10-02-2015

ITIL 2011 FOUNDATION COURSE

NIRAJ BHATT

Corporate Trainer,
Professional Speaker &
Management Consultant

Participants Introduction
Name
Professional Experience
Current Role
What you know about ITIL

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Course Overview
Introduction
Service Management Common Terminologies
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Technology and Architecture

INTRODUCTION

ITIL 2011

Foundation Course

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History
1980: Industries stared using IT as Services

1980: CCTA in UK to study best practices

1989: First Version V1 61 books
1999: Second Version V2 7 books
- Focus on Service Support and Service Delivery
2001: CCTA merged with OGC
2007: Third Version V3 Major Structural changes
2011: Forth version ITIL2011 with additional processes

What is ITIL?
ITIL is a framework
- of best practice techniques
- to facilitate the delivery of high-quality IT Services

ITIL outlines
- An exhaustive set of Management Procedures
- to support organizations in achieving both
- Value and Quality in IT Operations

ITIL provides a systematic approach

- To the provisioning and management of IT Services
- From inception to design, transition, operation & CI

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ITIL Philosophy
Capture industry best practice

Organization should adopt and adapt

No standards!
- Set of guidelines used by organizations worldwide
- Scalable to any size of organization and platform independent
- No organization has to go for certification for ITIL
- ISO/IEC 20000 provides a formal and universal standards for
organization seeking to have their service management
capabilities audited and certified
- ITIL offers a body of knowledge useful to achieve the standard

Why ITIL?
Organizations dependency on IT service is increasing
Higher visibility of failure
More exacting users requirements
Increased complexity of the infrastructure
Changing for IT services
Competition for Customers

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ITIL Objectives
Reduce Cost

Improve Availability
Tune Capacity
Increase Throughput
Optimize resource Utilization
Improve Scalability

Alignment of Business & IT

Organization Objective
- Revenue generation $$$, Brand & Reputation, New Markets

Core Business Processes

- Retail, Advertisement & MKT, Procurement, Online Stores

IT Service Organization
- Website, Email, Online Store, HW, SW, ERP etc.

IT Service Management
- Ensures that IT Service Provisions are as per what is needed,
available when needed and are with right cost and time

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IT Service Management (ITSM)

What?
- The effective and efficient, process driven management of
quality IT Services

What is the value add?

- ITSM is business aligned and has a holistic Service Lifecycle
approach

Service Management is a set of specialized organizational

capabilities for providing values in the form of services

Attributes of Service Management

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ITIL V3/2011 Core

COMMON TERMINOLOGIES

ITIL 2011

Foundation Course

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Fundamental Understanding
IT Service Management

IT Infrastructure
Capabilities
Processes
Functions
Best Practices
Good Practices
Role & RACI Model

IT Infrastructure
Hardware Components
- Desktops, Servers, Networks, I/O Devices etc.

Software Components
- OS, DB, Mail, Apps, Tools etc.

Service Level Agreements

Technical / User Documents
Reports
- Availability, Capacity, Performance etc.

Staff
- Roles, Responsibilities, Skills etc.

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Service Management Overview

Service Management is a set of specialized organizational
capabilities which take the form of:
- Processes
- Function
- Roles

The core of service management is the act of transforming

resources into valuable services, providing value to its
customers in the form of services
These organizational capabilities are functions and
processes for managing services throughout lifecycle

Processes
Process is a structured set of activities designed to
accomplish a specific objective
Takes one or more inputs and tern them into defined
outputs
It includes all of the
- Roles & responsibilities
- Tools
- Management Control

that are required to deliver the outputs reliably

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Processes
Process are closed-loop systems
- Provide change and transformation towards a goal
- Use feedback for self-reinforcing and self-corrective action
Processes become strategic assets when they create
competitive advantage and market differentiation

Process Characteristics
Measurable
- Process is performance driven and measurable on the aspect
of cost effectiveness, cycle time and productivity

Specific Results
- Delivers specific, individually identifiable & countable result

Customer
- Delivers its primary result to a customer/stakeholder

Respond to specific events

- It should be traceable to a specific trigger

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Process Elements

Measurements
IF YOU CANS MEASURE IT, YOU CANT MANAGE IT
To manage and control the process to get desire outcome
they need to be monitored and measured
Care must be taken on what to measure and how
Measurement will impact behavior so if you measure
wrong parameter or record correct parameter wrong, it
would result into wrong behavior
Only the metrics that encourage movement towards
business objective should be used

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Metrics Types
Progress
- Milestones and deliverables in the capability of the process

Compliance
- Compliance of the process to governance requirements,
regulatory requirements and compliance of people to the use
of the process

Effectiveness
- The accuracy and correctness of the process and its ability to
deliver the right-result

Efficiency
- Productivity, speed, throughput & resource utilization

The Process Model

A process model enables understanding and helps to
articulate the distinctive features of a process
Process control can be defined as the activity of planning
and regulating a process, with the objective of performing
a process in an effective, efficient and consistent manner
Processes should be defined, documented and controlled.
After they are under control, they can be repeated and
they become manageable

Degree of control over processes can be defined. Then

process measurement and metrics can be built in to the
process to control and improve the process

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Process Example
Goal
- Bake a Cake

Input
- Ingredients like Milk, Sugar, Chocolate, Eggs, Flour etc.

Activity or Interrelated Activities

- Mixing ingredients, pre-heat the oven, back, decorate

Measurement
- How much, how long, what temperature etc.

Guidelines / Norms
- Recipe Guidelines

Output
!!! CAKE !!!

Functions
Functions are units of organizations
- Specialized to perform certain type of work
- Responsible for specific outcomes

Functions are:
- Self contained entries
- Provide structure to the organization
- Define roles and associate responsibility
- Leads to specialization and optimization

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Best Practice
Best Practice is a set of guidelines based on the best
experiences of the most qualified and experienced
professionals in the particular field
Best Practice is based on:
- More than one person
- More than one organization
- More than one technology
- More than one event

Why Best Practice

It provides a starting point
It presents guidelines, not regulations
It promotes internal direction
It is generic
It builds a basis for professionalism

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Good Practices
Good practices: Practices that are widely used in industry
by companies getting good results
Reason to adopt good practices:
- Dynamic environments
- Performance Pressure

Benefits: They help organizations benchmark themselves

against peers in the same and global markets to close gaps
in capabilities
Sources: Public frameworks, standards, proprietary
knowledge of individuals and organizations, community
practices etc.

Service
Service is:
- A means of delivering value to customer by
- Facilitating outcomes customers want to achieve
- Without the ownership of specific costs and risks

Service can be made up of hardware, software and

communication components, but is perceived as a selfcontained, coherent activity

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Service & Customer Satisfaction

Product:
- The satisfaction comes after usage

Service:
- The satisfaction happens while it is being consumed

Process Owner Vs. Service Owner

Process Owner:
- A process owner is responsible for ensuring that the process
is fit for the desired purpose and is
- Accountable for the output of that process

Service Owner:
- A service owner is accountable for the delivery of specific IT
Service and
- Responsible for continual improvement and management of
change effecting services under their care

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Service Owner
Acts as a primary customer contact for all service
related enquiries and issues
Ensure that ongoing service delivery meet agreed
customer requirements
Identify opportunities for service improvement and
take actions
Liaise with required process owners throughout the
service management life cycle
Accountable for the delivery of the service

Process Owner
Defines the process strategy
Assist in the process design
Ensures that the process document is available and
updated
Define policies and standards to be employed through out
the process
Audit the process to ensure compliance to policy and
standard
Review the process strategy and change it if required
Provide process resource

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Role
A set of responsibilities, activities and authorities
granted to a person or team
One person or team may have multiple roles

RACI Model
Responsible (the Doer)
- The individual(s) who actually completes the task

Accountable (the Manager)

- The individual who is ultimately responsible
- Only 1 person can be accountable for each task
- Yes or No authority and veto power

Consulted (the Gyannis)

- The individual(s) to be consulted prior to final decision or action
- Involvement through input of knowledge

Informed (the Keep in loop types)

- The individual(s) who needs to be informed after decision or
action is taken

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SERVICE STRATEGY

ITIL 2011

Foundation Course

Service Strategy
1. Service Portfolio Mgt
2. Finance Management
3. Demand Management

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What is Strategic?
How services provide differentiated Value

Being lower-cost provider is not sufficient

You also should give strategic advantage

Goals and Objectives of SS

Goal is to help service providers to:
- Operate and grow successfully in the long-term
- Provide the ability to think and act in a strategic manner

Objectives are:
- To provide direction for
- Growth
- Prioritizing investments and
- Defining outcomes

- Against which the effectiveness of service management may be

measured
- To influence organizational attitudes and culture towards the
creation of value for customers through services
- To ensure effective communication, coordination and control
among various parts of a service organization

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Business Values of SS
Sets clear direction for everyone for quicker decision
making thereby improving business efficiency
Helps service organization to prioritize investments to
get planned returns
Helps building strategic assets which add value to
business
Guides entire SD, ST & SO in a coherent manner for
effective service operations

Service Provider and Types

Service Provider:
- An organization supplying services to one or more Internal
or External Customers

Types of business models or service providers

- Type I Internal Service Provider
- Type II Shared Services Unit
- Type III External Service Provider

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Different sourcing approaches

In sourcing: Utilizing internal resources

Co-sourcing: Often a combination of in & out sourcing

Partnership: Strategic partnership
Outsourcing: Utilizing external organization resources
- Business Process Outsourcing (BPO): Entire business
process or function is outsourced
- Application Service Provision (ASP): Application on demand
- Knowledge Process Outsourcing (KPO): Domain-based
processes and business expertise

Business Case
Business case is a decision support and planning tool
that projects the likely consequences of business
action.
A financial analysis is frequently at the central of a
good business case

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Business Case

Risk

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Risk
Risk is defined as uncertainty of outcome, whether
positive opportunity or negative threat
Managing to risk requires the identification and
control of the exposure to risk, which may have an
impact on the achievement of an organizations
business objectives.

Service Strategy - Overview

What services should be offered and to whom?
How the internal and external market places for these
services should be developed
What you do and how you do, will it differentiate you from
the existing and potential competition in these market
places?
How the customer(s) and stakeholders will perceive the
measure value, and how this value will be created?

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Service Strategy - Overview

How customer will make service sourcing decisions with
respect to use of different types of service providers
How visibility and control over value creation will be
achieved through financial management?
How the robust business case will be created to secure
strategic investment in service assets and service
management capabilities
How the allocation of available resources will be tuned to
optimal effect?
How service performance will be measured?

The Key Principle = Value

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Service Assets used for value creation

Key Processes in SS
Strategic Management of IT Services
Service Portfolio Management
Demand Management
Business Relationship Management

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Strategy Management of IT Services

Objective:
- To access the service providers offerings, capabilities,
competitors and well as current and potential market places
in order to develop a strategy to serve customers
- Once the strategy has been defined, Strategy Management
for IT Services is also responsible for ensuring the
implementation of the strategy

Service Portfolio
The Service Portfolio is the complete set of services that is
managed by a Service Provider
Manages the entire Lifecycle of all services and includes
three categories:
- Service Pipeline (Proposed on in development)
- Service Catalog (Live or available for development)
- Retired Services

Acts as the basis of a decision framework because it allows

the management to compare and contrast various ideas so
that the most viable and valuable can be further
developed as a service

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Service Portfolio
Designed in SD but owned and managed in SS

Focuses on:
- Why should the customer buy these services
- Why should they buy these services from you
- What are the pricing and chargeback models
- What are my strength, weaknesses, priorities and risks
- How should my resources and capabilities are allocated

Service Portfolio

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SPM Goals
Goal
- To manage Service Portfolio by considering services in
terms of the business value they provide

Objective:
- Define: Inventory services, ensure business case and
validate portfolio data
- Analyze: maximize portfolio value, align and prioritize and
balance supply vs. demand
- Approve: finalize process portfolio,

SPM Objective
Define:
- Ensure Business Case & Validate
Portfolio Data

Analyze:
- Maximize Portfolio Value
- Align & prioritize and balance supply
vs. demand

Approve:
- Finalize process portfolio
- Authorize services & resources

Charter:
- Communicate decision
- Allocate resources and charter services

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Demand Management Goal

Goal
- Understand and influence Customer demand for Services
and provide capacity to meet these demands

Please note:
- At a Strategic level Demand Management can involve
analysis of Patterns of Business Activity and User Profiles
- At a Tactical level it can involve use of Differential Charging
to encourage Customers to use IT services at less busy
times
- It is very closely linked to capacity management

Demand Management Concept

Consumption produce demands and production consumes
demand in highly synchronized pattern. Unlike products,
services can not be produced in advance and stocked ready
for consumption

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Service Strategy Processes - DM

Business Processes are the primary source of demand for
services. Patterns of business activity influences the demand
pattern seen by service providers
Where there is capacity plan in place, this increase in
demand will have been foreseen, and so created for when
planning the services
Different users and business units will have different
requirements on the services. Part of the role of Demand
Management is to understand these patterns and profiles
Once these patterns have been understood, different Service
Level Packages (SLPs) can be compiled to meet the different
needs of each users

Understanding SLP

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Finance Management
Important Concepts:
- Budgeting Total budget after planning
- Accounting Actual expense tracking and its accounting
- Reporting Providing reports and P&L to top authorities
- Charging

Business Relationship Management

Goal
- Establish a strong business relationship with the customer
by understanding the customers business and their
customers outcomes

Objective
- The process is responsible for maintaining a positive
relationship with the customer, identify customer needs,
ensure that the service provider is able to meet these
needs with an appropriate catalogue of services

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SS Key Roles and Responsibility

Business Relationship Manager (BRM)
- Establish a strong business relationship with the customer
by understanding the customers business and their
customers outcomes. BRM works closely with the Product
Managers to negotiate productive capacity on behalf of
customers

Product Manager (PM)

- Takes responsibility for developing and managing services
across the life-cycle, and have responsibilities for
productive capacity, service pipeline and the services,
solutions and packages that are presented in the service
catalogues

SS Key Roles and Responsibility

Chief Sourcing Officer (CSO)
- Is a champion of the sourcing strategy within the
organization, responsible for leading and directing the
sourcing office and development of the sourcing strategy
in close conjunction with the CIO

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SS Roles
Director of Service Management

Contract Manager
Product Manager
Process Owner
Business Representative

SERVICE DESIGN

ITIL 2011

Foundation Course

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Service Design
1.
2.
3.
4.
5.
6.
7.

Service Catalogue Mgt

Service Level Mgt
Capacity Mgt
Availability Mgt
Service Continuity Mgt
Information Security Mgt
Supplier Mgt

Service Design
Objective:
- Design services to satisfy business objectives, based on the
quality, compliance, risk and security requirements
- Delivering more effective and efficient IT Services
- Coordinating all design activities for IT services to ensure
consistency and business focus

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The 4Ps of Design

People:
- People, skills and competencies involved in provisioning of IT
services

Product / Technology:
- The technology and management system used in the delivery of
IT services

Processes:
- The processes, roles and activities involved in the provision of IT
services

Partner / Supplier:
- The vendors, manufacturers and suppliers used to assist and
support IT service provision

Five major areas of Service Design

Design of:
- New or changed service A Solution
- Service Management systems and tools, especially the
Service Portfolio, including the Service Catalogue
- Technology Architecture
- The Processes required How do you operate & improve?
- Measurement methods and metrics

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Service Design Package

Service Design Package (SDP) is a document defining
all aspects of an IT service and its requirement
through each stage of its lifecycle
SDP is produced for each new IT Service, Major
change or IT Service Requirement

Service Level Management Goals

The goal is to ensure:
- An agreed level of IT service is provided for all current IT
Services
- Future services are delivered to agreed achievable targets
- Proactive measures are taken to seek and implement
improvements to the level of service delivered

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Service Level Management Basic Concepts

SLA Service Level Agreement

OLA Operational Level Agreement

UC Underpinning Contract
SLR Service Level Requirements
SLAM Chart SLA Monitoring Chart
- RAG / Red Amber Green Chart

Service Level Agreement

An agreement between an IT Service Provider and a
Customer
The SLA describes the IT service, documents Service
Level Targets, and specifies the responsibilities of the
IT Service Providers and the Customer
Single SLA can cover multiple services or multiple
customers

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Operational Level Agreement

An agreement between an IT Service Provider and
another part of the same Organization
An OLA supports the IT Service Providers delivery of
IT Services to Customer
OLA defines the goods or services to be provided
along with the responsibilities of both parties
Examples
- Service Provider, Procurement Dept. to obtain HW on time
- Service Desk, Support Team for incident resolution on time

Underpinning Contract
Contract between an IT Service Provider and a Third
Party Provider
The Third Party Providers gives goods or services that
support delivery of an IT service to a Customer
Define targets and responsibilities that are required to
meet agreed Service Level Targets committed in SLA

Enforceable at LAW

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Service Level Management Objective

The objectives are:
- Define, document, agree, monitor, measure, report and review
the level of IT services provided
- Provide and improve the relationship and communication with
the business and customers
- Ensure that specific and measurable targets are developed for all
IT services
- Monitor and improve customer satisfaction with the quality of
service delivered
- Ensure that IT and the customers have a clear and unambiguous
expectation of the level of service to be delivered
- Ensure that proactive measures to improve the levels of service
delivered are implemented wherever it is cost-justifiable to do
so

Service Level Management Definitions

Service Catalogue (SC)
- List of all IT services provided which can come into scope
for SLAs. Also lists users of the service and their
maintainers

Service Level Requirement (SLR)

- List of all customer requirements for the service

Service Improvement Program (SIP)

- Management can instigate a SIP to identify and implement
what ever actions are necessary to overcome any
difficulties and restore service quality

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SLA Framework
Service-based SLA
- This is where an SLA covers one service, for all customers
of that service
- Example: An SLA may be established for an organizations
Premium Internet Service covering all the customers of
that service
- This is more common where common levels of service are
provided across all areas of the business, such as e-mail or
telephony, the service-based SLA can be an efficient
approach to use

SLA Framework
Customer-based SLA
- This is an agreement with an individual customer group,
covering all the services they use
- Example: Agreement with the finance department to
maintain the finance system, the accounting system, they
payroll system, the procurement system or any other IT
systems that they use
- Customer always prefer such type of agreements, as all of
their requirements are covered in a single document
- Single Document which simplifies the issue

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SLA Framework
Multi-level SLAs
- SLA at the multiple layers of the organization
- Corporate Level Covering all the generic SLM issues
appropriate to every customer throughout the
organization. These issues are likely to be less volatile, so
updates are less frequently required
- Customer Level covering all SLM issues relevant to the
particular customer group or business unit, regardless of
the service being used
- Service Level covering all SLM issues relevant to specific
service, in relation to a specific customer group

SLAM Chart / RAG Chart

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SLAM Chart / RAG Chart

Service Level Management KPIs

Percentage reduction in SLA targets missed
Percentage reduction in SLA targets threatened
Percentage increase in customer perception and
satisfaction of SLA achievements, via service reviews
and Customer Satisfaction Survey responses
Percentage reduction in SLA breaches caused because
of third-party support contracts (unpinning contracts)
& internal Operational Level Agreements (OLA)

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Service Level Management Challenges

Identifying suitable customer representatives with
whom to negotiate
A lack of accurate input, involvement and
commitment from the business and customers
The tools and resources required to agree, document,
monitor, report and review agreements and service
levels
The process becomes a bureaucratic, administrative
process rather than an active and proactive process
delivering measurable benefit to the business

Activities
Determine, document and agree requirements for
new services and produce the SLRs
Monitor Service Performance against SLA
Collate, Measure and Improve Customer Satisfaction
Provide Service Reports
Conduct Service Reviews and Instigate improvements
within an overall SIP
Review and revise SLAs,
underpinning agreements

service

scope

and

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Service Catalog Management

The Goal is to ensure:
- That a Service Catalogue is produced and maintained
- It contains accurate information on all operational and
planned services

The Objectives are:

- Manage the information contained within the Service
Catalogue
- Ensure accuracy in current details, status, interfaces and
dependencies for all services in scope (Scope: All services
that are being transitioned or have been transitioned)

Catalog Managers Activities

Ensuring that all operational services and all services
being prepared for operational running are recorded
within the Service Catalogue
Ensuring that all the information within the Service
Catalogue is accurate and up-to-date
Ensuring that all the information within the Service
catalogue is consistent with the information within
the Service Portfolio
Ensuring that the information within the Service
Catalogue is adequately protected and backed up

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Service Catalog Business & Technical

Service Catalog
Business Service Catalogue:
- Details of all the IT services from customers perspective
- Relationships to the BU and Business Processes
- Customers view of the Service Catalogue

Technical Service Catalogue:

- Details of all the IT services from IT perspective
- Relationships to the supporting services

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Capacity Management Goal & Scope

Goal is to ensure that:
- Cost-justifiable IT Capacity is matched to the current and
future agreed needs of the business in a timely manner

Scope:
- IT Services
- IT Components
- Resources

Capacity Management Objectives

Produce and maintain an appropriate and up-to-date
Capacity Plan, which reflects the current and future
needs of the business
Provide advice and guidance to all other areas of the
business and IT on all capacity and performance
related issues

Ensure that service performance achievements meet

or exceed all of their agreed performance targets, by
managing the performance and capacity of both
services and resources

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Capacity Management Objectives

Assist with the diagnosis and resolution of
performance and capacity related incidents and
problems
Assess the impact of all changes to the Capacity Plan
and the performance and capacity of all services and
resources
Ensure that proactive measures to improve the
performance of services are implemented wherever it
is cost-justifiable to do so

Capacity Management Concept

Balancing costs against resources need
Balancing supply against demand
Sub-processes
- Business Capacity Management
- Service Capacity Management
- Component Capacity Management

Modeling

Demand Management
Application Sizing

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Business Capacity Management

Translates business needs an plans into
- Requirement of IT Service
- IT Infrastructure

And ensure that future business requirements

- Quantified
- Designed, Planned and Implemented in timely manner

Service Capacity Management

Focuses on
- Management, control and the prediction of the end-to-end
performance and capacity of the live, operational IT
services usage and workload

And ensure that performance of all services

- is monitored and measures as defined in SLAs and SLRs
- Data is collected, recorded, analyzed and reported

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Component Capacity Management

Focuses on
- Management, control and the prediction of the
performance, utilization and capacity of individual IT
Technology Component

And ensure that all components with finite resources

- Are monitored and measured
- Data is collected, recorded, analyzed and reported

Capacity Management - Responsibilities

For IT Services and IT Components
- Ensuring adequate IT capacity to meet required levels of
services
- Identifying capacity requirements of business
- Understanding current usage profile and the maximum
capacity
- Sizing all proposed new services and systems to ascertain
capacity requirements

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Capacity Management Process

What is Availability
Availability of Configuration Item or IT Service to
perform its agreed function when required
Note:
- Availability is determined by Reliability, Resilience,
Maintainability, Serviceability, Performance and Security
- Availability is usually calculated as a percentage. This
calculation is often based on Agreed Service Time and
Downtime
- It is good practice to calculate availability using
measurements of the Business output of the IT Service

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Some Definitions
Reliability:
- A measure of how long a service, component or CI can perform
its agreed function without interruption

Resilience:
- Refers to the ability of an IT service or component to remain
functional when one or more components are failed

Maintainability:
- A measure of how quickly and effectively a service, a component
or a CI can be restored to normal working after a failure

Serviceability:
- The ability of a third party supplier to meet the terms of their
contracts

Availability Management Objectives

Produce and maintain Availability Plan reflecting current
and future needs
Provide advice and guidance on all availability-related
issues
Ensure availability achievement meets agreed targets
Assist with the diagnosis and resolution of availability
related incidents and problems

Assess impact of changes on Availability Plan

Ensure proactive and cost-effective measures to improve
the availability

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Availability Management Activities

Ensuring that all existing services deliver the levels of
availability agreed with the business in SLAs
Ensuring that all new services are designed to deliver the
levels of availability required by the business and validation
of the final design to meet the minimum levels of
availability as agreed by the business for IT services
Assisting with the investigation and diagnosis of all
incidents and problems that causes availability issues or
unavailability of service or component
Participating in IT infrastructure design, including
specifying the availability requirements for hardware and
software

IT Service Continuity Management

Goal is to:
- Support the overall Business Continuity Management plan

Scope:
- Services, computer systems, networks, applications, data
repositories, telecommunication, environment, technical
support and Service Desk
- Also includes Resources (People)

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ITSCM Objectives
Objectives are ensuring that:
- Required IT technical and service facilities can be resumed
- Within required and agreed business timescales
- Following a major disruption

Business Impact Analysis

The purpose is:
- To quantify the impact loss of IT service would have on the
business.

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ITSCM - Responsibilities
Performing Business Impact Analysis for all existing and
new services
Implementing and maintaining the ITSCM process, in
accordance with the overall requirements of the
organizations Business Continuity Management process
and
Representing the IT services function within the Business
Continuity Management process
Ensuring ITSCM plans, risks and activities are capable of
meeting the agreed targets under all circumstances
Performing risk assessment and risk management to avert
disasters where practical

ITSCM - Lifecycle

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Information Security Management

Goal of ISM is to:
- Align IT security with business security and
- Ensure that information security is effectively managed in
all service and Service Management activities

Scope:
- Should cover use and misuse of all IT systems and services
for all IT security issues

Information Security Management

The Objective of information security is to:
- Protect the interests of those relying on
- Information, systems and communications

From harm resulting from failures of

- Availability
- Confidentiality &
- Integrity

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ISM Concepts Security Policy

The overall Information Security Policy
Use and misuse of IT assets policy
An access control policy
A password control policy
An e-mail / internet / anti-virus policy
An information classification policy
A remote access policy
Supplier access of IT services & component
An asset disposal policy

ISM Responsibilities
Developing and maintaining the Information Security
Policy and a supporting set of specific policies
Ensuring appropriate authorization, commitment and
endorsement from senior IT and business management
Communicating and publicizing the Information Security
Policy to all appropriate parties
Ensuring that the Information Security Policy is enforced
and adhered to
Identifying and classifying IT and information assets
(Configuration Items) and the level of control and
protection required

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ISM Key Activities

Production, review and revision of an overall
Information Security Policy and a set of supporting
policies
Communication, implementation and enforcement of
the security policies
Assessment and classification of all information assets
and documentation
Implementation, review, revision and improvement of
a set of security controls and risk assessment and
responses

ISM Key Activities

Monitoring and management of all security breaches
and major security incidents
Analysis, reporting and reduction of the volumes and
impact of security breaches and incidents
Schedule and completion of security reviews, audits
and penetration tests

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Supplier
A Third Party responsible for supplying goods or services
that are required to deliver IT Services
Examples:
- Commodity hardware and software vendors
- Network and telecom providers
- Outsourcing Organizations

Signing a contract is must. These contracts are known as

Underpinning Contracts (UC)

Supplier Management Goal and Scope

Goal:
- To manage suppliers and the services they supply, to provide
seamless quality of IT service to the business, ensuring value
for money is obtained

Scope:
- Should include the management of all suppliers and contracts
needed to support the provision of IT services to the business

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Supplier Management Concepts,Terms

Supplier and Contract Database (SCD):
- Holds the information needed by all sub-processes within
Supplier Management

Contract:
- Legally binding agreement between two parties

Supplier Categorization:
- The amount of time and effort spent managing the supplier
and the relationship can then be appropriate to its
categorization

Supplier & Contract Database

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SERVICE TRANSITION

ITIL 2011

Foundation Course

Service Transition
1.
2.
3.
4.
5.
6.
7.

Change Management
Service Asset & Configuration Mgt
Release and Deployment Mgt
Transition Planning and Support
Service Validation and Testing
Evaluation
Knowledge Management

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Service Transition
The ultimate goal of the Service Transition Lifecycle is to
assist organizations seeking to plan and manage service
changes and deploy service releases into the production
environment successfully

Goals of Service Transition

Set customer expectations on how the performance and
use of the new or changed service
Enable the business change project or customer
Reduce variations in the predicted and actual performance
Ensure that the service can be used in accordance with the
requirements and constraints specified within the service
requirements

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Scope of Service Transition

Managing the complexity associated with changes to services
and Service Management processes
Allowing for innovation while minimizing the unintended
consequences of change
The introduction of new services
Changes to existing services, e.g. expansion, reduction, change
of supplier, acquisition or disposal of section of user base or
suppliers, change of requirement or skills availability
Decommissioning and discontinuation of services, applications
or other service components
Transfer of services

Principles of Service Transition

Define and implement a formal policy for Changes through
Service Transition
Maximize re-use of established processes and systems
Align Service Transition plans with the business needs
Establish and maintain relationships with stakeholders with
effective controls

Provide systems for knowledge transfer and decision

support
Plan release and deployment packages

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Principles of Service Transition

Anticipate and manage course corrections

Proactively manage resources across Service Transition

Ensure early involvement in the service lifecycle
Assure the quality of the new or changed service
Proactively improve quality during Service Transition

Service Transition Processes

Transition Planning and Support
Change Management
Service, Asset and Configuration Management
Release and Deployment Management
Service Validation and Testing
Evaluation
Knowledge Management

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Service Transition Processes

Transition Planning and Support

Change Management
Service, Asset and Configuration Management
Release and Deployment Management
Service Validation and Testing
Evaluation
Knowledge Management

Transition Planning and Support

Goal:
- Plan and coordinate the resources to ensure that the
requirements of Service Strategy encoded in Service Design
and effectively realized in Service Operation
- Identify, manage and control the risks of failure and
disruption across transition activities

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Transition Planning and Support

Concepts:
- Service Design Package is created in collaboration with
customers, external and internal suppliers and other relevant
stakeholders
- This SDP is designed and developed in the Service Design
Phase and passed on to Service Transition Phase so it can be
passed on to Business / Service Operation

Service Transition Activities

Transition Strategy
Prepare for Service Transition
Planning an Individual Service Transition
Integrated Planning
Adopting Program and Best Project Management Practice
Review of Plans

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Service Change
The addition, modification or removal of authorized,
planned or supported service or service component and
its associated documentation
The Service Portfolio provides a clear definition of all
current, planned and retired services
Understanding the Service Portfolio helps all parties
involved in the Service Transition to understand the
potential impact of the new or changed service on current
services and other new or changed services

Change Management Purpose, Goal

Goals are to:
- Respond to the customers changing business requirements
while maximizing value and reducing incidents, disruption
and re-work
- Respond to the business and IT requests for change that will
align the services with the business needs

Purpose:
- Standardized methods and procedures are used for efficient
and prompt handling of all changes
- All changes to service assets and configuration items are
recorded in the Configuration Management System
- Overall business risk is optimized

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Change Management Objectives

Objective of ChM Process is:
- To ensure that changes are recorded and then evaluated,
authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner

Change authority:
- Formal authorization is obtained for each Change from a
Change authority that may be a role, person, or group of
people

Request for Change (RFC)

RFC is:
- A formal communication seeking an alteration to one or more
configuration items (CI)

CI is:
- Any component that is managed through formal control of
Change Management

Change request can take several forms

Different types of change may require different types of

change request

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Change Types
Change Types are: Standard and Emergency

Standard Change
- A change to a service or infrastructure for which the
approach is pre-authorized by Change Management that has
an accepted and established procedure to provide a specific
change requirement
- Example: upgrade of a PC to use pre-budgeted S/W or
Desktop move for a single user

Change Types
Emergency Change
- A change that must be introduced ASAP
- Emergency change is the highest priority change that can be
defined in an organization
- Emergency change needs to be evaluated, assessed and
either approved or rejected in short space of time

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7Rs of Change Management

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

Change Management Process

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Change Manager - Role

Role of Change Manager:
- Receive, record, prioritize, categorize the RFC
- Evaluate RFC
- Select CAB members and coordinate CAB/ECAB meeting
- Assess authorize and schedule changes
- Review changes to have met their objectives
- Analyze the change trends

Change Management Process - Board

Change Advisory Board (CAB)
- CAB is a body that exists to advise the change manager
- About the decisions on change and
- To assists change management in the assessment and
prioritization of changes
- It should comprise of Change Manager, User Manager,
Developers, Technical Consultants, Third Party Representative
- Change Manager normally chairs the CAB activity
- E-CAB: A subset of a CAB members designed to be convened
in for decision making in case if urgent / emergency changes

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Change Management KPIs

Top five indicators
- Unauthorized changes (Above zero is unacceptable)
- Unplanned outage
- A Change Success Rate
- Number of Emergency Changes
- Project Implemented on Time / Delayed by how much

Change Management Benefits

Prioritizing and responding to change requests
Reducing failed changes to service disruption
Delivering change promptly
Tracking changes through the Service Life Cycle, contributing to
better estimation of the quality, time and cost of change
Reducing disruption due to high levels of unplanned or
emergency changes
Reduce the Mean Time to Restore Service (MTRS) through
quicker and more successful implementation of corrective
changes

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Service Asset & Configuration Mgmt. - Goal

The goals are to:
- Support the business and customers control objectives and
requirements
- Support Service Management processes by providing
accurate configuration information to enable people to make
decisions
- Minimize the number of quality and compliance issues
- Optimize the service assets, IT configurations, capabilities and
resources

SACM Objective & Scope

Objective:
- To define and control the components of services and
infrastructure and maintain accurate configuration
information on the historical, planned and current state of
the services and infrastructure

Scope:
- It covers service assets across the whole service lifecycle
- It provides a complete inventory of assets and who is
responsible for their control

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Configuration Item (CI)

A configuration item (CI) is an asset, service component or
other item that is, or will be under the control of Service
Asset & Configuration Management
Examples:
- Entire / Partial IT Service
- Hardware / Software
- Documentation / Technical / SLA
- People / Staff
- Accommodation

Configuration Management System

A set of tools and databases that are used to manage an IT
Service Providers Configuration data
The CMS also includes information about Incidents,
Problems, Known Errors, Change and Releases; and may
contain data about Employees, Suppliers, Locations,
Business Units, Customers and Users
The CMS includes tools for collecting, storing, managing,
updating, and presenting data about all Configuration
Items and their Relationships
The CMS is maintained by Configuration Management and
is used by all IT Service Management Processes

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Definitive Media Library (DML)

One or more location in which the definitive and approved
versions of all software Configuration Items are securely stored
The DML may also contain associated CIs such as licenses and
documentation
The DML is a single logical storage area even if there are
multiple locations
All software in the DML is under the control of Change and
Release Management and is recorded in the Configuration
Management System
Only software from the DML is acceptable for use in a Release

ChM and SACM Roles

Service Asset Manager
Configuration Manager
Configuration Analyst
Configuration Administrator / Librarian
CMS / Tools Administrator
Change Manager
CAB and ECAB

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Release & Deployment Management - Goal

Release and Deployment Management aims to

build, test and deliver the capability

to provide the services specified by Service Design and
that will accomplish the stakeholders requirements
and deliver the intended objectives

Release & Deployment Management - Goal

The goal of Release and Deployment Management is to
Deploy releases into production and
Establish effective use of the service in order to
Deliver value to the customer and
Be able to handover to service operation

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Release Unit
Components of an IT Service that are normally released
together
A Release Unit typically includes sufficient Components to
perform a useful function
Example unit 1: Release Unit could be Desktop PC,
including Hardware, Software, Licenses, Documentation
Example unit 2: Release Unit could be a complete Payroll
Application, including IT Operation Procedure and User
Manual

RDM Objectives
To ensure clear and comprehensive plans are in place
To build, install and deploy release package
To ensure the new or changed services are capable of
delivering the agreed requirements w.r.t. utilities,
warranties and service levels
To minimize the unpredicted impact and operations

To ensure customer, user and SM staff are satisfied with

the output like user documentation and training

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RDM Scope
The scope of RDM includes

The processes, systems and functions to package, build,

test and deploy a release into production and establish the
service specified in the Service Design package before final
handover to service operation

RDM Approaches
Big Bang Vs Phased
Push and Pull
Automation Vs. Manual
Release and Deployment Model define:
- Release structure release package and the target
environments
- The exit and entry criteria
- The roles and responsibilities for each configuration item at
each release level

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V Model

Early Life Support (ELS)

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Knowledge Management
Goal:
- To enable organization to improve the quality of management
decisions by ensuring that reliable and secure information
and data is available through the Service Lifecycle

Service Knowledge Mgmt. System

A set of tools and databases that are used to manage
knowledge and information
The SKMS includes the Configuration Management System
as well as other tools and databases
The SKMS stores, manages, updates and presents all
information that an IT Service Provider needs to manage
the full Lifecycle of IT Services

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DIKW Structure
Knowledge Management is typically displayed within the
Data Information Knowledge Wisdom structure:
- Data is a set of discrete facts about events
- Information comes from providing context to data by asking
question on the data
- Knowledge is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals
- Wisdom gives an ultimate discernment of the material and
guides a person in the application of knowledge

SERVICE OPERATION

ITIL 2011

Foundation Course

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Service Operation
1.
2.
3.
4.
5.

Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management

Goals of Service Operations

Coordinate and carry out the IT operational activities
Work on processes required to deliver and manage
services at agreed levels
Manage the technology that is used to deliver and
support services

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Service Operations
Business Value:
- Balance between cost Vs. quality
- Clearer and improved communication
- IT operational health management

Balances in Service Operations

IT Services versus Technology components
Stability versus Responsiveness
Quality of Services versus Cost of Service
Reactive versus Proactive

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Service Operations Processes

Event Management

Incident Management
Request Management
Problem Management
Access Management

Event Management - Scope, Goals & Obj.

Provide basis for operational monitoring and control by
detecting events, make sense of them and determine the
appropriate control action
Provides the entry point for the execution of Service
Operation processes and activities
Provides a way of comparing actual performance and
behavior against design standards and SLAs

Provide a basis for Service Assurance and Reporting; and

Service Improvement

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Event Management Basic Concepts

An event can be defined as any detectable or discernible
occurrence
- That has significance for the management of the IT
Infrastructure or the delivery of IT service

Please Note:
- Events are typically notifications created by an IT service, CI
or monitoring tool
- Events that signify regular operation
- Event that signify an exception
- Event that signify unusual, but not exceptional operation

Alert
A warning that a threshold has been reached, something
has changed, or a Failure has occurred
Alters are often created and managed by System
Management tools and are managed by the Event
Management Processes

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Incident
An unplanned interruption to an IT Service or a reduction
in the Quality of an IT Service
Failure of a Configuration Item that has not yet impacted
service is also an Incident
Example: Failure of one disk from a mirror set

Incident Management Scope & Obj.

Objective:
- Restore normal service operation as quickly as possible and
minimize the adverse impact on business operations, thus
ensuring that the best possible levels of Service quality and
availability are maintained

Scope:
- Any event which disrupts, or which could disrupt a service

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Incident Management Concepts

Incident Model:
- Steps taken to handle the incident
- The chronological order in which the steps should be taken
- Responsibilities, who should do what
- Timescale and Threshold for completion of the actions
- Escalation Procedures, who should be contacted and when
- Any necessary evidence preservation activities (this is
relevant for security and capacity related incidents)

Incident Management Concepts

Major Incidents:
- A separate procedure
- With shorter timescale and greater urgency
- Agreed and mapped to Incident Prioritization Process

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Impact, Urgency and Priority

Urgency

Impact
High

Medium

Low

High

critical -1
< 1 hour

high -2
< 8 hours

medium -3
< 24 hours

Medium

high -2
< 8 hours

medium -3
< 24 hours

low -4
< 48 hours

Low

medium -3
< 24 hours

low -4
< 48 hours

Planning/
planned

Priority = Impact X Urgency

Incident Management Process

From Web Interface

From Event Mgmt

Incident Identification

User Phone call

To Request
Fulfillment

Service
Request

Email Technical Staff

Incident logging

Incident Prioritization

Incident Categorization

Major
Incident

Major Incident
Procedure

N
Initial Diagnosis

Hierarchical
Escalation
Needed ?
Y
Management
Escalation

Functional
Escalation
Needed ?
N

Functional Escalation to
next level

Investigation &
Diagnosis

Resolution & Recovery

Incident
Closure

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Incident Management Challenges

The ability to detect incidents as early as possible

Convincing all users that all incidents must be logged

Availability of information of problems and known errors
Integration into the CMS
Integration into the SLM process

Incident Management KPI

Breakdown of incidents at each stage
Size of current incident backlog
Number and percentage of Major Incidents
Mean elapsed time to achieve incident resolution or
circumvention, broken down by impact code
Percentage of incidents handled within agreed response
time

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Service Request
A request from a user for information, or advice, or for a
Standard Change or for Access to an IT Service
For example to reset a password, or to provide standard IT
service to a new user
Service Request are usually handled by a Service Desk, and
do not require a RFC to be submitted

Request Fulfillment
To provide a channel for users to request and receive
standard services for which a pre-defined approval and
qualification process exists
To provide information to users and customers about the
availability of services and the procedure for obtaining
them
To source and deliver the components of requested
standard services (e.g. licenses and software media)
To assist with general information, complaints or
comments

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Request Fulfillment Basic Concepts

Service Requests will usually be satisfied by implementing
a Standard Change (frequent changes, low risk, low cost)
The ownership of Service Requests resides with the
Service Desk, which monitors, escalates, dispatches and
often fulfils the user requests
Pre-defined Request Models which typically include some
form of pre-approval by Change Management

Problem
Unknown underlying cause of one or more Incidents
The cause is not usually known at the time of a Problem
Record is created, and the Problem Management Process
is responsible for further investigation

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Workaround
Reducing or eliminating the Impact of an Incident or
Problem for which a full Resolution is not yet available
For example by restarting a failed Configuration Item
Workarounds for Problems are documented in Known
Error Records
Workarounds for Incidents that do not have associated
Problem Records are documented in the Incident Record

Problem Management Goal

Goal is:
- To prevent problems and resulting incidents from happening,
to eliminate recurring incidents and to minimize the impact
of incidents that can not be prevented

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Problem Management Goal

Goal is:
- To prevent problems and resulting incidents from happening
- To eliminate recurring incidents and
- To minimize the impact of incidents that cant be prevented

Problem Management Activities

Proactive Problem Management:
- Initiated in Service Operation, but
- Generally driven as a part of Continual Service Improvement

Reactive Problem Management:

- Generally executed as a part of Service Operation

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CONTINUAL SERVICE IMPROVEMENTS

ITIL 2011

Foundation Course

Continual Service Improvement

Primary purpose is to align and realign IT services to the
changing business needs by identifying necessary
improvements
Objectives
- Review, analyze and make recommendations on improvement
opportunities

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CSI and Service Lifecycle

CSI Model

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CSI Register
Used to record all improvement opportunities

Categorized into
- Large/Medium/Small, Quick/Medium Term/Long Term

Potential Benefits
Prioritization

The 7-Step Improvement Process

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MAJOR FUNCTIONS

ITIL 2011

Foundation Course

Major Service Management Functions

TMF Technical Management Function
- Custodian of technical knowledge and expertise related to
managing the IT

AMF Application Management Function

- Custodian of technical knowledge and expertise related to
managing the Applications
- Can overlap with Application Development

ITOMF IT Operations Management Function

- Responsible for the daily operational activities needed to
manage the IT infrastructures
- Can overlap with TMF, AMF

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Major Service Management Functions

SDF Service Desk Function
- SPOC Single Point of Contact
- Focuses on service restoration

Local Service Desk

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Centralized Service Desk

Virtual Service Desk

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THANK YOU
&
HAVE A WONDERFUL IT CAREER AHEAD

ITIL 2011

Foundation Course

100