1. ITIL Foundation V3
Workshop
‫حائل‬ ‫منطقة‬ ‫أمانة‬ ‫المعلومات‬ ‫تقنية‬ ‫إدارة‬

2. Plan and Objectives
Plan :
Day 1:
 Introduction
 ITIL Core concepts
 Organizing for Service Management
Day 2:
 Service Strategy
 Service Design
 Service transition
Day 3:
 Service Operation
 Continual Service improvement

3. Objectives
Comprehension of:
 Service management as a practice
 Service Life-cycle
 Key principals and models
 Generic concepts awareness
 Selected Processes awareness
 Selected Roles awareness
 Selected Functions awareness
 Technology and Architecture awareness
 ITIL qualification scheme awareness

4. Introduction
 What is ITIL? ITIL is a public framework that describes Best Practice in IT service
management Published in1980 By Office of Government Commerce now called
OGC Initial version consisted of 31 associated books covering all aspects of IT
service provision A revised edition of seven, more closely connected and
consistent books was released (ITIL v2) In 2007 – Launch of five core books of
ITIL v3
 Systematic approach to high quality IT service delivery
 Documented best practice for IT Service Management
 Provides common language with well-defined terms

5. Introduction
 In 2001, version 2 of ITIL was released. The Service Support and Service
Delivery books were redeveloped into more concise usable volumes. Over the
following few years it became, by far, the most widely used IT service
management best practice approach in the world.
 In 2007 version 3 if ITIL was published. This adopted more of a lifecycle
approach to service management, with greater emphasis on IT business
integration.
 Last version V3 2011

6. Introduction

7. ITIL Core concepts
 Services
 Service Management
 ITIL as a Good Practice Framework
 Processes
 Functions
 Roles
 Service Lifecycle

8. ITIL Core concepts

9. ITIL Core concepts
 Service
 Delivers value to customer by facilitating outcomes customers
want to achieve without ownership of the specific costs and
risks
 e.g. a “backup service” means that you don’t have to care
about how much tapes, disks or robots cost and you don’t
have to worry if one of the staff is off sick or leaves

10. ITIL Core concepts
Service Management
 Set of specialized capabilities for delivering value to
customers in the form of services
 •ITIL is the framework for IT Service Management
ITIL –Good Practice Framework
 What are good practices?
 Practices widely accepted and adopted
 Have withstood the test of time
 May come from a number of sources including:
•Standards
•Public frameworks
•Academic research
•Proprietary knowledge

11. ITIL Core concepts
Processes
 Structured set of activities
 Designed to achieve a specific objective
 Four basic characteristics
 Transform inputs into outputs
 Deliver results to specific customer or stakeholder
 Measurable
 Triggered by specific events

12. ITIL Core concepts
Process owner
Process
policy
Process
objectives
Process
documentation
Process
Feedback
Process
Control
Process It
self
Process
Enablers
Activities
Metrics
Improvements
Procedures
Work instructions
Roles
Resources Capabilities
Input Output

13. ITIL Core concepts
Functions
 Self contained subsets of an organization
 Intended to accomplish specific tasks
 Takes the form of a team or group of people and the tools being used
 Add structure and stability to organizations
 Supported by budget and reporting structures

14. ITIL Core concepts
Roles
 Collections of specific responsibilities and privileges
 Held by individuals or teams
 Standard roles include:
* Service manager
* Product manager
* Service owner
* Process owner

15. ITIL Core concepts
Roles
 Service manager:
Accountable for the development, performance, and improvement
of all services in the environment
 Product manager:
Accountable for development, performance, and improvement of a
group of related services
 Service owner:
Accountable for the overall design, performance, integration,
improvement, and management of a single service
 Process owner:
Accountable for the overall design, performance, integration,
improvement, and management of a single process
Service
Manager
…Product
Manager
Service
Owner …
Process
Owner …

16. Organizing for Service Management
 Service Level
 Measured and reported achievement against one or more service level
targets. E.g.:
 Red = 1 hour response 24/7
 Amber = 4 hour response 8/5
 Green = Next business day
 Key Performance Indicators (KPIs)
 Quantifiable measurements that reflect the critical success factors of an
organization (KPIs usually are long-term considerations)
 Service Level Agreement (SLA)
 Written and negotiated agreement between Service Provider and Customer
documenting agreed service levels and costs

17. Organizing for Service Management
 Structure of Services :
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Overview
Business
value
Concept and
models
Processes
Asset and
config mgmnt
Change
mgmnt
Release and
depl mgmnt

18. Service Strategy
Concerned with selection of services to be offered to customers Based on :
 Provide value to customers
 Enable the Service Provider to capture value
 Fall within cost parameters acceptable to the Service Provider
 Fall with risk parameters acceptable to the Service Provider
 Deals with establishment and management of the broadest policies and standards
which govern the way a Service Provider operates
Overview

19. Service Strategy
Offers value to both customers and Service Providers by…
 Ensuring services offered align with business objectives
 Ensuring services offered are likely to offer value
 Ensuring customers can be charged for the services
 Ensuring Service Provider handles costs and risks associated with the offered
services!
Business Value

20. Service Strategy
Business Case
 Structured and documented justification for investment in something expected to
deliver value in return, e.g. an IT Service
 Evaluate the feasibility and desirability of creating and providing various IT services
 ROI (Return on investment)/ VOI (Value on Investment)
 Value
 Value of service consists of two components: utility and warranty
Concepts and Models

21. Service Strategy
 Utility also called 'fitness for purpose'
involves the ability of the service to
remove constraints or increase the
performance of the customer
 Warranty also called ‘fitness for use’
is the ability of the service to operate
reliably
Concepts and Models

22. Service Strategy
Service Assets
 Resources and capabilities which Service Provider allocates to offer a service
 Resources are raw materials which contribute to a service
 Money, Equipment, Time, Staff, etc.
 Capabilities are specialized skills or abilities an organization applies to resources to create
value
 Skills, Organization, Processes, Management, etc.
Service Portfolio
 Entire set of services under management by a Service Provider
Consists of three major parts:
 Service Pipeline, Service Catalog, Retired Services
Concepts and Models

23. Service Strategy
Service in the Service Portfolio may be:
 Under consideration
 In design
 In development
 In testing
 In operation
 Retired
Concepts and Models

24. Service Strategy
Service Belt
Service in the Service Portfolio may
be:
 Under consideration
 In design
 In development
 In testing
 In operation
 Retired!
Concepts and Models

25. Service Strategy
 Service Strategy
 Service Portfolio Management
 Demand Management
 IT Financial Management
Processes

26. Service Strategy
1- Build Service strategy:
Concerned with development of service concepts in preparation for selection
of services to be provided
Consists of four major activities
 Understand the market
 Who is the customer?
 What do they value?
 How do they define value?
Develop the offerings
 What service offering would provide value to customers as defined above?
 How can we as a service provider offer unique or distinctive value?

27. Service Strategy
Develop strategic assets
 What resources would be required to offer the services identified?
 What capabilities would be needed to offer the services identified?
Prepare for execution
 How can we prepare to build or develop the service?
 What are our specific objectives for the service?
 What specific critical success factors must we meet in order to achieve
those objectives?

28. Service Strategy
2- Service Portfolio Management
 Concerned with management of the information (com plan)
 Concerning services in the Service Portfolio
 Organizes the process by which services are:
- Identified
- Described
- Evaluated
- Selected
- and chartered

29. Service Strategy
Demand Management
 Concerned with understanding and influencing customer demand
 Unmanaged demand is a source of both cost and risk to Service Providers
 Demand management models demand in terms of…
User profiles
 Which characterize different typical groups of users for a given service
Patterns of business activity
 Which represent the way that users in different user profiles access a
service over the course of a given time period

30. Service Strategy
IT Financial Management
 Provides means of understanding and managing costs and opportunities
associated with services in financial terms
 Provides clear means of generating data useful for decision support
around management of services
Includes three basic activities
 Budgeting --Planning how money will be spent by a Service Provider
 Accounting--Tracking how money is actually spent by a Service Provider
 Charging --Securing payment from customers for services provided

31. Service Design
Concerned with design of services and all supporting elements for introduction
into the live environment.
Offers value by ensuring that:
 Services are aligned with business objectives
 Services are able to provide the utility and warranty required for them to meet
the objectives outlined during Service Strategy
 Service management systems and tools are capable of supporting service
offerings
 Service management processes are capable of supporting service offerings
 Services are constructed according to agreed architectural standards
Business Value

32. Service Design
Built-in quality
 Supports building quality into IT services, processes, and other aspects
 Includes processes for clear specification of quality targets
Service Level Management
 Includes processes for achieving major warranty ingredients of quality
Availability, Capacity, IT Service Continuity, Security Management
 Targeting quality during Service Design ensures that quality can be
delivered during Service Operations
Concepts and Models

33. Service Design
Service Catalogue
–Subset of Service Portfolio
 Contains services currently available to customers
 Often the only portion visible to customers
 Implemented as a database and is often web-accessible
 Acts as the entry portal for information regarding services in the live
environment
Concepts and Models

34. Service Design
Four P’s of Service Design
Represent areas which should be taken into consideration when designing a
service
 People
Human resources and organization structures required
 Processes
Service management processes required
 Products
Technology and other infrastructure required
 Partners
Third parties which provide services required
Concepts and Models

35. Service Design
Five aspects of Service Design
Areas which should also receive design focus:
 New or changed service itself --With special attention to service
requirements
 Service management processes required to support the service
 Service management systems and tools required to support the service
 Technology architectures used or referenced by the service
 Measurement systems and metrics necessary to understand the
performance of the service
Concepts and Models

36. Service Design
 Service Catalog Management
 Service Level Management
 Availability Management
 Capacity Management
 IT Service Continuity Management
 IT Security Management
 Supplier Management
Processes

37. Service Design
Service Catalog Management
Involves management and control of the Service Catalog
Which includes information about services currently available to customers
for use:
 Features of the service
 Guidelines for appropriate use of the service
 Means of accessing the service
 Pricing information
 Key contact information
 Service level agreement information
Processes

38. Service Design
Service Level Management
Process charged with securing and managing agreements between customers
and the service provider regarding the levels of performance (utility) and
levels of reliability (warranty) associated with specific services
 Results in the creating of Service Level Agreements (SLAs) between
customers and the provider
Operational Level Agreements are performance agreements which exist
between parts of the service provider organization
 For supporting upstream SLAs which require dependable performance by
multiple business units, functions, or teams within the service provider
organization
Processes

39. Service Design
Processes

40. Service Design
Availability Management
Concerned with management and achievement of agreed availability requirements
as established in SLAs
 Availability is the ability of a system, service, or configuration item to perform
its function when required
Availability Management may assist with:
 Developments of availability service level targets which make part of an overall
SLA
 Design of services capable of meeting or exceeding agreed availability
requirements
 Measurement and monitoring of availability achievements
 Responses to availability related incidents
Processes

41. Service Design
Capacity Management
 Concerned with ensuring that cost effective capacity exists at all times which meets or
exceed the agreed needs of the business as established in SLA
Capacity is defined as the maximum throughput a service, system, or device can handle
 •Divided into three categories…
Processes

42. Service Design
Business Capacity Management
Addresses capacity factors which exist at the business level such as mergers, acquisitions, plans
for new facilities, reductions in force, etc.
Service Capacity Management
 Addresses capacity factors at the service level
 Translates business capacity factors into capacity requirements for service
Component Capacity Management
 Addresses capacity factors at the level of components or configuration items
 Translates service capacity factors into capacity requirements for individual components or
configuration items
Processes

43. Service Design
IT Service Continuity Management
Responsible for ensuring that Service Provider can always provide minimum agreed Service
Levels
 Concerned with management of risks and with planning for the recovery of IT services in
the event of disaster
 Uses techniques such as BIA and MoR
 Driven by larger Business Continuity Management effort
 Results in the production of overall IT Service Continuity Plan which is an aspect of the
overall Business Continuity Plan
Processes

44. Service Design
IT Service Continuity Management
Responsible for ensuring that Service Provider can always provide minimum agreed Service
Levels
 Concerned with management of risks and with planning for the recovery of IT services in
the event of disaster
 Uses techniques such as BIA and MoR
 Driven by larger Business Continuity Management effort
 Results in the production of overall IT Service Continuity Plan which is an aspect of the
overall Business Continuity Plan
Processes

45. Service Design
IT Security Management
 •Concerned with protection of IT assets from security threats
 •Handles development and management of IT security policy
 •Focuses on protection of five basic qualities of information assets
 –Confidentiality
 •Asset is only available to appropriate parties
 –Integrity
 •Asset is not modified by unauthorized parties
Processes

46. Service Design
IT Security Management
 Availability
 •Asset is only utilized when required
 –Authenticity
 •Transactions and identities of parties involved are genuine
 –Non –repudiation
 •Completed transactions are not reversed / denied
Processes

47. Service Design
Supplier Management
 Charged with obtaining value for money from third party suppliers
 Similar role to that of Service Level Management
–With respect to external suppliers
 Handles supplier evaluation, contract negotiations, performance reviews, renewals and
terminations
Processes

48. Service Transition
 Concerned with management of change and with the introduction of new and changed
services in the live environment
Business Value
 Provides value to the business by…
 Enabling business change
 Minimizing impact to business which might result from unmanaged change
 Enabling business to make use of new and changed services
 Ensuring that designs for services are implemented as intended
 Ensuring that Service Management organization is prepared to support new and
changed services
 Reducing number of defects introduced into live environment

49. Service Transition
Service V –Model

50. Service Transition
Concepts and Models
 Change
–Addition, removal, or modification of anything that could have an effect on an IT service
–All changes involve risk
 Request for Change
 Documented request to alter a service or other Configuration Item
 Can be issued by anyone
 Customers, IT staff, Users, etc.
 Received by Service Desk and handled via the Change Management process

51. Service Transition
 Change Types
 –Normal changes
 •Meeting predefined criteria that qualify them for handling via normal change
management process
 –Standard changes
 •Pre-approved changes for implementation
 •Low risk and occur frequently in the environment
 •Examples include…
 –Password resets
 –New hire procedures
 –Office moves

52. Service Transition
Processes
 Change Management
 Service Asset and Configuration Management

53. Service Transition
Change Management
 Concerned with recording, evaluating, approving, testing, and reviewing changes to
services, systems, and other configuration items
 Concerned with managing risk associated with change
Major activities making up change management include:
 Recording of RFCs
 Involves logging of the RFC in the change management system
 Recording must include all details required to assess the RFC
 Review of RFCs
 Involves checking to see if the RFC is complete and free of obvious defects which would
make it impractical or impossible to implement

54. Service Transition
 Assessment and evaluation of RFCs
 •Involves further review and consideration of the RFC, usually by the Change Advisory Board,
for the purpose of determining the desirability and feasibility of the requested change
 –Authorization of RFCs
 •Involves identification of the appropriate Change Authority and the determination by the
Change Authority to approve or deny the RFC
 –Planning
 •Involves identification and scheduling of the activities required to implement the change,
including any testing which may be required to manage risk associated with the change
 –Implementation
 –Coordination

55. Service Transition
Service Asset and Configuration Management
Involves the following activities...
 Planning
 Identification
 Control
 Status Accounting
 Verification and Audit

56. Service Transition
Release and Deployment Management
 Transition Planning and Support
–Provides broader support for large scale transitions and releases
–Helpful for an organization anticipating unusual volume of change
 Service Validating and Testing
–Provides separate and more focused support for testing prior to release
–Quality and error control are of paramount importance

57. Service Transition
Evaluation
 Provides support for post release evaluation and confirmation of customer acceptance
of new and changed services
Knowledge Management
 Provides support for the capture and effective publishing of knowledge which surfaces
during the Service Transition lifecycle phase and elsewhere

58. Service Operation
 Concerned with ensuring that services operate within agreed parameters
 Charged with restoring service as quickly as possible and with minimal impact to the
business
 Phase in which value is actually realized by customers
 Further adds business value by...
–Ensuring that services are operated within expected performance parameters
–Restoring services quickly in the event of service interruption
–Minimizing impact to the business in event of service interruption
–Providing a focal point for communication between users and Service Provider
organization

59. Service Operation
Processes
 Incident Management
 Problem Management
 Event Management
 Service Request Fulfillment
 Access Management

60. Service Operation
Incident Management
Concerned with rapid restoration of services with minimal of impact to the business
Consists of following activities…
 Detection --The incident becomes known by any mechanism, e.g. user call, system alert,
etc.
 Logging --Details of the incident are recorded in the incident management system
 Classification--The incident is categorized according to the predefined criteria for the
purpose of facilitating diagnosis and prioritizing its handling relative to other incidents
 Prioritization--The impact and urgency of the incident are determined and factored
together to determine its relative priority among other incidents

61. Service Operation
Event Management
 Concerned with detection of events in the infrastructure and with selection of
appropriate response actions
 Facilitates early detection of incidents
Helps reduce number of incidents which impact users and can greatly improve the
performance of the Incident Management process
Three basic types…
 Informational --No action is required. Event information is logged.
 Warning --An infrastructure item is approaching a predefined performance or capacity
threshold which could cause an incident or require intervention.
 Exception --An infrastructure item has exceeded a threshold or is no longer operating
within defined parameters. Intervention is required.

62. Service Design
Processes

64. Service Design

65. Service transition

66. Service Operation

67. Continual Service improvement