ITIL foundations - Complete introduction to ITIL phases, lifecycle and processes

ITIL v3 Foundations
 This set of presentations explains the terms, methods,

processes, functions and scope of the Service
Management Lifecycle Phases of ITIL v3
 When the word “glossary” is used it refers to the ITIL

glossary.

Complementary Guidance and
Frameworks to ITIL
 COBIT
 ISO/IEC 20000
 ISO/IEC 15504

All you really need to
understand is that ITIL is a
collection of practices
borrowed from other places

 ISO/IEC 19700:2006

 Management of Risk (M o R)
 MOF
 Project Management (PMI)

 Six Sigma
 CMMI

Terms are in the Glossary

Service Management
Lifecycle Phases
 Service Strategy
 Service Design
 Service Transition
 Service Operation

 Continual Service Improvement

Serve
Donuts
To
Our
Class

Lifecycle Terms of Interest
 Service Management
 IT Service








Management
Service
Resource
Capability
Service Asset
Function

 Process
 Outcome
 Service Owner

 Process Owner
 Process Manager
 Process Practitioner

These terms are fundamental to ITIL – Every part of the lifecycle identifies
who/what these are for that particular part of the lifecycle

Capabilities and Resources
Capabilities
Management

Resources
Financial Capital

Organization

Infrastructure
Processes
Applications
Knowledge
Information
People
(Experience, Skills, etc.)

People (number of them)

Resources are things – Capabilities are the ability to use resources to create value

Capabilities and Resources
 Service Management – Organizations use Capabilities

and Resources to create value in the form of goods and
services for Customers

Value >
Value >
Value >

Customer
Stakeholders
Organizations

Value Creation
Value has 3 parts

Business
Outcomes

Perceptions

Value

Preference

Value Creation
 Reference Value is the starting point of Value

Perception
 The more intangible the Reference Value the more

important the definitions and differentiation of value
becomes
 Service Providers need to provide information to

influence the customer’s perception of Value.


Practice application of this is called “selling”

ITIL Benefits to the Customer
 Focus on Business Needs


Value creation is base on customers perceptions of value

 Aligns Services to the Business Activities


Services are created to serve the customers need

 Services are Designed to Meet Business Needs


Differentiation and Definition of how value is created keep
ensure only positive value is created.

RACI and Organizational Structure
Under ITIL
RACI Model
 Responsible
 What needs to be done and by whom

 Accountable
 Who is the Owner of the Results

 Consult
 Who has the capability to assist and
guide
 Inform
 Who needs/desire to know

Could be
one or more
people
Under ITIL guidance
there can be only one

Referred to as a
Subject Matter
Expert
Stakeholders

The Role of Automation
 Automation is an ITIL imperative
 Automate where advantageous for any reason, in any
place, at any time.






Optimization
Data capture
Flexibility
Addition Capacity
Relief of Restrictions

On the paper if there’s an question as to automation - pick the
answer that says to automate

Governance
 IT Governance is the responsibility of the Business Not IT



Board of Directors
Executive Management

 Governance and Management have different definitions
 Governance – Making sound decisions
 Management – decision making and execution
This is an important distinction to understand the mindset of
ITIL

Risk Management
 Identify the Risk
 Name the Risk
 Ascertain the consequences
 Analyze the Risk
 Quantify the impact
 Estimate the probability


A 100% probability risk is not a risk it’s an Issue

 Manage the Risk
 Create an Action plan
 Regularly review the Risk Management Plan

Summary
 Lifecycle






Service Strategy
Plan
Service Design
Service Transition
Do
Service Operation
Check
Continual Service Improvement

Serve
Donuts
To
Our
Act

 ITIL Vocabulary

 Capabilities use Resources to Create Value
 RACI Model used for control and management

Summary
 Automate Everything possible
 Governance vs. Management
 Risk Management model


Which is essentially hand lifted from the PMBOK
 Project Management Body of Knowledge

Process Model –
Triggering
Event

General Process Design

Process Control Owner, Documentation, Policy, Objective,
Feedback

Process –
Process
Inputs

Activities, Metrics, Roles, Improvements,
Procedures, Instructions

Process Enablers

–Resources, Capabilities

Includes
Process
Reports
and
Reviews
Process
Outputs

Process Model
 All Processes have four key Characteristics
1. They are Measureable
2. They Deliver specific Results
3. They have customers or stakeholders
4. Respond to a specific triggering event
 All Processes have three Distinct Components
1. Process Control
2. Process (which takes inputs and creates outputs)
3. Process Enablers

Process Components
 Process Control
 Process Design
 Process Management
 Change Control
 Process
 Collection of activates and roles required to move inputs
to outputs
 Process Enablers
 Appropriate Resource's and Capabilities to perform the
process activities

Process Key Characteristics
1.

Process Measurement


2.

Costs, Performance, Quality provided

Specific results


Delivered Consistently

Customers and Stakeholder

3.


Expectations are met

4. Triggering Event
 Thus making the process traceable through it’s activities

…Ensure the 3 E’s of Quality
Management
Effectiveness
Efficiency
Economy

Summary
ITIL Processes have a standard,
common design
 They have documented Triggers,
Inputs and Outputs
They have 3 Components





Process Control
Process (which takes inputs and creates outputs)
Process Enablers

Summary
The 4 P’s of Design
 People, Processes, Products and
Partners

Concepts and Processes
Let’s Start at the Top of the Pyramid

ITIL Processes by Phase
Service
Strategy

• Service Portfolio Management
• Financial Mgt for IT services
• Demand Mgt (Not testable a foundations lvl)
• Business Relationship Mgt

Continuous
Improvement

Service Design
7 Step
Process

• Design Coordination
• Service Level Mgt (SLA)
• Capability Mgt
• Supplier Mgt

Service Transition

Service Operations

Service Catalog Mgt
Availability Mgt
IT Service Continuity Mgt
Information Security Mgt

• Asset And Configuration Mgt
• Change Mgt
Knowledge Mgt
• Release And Deployment
• Transition Planning and Support
• Service Validation and Testing (Not testable)
• Change Evaluation (Not Testable)
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt

Service Strategy
 Information Service and Technology Management

(ISTM) Starting Point
 Aligns IT strategies to Business Strategies
 Focuses is on Value to business

“Define the 4 P’s (perspective, position, plans and
patterns) that a service provider needs to be able to
execute to meet an organization business outcomes”

Service Strategy is part 1 of the “plan” phase of the Plan,
Do, Check, Act cycle

Service Strategy Key Concepts
 Service Strategy –
Revolves around the needs of the customer
2. Seeks to understand the needs and requirements of the
business processes underpinned by IT services
3. Determines the best way to provision those services in order
to meet the business needs effectively.
4. Ensures IT perspectives and business perspectives are
properly aligned.
1.

1.
2.

Business perspective don’t start in IT
Infrastructure management doesn’t start with business processes.

Service Strategy Terms of Interest
 Warranty
 Usability of a Service or Application


Is it user Friendly ?

 Utility
 Functionality of the Service


Does it work as designed ?

 Utility is what something does

 Warrant is how well it does it.

Utility and Warranty Create Value
Performance Correct
Constraints Removed

Utility
OR

T/F
Fit for Purpose
Value

AND

Availability
Capacity
AND
Continuous results
Secure
Warranty

Fit for Use
T/F

T/F

Terms of Interest
 Types of Service Providers
1.

Type I – Internal Service Provider

Embedded in the businesses units they service

Offer services specific to that business unit

2.

Type II – Shared Services

Internal to the organization

Usually not at the core of a businesses competitive advantage

Service multiple business units. (HR, Accounting, Finance)

3.

Type III – External Service Provider

Outsourced Service

The Service Strategy Processes
 There are 5:
1.
2.

3.
4.
5.

Strategy Management for IT Service (Not covered)
Financial Management of IT Services
Service Portfolio Management
Demand Management (Not testable)
Business Relationship Management

Financial Management for IT
Services
 Just know these things:
 Its Purpose (in the glossary)
 It Consists of there main processes



Budgeting
Charging
Accounting



All of which are defined processes in the glossary




Service Justification
 Business Case:

Justification for a significant item of expenditure. The
business case includes information about costs,
benefits, options, issues, risks and possible
problems.
Usually judged on ROI - however ITIL suggests
organization use VOI (Value on Investment) methods to
better estimate the value of the process.

 The Service Providers Collection of available services
 Services defined in terms of business value
 Repository detailing information about the service



Chargeback model
Resources and capabilities required

 Means of comparing the service competitiveness



Provider type
Pricing

 Scope Statement

The scope of Service Portfolio Management is all services
a service provider plans to deliver, currently delivered and
those that have been withdrawn from service

 Methods – There are 4

Define – Inventory Services, build Business Cases
2. Analyze – Maximize Portfolio value
3. Approve – Authorize Services and Resources
4. Charter – Move the Service into the Service Catalog
1.












Key Attributes of Charter Services
Described in detail
SLR and SLA are defined
Business case for use of the service
Risk identified
Costs, Pricing models defined
Business owners and users are listed
Performance Metrics
OLA (Operating Level Agreement) is in place.

Business Relationship
Management
 The process responsible for maintaining a positive
 relationship with customers. Business relationship

management identifies customer needs and ensures
that the service provider is able to meet these needs
with an appropriate catalogue of services. This process
has strong links with service level management.

Business Relationship
Management
Scope Statement
 The BRM Process Focuses on understanding:
 Business outcomes
 Services currently offered to the customer
 How to optimize offering in the future
 How the Service Provider is reprinted to the customer
 Technology trends and their effects on services provided to
the customer
 The way in which services are currently offered to the
customer, SLAs, quality control, and possible changes
required
 Levels of customer satisfaction.

Summary
 Service Strategy is the beginning of ITIL Process

implementation
 Service Strategy revolves around creation of value for
customers.
 The Three Process of Service Strategy that you will be
tested on are:
Financial Management of IT Services
2. Service Portfolio Management
3. Business Relationship Management
1.

Service
Strategy


Continuous
Improvement

Service Design
7 Step
Process

• Capability Mgt
• Supplier Mgt

Service Transition

Service
Operations

Service Catalog Mgt
Availability Mgt

• Change Mgt
Knowledge Mgt
• Transition Planning and Support
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt

Service Design Purpose
Service design includes the design of the services,
governing practices, processes and policies required to
realize the service provider’s strategy and to facilitate
the introduction of services into supported
Environments ensuing quality service delivery.
Service Design is part 2 of “plan” in the Plan, Do, Check,
Act cycle

Service Design Objectives
 Reduce TCO
 Improve quality and consistency of service
 Improve service performance, IT coherence,

information, decision making and service alignment.
 More effective service performance, IT Processes,
service management
 Easier implementation of new or changed services.

Service Design Key Concepts
 Service Design –
1. Requires a holistic approach to both business and IT
infrastructure.
2. Requires functional elements of service be addressed
3. Include management and operational requirement for
provisioning, implementing and operations of services
delivery.
 The be clear: Service Transition which is responsible for

provisioning, implementing and operations of services, just
builds the service from a blueprint provided as an output
from Service Design.

Service Delivery Terms of Interest



Service Provider
Customer vs. User vs. Stakeholder
Service Level Agreement
Operational Level agreement
Underpinning Contract
Service Design Package
Availability
Supplier
Vital Business Function.



See the glossary on this

















Notes (you need to understand)
An SLA is an agreement of service targets with a
customer and an external service provider
An OLA is an agreement between a service provider
and an internal partner
Underpinning Contract is an agreement between a
service provider and an external partner
Service Level Management is the SLA’s AND the OLA
and/or Underpinning Contracts the underpin them.

Five Aspects of Service Design
1.
2.
3.
4.
5.

Design of Service Solutions
Design of Service Management Systems
Design of Technology Architectures and Management
Systems
Design of Processes
Design of Measurement Method and Metrics of the
Service

Service Design Processes
 Design Coordination
 Service Level Mgt (SLA)
 Capability Mgt

 Supplier Mgt

Service Catalog Mgt
Availability Mgt
IT Service Continuity
Mgt
Information Security
Mgt

Design Coordination
Design Coordinator:

1.
1.

A Powerful position because it controls both governance
and design. Usually an intermediate to high level manager
in the organization.

Service Catalog Management
Dependent on Service Portfolio
2. Details all live and approved for live services
3. Two versions
1.

1.

2.

Business Services – Those services required to operate the
organization
Technical Services – Those services that are required to
support the business services.

Service Level Management
1.
2.
3.

4.
5.
6.

Design SLA framework
Gather and document SLR
Monitor Performance against SLA
Produce appropriate reports
Conduct Service Review (which could lead to SIP)
Manage the contracts and relationships

Availability Management
1.
2.
3.

4.
5.
6.

Produce Availability Plan
Provide Guidance on Availability Issues
Ensure Availability Targets
Assist on Availability Incidents and Programs
Assess Change Plans
Proactive Improvements of Availability

Availability Management
Key Concepts
1.
Service Availability
2.
Reliability
- A term used for Internal partners
3.
Maintainability - A term used for Internal partners l
4.
Serviceability - A term used for Internal External partners
refers to the ability to meet the terms
of an underpinning contract
5.
Proactive / Reactive Activities

Capacity Management
1.
2.
3.
4.

Business Capacity Management
Service Capacity Management
Component Capacity Management
Capacity Planning

IT Service Continuity Management
Objectives
1.
2.
3.
4.
5.
6.
7.
8.

IT Service Plans
Business Impact Analysis (BIA)
Management of Risk (M o R)
Guidance on Continuity and Recovery
Ensure Continuity and Recovery measures in Place
Assess Impact of Change of Continuity
Ensure Proactive Measures
Negotiate with Suppliers for Continuity Needs

(This process is Disaster Recovery as opposed to Availability which is
more about the fault tolerance capabilities of the IT systems )

Four typical options
1.
2.
3.
4.

Gradual Recovery (Cold standby)
Intermediate Recovery (Warm Standby)
Fast Recovery (Hot Standby) – Typical 24 hours
Immediate Recovery (Mirroring)

Information Security Management
1.
2.
3.
4.
5.
6.
7.

IT Information Security Policy (ISP)
Ensure Security Requirements
Document and Implement Security Controls
Manage Supplier Access to Systems
Manage Security Breaches and Security-related Incidents
Proactive Improvement of Security
Integrate Security Aspects within other ITSM

Information Security Key Policy
1.
2.
3.
4.
5.

Passwords (Access Management)
Email
Virus Control
Encryption
Remote Access

Information Security Management System

Supplier Management
1.
2.
3.
4.
5.

6.

Supplier Policy
Obtain Value from Suppliers
Ensure Supplier Contracts are Business-aligned
Manage Supplier Relationships and Performance
Negotiate Supplier Contracts and Manage them through
their lifecycle
Supplier and Contract Management Information System

Summary
 Design Services
Design Coordination
Service Level Mgt (SLA)
Capability Mgt
Supplier Mgt

Service Catalog Mgt
Availability Mgt
Mgt
Mgt

Summary
 There are Specific Terms for Internal

and External Resources/Capabilities.
 Availability and Contingency have
similar goals but are significantly
different in implementation

Service Transition Purpose
The purpose of service transition stage of he lifecycle is o
ensure that new, modified or retired services meet the
expectations of the business as documented in the service
strategy and service design stages of the lifecycle.
Service Transition is the ‘DO’ in the Plan, Do, Check, Act
cycle.

Service Transition Objectives
 Plan and mange service changes efficiently and effectively.
 Manage risks relating to new, changed or retired services.
 Successfully deploy service releases into supported

environments
 Set correct exceptions on the performance and use of new
of changed services
 Ensure that service changes create the expected business
value
 Provide good-quality knowledge and information about
services and service assets.

Service Transition Key Concepts
 Service Transition –
1. Quality Service Transition significantly improves a service
provider’s ability to handle high volumes of change and
releases to its customers and enables the provider to align
service with the business requirements. It aloes ensure that
users can use the service in a way that maximizes its value.
2. The Transition lifecycle phase is also used to retire services
that are no longer required and to transitions service
provision to or form an external service provider.
The be clear: Service Transition just builds the service from a
blueprint provided as an output from Service Design.

Service Transition Terms of Interest
Service Knowledge Management System
Configuration Item
Configuration Management System
Definitive Media Library
Change









Normal, Standard, Emergency

Seven Rs of Change management
 Release Unit
 Release Policy
Lets see the glossary on this


Notes
you need to understand
 Configuration Item (CI) is an IT component in the
Configuration Management System.
 Release Unit (RI) is a collection of CIs introduced into
the live environment.
 The 7 R’s:
 Raised, Reason, Return, Risks, Resources, Responsible

and Relationships.

Service Transition Processes
 Three Processes support the complete, ongoing lifecycle
1. Change Management
2. Asset Management
3. Knowledge Management
 Four Processes are utilized only in the transition from

Service Design to Service Transition
1. Transition Planning and Support
2. Release and Deployment Management
3. Service Validation and Testing (not testable at
Foundations level)
4. Change Evaluation (not testable at Foundations level)

Change Management Roles and
Resources
 Request For Change (RFC)
 Change Proposals
 Change Advisory Board (CAB)

 Emergency Change Advisory Board (ECAB)
 Schedule of Changes (SC)
 The Projected Service Outage Document (PSO)
 Post Implementation Review (PIR)

This is a lifecycle Process

Change Mgt Roles and Resources
 Request For Change (RFC)



The Trigger event for change control
Categorized as Normal, Standard or Emergency

 Change Proposals


Used to initiate major changes that involve significant cost,
risk or organizational impact. Usually created in Service
Portfolio Management process (Service Strategy) and passed
to change control for implementation.

 Change Advisory Board (CAB)


Assesses and Approves Changes to ensure proper transition.

Change Mgt Roles and Resources
 Emergency Change Advisory Board (ECAB)


A specifically defined group responsible for assessing and
approving Emergency Changes.

 Schedule of Changes (SC)


Documents changes approved for implementation

 The Projected Service Outage Document (PSO)


Documents details when a service(s) will be unavailable
during the change

 Post Implementation Review (PIR)


Assesses the performance of the change and take remediation
if necessary

Normal Change Flow

Trigger*

*Changes are
trigger by a
Request of
Change

Change Types








Normal Change
 Considered any change NOT an Emergency change or Standard
Change. (“Normal” has no set definition in ITIL)
Standard Change
 The set of changes that uses a Change Model that allows for preapproval. (These are changes and have known Good Practices that
can be standardized for use)
Emergency Change
 Must be kept to a minimum and be clearly defined
 Should always be considered a serious risk
Major Change
 Usually require work orders for several departments
 Generally require appropriate environmental preparation.
 Can require a project manager.

Change Management 7 Rs
1.
2.
3.
4.
5.
6.
7.

Who Raised the change ?
What is the Reason for the change ?
What is the Required from the change ?
What are the Risks involved ?
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 ?

Service Asset and Configuration
 Service Asset Management
 Focused on Service Assets during the Service Lifecycle



Ensures IT controlled assets are managed properly during their
lifecycle
Manages and protects the integrity of CIs during their lifecycle

 Configuration Management
 Manages the logical Model of the infrastructure
 Shows how Assets and Components interrelate
This is a Lifecycle Process

Knowledge Management
 Purpose:
 The purpose of the knowledge management process is to share
perspectives, ideas, experience and information to ensure that
these are available in the right place at the right time to enable
informed decisions.
 Scope:
 Knowledge management is a whole lifecycle-wide process in
that it is relevant to all lifecycle states.
 Objective:
 Gather, analyze, store, share, use and maintain knowledge,
information and data throughout the service provider
organization
This is a Lifecycle Process

Knowledge Management (DIKW)

Knowledge increases with understanding and contextual analysis. The
gathering of data leads to the creation of information, which leads to
knowledge and finally an underlying wisdom (DIKW)

Release and Deployment
Management
Purpose:
The purpose of the release and deployment management process
is to plan, schedule and control the build, test and deployment of
releases and to deliver new functionality required by the business
while protecting the integrity of existing services
This is a Design Service to Transition Service Process

Management
Four Phases of Release and Deployment
1.
2.
3.

4.

Release and Deployment Planning
Release Build and Test
Deployment
Review and Close

Management

Purpose:
1.
Deliver change faster, at lower cost, with reduced risk
2.
Assure the changed or new service supports the business
and its customers
3.
Ensure consistency in implementing changes
4.
Ensure traceability
Term of Interest
 Release Package – a singe Release Unit, a collection of Release
Units or a subset of a Release Unit

Management
Objectives
 Define and agree release and deployment plans
 Create and test release packages
 Ensure the integrity, records, and proper administration of
CIs, RUs and Release Packages.
 Deploy Release Packages and record, manage risks and issues
and take corrective actions necessary .
 Manage Change and Knowledge Transfer in the organization
 Ensure the agreed upon Utility and Warranty of the changed
services.
 Ensure there is a skills transfer to Operations Function so that
services can be delivered, supported and maintained.

Transition Planning and Support
Purpose:
The purpose of transition planning and support is to provide overall
planning for service transitions and to coordinate the resources that they
require.





Determine capacity and resources
Support transition teams
Ensure integrity of assets
Transition Planning and Support Manager is the equivalent to the
Design Process manager. High up the chain, a lot of power.

This is a Service Design to Service Transition Process

Objectives:
 Plan and coordinate the resources to support transition.
 Coordinate activities across projects, suppliers and service
teams Ensuring all parties adopt a common framework of
standard processes and support systems.
 Establishes new systems and tools, technology and
management architectures, service management processes
and metrics to meet requirements established by the design
stage
 Manage risks, minimize chance of failure and disruption
across the transitions systems.

Four Phases of Release and Deployment
1.
2.
3.

4.

Release and Deployment Planning
Release Build and Test
Deployment
Review and Close

Scope:
 Guiding changes thought the transition processes
 Coordinates several transitions simultaneously, prioritizing
conflicting requirements
 Ensuring Service Transition is coordinated with program,
project management, service design and service development
activities.
 Transition Planning and Support is where things come
together.

Capacity Management
1.
2.
3.
4.

Business Capacity Management
Service Capacity Management
Component Capacity Management
Capacity Planning

This is a Design Service to Transition Service Process

Service Validation and Testing
Purpose:
Service :



What is the intended effects of the change ?
Did the Change successfully meet its intentions ?

….and is not testable at the foundation level

Summary
 Transition Coordination

Mgt
 Service Level Mgt (SLA)
 Capability Mgt
 Supplier Mgt

Service Catalog
Availability Mgt
Mgt
Mgt

Summary
 Changes are initiated from two sources
 RFC’s which are the trigger of the change process
 Change Proposals which are major changes services
usually initiated in Service Strategy
 The goal of Knowledge Management is ensure the

right resources are in place to make informed
decisions
 Capacity Planning involves both the technical
capabilities of the organization and the business
capabilities. A failure in capacity can occur in either
aspect

Service
Strategy


Continuous
Improvement

Service Design
7 Step
Process

• Capability Mgt
• Supplier Mgt

Service Transition

Service Operations

Service Catalog Mgt
Availability Mgt

• Change Mgt
Knowledge Mgt
• Operation Planning and Support
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt

Service Operation
 Manage the Day to Day IT Activities
 Operations – Things you do everyday to deliver a service
 Provide Value to Customer through

Communications

Support

Service Operation Purpose
The purpose of service Operation stage of he lifecycle to carry
out the activities and processes required to deliver and
manage services at agreed levels to customers and users.
Also responsible for the ongoing management of the
technology that is used to deliver and support services.

Service Operation is the ‘Check’ in the Plan, Do, Check, Act
cycle.

Service Operation Objectives
 Maintain business satisfaction and confidence in IT

through effective and efficient delivery and support of
agreed IT services
 Minimize the impact of service outages on day to day
business activities
 Ensure that access agreed IT services is only provided
to those authorized to receive those services

Service Operation Key Concepts
 Operational Services are expected to work at agreed

levels and agreed costs.
 Reduce unplanned labor and costs for both the
business and IT.
 Reduce the duration and frequency of service outages
which will allow the business to take full advantage of
the value created by the services.
 Provide operational results and data that can be used
to improve service delivery

Service Operation Key Concepts
 Provide standard services that business staff can use to

increase productivity
 Provide the basis for automated operations.

Service Operation Terms of Interest
 Incident – Unplanned Interruption in the Quality of

Service –OR- the failure of a CI (even if the failure
did not impact a service)
 Alert – A warning that some threshold has been reached

( May or may not constitute an “incident”)
 Event – An Automated detectable occurrence of significance
 Service Request – A user request for information or advice
 Problem – An unknown underlying cause of an incident


Service Operation Terms of Interest
 Known Error – A problem that has a documented root

cause and a workaround
 Known Error Database (KEDB)- The place Problems and
Work Arounds are documented.
 Work Around – Means of reducing or eliminating the impact
of an incident for which no permanent solution is available.
 Impact, Urgency, Priority – Priority determines the order
on the daily operation. Priority is a combination of Impact
and Urgency . Impact+Urgency = Priority

Service Operation Processes
 Incident Management
 Problem Management
 Request Management

 Event Management
 Access Management

Incident Management
 Scope of Incident Management - any event which

disrupts, or could disrupt, a service
 Purpose of Incident Management
 Restore Service as Soon as Possible
 Minimize impact to business
 Ensure Services are performing to agreed upon levels
 Manage the Standard Incident Model
 Own and operate the Major Incident Model
 Include Problem Management when necessary

Incident Management
 Standard Model
 A set of procedures used to guide the management of
common incidents, for example:




Forgotten password
Communications failure
Missing application on PC

 Major Incident Model
 Series of activities meant to resolve an uncommon incident
 Service Deck owns problem from open to close
 Problem management may be asked to assist.

Incident Management
Incident Management Interfaces
 Service Level Management – Service Design
 Information Security Management – Service Design
 Capacity Management - Service Design

 Availability Management – Service Design
 Service Asset and Configuration Mgt – Service Transition
 Change Management – Service Transition

 Problem Management – Service Operations
 Access Management - Service Operations

Problem Management
 Service Level Management – Service Design
 Information Security Management – Service Design
 Capacity Management - Service Design

 Availability Management – Service Design
 Service Asset and Configuration Mgt – Service Transition
 Change Management – Service Transition

 Problem Management – Service Operations
 Access Management - Service Operations

Problem Management
 Purpose:
Manage the lifecycle of problems:





Identification
Investigation
Documentation
Removal

Proactively prevent recurrence of incidents
Minimize impact to business due to errors in the IT
infrastructure

Problem Management
 Scope:









Diagnose Root Causes of incidents
Determine Resolution
Ensure Resolution Implementation

Engage Change Management

Trigger Release and Deployment Management
Maintain the Known Error Database
Create and manage Problem Models the manage problems
that have no permanent resolution or are too expensive to fix.
Review how Major Problems are handled to proactively
improve the Problem Management Model

Problem Management
 Reactive Activities
 Concerned with solving problems in response to one or
more incidents

 Proactive Activities
 Concerned with identifying and solving problems and
known errors before further incidents related to them
can occur again.

Event Management
 Event Management is considered preventative in nature –



Management of events through their lifecycle
Detect Events and determine appropriate action

 Detect Changes
 Provide trigger for service operations and management

activities
 Provide a means to compare performance against
standards and SLAs.
 Provide a basis for service reporting and service
improvement

Event Management
 Events have three classifications
1) Informational


2)

Warnings


3)

Notifications of activities of significance

Notifications that a threshold is about to be reached

Exceptions


Notifications of a failure

An “alert” is type of event – which type is determined
by which functional group / process is to be triggered.

Request Fulfillment
 Purpose:
Mange the lifecycle of all service requests from the users.



Objective:
 Maintain user and customer satisfaction through efficient
handling of all services
 Provide a channel for user requests
 Provide information to users and customers about the
availability of services
 Delivers standard services
 Assist in general information, complaints and comments

Request Fulfillment
 Handles non-incident requests
 Service Requests
 RFC (Standard Changes)

 Creates and Maintains :
 Request Models
 Self-Help Opportunities

Access Management
 Manage Access Rights
 Verification of Legitimacy of Requests
 Monitoring of Identity Status
 Logging and tracking Access
 Granting/Removing/Restricting Access


Note: Privileges are predetermined by Availability and Security Mgt
Service Operation implements them.

 Physical Access Control is NOT within the scope of

Access Management.
Generally this is the responsibility of Facilities management

Service Operations
Functions
 Remember:

A function is a team or group of people and tools and
resources that carry out processes.
In a large organizations the functions of Service
Management are usually broken into several Functional
Units
•
•
•
•

Service Desk
Technical Management
Applications Management
It Operations

Service Operations Functions
Service Desk
 Service Desk
 Single Point of Contact for the User Community
 Manages Incidents and Service Requests






Owns incidents from open to close
First Level Support
Escalates as agreed
Keeps user informed
Closes incidents and service requests as agreed

 Conducts Surveys to measure Satisfaction
 Communicates with Users
 Updates CMS

Service Desk
 Service Desk Organizational Structure
Can be organized any one of several ways

Three most Commonly Implemented
1)
2)
3)

Local Service Desk
Centralized Service Desk
Virtual Service Desk

May be implemented as a “Follow the Sun” Service Desk

Service Desk
Local Service Desk –
Located physically close the user community it serves
This causes several Service Desks in a large organization
with many locations and can have a high level or
redundancy.

Central Service Desk –
Positioned in a single location. Less redundant. Builds
higher skill level in the staff and is more cost effective.

Service Desk
 Virtual Service Desk
 Typically used by Global organizations


Service desks are located in several major locations and
share a common SKMS

 It is possible for the Service Desks to collaborate to

perform “Follow the Sun” support across the
organization.


This allows Service Desks to support each others
customers and users and allow for 24 support across
the enterprise.

Service Desk
Service Desk Metrics
Continuous Improvement requires quality
measurement
 First line resolution rate
 Average time to resolve an incident
 Aver time to escalation of an incident
 Average cost to handle an incident
 Average number of calls per day/week/shift
 Average time to review and close an incidents

Technical Management
Objectives:
 To plan, implement and maintain a stable technical

infrastructure to support the business processes
through:
Well Designed and highly resilient, cost-effective technical
topology
 The use of adequate technical skills to maintain the technical
infrastructure in optimum conditions
 Swift use of technical skills to diagnose and resolve any
technical failures that do occur.
Technical Managers are commonly Subject Matter Experts (SME)


Application Management
Dual Role:


Keeps technical knowledge and expertise related to
managing applications ensuring that the knowledge
required to design, test, manage and impose IT services



Providing the actual resource to support the service
lifecycle

Application Management
 Plays a role in all applications, whether purchased or

developed in house
 Ensuring:
 Applications are well designed and cost-effective
 Required functionality is available and will achieve business

outcomes
 The organization as necessary technical skills to operate and
maintain the applications.
 Swift diagnose and resolution of technical failures
Note: Application Management DOES NOT make the decision whether an
application should be developed in house or outsourced, this is done by Design
Management, they DO support the applications in either case

Summary
 Operations Management is responsible for day-t0-day

activates for IT services
 Consists of 5 processes
 Incident Management

 Problem Management
 Request Management
 Event Management
 Access Management

Summary
 Types of Events
Informational
2) Warnings
3) Exceptions
1)

 Responsible for Security an Request fulfillment
 Directly interfaces with the customers

CSI
 Purpose

Maintain the alignment of IT services to changing business needs.
Objectives
 Review, analyze and recommend on improvement opportunities across
the lifecycle
 Review Service Level Achievements
 Identify and implement activities to improve IT services
 Improve cost of service delivery without sacrificing overall customer
satisfaction
 Understand what to measure, why and what successful outcome should
be
 CSI ACT in the Plan, Do, Check, Act cycle

 Continual Re-alignment of IT to meet business

requirements
 Improve Services
 Assist/Guide growth and maturity of Service

Management Processes
Measure, Analyze, Review

Key Concepts
 Scope of CSI
 Overall health of IT Service Management
 Continual alignment of the service portfolio to the
needs of the business
 Maturity of IT processes for each service
 Continual Improvement of all aspects of the IT service
and the assets that support them

Key Concepts
 Three key guiding principles of CSI




You cannot manage what you cannot control
You cannot control what you cannot measure
You cannot measure what you cannot define

Terms of Interest
 Baselines
 An initial data point that establishes a marker or

starting point for comparison

 Metrics – Three Types
 Technology – focused on
component/application availability
 Process – CSFs/KPIs for the service
management processes themselves
 Service – measure end to end service

Deming

This is Edward Deming
At his most happy

7 Step Improvement Process

 Purpose
1.
2.
3.
4.
5.
6.
7.

Identify
Define
Gather
Process
Analysis
Present
Implement

Improvements to through lifecycle

Service
Strategy


Continuous
Improvement

Service Design
7 Step
Process

• Capability Mgt
• Supplier Mgt

Service Transition

Service
Operations

Service Catalog Mgt
Availability Mgt

• Change Mgt
Knowledge Mgt
• Operation Planning and Support
• Incident Mgt
• Problem Mgt
• Request Mgt
• Event Mgt
• Access Mgt

Answer this question: How did we get here

 Identify – Overall vision, business needs and
organizational goals
 Define – What to measure
 Gather – Assemble data (usually from Service
Operations)
 Process – Turn the data into information
 Analyze – The data and information
 Present - and use the information to stakeholders
 Implement – Improvements and establish a new
baseline

Model

Model
1. What is the Vision (ITIL loves vision)
2. Where are we new
3. Where do we want to be
4.How do we get there
5. Did we get there
6.How do we keep the momentum going

Model
Vision
Vision
Vision
Vision
Vision

Value
Value
Value
Value
Value

Business Customer
Business Customer
Business Customer
Business Customer
Business Customer

* Pick the answer that that has one of these word in it.

The Role of Measurement
To Validate – the prior decisions
To Direct – Set a course for future action
To Justify – That a particular course of action as best
To Intervene – Identify an issue and apply corrective
action

Methods and Techniques
•
•
•
•
•

Assessments
Gap Analysis
Balanced Scored
SWOT
Deming Cycle of Improvement

Summary
 Measure, Analyze and Review
 7 Steps to implement CSI
1. Identify
2. Define
3. Gather
4. Process
5. Analysis
6. Present
7. Implement

Summary
Purpose of measurement
 To Validate
 To Direct
 To Justify
 To Intervene

ITIL V3 Overview
 End of Presentation

ITIL foundations - Complete introduction to ITIL phases, lifecycle and processes

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à ITIL foundations - Complete introduction to ITIL phases, lifecycle and processes

Similaire à ITIL foundations - Complete introduction to ITIL phases, lifecycle and processes (20)

Dernier

Dernier (20)

ITIL foundations - Complete introduction to ITIL phases, lifecycle and processes