpu works
Measure delivery – me ask you
How do outputs become inputs of another process?
Integration/alignment of processes
Transparency of ops
Benefits of defined
Lower costs/shorter cycles
processes for services
Predictable results
Demonstrated confidence to customers
Means of giving value by allowing outcomes sans
ownership

Service Enable – provides employee with computer; enables
them to work
By enabling them to work, sw and nw access are
embedded

Your study partner,
Module 2: Introduction to ITIL v3 Con’t.

Service Strategy
1. Purpose
2. 2 Levels of activity for ITSM
3. 3 Questions + 3 other objectives
4. Resources vs. capabilities definitions + how they’re used by each Lifecycle stage
5. Utility vs. Warranty [review] + how relevant in transition, operation, csi

Service Design
1. Purpose – def + consists of (3)
2. Main Goal (1) + Designing services (4) + Balance that must be struck
3. How Resources & Capabilities used in SS & SD
4. 5 aspects of SD
5. 4 P’s
6. Delivery model options (7)
7. SDP – contains…

Service Transition
1. Purpose + feature
2. Org level vs. service level
3. Goals (4)
4. Objectives
5. Relevance to res/cap
6. Key aspects of SDP (4)
7. Service V model – ensures + def

Service Operation
1. Primary purpose + Balance that must be struck
2. 4 main functions
3. Internal vs external view

MODULE 2: Lesson

Overview & Objectives

Service Strategy

Term/Theory Definition/Point
Establishes overall strategy for IT
Purpose

Org level – sets direction for IT via strategy and objectives to achieve vision
2 levels of activity for
Service level – policies/objectives to ensure value creation
ITSM

How create value?
How to define quality?
Questions answered
How to efficiently allocate resources across services

Ensure org can handle cost/risk well
Set expectations of performance
Other Objectives
Id/select/prioritize business opportunities

Capabilities turn resources into goods/services.

Resources vs.
SS manages consumption of resources and capabilities by service
capabilities +
SD uses resources and capabilities
How they fit in
St test against resources/cap
Lifecycle
So allocate resources and cap
Csi measure/asses both res / cap
Utility – fit for purpose
- What is delivered
- What customer gets
- What gains performance customer gets
- Functional requirements for service

Utility & Warranty
Warranty – fit for use (parameters)
It must perform within stated parameters

Both U&W are tested/validated in transition
U&W delivered in Operations
CSI measures/assesses planned utility & warranty vs. actual delivered in operations
Service Design

Design of new/changed services for introduction to production
Arch
Processes
Purpose
Documentation

Ensures functional/mgmt/operational requirements are considered
Build for all services a SD package that contains all aspects

Other goals:
Designing services
that meet biz obj
with efficiency/effectiveness
Main goal security/resilience
measurements/metrics
Balance:
Ensure functional & performance targets are met

Strives to provide more efficiency/effectiveness solutions by coordinating all design
activities for IT services to ensure consistency
SS manages consumption of r/c
R&C
SD produces designs using the allocated resources/capabilities
Design used service model from strategy to design services for OP.
Design of solution (including functional Requirements, resources, and capabilities)
must be agreed on
Design of SM systems/tools for control/mgmt
5 aspects to SD
Design of technology arch/systems to provide services
Design of measurement systems/metrics

Results‐driven approach
People
Products/tech’y
4 Ps & SD
Processes
Partners/supplies
Model selected for design is driven by model selected for delivery.

1. Insourcing – internal resources for all stages
2. Outsourcing – resources for all stages
Delivery model options 3. Co‐sourcing – combo of in/out for elements of service lifecycle
4. Partnership/multisourcing – formal arrangement between 2/more orgs to
work together (aka strategic partnership)
5. BPO – formal arrangement between 2 org to manage/host entire function (i.e.
call centre, payroll)
6. App service provisioning = formal arr. With application service providers for
shared computer‐based services (on‐demand sw/apps)
7. Knowledge process outsourcing – provide domain‐based processes/biz
expertise rather than just process expertise; required advanced analytical and
specialized skills
Details of all aspects of a service through all stages of lifecycle; produced keeping in
mind 5 aspects, 4 p’s, and DM options

Passed from SD to transition
SDP

All details for implementing evaluating and maintaining a service
Includes functional/architectural requirements
Consults other stages

Service Transition

Transitioning new/changed IT services to operation.
Internal service (move from what’s required) to concept of how it’s implemented

Org level
Develops cap/resources to allow IT to transition to reality

Input
Service level
Resources/capabilities convert ds requirements into portfolio

Require good set of processes to implement in ops.

Provides control; allow you to speed up/slow down.
Set customer expectations of performance/usage to new/changed service (SLA)
Enable customer to integrate release into biz processes/services
Reduce variations in predicted/actual performance of transitioned services by
Goals: keeping customer informed
Reduce known errors / minimize risks from transitioning new/changed services into
production
Ensure they can be used in accordance with service requirements
Primary: delivery service vision in a relevant, timely, quality and cost‐effective
Objectives:
manner.

Tertiary:
• Plan/manage res to establish service
• Ensure minimal impact on production
• Increase stakeholder sat
• Increase proper use of services
Cap/res ST must test against res/cap
Applicable services packages
Service specs/models
Arch design required to deliver
Key aspects of SDP Definition/design of each release
required by ST team Detailed design of how service components will be assembled
Release/deployment plans

Journey from as is Æ required.
ST ensures alignment via testing against each level of requirement.

Service V model

1. Define requirements: Biz requirements of Strategy (in SLP) are evaluated
Service V model against service review criteria and test plans; validates original biz case.
2. Define service requirements: Define service req. of Design (in SL
Requirements and SLA); i.e. ensure 5k ppl can use system
3. Design service solution: contained in SDP
4. Design service Release (in release package)
5. Design service solution (in SDP) testing done
Conclusion SDP completed

Service Operation

~ Day to day work for the service
Primary purpose is deliver/support is services at agreed levels effectiveness/efficiency,
providing value to stakeholder.
Goal/Obj

High quality = high cost; balance must be struck

Day to day realization of previous stages’ work. Develops cap/res allowing IT org to
deliver/support service to customer.

Also needs to monitor
Managed ppl process technology
Value of ~ Where processes/activities are executed/delivered/assessed by customers.
4 main functions:
Service Desk – SPOC for users when service disruption, service requests, or some RFC’s
Tech mgmt – detailed tech skills to support ongoing operation (key role In
design/testing/release/improvement of it services)
Ops control – responsibility for daily operational activities to manage IT infrastructure;
breaks down into IT ops control & IT facilities Mgmt
App mgmt – detailed tech skills/resources to manage apps through SDLC

Required consistent accountability/responsibility via role definition.

Functions
Balance conflicting priorities
Conflicting
priorities Internal vs external view of IT – op teams focus on growing functional areas; external view is
customer perception

Continual Service Improvement
1. Primary purpose
2. Address 3 things
3. Key objective

Provides guidance in evaluating/improving the quality of services by measuring,
~
reporting, and improving service management processes/services.
Primary: align/realign to changing biz needs by implementing improvements.
Purpose
Looking for ways to improve alignment/effectiveness/efficiency.
Address 3 areas:
- Overall Health of ITSM
Goal
- Alignment of portfolio of services with biz
- Maturity of IT services
Review, analyze, make recommendations on processes in each lifecycle stage & op
Key objectives
services.
Validate previous decisions
Set direction (most important reasons)
Justify courses of action w/proof
Intervene and provide corrective actions
4 main reasons to

measure
Baselines must be set for the following:
Goals/obj
Process maturity
Op’l metrics and KPI’s
IT Governance
Improvements – outcomes that show measurable increase/decrease in a metric
Benefits – gains achieved via realization of improvements
Common terms ROI – difference between saving achieved and amount expended to realize saving
VOI – extra value created by benefits including non‐monetary or lt outcomes;
subcomponent is ROI
Deming cycle Mgmt philosophy for est. quality, productivity, and competitive position.

Plan – formulate goal/theory, define how to measure success and plan
Do – execute plan
Check – monitor outcomes vs expected results and look for lessons learned
Act – integrate lessons learned, adjust theory/method, determine what more we
must learn
B. Vision ‐ Embrace vision by understanding biz obj
Baseline assessments ‐ Assess current situation (as is); baseline analysis of current
position. Measurable targets
Service & Improvement targets ‐ Understand/agree on priorities based on vision
CSI model
Detail CSI plan by implementing ITSM processes
Measurement & Metrics ‐ Verify metrics are in place to see if milestones reached/
processes compliant
Ensure momentum is created to ensure it keeps on trucking

Exam Re‐Cap Service Strategy (SS):
ID goals/objs of SS
Define/explain concept of res/cap
Define/explain value composition w/U&W

Exam Re‐Cap Service Design (SD):

Exam Re‐Cap Service Transition (ST):

Exam Re‐Cap Service Operation (SO):

Exam Re‐Cap Continual Service Improvement (CSI):
Explain the main goals/obj of CSI

Your study partner,
ITIL v3 ‐ Module 3

Service Strategy

1. Outline
1.1. Key decisions (3)

2. Service Portfolio
2.1. Contains (4)
2.2. Service catalogue
What it is
Contains (4)
2.3. Service Pipeline
2.4. Retired Services

3. Demand Mgmt
3.1. Responsible for1
3.2. Challenge
3.3. Activity‐based D Mgmt
3.4. Analyzes (3)
3.5. Key Objectives
3.6. Risk

4. Financial Mgmt
4.1. 3 main activities
4.2. Service valuation + goal

What’s the difference between Service Portfolio & Service Catalogue?
The Service Portfolio is composed of all services committed to IT customers ‐‐ current,
under development and future ‐‐ as part of continual service improvement. The Service
Catalogue is that portion of the Services Portfolio that is currently available to IT
customers, so it's a subset of it.

1
Understanding customer demand for it services and provisioning capacity accordingly
SERVICE STRATEGY

Term/Theory Definition
Service Portfolio
SS Fin Mgmt
D Mgmt
Entered into SP; acts as basis of decision framework

Key questions?
- Why buy services?
- Why buy from us?
- Pricing model?
- Strengths/priorities/risks

Once go decision made; entered into SC. SD architects the
services for transition.
SP

1 component of sp
SC
Projection of services actual/projected capabilities
It’s published to customers; supports sale/delivery

Includes information about: deliveries, prices, contact points,
ordering and request processes

Service Pipeline – initial stage of new services; doc listing all
services under consideration/dev

Retired services – final stage in lifecycle of all services;
repository of offerings/lessons learned when delivering
services in the past; perm removal of IT services or CI from
production
Decision support/planning tool; helps predict outcome of
Biz case
proposed action/justifies investment
Unique patterns of biz activity become identified.

D Mgmt is responsible for understanding customer demand for
IT and provision capacity accordingly.

Aims to ensure capacity when required.

D Mgmt Challenge of synchronous production/consumption.

Activity based D Mgmt – ties biz activity as primary demand for
it services. PDA – patterns of biz activity

PDA’s helps us define op requirements and Service Level
Packages

SLP – a definite level of U&W associated with a SLP

D mgmt – looking at:
- User
- Top Utility features
- Warranty – speed

Risk Future event that may adversely affect SLA’s
ROI, VOI, cost‐benefit analysis, costing models, IT budget, user
charges support go/no go on biz obj.

3 main activities
- Budgeting
- IT accounting
- Charging

Other key activities:
Service valuation – means to a mutual agreement with biz
regarding services what components, actual cost. Key goals
Financial Mgmt are produce value for services that are fair to biz +
improvement mgmt of demand/consumption via d modeling
Service Investment & CBA – value of services + costs incurred
to provide service

D modeling – anticipated usage by biz and provisioning
requirements from IT

Encapsulated within SP elements of the biz case & risk
assessment

SLP – contains all work done so far. SD uses to create SD.

Exam Re‐Cap

Your study partner,


Service Transition – to boldly build, test, and implement SDP’s into SO

1. Change Management iii. Primary
a. Outline objective* how it
i. Focuses on compares to
ii. Primary focus primary objective
iii. Where strategic of change
and corrective b. Concepts
changes take i. Release package
place ii. Storage areas for
b. Basic Concepts authorized media
i. RFC and hw spare
ii. CAB, ECAB, parts
Change Authority 1. DML
iii. Back out plan 2. DSS
iv. Change Schedule iii. R&D Models
c. 3 Types of changes* iv. 4 Release
difference between std approaches
and normal change c. Roles (3)
d. Change Model d. Terms
e. Change process 6 i. Release
f. KPI’s of Change (3) ii. Deployment
g. 7 r’s of change1 iii. Rollout
iv. Release Unit

2. Release & Deployment 3. Service Asset and Configuration
Management Management
a. Outline a. Outline
i. Full architecture i. Yep
broken down into ii. Critically
tech/non‐tech interdependent
activities with (2) processes
ii. Responsible for b. Differences between SA /
planning C mgmt
scheduling c. CMDB; critical aspect
controlling thereof
release from test d. CI
Æ production e. CMS
f. Configuration baseline
1 g. SKMS supported by data
raise, reason, return, risk, resources,
responsible relationship in CMS and CMDB
h. SA Manager, C Manager, iv. Config Mgmt
C analyst, C librarian, v. CMS
CMS admin, C ctrl board, vi. Config baseline
janitor vii. Service Asset
i. Terms viii. SKMS
i. Asset Mgmt ix. Benchmark
ii. Attribute x. Snapshot
iii. Baseline xi. CI

Service Transition – Part 1 ‐

1. Service Transition

1.1. Outlines
help to plan build test implement SDP’s into Production
internal service to IT; what is required Æ how it’s implemented

1.2. Change mgmt
Outlines:
⇒ Focus on service change (addition, mod or removal of planned service,
component
⇒ Primary objective: enable beneficial changes w/minimal disruption of
IT services
⇒ Other objectives
1.2...1. Changes done controlled manner
1.2...2. Changes recorded, evaluated, authorized, prioritized, planned
tested implemented, shaken a stick at whipped fried buttered
basted
⇒ Strategic changes triggered in SS; Corrective changes in SO
1.2...1. Strategic change if major change in service

Basic concepts within Change:
⇒ RFC
⇒ Roles:
1.2...1. CAB
1.2...2. ECAB
1.2...3. Change Authority – provide formal auth. For each change. Roles
include:
⇒ Back out plans must be considered for all changes to revert to pre‐
change state; contingency plans must be created where BOP not
possible
⇒ Change Schedule – lists all approved changes and planned dates. It
becomes an important audit trail to support incident/problem mgmt
among other processes

3 types of changes:
⇒ Emergency
⇒ Normal – I’m moving to another office and need printer moved
⇒ Standard – I want to get a printer that prints in colour

Change model: repeatable process to deal with a particular category of
change (steps, order, timescales, escalation procedures)

Change activity steps:
⇒ Record RFC
⇒ Review
⇒ Assess/evaluate
⇒ Authorize/schedule
⇒ Coordinate change, implementation, plan, build, test, implement
⇒ Review and close RFC

KPI of Change Mgmt Process:
⇒ # of change implemented
⇒ Reductions in unauthorized changes
⇒ reduction in backlog
⇒ change success rate
⇒ reduction in associated incidents

Challenges faced by Change activities:
⇒ legacy systems
⇒ balance between stable production and being responsive to b needs
⇒ risk mgmt

Exam recap:

1.3. Release & Deployment Mgmt

Outline:
⇒ Manages release of service; planned in design stage
⇒ Full arch broken into tech/non‐technical deployments
⇒ Responsible for release & deployment activities
⇒ Focused on assessing technical/non‐tech activities of release
⇒ Contains hw, sw, and documentation CI’s; all happen in transition
⇒ Responsible for planning scheduling controlling releases from test Æ
production environments
⇒ Primary objective: Protect integrity of IT services/infra by ensuring
correct comp’s are released
⇒ Other objectives:

Concepts:
⇒ Release Package – combo of individual releases grouped together.
⇒ RP contains individual CI’s & release units. Aim of defining release
units is to decided most appropriate release unit for each
asset/component
⇒ Physical storage areas for authorized media and hw spare parts
1.3...1. DML (library in which media config items are stored/protected;
physical area where master copies of media versions are placed;
only sw from DML is acceptable for use in release)
1.3...2. Definitive spares (surplus hw) and physical storage areas for all
authorized media and hardware spare parts
⇒ Standard R&D models – illustrate std flows and activities to guide ppl
on approach, mechanisms, processes, procedures and resources
1.3...1. Big Bang – all user areas in one operation
1.3...2. Phased – part of the user base
1.3...3. Push – to users at a time not of their choosing
1.3...4. Pull – to users of their choosing; they call pull it down at own
location when they please
⇒ Roles
1.3...1. R&D mgr ‐ all aspects of package
1.3...2. Deployment mgr – final physical delivery of the service
implementation
1.3...3. R Packaging & Build mgr – controls workflow
⇒ Exam recap:

⇒ Terms:
1.3...1. Release – process responsible for planning, scheduling,
controlling the movement of releases to test/production
1.3...2. Deployment – activity responsible for movement of new or
changed, hw, sw, documentation, process to production
1.3...3. Rollout – deliver install commission of new/changed CI’s across
logical/physical parts of an organization
1.3...4. Release unit – comp’s of and IT service that are normally released
together
1.3...5. DML – 1 or more locations in which definite/approved versions of
all sw CI’s are securely stored

1.4. Service Asset & Configuration Mgmt Process
Outline:
⇒ Both asset/c items are managed from acquisition to disposal
⇒ Objectives:
1.4...1. provide logical model of IT infrastructure
1.4...2. optimize costs
1.4...3. enable organization to comply with corporate governance
requirements
1.4...4. manage change/release
1.4...5. resolve problems/incidents faster
⇒ SACM, change, release & deployment are critically interconnected

Differences between Service Asset and Configuration Management:
⇒ SA – tracking & reporting value & ownership of IT assets
⇒ CM – maintaining information about CI’s including their relationships;
information in CMDB
⇒ CMDB – stores config records about details of CI; holds relationship
between all CI’s; scope is a critical consideration
⇒ CI – component of an item can vary in complexity, variety and type
⇒ SACM process requires CMS; provides interface to relate information
in CMDB to all other service mgmt tools & arch’s; helpdesk analyst
accesses CI information via CMS
⇒ Configuration baseline
⇒ SKMS – supported by data held in CMS and CMDB’s
⇒ It’s much broader than CMS in that it covers experience of staff, user
behaviour, supplier requirements/abilities/expectations, etc.
⇒ Good SKMS results in: better decisions being made with better results
⇒ Facilitates better decision via better knowledge

Roles:
⇒ Service Asset Manager – manage lifecycle of assets
⇒ Configuration Manager – manage lifecycle and relationships of all CI’s
⇒ Config Analyst – analyze/propose scope of A&CM processes
⇒ Config Admin/Librarian – custodian of master copies of CIs
⇒ CMS/tools admin – evaluates A&CM tools
⇒ Config control board – reviews changes in service configuration
⇒ Janitor – cleans up after the above roles when they leave the office
(these roles are getting a bit ridiculous…)

Exam recap:

Terms:
⇒ Asset Mgmt – Process for tracking & reporting value and ownership of
financial assets throughout their lifecycle
⇒ Attribute – piece of info about a CI
⇒ Baseline – benchmark used as a reference point
⇒ Config Mgmt – process responsible for maintaining info about CI’s
required to deliver and IT service including their relationships
⇒ CMS – set of tools/db’s used to manage and IT service provider’s C
data
⇒ Configuration baseline – used as basis for future builds, releases, and
changes
⇒ Service asset – capability or resource of a service provider
⇒ SKMS – set of tools/db’s used to manage knowledge and info
⇒ Benchmark – recorded state of something at a specific point in time
⇒ Snapshot – current state of a CI as captured by a discovery tool
⇒ Relationship
⇒ Configuration – a db used to store c records through lifecycle
⇒ CI – component that needs to be managed in order to deliver and IT
service
⇒ CMDB is subset of CMS which is subset of SKMS

Your study partner,


Service Design

1. Main purpose
2. 5 Elements of Design
3. Service Catalogue Mgmt
3.1. 3 Objectives
3.2. 2 critical aspects
3.3. SL vs. SC Manager
4. SLM Process Part 1
4.1. Objectives (2)
4.2. SL Requirements (definition + 5 things)1
4.3. UC
4.4. OLA
4.5. SLA
5. Availability Mgmt
5.1. Responsible for
5.2. Objectives
5.3. VBF (def) may avail themselves of special IT Service Designs:
HA
Fault Tolerance
Continuous Operation
Continuous Availability
5.4. Proactive & Reactive strategies
5.5. AMIS Part 2
5.6. Component vs. Service Availability
6. Capacity Mgmt
6.1. Definition of capacity
6.2. Subprocesses (3)2
6.3. CMIS
7. Information Security Mgmt
7.1. Responsible for CIA (def)
7.2. ISMS
7.3. 5 key elements to ISMS3
8. IT Service Continuity Mgmt Part 3
8.1. Goal
8.2. 2 concepts to be implemented4
8.3. BCM
1
Availability, reliability, maintainability, capacity, serviceability
2
Biz, Service, component
3
Control plan implement evaluate csi
4
BIA & Identification of VBF’s
9. Supplier Mgmt
9.1. Purpose
9.2. Supplier vs. Service Provider
9.3. UC’s
9.4. SCD

What’s the difference between Capacity Mgmt & Availability Mgmt?
The capacity mgmt process is responsible for ensuring that the capacity of IT services
and the IT infrastructure is able to deliver agreed SL Targets in a cost effective and
timely manner.
The availability mgmt process is responsible for ensuring that the People process tech’y
are appropriate [given SLA’s].

SERVICE DESIGN PROCESS P1
Service Design
10. Outline
10.1. Main purpose
11. Service Catalogue Mgmt
11.1. 3 Objectives
11.2. 2 critical aspects
11.3. SL vs. SC Manager
12. SLM Process

Main purpose is design of new/changed serv

SD
Serv catalogue mgmt process creates/manages accurate SC. Focuses
on providing information on all servs.
Objectives of SCM
- Create/mge SC
- Ensure information up to date/interdependencies
- Includes both new/existing
SCM
- Support sales/delivery

Two aspects critical
Biz Serv. Catalog – customer view of SC; details all servs
Technical serv catalog – details of all IT serv, CI’s, components, etc.
required for delivery. Facilitates SLA, OLA, CI components,
underpinning contracts, etc.

SLMgr
Assist with production of accurate SP, SC, App portfolio
SCMgr
Producing/maintaining SC, ensure accurate SC, information consistent
with SP

Negotiates SLA’s and ensures they’re met

SLM Objectives
SLM Process

Impacts 2 other stages (trans/ops)
Requirements for a customerfacing aspect of an IT service
Based on biz obj and used to negotiated agreed SL targets from
customer perspective

Includes:
SLreq’s
Availability
Reliability (time entre inc)
Maintainability MTTR
Serviceability – ability of 3rd party to meet terms of contract
capacity
Underpinning Contract entre suppliers/external partners
contracts
OLA Contract between internal units
Basis for managing rship entre service provider and customer.
Defines key targets/responsibilities for both parties
SLA
Match biz needs/expectations to IT services.
OLA/UC’s support SLA
Ensures all ITSM processes, OLA’s, and UC’s are appropriate given SL
targets.
SLM
Represents IT to biz. Provides POC to biz managers/customers to IT.

Responsible for agreeing/documenting sl targets/resp for every
activity in IT.

SLM must have close interface with SPM

Planning coordinating drafting agreeing monitoring reporting on
targets in SLA
SLA process
activities

Developed from serv, customer, and biz perspective

Include:
Percentage of targets met
Number/severity of serv breaches
SLM metrics
Challenges:
Engaging biz
Differing requirements
Getting sla’s signed
Assuring sla’s disseminated

1. SCM
a. Objectives
b. Critical aspects
i. Biz Serv catalog
ii. Technical serv. Catalog
2. SLM
a. SLA
i. UC
ii. OLA
iii. SL Req.


1. Availability Mgmt
2. Capacity Mgmt
3. Information Security Mgmt

Objectives of lesson:
Know concepts, roles, responsibilities of avail, cap, and information security mgmt.

Responsible for ensuring all IT infrastructure processes, tools, and staff
roles are appropriate given SLavail targets

Obj: manage avail of services and resources. More obj:

Availability VBF – functions critical to biz process; may require special it serv
Mgmt designs. May avail themselves of following strategies:
- HA –minimizes effect of IT component failure
- Fault tolerance – ability of it serv ci or component to operate
correctly when other related parts fail
- Continuous operation – approach to eliminate planned downtime
- C’s avail – approach to achieve 100% avail

2 key elements:
Proactive activities – planning, design, improvement of avail | cost‐
justifiable and meets needs of biz
Reactive activities – monitoring, measuring, analysis, and reporting for
serv and comp avail; key output for avail is measurement/reporting

Created in AMIS (availability Mgmt Info System)
Don’t need to know activities within diagram

Comp avail – all aspects of assessing aval
Serv avail – all aspects of assessing impact/potential impact of compo
avail/unavail

Avail plans/designs given to SLM process; provided for in OLA’s/UC’s in
Serv operation

Exam recap Availability:

Capacity Mgmt

Capacity – max throughput a CI/serv can deliver while meeting SL
targets
Responsible for capacity of it serv/infra can deliver sl targets eff/eff

Objectives:

Capacity Mgmt
Reactive activities of ~
Monitoring, measuring analysis, reporting
Proactive activities of ~
Trending, modeling, tuning, optimizing

Creates plans/designs via 3 subprocesses:
- Biz cap mgmt – focused on biz requirements
- Serv cap mgmt – focused on delivery of existing serv (capacity vs sla
& slr targets); proactive/reactive strategies
- Component cap mgmt – al compoenents used to meet serv reqs

CMIS – guess

Exam recap cap mgmt:

Info Security Mgmt Process

Objectives:

Focuses on mgmt of security risks

Ensured (CIA) confidentiality, integrity, avail of assets, info, data and IT
services

ISMS – ppl, process, products, tech’y
~ 5 key elements to ISMS (follow deming cycle)
- Control – est. org structure and provide control docs
- Plan – develop IS policy and integrate into sla/ola/uc
- Implement – ensure procedures, tools, and controls are in place to
support IS policy
- Evaluation – conduct audits (int/ext), analyze incidents
- Maintain ‐ csi

Exam recap IS mgmt


IT Serv. Continuity Mgmt Process

Focuses on disasters

Goal – support overall biz cont. mgmt. process by ensuring required
facilities can be resumed within agreed scales

~

Identifies IT services deemed critical to survival of biz
Ensures resumption given required timescales (computer systems,
db’s, telecom, environment, tech support, sd , apps, nw)

Two concepts to be implemented:
BIA – seeks to id company’s critical biz services by analyzing outages
and severity; identifies recovery requirements
VBF – fn’s critical to success of biz proceses; BIA id’s VBF’s, indlucing
people, processes, and IT serv’s; important to ITSCM, Avail, BCM)

ITSCM ‐ Cyclic process to ensure they continually align with BCP and
priorities
BCM – to implement ITSCM you need to identify key Biz processes
Initiation – relationship entre ITSCM and BCM
Exam recap: ITSCM

Supplier Mgmt Process

Builds a value nw and manages contracts

Objectives:

Manages overall nw and value chain; working toward integrating
contracts/policies with our own.

~ Ensures suppliers meet terms conditions and terms of contracts.

Service Provider (elp wit hemail) – supplies IT servs to customers;
v. Supplier (give you box) – supplies g/s required to delivery IT servs
(telco’s, consultants, etc.); written as UC’s

Supplier & Contract DB (SCD) – complete set of reference info for
supplier mgmt procedures/activities

You establish new suppliers in transition
You review perf and renew/terminate contracts in operation

Exam recap Supplier Mgmt

5 elements of design, 4 p’s, outsourcing options all go together into SDP

Your study partner,
Module 3:

Service Operation Functions

1. Functions 2. Processes
a. Service Desk 1. Event Management
i. Outline: a. Outline
1. What role it plays i. Objective
2. Focus ii. Manages
3. Primary objective b. Events vs. Alerts
ii. Organizational Structure (3) c. Monitoring
iii. 4 Types (depends on 4 d. 2 significant aspects of definition
things)1 & generation
iv. Outsourcing considerations i. Generate…
(4) ii. 3 types of events
v. Metrics (2 categories) e. Roles coordinating Evt Mgmt
vi. 4 Roles procedures
vii. Terms:
1. Call centre
2. SPOC 2. Incident Management
3. Service Request a. Outline:
4. Helpdesk i. Definition of an incident3
5. Resolution ii. Primary objective
6. Service Desk b. Incidents vs. Service Request4
7. Recovery c. Incident Lifecycle
b. Technical Management i. Identification, log,
i. Outline: categorization,
1. Responsible for…2 prioritization (based
2. Balances…(2) on…[2]), initial diagnosis,
ii. 3 roles escalation (2 types),
c. Application Management investigation and
i. Outline diagnosis, resolution &
1. Responsible for recovery, closure
2. Objectives (2) d. 2 challenges of Incident Mgmt
d. IT Operations e. 3 Levels of Support
i. Outline f. Incident Manager
1. Responsible for 3. Request Fulfillment
2. Balances…(2) a. Service Request definition
3. 4 Roles b. Promotes
ii. Terms: c. Where detected
1. Console Mgmt/Ops 4. Access Management
Bridge a. Protects
2. Tech service b. Executed by (2) functions
3. NOC
3
Any event which disrupts or could disrupt service
1 4
Staffing training retention technology Unplanned, deviation from actually, potentially affecting
2
Right people, right skills, right places, right times SLA, could or actually disrupts service
c. Terms
i. Rights Mgmt
ii. Rights
iii. Access5
iv. ID
v. Confidentiality
vi. Integrity
vii. Availability
5. Problem Management
a. Outline
i. Definition of a problem
ii. Primary objective
b. 2 major processes
c. Workaround
d. Known error record + where
entered + handled by
e. Terms
i. Problem
ii. RCA
iii. Root cause
iv. Workaround
v. KE6
5
Level & extent of it service functionality a user has
6
A problem with a documented rc and workaround
Service Operation Functions

1. Service Operation

1.1. Outlines
Value of it is ultimately measured here; it’s where things are executed, delivered, assessed
Aimed at providing stable IT infrastructure; use process to leverage capability
Functions
⇒ Service Desk:
1.1...1. Outlines:
1.1...1.1. SPOC for users
1.1...1.2. SD is focused on end user experience, business and quality of service
1.1...1.3. Primary objective: facilitate restoration of disrupted service by restoring normal
service
1.1...2. FCR
1.1...3. Organizational structure
1.1...3.1. Local SD
1.1...3.2. Follow the sun service
1.1...3.3. Specialized SD groups
1.1...3.4. End result is that virtual SD is transparent, is SPOC, access 24x7
1.1...4. Per the staffing levels, training, retention and technology available, you’ll have one of
the following SD types:
1.1...4.1. Call Center – records calls, no solution, routed to depts
1.1...4.2. Unskilled – recorded, some resolved, easy ones resolved with SOP’s; dispatch
function
1.1...4.3. Skilled SD – recorded, most incidents resolved; new/complex escalated
1.1...4.4. Expert SD – resolve most independently
1.1...5. SD outsourcing considerations:
1.1...5.1. tools/processes
1.1...5.2. sla targets
1.1...5.3. ownership of data
1.1...5.4. access to information
1.1...6. Metrics:
1.1...6.1. Workload analysis – analysis of recorded calls/requests to support staffing & skill
type decisions. Include FCR, cost of handling an incident per minute, etc.
1.1...6.2. Customer sat – how are we doing, customer?
1.1...7. Roles:
1.1...7.1. SDM – managed overall desk activities, including supervisors
1.1...7.2. SD supervisor – ensure desk is staffed/managed during operational hours
1.1...7.3. SDA – provides l1 support
1.1...7.4. Super users – liaison points with it in general

⇒ Exam recap:

⇒ Terms:
1.1...1. Incident
1.1...2. Call center – handles large volumes of incoming/outgoing calls
1.1...3. SPOC
1.1...4. Service request
1.1...5. Helpdesk – POC for users to log incidents
1.1...6. Resolution – action taken to repair the root cause of an incident or implement a
workaround
1.1...7. End user
1.1...8. SD – spoc between service provider and users
1.1...9. Recover – returning a CI/IT services to working state
1.1...10.Customer
⇒ Both tech mgmt and app mgmt can overlap into IT ops mgmt

⇒ Technical Mgmt:
1.1...1. outline
1.1...1.1. responsible to ensure right ppl with right skills in right places at right times
1.1...1.2. balances skill levels/costs for following roles:
1.1...1.2.1. IT Infrastructure – tech knowledge custodian – identify, develop, refine
technical knowledge
1.1...1.2.2. Technology – HR custodian – train/deploy ppl
1.1...1.3. defines roles and support groups, including tools processes, and procedures
1.1...1.4. 3 groups that help to keep TM operational
1.1...1.4.1. Tech Mg/TL – managed tech analysts/arch’s
1.1...1.4.2. Technical Analysts/Arch’s all members who perform tech tasks related to
design, testing, and improvement
1.1...1.4.3. Tech Operator – technical staff for day to day
⇒ Application Mgmt:
1.1...1. Outline:
1.1...1.1. responsible to ensure that IT services are delivered and supported per SLA
1.1...1.2. objectives:
1.1...1.2.1. Identifying functional requirements
1.1...1.2.2. assisting design/deployment
1.1...1.2.3. balances skill level and cost of following roles:
1.1...1.2.3.1. Application – technical knowledge custodian – id develop refine tech
knowledge
1.1...1.2.3.2. Application – HR custodian – works with tech mgmt to deploy ppl

⇒ IT Operations:
1.1...1. outline:
1.1...1.1. responsible to ensure IT services are delivered and supported per SLA’s
1.1...1.2. balances stability/consistency by maintaining status quo : adapting to biz
requirements
1.1...1.3. Roles
1.1...1.3.1. IT ops mgr – overall operational responsibilities, including ops control &
facilities mgmt
1.1...1.3.2. Shift Leader – day to day shift mgmt
1.1...1.3.3. IT Ops Analyst – senior staff
1.1...1.3.4. IT Operators – day to day operational activities

⇒ Exam recap:

Technical support – synonym for tech mgmt
Support Group – ppl with tech skills
Console Mgmt/Ops Bridge – physical location that consolidates all critical observational points
within IT so they can be monitored/managed from a centralized location
Tech service – an it service not used directly by the biz but required by the IT service provider
Application
NOC – consolidates all critical observational points in IT infra relating to the network
IT infrastructure
App Lifecycle
SOP

1.2. tech mgmt not responsible for OLA’s

SERVICE OPERATION PROCESSES

Evt Mgmt

Objectives:

1. Event Mgmt
1.1. outline:
focused on generating, detecting, and determination of meaningful notifications about status of
IT infrastructure and IT servs in order to initiate appropriate event control actions
manages events and escalating into Inc, Problem, or Change Mgmt
1.2. Event vs alert
Evt – change of state in CI or IT serv which has significance for mgmt thereof; not all are required
to be managed
Alert – notification that evt has occurred, warning that a threshold has been reached, something
has changed, or failure has occurred; requires a specific action to be taken
1.3. Monitoring – tracks conditions to provide information and promote understanding (i.e. check status of
device to make sure it’s operating per limits, event if not generating evts); an evt must be detected
and received before it’s an event
1.4. two significant aspects of how they should be defined generated and captured
must generate an evt notification message
classified by type
⇒ Normal operation (no evt); work completed, message rec’d
⇒ Unusual operation (no evt, requires monitoring) – gets close to exception
⇒ Exception operation (evt occurrence; control actions required)
1.5. roles coordinating Evt Mgmt procedures
SD; initial response and communication to app mgmt team
Tech & App Mgmt roles – routine evt mgmt, deal with incidents and problems related to evts
IT ops mgmt roles

Exam recap:

Incident Mgmt

1. Incident Mgmt
1.1. Outline:
process for dealing with all incidents (failures, questions, query)
any event which disrupts or could disrupt service; could be from monitoring or end user call
Primary objective: restore it serv to users asap
other objectives:
⇒ detect/resolve incidents,
⇒ align real‐time it activity to biz priorities,
⇒ id potential improvements,
1.2. Inc vs. Ser requests
Both incidents/serv requests are reported to SD
(serv request planned, repeatable
inc unplanned, deviation from normal, reduction in quality of agreed serviced, could lead to
disruption or reduction
Incident models – provided guidance to deal with incidents
1.3. Major incidents are treated differently
shorter timescale
⇒ separate procedures
should include:
⇒ steps to take
⇒ chronological order
⇒ who should do what
⇒ timescale
⇒ escalation procedures
⇒ evidence preservation activities
1.4. Steps:
Incident ID – reported
~ logging – ticket opened; documentation of ~
Categorization – hw, sw, infra
Prioritization – facilitate activities according to sla/ola/UC; priority given based on Urgency
(timeframe which users required resolution) & impact
Initial diagnosis – l1 support, resolving incidents based on knowledge/experience/kb’s/diagnostic
scripts; analysis may resolve on initial diagnosis and then close (FCR)
Escalation – guided by sla, will follow major incident procedure
⇒ functional escalation to tech teams
⇒ hierarchical escalation to SDS and Inc process mgr
Investigation & Diagnosis – l3 support teams do their thing
Resolution & recovery
Incident closure; stays open until related problem mgmt activities are completed if a major
incident
1.5. Challenges for ~
Ability to detect incidents asap
Convincing staff to log all incidents
Encouraging use of self‐help
1.6. Incident Manager
Authority to manage incidents through l1 l2 l3
1.7. Levels of support
⇒ 1st
⇒ 2nd
⇒ 3rd

Exam recap:

Request Fulfillment Process

1. Request Fulfillment Process
1.1. Outline:
Service requests are frequently recurring
Allow for eff/consistent service fulfillment
i.e. how do I add items?
If cannot help, gets escalated to service desk, external vendors
1.2. Requests are detected in Inc Mgmt and transferred to Request fulfillment

Exam recap:

Access Mgmt

2. Access Mgmt
2.1. Outline:
Allows to make used of IT serv, data, assets
Helps protect confide, integrity, avail to only authorized users
Objectives:
⇒ Execute policies and actions defined in Info Security & Avail Mgmt
⇒ protect confide, integrity, avail to only authorized users
⇒ enables users to access servs within SC
⇒ Access – level/extent of serv’s functionality and data and end user can access
⇒ ID – information distinguishing end user
⇒ Rights – actual settings an end user has
Policies – primary guidelines in ~
Info mgmt plays vital role in identifying unauthorized access
Executed by tech/app mgmt functions
PW reset
No specific roles
Terms:
⇒ Rights/ID mgmt aka access mgmt
⇒ Rights ‐ entitlements
⇒ Access – level and extent of a serv’s functionality or data a user can use
⇒ ID – information about users which distinguish each other
⇒ Service Group
⇒ Confidentiality – data should only be accessed by authorized ppl
⇒ Integrity – items are only modified by authorized activities and ppl
⇒ Availability
⇒ IS policy

Exam recap:

Problem Mgmt

1. Problem Mgmt
1.1. Outline
Unknown cause of one or more incidents
Manages lifecycle of all problems
Diagnose root cause, determine resolution, move through change & release
Primary obj: to prevent probs and resulting incidents, minimize impact of incidents
1.2. 2 major processes
Reactive – where inc mgr requires more resources and techniques to resolve; investigate all major
inc
Proactive – executed as part of CSI; tries to prevent future problems; focuses on id’ng preventing
problems via data from incident/problem data
1.3. Inc/Prob will use similar tools, impact, categorization and priority coding systems
1.4. Workaround – temporary fix or implemention of alternate technique to avoid
1.5. known error record – allows quicker diagnosis and resolution when similar incidents occur; follow RCA
activity
entered into KEDB and forms larger SKMS
1.6. problem models ‐used to handle known errors
1.7. Terms:
Problem – cause of one or more incidents
RCA – sovling problems in a structured/organized manner
Root cause – underlying or original cause of I/P
Workaround
KE – problem with documented rc and a workaround
Status – required field showing stage associated with CI, inc, prob, or other record types

Exam recap:

Your study partner,

Module 3:

Continual Service Improvement

1. Outline
2. 7 steps
a. What should we measure
b. What can we
c. Collect data
d. process
e. Analyze
f. Present & Use
g. Implement
3. Key elements of 7 step process
a. CSF
b. KPI
c. Metrics
d. Measurements
4. Roles
a. Service Management
b. CSI manager

Objectives:

1. CSI
1.1. Outline
Integrate with all processes
1.2. 7 steps
Define what you should measure
Define what you can measure
Gather data
Process data
Analyze data
Present and use information
Implement corrective action
1.3. Key elements of 7 step process
CSF
KPI
Metrics
Measurements
Vary on qualitative and quantitative
1.4. Roles
Serv M – full lifecycle mgmt of services
CSI M – developing CSI domain where CSI concepts/activities are practiced
Other roles:
⇒ Jim
⇒ Pam
⇒ Janitor

Exam recap:

Your study partner,

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