ITIL Foundation Certification

Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.
ITIL Foundation Certification

IT Organisation Design Practice Development Manager
Sun Services education consulting

paolo.rossetti@sun.com Sun Dial: 52346 Mobile: +39 335 6968 980
Version 1.1 Last edited: 3 Oct 2003 Validity: Sept.2004
Objectives
Upon completion of this training, you should be able to:
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A) understand, explain and answer questions about:

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1 The importance of IT Service Management and the IT Infrastructure 2 The Service Management processes and the interfaces between them 3 ITIL processes and the relations between these processes 4 Basic concepts of ITIL
B) prepare to pass the Foundation Certificate in IT Service Management EXIN

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Sun Proprietary: Internal Use Only Slide 2
Sun Services Education Consulting ITIL Foundation

Copyright 2003 Sun Microsystems, Inc. All Rights Reserved. Sun Services, Revision B
Sun Services Education Consulting INTERNAL USE ONLY
Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0
ITIL Foundation Certification Modules

Sun Proprietary: Internal Use Only
Slide 3
1 The importance of IT Service Management

Page 2
GOAL: to be able to
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Indicate the importance of a methodical and systematic approach to IT Service

For users and customers of IT Service For Suppliers of IT Service

Slide 5
The context
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IT Market Trends

Increasing cost of IT services (delivery & maintenance) Increasing requirements for quality and value for money from IT services Increasing complexity of IT infrastructure Increasing frequency of IT changes Increasing dependency on IT services

Page 3
The problem faced

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Organisations are increasingly dependent upon IT to satisfy their corporate aims and meet their business needs. Growing dependency leads to growing needs for quality IT services - quality that is matched to business needs and user requirements as they emerge

Slide 7
IT Service Management
People, competencies, communication and organization Processes, procedures and metrics
Tools

Page 4
How should the IT Management be structured?

... are there any reference standard, best practices?
Does existing standard consider my market sector? How are those standard considered by regulatory departments in my Country?

Slide 9
Need for a foundation

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Basic terminology, glossary, key concepts and consideration are the foundation to improve processes

Page 5
IT Service Management Problems

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Lack of corporate recognition & understanding of the difference between IT Service Management and IT Systems Management Tendency to over-commit in attempting to meet customer needs Poor recognition of critical services Lack of resources & skills Limited education available in service management Achieving a balance between costs & quality
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Slide 11
The IT Infrastructure Library

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Developed in the late 1980's The IT Infrastructure Library (ITIL) has become the worldwide de facto standard in Service Management. Starting as a guide for UK government ITIL framework is known and used worldwide not a commercial venture BS15000 and ISO

Page 6
ITIL aims
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To facilitate Quality Management of IT Services To improve efficiency, increase effectiveness and reduce risk To provide codes of practice in support of Total Quality ISO9000-compliant

Slide 13
ITIL How does it work

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Provides guidance on strategic, tactical and operational management of IT infrastructure Provides a systematic, process-based approach, supported by procedures Suggests implementation strategies Acts as a training aid Complies with requirements for ISO9001 quality standards

Page 7
ITIL Who is involved?

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British Government - CCTA Independent examining bodies - EXIN and ISEB International Trade Association: itSMF Suppliers of Training Courses - accredited Suppliers of Services and Consultancy

Slide 15
History of ITIL
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1989: initiated by CCTA (Central Computer &

Telecommunications Agency)

SSADM CRAMM PRINCE 2
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1991: itSMF Trade association 1992: ISEB/EXIN examination institutes 1996: Launched in North America
Page 8

The jigsaw metaphora

Slide 17
Recap: ITIL Principles

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ITIL is all about which processes need to be realized within the organization ... for management and operation of the IT infrastructure... ...to promote optimal service provision to the customer of the services... ...at justifiable costs.

Page 9
Should I care about IT Service Management? Why to adopt ITIL?

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Improved support to the business in delivering better IT Services to customers tailored to their needs Guiding principles to design Services based on customer's requirements IT = business enabler, rather then a support function

Slide 19
Difference between System vs. "Service" management?

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System Management = focus on Technical issues Service Management = focus on Service Quality Customer oriented approach

Page 10
How could ITIL be applicable to my peculiar environment?

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Provide an economical service: reliable, consistent, highest quality ITIL processes are intended to be implemented so that they underpin, but do not dictate, the business processes of an organisation Service Management is a generic concept ITIL is scalable Non burocratich For central or distributed IT environment, internally managed or outsourced

Slide 21
IMPORTANCE of a methodological and systematic approach

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Business dependency on IT increases Reduced costs to the organisation More professional staff Benchmark each other within the IT Service Management area Quality approach Getting people to speak that common language Relevant to anyone working in IT

Slide 23
What is an IT Service?
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Any clue?
An IT Service is a described set of facilities, IT and non-IT, sustained by the IT service provider that fulfills one or more needs of the customer, that supports the customers business objectives and that is perceived by the customer as a coherent whole.

Page 12
Service
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Service: An essentially intangible set of benefits, created by activities, that are sold by one party to another Main characteristics:

Intangibility Heterogeneity Simultaneous production and consumption Perishability

Slide 25
Product <-----> Service
Relatively pure good
Service-intensive good
Hybrid
Good-intensive service
Relatively pure Service
Packaged food Shrink-wrap software
Private automobile transportation Custom software development
Fast food Adaptive maintenance
Airline transportation Corrective maintenance Page 13
Babysitting
Software operation
Slide 26

IT Service Definition Template example

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ID: Name of Service: Description: Purpose (in scope): Excluded: (out of scope) Dependency: (interfaces) Responsability:
Supervision of the task: Start of task: Duration of task: Clients: Internal effort required: External effort required: Financial resources:
This is just an example,

Slide 27
Process led approach - ITIL

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For every process ITIL states

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Goals and objectives Task and workflow Input Output

Slide 29
Process could span different organisational units

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Management commitment
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Management commitment is about motivating and leading by example Genuine management commitment is absolutely essential

Slide 31
EXAMPLE: Business case for ISO 9001

Many companies require their suppliers to become registered to ISO9001 and because of this, registered companies find that their market opportunities have increased. In addition, a company's compliance with ISO9001 ensures that it has a sound Quality Assurance system. Registered companies have had dramatic reductions in Customer complaints, significant reductions in operating costs and increased demand for their products and services. ISO9000 registration is rapidly becoming a should for any company that does own business in Europe. Many industrial companies require registration by their suppliers. There is a growing trend toward universal acceptance of ISO9000 as an international standard.
Page 16

MODULE 2
IT Service Management Processes and Interfaces
2 The Service Management processes and relative interfaces

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GOAL to be able to:

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Mention the benefits of the description of the Service Management Processes for an organisation Distinguish between ITIL processes and organisational units Indicate which elements are needed for the description of the ITIL Processes

Slide 35
What do you mean with Process?

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A process can be defined as
A connected series of actions, activities, changes etc, performed by agents with the intent of satisfying a purpose or achieving a goal The process of planning and regulating, with the objective of performing a process in an effective and efficient way
Process control can similarly be defined as
Roles TASK
Roles TASK
Roles TASK
Rules
Rules
Rules
Page 18
Slide 36
What are the benefits of a process oriented approach?

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Workflows mapped and activities explicited A process model enables understanding and helps to articulate the distinctive features of a process Processes, once defined, should be under control Once under control, processes can be repeated and become manageable Degrees of control over processes can be defined, and then metrics can be built in, to manage the control process At Sun: Sun Sigma DMAIC

Slide 37
Every process has a correspondig function?

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Process owner Different funtions could be involved A process is not a function!

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Elements to describe a process

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Input Output Process Activities and sub-processes Process Enablers

Resources Roles
Process Control

Process owner Process goal Quality parameter and Key performance indicators

Slide 39
Elements to describe a process

Owner Goals
Process Control
Q/KPIs
Input
Process
Output
Process Enablers
Resources
Roles Page 20
Slide 40
Example life cycle of an Incident:

The following sequence shows the relationship between the processes involved in managing an incident

Slide 41
Strategical Customer
Commercial Policy Personnel& Organization Architecture Finance
Development
Tactical (Service Delivery)
IT Service Continuity Security Management Service Planning
Account Management
Availability Mgt
Service Build & Test
Service Design
Service Level Management
Financial Mgt
Capacity Mgt
RfC
Change Management
User Operational (Service Support)

Service Desk
Incident Management
Problem Management
RfC
I N F O R M A T I O N
Supplier
Configuration Management Release Management
1 - A User calls the Service Desk to report response difficulties with the on-line service.
Production

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Development
Account Management
Availability Mgt
Service Design
Financial Mgt
Capacity Mgt
2 - The Incident Management process deals with RfC Incident.
Change Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

Slide 43
Development
Account Management
Availability Mgt
Service Design
RfC
3 - The Problem Management Financial Mgt process investigates underlying cause and calls in Capacity Management to assist in this process. Service Level Management alerted that the SLA. has Change been breached.
Capacity Mgt
Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

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Development
Account Management
Availability Mgt
Service Design
Financial Mgt
4 - The Change Management Capacity Mgt process raises and coordinates a Request For Change (RFC)
Supplier
RfC
Change Management

Service Desk
Incident Management
Problem Management
RfC
Production

Slide 45
Development
Account Management
5 - The IT Financial Management process assists with the business case cost justification for the Availability Mgt hardware upgrade.
Service Design
Financial Mgt
Capacity Mgt
RfC
Change Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

Page 23
Customer
Commercial Policy
6 - The IT Service Continuity process Strategical gets involved in the Change Management process toArchitecture ensure Personnel& Organization recovery is possible onto current backup configuration.
Development Security Management
Finance
IT Service Continuity Service Planning
Account Management
Availability Mgt
Service Design
Financial Mgt
Capacity Mgt
RfC
Change Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

Slide 47
Development
Account Management
Availability Mgt
Service Design
Financial Mgt
Capacity Mgt

Service Desk
5 - The IT Financial Management process 7 - The Release Management process assistsRfC the business with controls the implementation of the Change by case cost justification for the rolling out hardware upgrade. and replacement hardware software. Release Management updates Incident Configuration ManagementProblem details of with Management RfC new Releases and Management versions.
Change Management
Supplier
Production

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Commercial Policy Personnel& Organization Architecture Finance 8 - The Availability Management process is involved in considering the hardware upgrade to ensure that it can Development IT meet the required availability and Service Continuity reliability levels. Service Security Management Planning Availability Mgt Service Design
Account Management
Financial Mgt
Capacity Mgt
RfC
Change Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

Slide 49
Development
Account Management
Availability Mgt
Service Design
Financial Mgt
Capacity Mgt
RfC

Service Desk
Incident Management
9 - The Configuration Change Management Management process ensures the CMDB Problem information is updated RfC Management throughout the process.
Supplier
Production

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Commercial Policy Personnel& Organization Architecture 10 - The Customer Relationship Management process liaises with Customer throughout the process to ensure he/she is kept abreast of Development progress. Security Management Service Planning Finance
IT Service Continuity
Account Management
Availability Mgt
Service Design
Financial Mgt
Capacity Mgt
RfC
Change Management

Service Desk
Incident Management
Problem Management
RfC
Supplier
Production

Slide 51
Service Management Processes and interfaces

Configuration Management Change Management Release Management Incident Management Problem Management Service Desk Service Level Management Capacity Management Financial Management for IT Services Availability Management IT Service Continuity Mgt
Customer Relationship Management ICT Infrastructure Management Application Management Security Management Project Management

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Service Delivery processes

Page 27
Configuration Management
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Integral part of all other Service Management processes Current, accurate and comprehensive information about all components in the infrastructure (CI) Change Management can be integrated with Configuration Management CMDB = core to Incident, Problem, Release Mgmt SLM relates SLA to CI Financial Mgmt for IT uses info for charging IT Service Continuity and Availability Managemen need info to perform risk analysis and component failure impact analysis

Slide 55
Change Management
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Depends on CMDB Very close relationship between Configuration, Release and Change Management Changes Document in SLAs to ensure that Users know how to request Changes, projected target times and impact Details of Changes need to be made known to the Service Desk CAB made up of representatives from all areas within IT and representatives from business units.

Page 28
Release Management
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As a result of changes Rely on CMDB

Slide 57
Incident Management
Primary goal of the Incident Management process is to restore normal service operation as quickly as possible and minimise the adverse impact on business operations
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Relationship with other processes

Relationship with problem management Raise an RFC Incident tracked linked to CMDB Priorities and escalations defined by Service Level Management

Page 29
Problem Management
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Goal of Problem Management is to minimise the adverse impact of Incidents and Problems on the business that are caused by errors within the IT Infrastructure, and to prevent recurrence of Incidents related to these errors Relationship with other processes

Accurate incident info Availability management to investigate causes and remedial

Slide 59
Service Desk
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Adopt proactive and structured working practices e.g. more time is needed to plan, train, review, investigate, and work closer with Customers and Users
A central point of contact with Customers and Users to meet Customer and Business Objectives
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Function (the only one in ITIL) Relationship with other processes

Incident management Change interface with users (RFC, Communication) Service Desk is in the direct firing line of any impact on the SLAs and as such needs rapid information flows
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Assessing the impact of Changes upon service quality and SLAs, both when Changes are proposed and after they have been implemented Is the hinge for Service Support and Service Delivery Relies on the existence and effective and efficient working of other processes

Slide 61
Capacity Management
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Directly related to the business requirements Involved in Incident resolution and Problem identification Raise Requests for Change (RFCs) Involved in evaluating all Changes, establish the effect on capacity and performance Both when Changes proposed and after implemented

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Financial Management for IT Services

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Accounting for the costs of providing IT service and for any aspects of recovering these costs from the Customers (charging) Good interfaces with Capacity Management, Configuration Management (asset data) and Service Level Management to identify the true costs of service With Customer Relationship Manager and the IT Directorate during negotiations of IT department budgets & individual Customer's IT spend

Slide 63
Availability Management
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Design, implementation, measurement and management of IT services to ensure the stated business requirements for availability are consistently met Incident Management and Problem Management provide a key input to ensure the appropriate corrective actions are being progressed Availability Management supports the Service Level Management process in providing measurements and reporting to support service reviews

Page 32
IT Service Continuity Management

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Managing an organisation's ability to continue to provide a predetermined and agreed level of IT Services to support the minimum business requirements following an interruption to the business Balance of risk reduction measures such as resilient systems and recovery options including back-up facilities Configuration Management data is required Subject to Change Management procedures Service Desk for communication with User

Slide 65
Customer Relationship Management

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Customer Relationship Managers (CRMs) need to interface with all the other ITIL processes Facilitates the interaction between the Customer and IT departments during the annual SLA/financial negotiations, and is involved in resolving Customer discontent with the service being provided

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ICT Infrastructure Management

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Technical support Operation execution of the production systems

Slide 67
Application Management
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Major processes required to manage applications throughout their lifetime Release Management

Page 34
Security Management
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Interfaces where security issues are involved. Related to the Confidentiality, Integrity and Availability of data; security of hw and sw components, documentation and procedures

Slide 69
Project Management
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When implementing new processes in an organisation there are benefits to running the activity as a project

Page 35
MODULE 3
ITIL PROCESSES Building blocks
ITIL processes building blocks

Page 36
GOAL to be able to:

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Distinguish the objectives, activities and results of the various ITIL processes Give examples for each of the connections in the representation of the relationships between the processes

Slide 73
THE SERVICE DESK

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Why do we need a Service Desk? The support problem Call Centre, Help Desk or Service Desk? Business and operational benefits Customer interaction Infrastructure Incident model

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Why do we need a Service Desk?

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Competition, request for Quality

Slide 77
The support problem

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Request: improve service and reduce costs Reactive mode Evidence in our analysis with Customers:
No structured customer support mechanism in place Low customer confidence/perception An outgrown customer support system Support resource undermanaged Continually fire-fighting - the same problems being resolved repeatedly rather than eliminated - continually interrupt-driven An overdependency on key staff a lack of focus uncoordinated and unrecorded change takes place an inability to cope with changes in the business ... ... ... etc. Etc.

Page 39
Support problem solution

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Adopt proactive and structured working practices
e.g. more time is needed to plan, train, review, investigate, and work closer with Customers and Users
A central point of contact with Customers and Users to meet Customer and Business Objectives

Slide 79
Several names...
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Call Centre
Professionally handling large call volumes of telephone-based transactions for commodity telesales services Manage, coordinate and resolve Incidents as quickly as possible and to ensure that no request is lost, forgotten or ignored
Help Desk

Page 40
Service Desk
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Extends the range of services and offers a more globalfocused approach
handles Incidents, Problems and questions, but also provides an interface for other activities such as customer Change requests, maintenance contracts, software licenses, Service Level Management, Configuration Management, Availability Management, Financial Management for IT Services, and IT Service Continuity Management.

Slide 81
Service Desks
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Represent the service provider to the Customer and to the User (internal or external) Operate on the principle that customer satisfaction and perception is critical Depend on blending people, processes and technology to deliver a business service.

Page 41
How can a Service Desk help my organisation?

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A vital day-to-day contact point between Customers, Users, IT services and third-party support organisations

Strategic function to identify and lower the cost of ownership Supports the integration and management of Change Reduces costs by the efficient use of resource and technology Supports the optimisation of investments and the management of the businesses Support services helps to ensure long term Customer retention and satisfaction Assists in the identification of business opportunities

Slide 83
Strategic function
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Service Desk is the only window on the level of service and professionalism offered by the whole organisation Provision of management information, including information regarding:

Staff resource usage Service deficiencies Service performance and target achievement Customer training needs Associated costs
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Business and operational benefits

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Improved customer service, perception and satisfaction Increased accessibility through a single point of contact, communication, and information Better-quality and speedier turnaround of customer requests Improved teamwork and communication Enhanced focus and a proactive approach to service provision Reduced negative business impact Better managed infrastructure and control Improved usage of it support resources and increased productivity of business personnel More meaningful management information for decision support

Customer Interaction

Page 43
Infrastructure Incident model

Slide 87
Result of the Infrastructure Incident Model

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Customer impact and downtime are minimised repetitive manual tasks are performed automatically management information is automatically collected for analysis Incidents, once registered, will be under the control of escalation management the Service Desk attains a proactive position service availability and utilisation is extended Operational and resource costs are reduced

Page 44
Local
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Common processes across all locations and, where possible, common procedures Localised skills known and available to other Service Desks Ensure compatibility of hardware, software and network infrastructure Same escalation processes, impact, severity, priority and status codes across all locations Normalising top-level request classifications to allow for common reporting on major service components Using common management reporting metrics Common shared database Putting in place the ability to pass or escalate requests between Service Desks, preferably automatically
Slide 89

Centralized
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Reduced operational costs Consolidated management overview Improved usage of available resources.

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Virtual
All persons accessing the Virtual Service Desk should use common processes, procedures and terminology A common, agreed-on language should be used for data entry Customers and Users interact with a single point of contact. Consider global telephone numbers, local numbers that route to the Virtual Desk and Automatic Call Distribution (ACD) technology Support tools in place should allow for 'workload partitioning' and authorised views. Network performance should be 'fit for purpose'
Slide 91

Service Desk functions

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Receive calls, first-line Customer liaison Record and track Incidents, requests and complaints Keep Customers informed on request status and progress Initial assessment of requests, attempting to resolve them or refer them to someone who can, based on agreed service levels Monitor and escalation procedures relative to the appropriate SLA Managing the request life-cycle, including closure and verification
Communicate planned and shortterm changes of service levels to Customers Coordinate second-line and thirdparty support groups Provide management information and recommendations for service improvement Identify Problems Highlight Customer training and education needs Close Incidents and confirmation with the Customer Contribute to Problem identification Page 46
Slide 92

GOAL Configuration Management

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Provide a logical model of the IT infrastructure by identifying, controlling,maintaining and verifying the versions of all Configuration Items

Page 47
SCOPE Configuration Management

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What is Configuration Management?

Central management of infrastructure components Management information on infrastructure Complexity of the infrastructure Dependency of the business on IT services Experience alone is insufficient
Why Configuration Management?


Slide 95
BASIC TERMS Configuration Management

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Configuration Item
Component of an infrastructure - or an item, such as a Request for Change, associated with an infrastructure - that is (or has to be) under the control of Configuration Management

Page 48
CI Hardware example
MAINFRAME
NETWORK
FILESERVER
Relationship MODEM HUB

is connected to is a copy of is part of ...
Scope
MODEM PC
ATTRIBUTS PC PC PC
owner, status, location, version, serial#, ...
PC Keyboard
Video
CPU
CI Level

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Configuration Baseline

A Configuration baseline is the configuration of a product or system established at a specific point in time Used to assemble all relevant components in readiness for a Change or Release, and to provide the basis for a configuration audit and regression A database that contains all relevant details of each CI and details of the important relationships between Cis spreadsheet, local database or paper-based
Configuration Management Data Base CMDB


Page 49
ACTIVITIES Configuration Management

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Identification Control Status accounting Verification
I Can See Vampires

Slide 99

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Configuration identification
The selection, identification and labeling of the configuration structures and CIs, including their respective 'owner' and the relationships between them Deciding the level at which control is to be exercised, with top-level CIs broken down into components which are themselves CI etc.
Defining the Base level (CI level)

Page 50

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CI RELATIONSHIP

is parent/child of ... is a version of is connected to applies to (e.g. documentation) is used for (CIs related to services) is a variant of ... ...any other relationships that are meaningful and useful to the organisation can be used

Slide 101

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CI ATTRIBUTES

Supplier Change record identification Incident/problem record identification CI History Status ... any other considered useful by your organization
Unique identifier Name Version number Model / type identification Place / location Department responsible

Page 51

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Configuration Control

Authorisation Planning Defining the Base level (CI level) Keeping CMDB up-to-date and baselining Management reporting Configuration Audits Review for efficiency and effectiveness
Status accounting
Verification


IDENTIFY & register Define the scope CMDB Define the CI Level Verify
Status Control

Page 52
BENEFIT Configuration Management

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Contributes to the economic and effective delivery of IT services by

Providing accurate information on CIs and their documentation Controlling valuable CIs Facilitating adherence to legal obligations Helping with financial and expenditure planning Making software Changes visible Contributing to contingency planning Supporting and improving Release Management Improving security by controlling the versions of CIs in use Enabling the organisation to reduce the use of unauthorised software Providing Problem Management with data on trends

GOAL Incident Management

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Restore normal service operations as quickly as possible

Slide 107
SCOPE Incident Management

Page 54
BASIC TERMS Incident Management

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Customer
Recipient of a service; usually the Customer management has responsibility for the cost of the service, either directly through charging or indirectly in terms of demonstrable business needs The person who uses the services on a day-to-day basis
User

Slide 109

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Incident
Any event that is not part of the standard operation of a service and that causes, or may cause, an interruption to, or a reduction in, the quality of that service Unknown underlying cause of one or more Incidents
Problem

Page 55

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Functional and hierarchical escalation
'Escalation' is the mechanism that assists timely resolution of an Incident. It can take place during every activity in the resolution process Functional escalation takes place because of lack of knowledge or expertise (1st to 2nd level) Hierarchical after a certain critical time interval, when it is likely that a timely resolution will fail

Slide 111

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Resolution

Synonymous of Work-around After 'resolution' of the cause of the Incident and restoration of the agreed service, the Incident is closed for Incident management

Page 56

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Service Request
Every Incident and question (Change requests should also be considered) reported by the Customer, its history and the solution given should be registered, whether it took one minute or one month to fix

Slide 113

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Incident status / workflow position
status of an Incident reflects its current position in its life-cycle

? ? ? ? ? ? ? ?
new accepted scheduled assigned/dispatched to specialist work in progress (WIP) on hold resolved closed

Page 57
BENEFIT Incident Management

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For the business:

reduced business impact of Incidents by timely resolution, increasing effectiveness the proactive identification of beneficial system enhancements and amendments the availability of business-focused management information related to the SLA

Slide 115
BENEFIT Incident Management

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For the IT organisation in particular:

improved monitoring, allowing performance against SLAs to be accurately measured improved management information on aspects of service quality better staff utilisation, leading to greater efficiency elimination of lost or incorrect Incidents and service requests more accurate CMDB information (giving an ongoing audit while registering Incidents) improved User and Customer satisfaction

Page 58
ACTIVITIES Incident Management

Slide 117

Page 59
Priority definition
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Impact Urgency Time (target resolution time) SLA Politics consideration Importance for the Support structure

Slide 119
GOAL Problem Management

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Prevent and minimise the adverse effect on the business of errors in the IT infrastructure Get to the root cause of Incidents and then initiate actions to improve or correct the situation

Slide 121
SCOPE Problem Management

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Reactive

Problem Identification Root cause Investigation RFC to solve errors Monitoring of Known Error Inform Service Desk staff about work-around to known errors Assist in every major incident
Proactive

Identify trends and potential sources of problem RFC to prevent problems

Page 61
Scope of P.M.
Incident details CI details Work-around
Problem control Error control Preemptive actions Trend analysis Major problem analysis Info for management
Known Errors (KE) RFC Problem record Solution to incident Management info
INPUT
Activities
OUTPUT

Slide 123
BASIC TERMS Problem Management

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Problem
The unknown underlying cause of one or more Incidents A Problem that is successfully diagnosed and for which a Workaround is known A Request For Change to any component of an IT Infrastructure or to any aspect of IT services
Known Error
RFC

Page 62
Incident vs Problem
?
Incident Management
Service Restore as soon as possible
Problem Management
Identify root cause, resolution and prevention
Problem Control
?
Transform problem in Known Error (find a workaround) Proactive Problem resolution through RFC
Error Control
?

Slide 125
ACTIVITIES Problem Management

Page 63
Problem Detection
Kepner and Tregoe
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Five phases for Problem analysis

1) Defining the Problem 2) Describing the Problem with regard to identity, location, time and size 3) Establishing possible causes 4) Testing the most probable cause 5) Verifying the true cause

Slide 127
Problem Control
? ?
Problem Identification and registration Classification and resource allocation to solve the problem Investigation and diagnosis

Page 64
Error Control
? ? ? ? ?
Error Identification and registration Assessment Solution (RFC) Closure Problem Monitoring and evolution of error solution

Slide 129
Proactive sub-processes
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Trend analysis Proactive actions Inform RFC

Page 65
BASIC TERMS Trend Analysis

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Trends, such as the post-Change occurrence of particular Problem types Incipient faults of a particular type Recurring Problems of a particular type or with an individual item Need for more Customer training or better documentation

Slide 131
Major Problem reviews

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On completion of the resolution of every major Problem,

what was done right what was done wrong what could be done better next time how to prevent the Problem from happening again

Page 66
BENEFIT Problem Management

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Improved IT service quality Incident volume reduction Permanent solutions Improved organisational learning Better first-time fix rate at the Service Desk

Slide 133
GOAL Change Management

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Ensure standardised methods and procedures are used for efficient prompt and authorised handling of all changes in the IT infrastructure

Slide 135
SCOPE Change Management
PROBLEM
Change management
CHANGE
Page 68

BASIC TERMS Change Management

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Change
A Change is an action which bring one or more CI of the IT infrastructure in a different status a Request for change (RFC) is the input to Change Management process
RFC
Change Authority (CAB) Forward Schedule of Changes (FSC) Post Implementation Review (PIR)

Slide 137
ACTIVITIES Change Management

Problem Management Process
Error Control
Configuration CMDB Management Process
Assessment & Planning Accettazione & Classificazione
Request for Change
Autorizzazione dei change
Controllo & Coordinazione
Valutazione

Page 69
Change Management
Identification Incident Operation
Problem
Information Technology Service
Infrastructure
Requests for Change
Implementation Change
Requests for Change from Customer

Slide 139
1 - Change Management

Page 70
2 Change Management

Slide 141
Emergency Change Procedure

Page 71
Recap
PROCESS RALATIONSHIP RECAP I Customer Service Desk
Open Incident Record
Incident Control
Y Fix Available N Apply Fix Fixed? N
Y Close Incident Record
Log Read Data CMDB
Incident or Request R
Problem management
PROBLEM CONTROL Y Problem management

Open problem record
Log Data
Update CMDB
Perform Problem dectection
Known Error
Raise RFC
Fixed?
Close Problem Record
Change management
Change Managem ent
Accept?
Prioritize
Categor ize
Impact Assessment
Approval?
Build / Test
Approval?
Schedule Close and apply Review RFC change

Slide 143
BENEFIT Change Management

?
Better alignment to business requirements Increased visibility and communication of Changes Improved risk assessment Reduced adverse impact of Changes on the quality of services and SLAs Better assessment of the cost of proposed Changes Fewer Changes that have to be backed-out Improved Problem and Availability Management through the use of valuable management information Increased productivity of Users and key personnel Greater ability to absorb a large volume of Changes Enhanced business perception of IT Page 72

GOAL Release Management

?
Ensure that all technical and non-technical aspects of a release are dealt with in a co-ordinated approach Focus of Release Management is the protection of the live environment and its services through the use of formal procedures and checks

plan and oversee the successful rollout of software and related hardware design and implement efficient procedures for the distribution and installation of traceable, secure and authorized Changes

Page 73
BASIC TERMS Release Management

?
Release = collection of authorised Changes to an IT Services.

Defined by the RFCs that it implements Unique identifier
Release unit = portion of the IT infrastructure that is released together

Slide 147

?
Definitive Software Library (DSL): secure compound to store definitive authorised versions of all software CIs with master copies of all controlled software (internal and purchased) and documentation (after test) Definitive Hardware Store (DHS): secure storage of definitive hardware spares

Page 74
BASIC TERM Release Management

Slide 149

?
Example of Release:

Major software Releases and hardware upgrades Minor software Releases and hardware upgrades Emergency software and hardware fixes

Page 75

?
Release Policy:

Release numbering Frequency Level in the IT infrastructure (Release Unit)

Slide 151

?
Type of Release Unit:

Full Release = all components of the Release unit are built, tested, distributed and implemented together Delta (partial) Release = includes only those CIs within the Release unit that have actually changed or are new since the last full or delta Release Package Release = group of individual Releases (full units, delta Releases or both) Urgent (Fast) releases = corrections to a small number of known Problems

Page 76
Release Management: Processes relationship

request for change
Change Management
Impact analysis Authorization
Release management
DSL
Release Policies incident control
request for change
problem control
error control
Problem Management Configuration management CMDB

Incident incident control
Operational IT -services
Service Desk

Slide 153
ACTIVITIES Release Management

?
Usually a part of Configuration Management and / or Change Management Responsible for:

DSL (Definitive Software Library) Physical storage of software Distribution of software Implementation of software items
Ensures that only the correct software with the necessary authorisation is implemented Production of Management Information
Page 77

ACTIVITIES Release Management

?
Release planning Designing, building and configuring a Release Release acceptance Rollout planning Communication, preparation and training Distribution and installation

Slide 155
BENEFIT Release Management

?
When combined with effective Configuration Management, Change Management and operational testing

Consistency, error reduction stable test and live environments (traceable) Better use of User resources and better expectation setting ability to build and control the software used at remote sites from a central location savings in support costs easier detection of wrong versions and unauthorised copies of software reduced risk of unnoticed introduction of viruses or other malicious software reduced time to Release and fewer delays fewer Releases to be rolled out to Customers smoother transitions of Releases from the development activities (projects) to the Customer's business environment

Page 78
Slide 156
GOAL Service Level Management

?
Maintain and improve IT service quality through a constant cycle of agreeing, monitoring, reporting and reviewing IT service achievements Essential process. You can manage only what you measure. SLAs are the targets against which the performance are measured

Page 79
SCOPE Service Level Management

?
SLAs should be established for all IT Services being provided Underpinning contracts and Operational Level Agreements (OLAs) should also be in place with those suppliers (external and internal) upon who the delivery of service is dependent

Slide 159
ACTIVITIES Service Level Management

?
Creating and maintaining Service Catalogue Defining, Negotiating and Agreeing service levels Monitoring and reviewing required levels of service against actual Creating and maintaining OLAs with internal suppliers Creating and maintaining Underpinning Contracts with suppliers

Page 80
BASIC TERMS Service Level Management

?
SLA
written agreement between an IT Service provider and the IT Customer(s), defining the key service targets and responsibilities of both parties
Emphasis must be on agreement not to promote a culture of blame Communication

Slide 161

Customer
Service Level Agreement/Contract(SLA)
IT service Service Level Management
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
INTERNAL supplier of services and maintenance
EXTERNAL supplier of services and maintenance

Page 81
ACTIVITIES Service Level Management

Slide 163

?
Service Improvement Program (SIP)
A formal project undertaken within an organisation to identify and introduce measurable improvements within a specified work area or work process
Service Achievement
The actual service levels delivered by the IT organisation to a customer within a defined life-span
Operational Level Agreement (OLA)
An internal agreement covering the delivery of services which support the IT organisation in their delivery of services

Page 82
STRUCTURE OF SLAs 1
Per Customer / Per Service
Customer A
Customer B
Customer C
Customer D
Service 1
Service 2
Service 3
Service 4
Service Level Agreements

Slide 165
STRUCTURE OF SLAs 2
Per Service
Customer A Customer B Customer C Customer D
Service 1
Service 2
Service 3
Service 4

Page 83
STRUCTURE OF SLAs 3
Per Customer (Group)

Customer A Customer B Customer C Customer D
Service 1
Service 2
Service 3
Service 4

Slide 167
SERVICE CATALOGUE
Example usage
Clause 1 Clause 2 Clause 3 Clause 4 Clause 5 Clause 6 Clause 7 Clause 8 Clause 9 Clause 10
Customer A
Slide 168
Customer B
Customer C
Customer D
Page 84
SLA CONTENT
Examples:
?
Level support Performance Charging Contingency Growth
Title page Description of Service Service Hours Service Availability

Slide 169
SLA CONTENT 2
?
Functionality Change Process Constraints Printing & Distribution Roles & Responsibilities Reporting
Training Amendment Record Review Process Supplements Glossary of Terms

Page 85
BENEFIT Service Level Management

?
Helps to understand and promote business awareness Attract management co-operation Underpinning of corporate strategy Management & control of services Aids in budgetary control Managing IT and customer expectations

Slide 171
BENEFIT Service Level Management

?
Measurable level of service against targets Customer weighs service against charges Potential cost reduction in long term Agreed conflict resolution route Less unpredictable demands Improved customer relations

Page 86
GOAL Financial Management for IT Services

?
Provide cost effective stewardship of IT assets and resources used in providing IT Services FM for IT Services:
To be able to account fully for the spend on IT Services and to attribute these costs to the services delivered to the organisation's Customers To assist management decisions on IT investment by providing detailed business cases for Changes to IT Services

Page 87
SCOPE Financial Management for IT Services

?
Three main sub-processes

Budgeting: predicting and controlling the spending IT Accounting: ability to identify costs by Customer, by service, by activity Charging: to bill Customers for the services supplied to them
Usually in the Corporate Financial Department

Slide 175
ACTIVITIES Financial Management for IT Services

?
Budgeting
The activities ensuring that the correct finance is available for the provision of IT Services and that during the budget period they are not over-spent Estimating the cost of budget items (Cost categories) Estimating the cost of workload dependent budget items Agree overall expenditures (periodic) Take actions to manage budget exceptions or changed costs (operational)
Activites:


Page 88

?
IT Accounting System
Same principles for every business process in the company to

? ? ? ? ?
track actual costs against budget support the development of a sound investment strategy provide cost targets for performance and Service Delivery facilitate prioritisation of resource usage make day-to-day decisions with full understanding of the cost implications and hence the minimum of Risk support the introduction, if required, of Charging for IT Service

Slide 177
BASIC Terms
?
IT Service organisation could be structured as

Accounting Centre - simply Costing inputs with maybe some element of Budgeting Recovery Centre - costing outputs (services) and simply apportioning those costs. Profit Centre sufficient autonomy to operate as a separate business entity but with business objectives set by the organisation

Page 89
IT Accounting Cost Model

?
framework in which all known costs can be recorded and allocated to specific Customers, activities or other Category Cost Types are:

hardware costs software costs people costs accommodation costs external Service costs (buied from external service supplier, eg. connectivity) Transfer costs (from one part of the organization to another)

Cost Elements
?
Cost type and cost elements

Hardware Central processing units, LANS, disk storage, peripherals, wide area network, PCs, portables, local servers Operating systems, scheduling tools, applications, databases, personal productivity tools, monitoring tools, analysis packages Payroll costs, benefit cars, re-location costs, expenses, overtime, consultancy
Software
People
Accommodation
Offices, storage, secure areas, utilities
External Service
Security services, Disaster Recovery services, Outsourcing services, HR overhead
Transfer
Internal charges from other cost centres within the organisation

Page 90
BASIC TERMS Cost Elements

?
Classification
CAPITAL expenditure: is assumed to increase the total value of the company although in practice the value of Capital expenditure decreases over time (depreciates)
e.g. computer equipment; building; plant software packages
OPERATIONAL expediter (also known as Current or Revenue expenditure) does not increase the value of the company
e.g. staff costs; maintenance of computer; hardware and software consultancy services; rental fees for equipment; software license fees; accommodation costs; administration expenditures; electricity, water, gas, rates; disaster recovery; consumables
Depreciation is the measure of the wearing out, consumption or other reduction in the useful economic life of a fixed asset, whether from use, passage of time, or obsolescence through technological or market changes

IT Accounting Cost Model

?
Costs-by-Customer: costs identified and attributed to the Customers who 'cause' them (cost center)
Direct costs are those clearly attributable to a single Customer, (Manufacturing systems used only by the Manufacturing division) Indirect costs (sometimes called overheads) are those incurred on behalf of all, or a number of, Customers (network or the technical support department) Unabsorbed Overheads: Any Indirect Costs, which cannot be apportioned to a set of Customers Fixed costs: do not vary even when resource usage varies Variable Costs: vary with some factor, such as usage or time
Page 91

IT Accounting Cost Model: Cost-by-Customer

Slide 183
IT Accounting Cost Model: Cost-by-Service

Page 92

?
IT Accounting System activities

Establish standard Unit costs for each IT resource (periodic) Monitor expenditure by cost-center (operational)

Slide 185

?
Why charging?
? ? ? ?
Improve customer cost consciousness Influence customer behaviour Encourage better use of certain resources Recover costs in a fair and equitable manner
Charging Activities

Establish pricing policy (periodic) Publish price list (periodic) Compile and issue bills (Operational montly)

Page 93
BASIC TERMS Charging

?
Price

the determination of a pricing objective understanding the true (not perceived) demand for the service accurate determination of Direct and Indirect costs the level of control of the internal market understanding the services available externally if Customers have a choice legal, regulatory and tax issues.

Slide 187
BASIC TERMS Recap

?
Costing
Aimed at the identification of costs incurred in the provision of services to meet the business requirements now and in the future Aimed at recovering the costs of service provision in line with organisation policy
Charging

Page 94
BASIC TERMS Financial Management for IT Services

?
Allocated cost
A cost that can be directly identified with a business unit A cost that is shared by a number of business units (an indirect cost). This cost must be shared out between these units on an equitable basis
Apportioned cost

Slide 189
BENEFIT Financial Management for IT Services

?
Cost / Profit awareness Improved financial planning Return on investment Support of realistic company forecasts

Page 95
DECISIONS
?
Organisational Policy: overhead / break even / profit centre Charging mechanism to support policy Are customers tied or free to choose Cost calculation What needs to be monitored / reported

Slide 191
GOAL Capacity Management

?
Ensure that capacity and performance aspects of the business requirements are provided timely and cost effectively

Monitoring of performance and throughput Tuning Understanding the demands and producing forecasts Influencing the demand for resource in conjunction with Financial Management Production of a Capacity Plan

Slide 193
SCOPE Capacity Management

?
Focal point and overall responsibility for all IT performance and Capacity issues For both the operational and the development environment:

all hardware - from PCs, through file servers, up to mainframes and super-computers all networking equipment (LANs, WANs, bridges, routers etc.) all peripherals (bulk storage devices, printers etc.) all software - operating system and network software, in-house developments and purchased packages human resources, but only where a lack of human resources could result in a delay in end-to-end response time
Page 97

Capacity Management

Slide 195
Capacity Management sub-processes

?
Business Capacity Management
future business requirements for IT Services (REQUIREMENTS) management of the performance of the live, operational IT Services used by the Customers (DELIVERY of Service) management of the individual components of the IT Infrastructure (TECHNOLOGY) The major difference between the sub-processes is in the data that is being monitored and collected, and the perspective from which it is analysed
Service Capacity Management
Resource Capacity Management

Page 98
ACTIVITIES Capacity Management

?
On an on-going basis:

Iterative activities Demand Management Storage of data in the CDB Modeling Application Sizing Production of the Capacity Plan
Ad hoc:

Regularly:

Slide 197

?
Iterative Activities

Page 99

Slide 199
Capacity Management
?
Capacity management database (CDB):
repository that that holds a number of different types of data

?
Business
(eg. # accounts, # products supported, # calls, location of branches...) (eg. transaction response times,..) (eg. maximum recommended level of utilisation on a CPU, ... ) ( eg. cost of new hardware and software component upgrades ) (CPU utilisation, Memory utilisation , # of processes, # of transactions, response times...)
Service
Technical
Financial
Utilisation data

Page 100
Slide 200
BENEFIT Capacity Management

?
Increased efficiency and cost savings Reduced risk More confident forecasts Value to applications lifecycle

Slide 201
GOAL Availability Management

?
Optimise the capability of the IT infrastructure and supporting organisation to deliver a cost effective and sustained level of availability to satisfy business objectives

ensure IT Services designed to deliver levels of Availability required by the business Reporting levels of Availability, reliability and maintainability Optimise the Availability Achieve reduction in the frequency and duration of Incidents that impact IT Availability Shortfalls in IT Availability recognised and corrective actions are identified and progressed create and maintain Availability Plan

SCOPE Availability Management

?
Applied to

all new IT Service and for existing services where SLRs or SLAs have been established Can be applied to those IT Services deemed to be business critical regardless of whether formal SLAs exist Suppliers (internal and external) that form the IT support organisation before creation of a formal SLA All aspects of the IT Infrastructure and supporting organisation which may impact Availability, including training, skills, policy, process effectiveness, procedures and tools
Not responsible for Business Continuity Management and resumption of business processing after a major disaster (
ITSCM; work with

Page 102
Slide 204
BASIC Terms

Slide 205
Guiding Principles
?
Guiding Principle #1 - 'Availability is at the core of business and User satisfaction' Guiding Principle #2 - 'Recognising that when things go wrong, it is still possible to achieve business and User satisfaction' Guiding Principle #3 - 'Improving Availability can only begin after understanding how the IT Services support the business'

Page 103
Slide 206
BASIC TERMS Availability Management

?
Availability
Availability is the ability of an IT Service or component to perform its required function at a stated instant or over a stated period of time Availability depends on the:
? ? ? ?
Availability of components resilience to failure quality of maintenance and support quality, pattern and extent of deployment of operational process and procedures security, integrity and Availability of data

Slide 207

?
Reliability

freedom from operational failure determined by the:

? ?
Reliability of each component level of resilience designed and built into the IT Infrastructure
Maintainability
ability of an IT Infrastructure component to be retained in, or restored to, an operational state
1 Anticipation of failures 2 Detection of failures 3 Diagnosing of failures 4 Recovery from failures 5 Resolving of failures 6 Restoration of data & IT Service Page Sun Services Education Consulting ITIL Foundationpreventive maintenance to prevent failures 7 Levels of Sun Proprietary: Internal Use Only Slide 208 104

?
Serviceability

contractual arrangements made with Third Party IT Service providers in itself cannot be measured as a specific Metric.
?
Measure: availability, reliability and maintainability
Security
Confidentiality, Integrity and Availability (CIA) Business critical elements of the Business process supported by an IT Service
Vital Business Function

Slide 209
BASIC TERMS

Page 105
Slide 210
Activities during TTR (downtime)

?
Detection elapsed time Diagnosis - Response time Repair action(s) Recovery and restoration

Slide 211
Process Availability Management

Page 106
Slide 212
ACTIVITIES Availability Management

?
Collection of information to determine requirement Monitor against SLA Periodic reports Analyse trends Verify availability plan Review & update availability plan Impact assessment following changes Review for efficiency and effectiveness

Slide 213
Cost of Un-Availability
?
Tangible costs

Intangible costs

lost User productivity lost IT staff productivity lost revenue overtime payments wasted goods and material imposed fines or penalties
loss of Customer goodwill (Customer dissatisfaction) loss of Customers loss of business opportunity (to sell, gain new Customers etc.) damage to business reputation loss of confidence in IT Service provider damage to staff morale.
Page 107

Slide 214
BENEFIT Availability Management

Single point of accountability for Availability IT Services designed for IT Availability related to business Levels of IT Availability provided are cost justified, agreed, measured and monitored to fully support SLM Shortfalls in the provision of the required levels of Availability are recognised and appropriate corrective actions identified and implemented Business and User perspective Frequency and duration of IT Service failures is reduced Mindset moves from error correction to service enhancement; from reactive to proactive attitude IT support organisation is seen to 'add value' to the business.

Slide 215
Security considerations
?
Availability of DATA imply Security
Confidentiality - Integrity Availability (CIA):

?
? ?
? ?
Products and services only available to authorised personnel Products and services recoverable within secure parameters Physical and Logical access to computer, software and network equipment restricted to authorised personnel only Operating System and Systems Management command authority should be commensurate with role and responsibility Data available to authorised personnel at agreed times (SLA) OLAs and Underpinning contracts reflect the adherence to security controls

Page 108
Slide 216
Measuring User Availability

?
User view of Availability is influenced by three factors:
Frequency of downtime Duration of downtime Scope of impact

Slide 217
Availability calculation
?
AST = Agreed service time DT = Actual downtime during agreed service time
AVAILABILITY: (AST DT) / AST * 100 = % Service or Component Availability
Un-Availability = 1 Availability

Page 109
Slide 218
Total infrastructure Availability

?
Serial Configuration
Product of all the individual component Availability percentages
Parallel Configuration

Product of the UnAvailability Availability = 1 - ((1-0.98)*(1-0.98)) = 0.9996 Host Availability = 99.96%.

Slide 219
GOAL IT Service Continuity Management

?
Ensuring that the required IT technical and service facilities (including computer systems, networks, applications, telecommunications, technical support and Service Desk) can be recovered within the time scales required by Business Continuity Management IT Service Continuity Management incorporates both a business element (Business Continuity Planning) and a technology element (IT Service Continuity Management Planning).

Slide 221
Core Sub-processes
Business Impace or (Risk) analysis
Manage Contingency Plan
Test Contingency Plan
Contingency
Risk Management
Page 111
Slide 222
SCOPE IT Service Continuity Management

?
Focuses on the IT Services required to support the critical business processes. Depend on the company's organisation, culture and strategic direction. Core sub-processes are:

Business Impact analysis (Risk Analysis) Contingency Planning Risk Management

Slide 223
Key ingredients of IT Service Continuity Management

?
Availability is accomplished by:

introducing Risk reduction measures such as resilient systems, and recovery options including back-up facilities visible senior management commitment and support by the whole organisation Ongoing maintenance of the recovery capability
?
? ? ?
a rigorous Configuration Management, Change Management and review process education and awareness for the whole organisation utilising the latest technology and software supporting tools specific training for personnel involved in the process regular testing.
Page 112

Slide 224
BASIC TERMS IT Service Continuity Management

?
THREATS
Identification and assessment of the likelihood of unwanted, deliberate or accidental events impacting on the IT infrastructure Extent to which the IT Infrastructure could be susceptible to threats
VULNERABILITY

Slide 225
BENEFIT IT Service Continuity Management

?
Potential lower insurance premiums Regulatory requirements Business relationship Positive marketing of contingency capabilities Organisational credibility Competitive advantage

Page 113
Slide 226
ACTIVITIES IT Service Continuity Management

?
Business Continuity Management (BCM) is concerned with managing risks to ensure that at all times an organisation can continue operating to, at least, a pre-determined minimum level. The BCM process:

Reducing the risk to an acceptable level planning for the recovery of business processes should a risk materialise and a disruption to the business occur
ITSCM must be a part of the overall BCM process and is dependent upon information derived through BCM

Slide 227
Business Continuity Management (BCM) Process Model

Page 114
Slide 228
BCM / ITSCM process steps
Policy setting Specify terms of reference and scope Allocate Resources Define the project organisation and control structure Agree project and quality plans

Business Impact Analysis Risk Assessment Business Continuity Strategy

Page 115
Slide 230
ACTIVITIES IT Service Continuity Management

?
Risk assessment

ANALYSIS MANAGEMENT

Slide 231
ACTIVITIES Risk Analysis

?
Identify risks Assess threat and vulnerability levels Assess the levels of risk

Page 116
Slide 232
ACTIVITIES Risk Management

?
Reduction of risk of threats Reduction of vulnerability Detection of occurrence Recovery from occurrence Identify counter measures

Slide 233
ACTIVITIES Business Continuity Strategy

?
Risk Reduction Measures Recovery Options

Do nothing Manual Work-arounds Reciprocal arrangements

? ? ?
Gradual Recovery (Recovery ok even after 72 h) Intermediate Recovery (24 / 72 h) Immediate Recovery (less than 24h)

Page 117
Slide 234
Organisation and Implementation Planning Implement

Arrangements Recovery plan Risk reduction measures
Development Procedure Testing


Activities Implementation
Terms of Reference Analyse IT services Critical applications Planning options

CRAMM results SLAs Security officer

Create the Contingency Plan
Contractors Test the plan
Accept the plan
Negotiate service contracts Distribute the plan Train staff
Awareness campaign Update SLAs

Page 118
Slide 236

Slide 237
On-going Review of the Plan

In line with Change Management After each test or every 6 months After review of SLAs Following review of contracts (CP contractors) As part of overall review of Contingency Planning Before expiry date of the plan After organisational / structural changes
On-going Testing of the Plan

?
Dry test Practical test Home base Recovery site

Page 119
Slide 238
ITIL: Processes Recap

?
Configuration Management Incident Management Problem Management Change Management Release Management
Availability Management Capacity Management Finance Management Business Continuity Management Service Level Management

Slide 239
MODULE 4
Core concepts and terminology RECAP

Page 120
Core concept & terminology recap

Slide 241
General - IT Service Management

?
Audit Balanced Scorecard Business Relationship Management Key Performance Indicator Key Success Factor Maturity level
Procedure Process Process Control Process Improvement Plan Customer, Client, User

Page 121
Slide 242
Basic term Recap

?
Balanced Scorecard
An aid to organisational performance management. It helps to focus, not only on the financial targets but also on the internal processes, Customers and learning and growth issues To determine the success of a process KPI can be measured The degree to which SM activities and processes have become standard business practice within an organisation
Key Performance Indicator
Maturity level

Slide 243
Basic term Recap

?
Process
A connected series of actions, activities, changes etc., performed by agents with the intent of satisfying a purpose or achieving a goal The process of planning and regulating, with the objective of performing a the process in an effective and efficient way The output produced by a process has to conform to operational norms that are derived from business objectives If the activities are carried out with a minimum effort, the process can also be considered efficient Page
Process Control
Effective
Efficient
122
Slide 244
Incident Management
?
Incident Life Cycle First, Second and Third Line Support Functional and Hierarchical Escalation Resolution Service Request Work-around Workflow Position

Slide 245
Problem Management
?
Incident vs Problem vs Known Error Known Error Record (KER) Proactive Problem Management

Page 123
Slide 246
Change Management
?
Change Authority Change Model Forward Schedule of Changes (FSC) Post Implementation Review (PIR)

Slide 247
Configuration Management
?
CI Asset Management Configuration Management Plan Configuration Control Life-cycle

Page 124
Slide 248
Release Management
?
Definitive Hardware Store (DHS) Full, Delta, Package Release

Slide 249

?
Service Improvement Program (SIP) Service Achievement Operational Level Agreement (OLA) Service Level Requirements

Page 125
Slide 250
Availability Management
?
Continuous Operation Security Level Continuous Availability Technical Observation Point Observation Point Systems Outage Analysis Projected Service Availability Service Maintenance Objectives Single Point of Failure Integrity Confidentiality

Slide 251
Capacity Management
?
Business Capacity Management Service Capacity Management Resource Capacity Management

Page 126
Slide 252
IT Service Continuity Management

?
Business Impact Analysis Gradual Recovery Immediate Recovery Impact scenario Intermediate Recovery

Slide 253
Financial Management for IT Services

?
Allocated Cost Accounting Budgeting Pricing Differential charging
Charging business customers different rates for the same work, typically to dampen demand or to generate revenue for spare capacity. This can also be used to encourage off-peak or night time running.

Page 127
Slide 254
And the function Service Desk

?
Call Expert User/ Super User Service Profit Chain Virtual Service Desk

Slide 255
EXERCISES
?
Given the IPW model:
Show the major interfaces of capacity Management and the activities performed by Capacity Management on a request of new SRL Show the role of configuration management through the relationship with the rest of the SM processes

Page 128
Slide 256
EXERCISES 2
?
Exam Simulations Core concepts review

Slide 257
Page 129

ITIL Foundation Certification

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Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.

ITIL Foundation Certification

Sun Services education consulting

A) understand, explain and answer questions about:

B) prepare to pass the Foundation Certificate in IT Service Management EXIN

Sun Services Education Consulting ITIL Foundation

Sun Services Education Consulting INTERNAL USE ONLY

Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

ITIL Foundation Certification Modules

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1 The importance of IT Service Management

Sun Services Education Consulting ITIL Foundation

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Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

Indicate the importance of a methodical and systematic approach to IT Service

For users and customers of IT Service For Suppliers of IT Service

Sun Services Education Consulting ITIL Foundation

Sun Proprietary: Internal Use Only

Sun Services Education Consulting ITIL Foundation

Sun Services Education Consulting INTERNAL USE ONLY

Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

The problem faced

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People, competencies, communication and organization Processes, procedures and metrics

Sun Services Education Consulting ITIL Foundation

Sun Services Education Consulting INTERNAL USE ONLY

Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

How should the IT Management be structured?

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Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

IT Service Management Problems

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The IT Infrastructure Library

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Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

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Sun Services Education Consulting ITIL Foundation

Sun Services Education Consulting INTERNAL USE ONLY

Author: Paolo Rossetti - paolo.rossetti@Sun.com Last edited: 9/25/03 - Version 1.0

ITIL Who is involved?

Sun Services Education Consulting ITIL Foundation

Sun Proprietary: Internal Use Only

1989: initiated by CCTA (Central Computer &

SSADM CRAMM PRINCE 2

Sun Services Education Consulting ITIL Foundation

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