Itil V3 F Di C ITIL V3 Foundation Course

Vinsys IT Services (I) Pvt. Ltd.
ITIL V3 F
ITIL V3 Foundation Course
d i C
ITIL V3 : conceptual overview
Course Structure
Service Strategy
Process orientation
Service Design Terminology
ITIL V3 Overview
Inputs and outputs

Activities
Service Transition Process flow / diagram
Process Roles
Challenges
Service Operation KPIs
CSI
ITIL V3 Foundation Course Structure
ITIL V3 Foundation training

1
Service
• Service is:
• a means of delivering value to customer by
a means of delivering value to customer by
• facilitating outcomes customers want to achieve
• without the ownership of specific costs and risks
• Service management is:
• set of specialized organizational capabilities
• for providing value to customers
• in the form of services
• Services may be defined by specifications, but Customer
outcomes are the genesis of services
Role of IT Governance
ENTERPRISE GOVERNANCE
Corporate Governance Business Governance

i.e. Conformance i.e. Performance
Accountability Value Creation

Assurance Resource Utilization
Enterprise Governance. – a framework that covers Corporate Governance and IT

Governance
Corporate Governance – it is about promoting corporate fairness transparency and
accountability.
IT Governance - Leaderships organizational structures and processes that ensure
strategies and objectives are achieved.

2
4Ps in Service Management.
People
p
Products/
Processes
Technology
Partners/
Suppliers
ITSM – Need and Concepts.

3
What are Good Practices…
Good practices: Practices that are widely used in industry by
companies getting good results
p g gg
Reasons to adopt good practice:
• Dynamic environments
• Performance pressure
Benefits: They help organizations benchmark themselves against
p
peers in the same and global markets to close gaps in
g g p
capabilities
Sources: Public frameworks, standards, proprietary knowledge
of individuals and organizations, community practices, etc.
Sourcing Good Practices
Standards Employees
Industry practices Customers
Sources Academic research Suppliers Enablers

(Generate) (Aggregate)
Training & education Advisors
Internal experience Technologies
Substitutes Competition
Drivers (Filter) Regulators Compliance Scenarios

(Filter)
Customers Commitments
Knowledge fit for business objectives,

context, and purpose

4
Processes, Roles & Functions
Processes:
• A process is a set of coordinated activities
• combining and implementing resources and capabilities
combining and implementing resources and capabilities
• in order to produce an outcome
• which, directly or indirectly, creates value
• for an external customer or stakeholder
Roles:
• A set of responsibilities
• defined in a process
• and assigned to a person or team
One person or team may have multiple roles
p y p
Functions:
• Functions are units of organizations
• specialized to perform certain types of work
• and be responsible for specific outcomes
Process Model
Process Control
Process Policy
Process Owner Process Objectives
Triggers Process
Process Feedback
Documentation
Process
Process Metric
Process Activities Process Roles
Process Process Process Process

Inputs Procedures Improvements Outputs
Process Work Including process

Instructions reports and reviews
Process Enablers
Process
Process Resources
Capabilities

5
Characteristics of Processes
• They are measurable
• They have specific results
• Processes have customers
P h t
• They respond to specific events
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 a final decision or action
• involvement through input of knowledge and information
• Informed ( the
Informed ( the “keep
keep in loop
in loop” types)
types)
• The individual (s) who needs to be informed after a decision or action is taken.
• This incorporates one‐way ‘ communication
• receiving information about process execution and quality
RACI model ensures adequate spread of responsibilities

6
Key roles in Service Mgmt
• Process Owner : Accountable for the overall process
performance
• Service Owner : Accountable for a specific service within
an organization regardless of where the underpinning
technology components, processes or professional
capabilities reside.
Responsibility of owners is to:
1 Be accountable for the final outcomes (End
1. Be accountable for the final outcomes (End‐to‐end
to end
accountability)
2. Identify areas of improvements and recommending
appropriate changes
3. Guide process and service improvement initiatives
The Service Lifecycle

7
ITIL V3 Core
Service
Transition
Continual
Service Service
Improvement Strategy
Service Service
Design operation
Changing Trends in Business
• Organizations wish to use resources without owning them
• Self service channels expose business functions
Self service channels expose business functions
(web‐sites, kiosks, etc)
• Physical capacity is not a quality constraint
• New Services are composed from existing services available in public
space
• Service oriented architectures reduce business complexity
Service oriented architectures reduce business complexity
• Information itself is a basis for value, not merely a supporting element
• IT capabilities and resources Æ basis for creating value

8
Strategic….
• Strategic perspective needs to understand how services
provide differentiated value
• Being lowest‐cost provider is not sufficient unless the provider
can give strategic advantage
• Strategic assets provide:
• Basis for core competence
• Distinctive performance
• Durable advantage, and
• Qualifications to participate in business opportunities
Qualifications to participate in business opportunities
• Means to become “not optional”
• Differentiating your offering (what, form, terms, etc.) to outperform
the ‘alternatives’ available to the customer
Service Management lifecycle ‐ overview
1. Strategy Generation
2. Sourcing Strategy
3. Service Portfolio Mgt
Requirements The Business / Customers
4. Finance Management
5. Demand Management
Service
1. Service Catalogue Mgt Strategy Requirements
Constraints
Policies
2. Service Level Mgt Strategies
3. Capacity Mgt
4. Availability Mgt Service
Design SDP s
5. Service Continuity Mgt Standards
Solution Architectures
6. Information Security Mgt
Service Catalogue
Designs
Portfolio
7. Supplier Mgt
Service
1. Transition Planning and Support Transition SKMS
Tested
2. Change Management Transition
Service
solutions
Plans
3. Service Asset and Configuration Mgt
4. Release and Deployment Mgt
S
S
Service Operational
O ti l
5. Service Validation and Testing Operation Operational Services
6. Evaluation Plans
7. Knowledge Mgt 1. The 7 Step Improvement Process
2. Service Reporting
Continual Service Measurement
3. Service
1. Event Management Improvement Improvement
2. Incident Management 4. ROI for CSI actions and plans
3. Request Fulfillment 5. Business Questions for CSI
4. Problem Management 6. Service Level Management
5. Access Management

9
CSI – Running across all phases
Service Strategies
Strategies,
Policies, Feedback
Standards Lessons Learned Feedback
for Improvement Lessons Learned
for Improvement
Service Design
Output Plans to create and modify

services and service
Feedback
management processes Feedback
Lessons Learned
for Improvement Lessons Learned
for Improvement
Service Transition
Manage the transition of

Output new or changed services
or service management Feedback
process into production Lessons Learned
for Improvement
Service Operation
Day-to-day operations of
Output services and service
management processes
Continual Service Improvement

Activities are embedded in the service lifecycle
Service Strategy

10
Goals & 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:
• To provide direction for
• Growth
• Prioritizing investments and
• Defining outcomes
against which the effectiveness of service management may be measured
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
Business Value of SS
• Sets clear direction for everyone for quicker decision making
thereby improving business efficiency
thereby improving business efficiency
• Helps service organisation 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
se ce ope at o s
service operations

11
Service Assets ‐ Resources and Capabilities
Capabilities Resources
A1 Management Financial capital A9
A2 Organization Infrastructure A8
A3 Processes Applications A7
A4 Knowledge Information A6
People A5 People
Service Assets : Basis for Value Creation
(Business unit) (Service unit)

Performance Service
potential potential
Customer Services Service

Assets + + Assets
Value
potential +
Business
outcomes

12
Service Model
Service models describe the structure and dynamics of a
service (Structure)
It describes how service asset

interact with customer asset Service Configuration of
and create value Model service assets
(Service Design)
Service
Activities, events
Operation
and interactions
(Service Design)
(Dynamics)
Economic Value of Using Service
Positive Negative
difference difference
Losses from
utilizing the
– service
Net
difference
Gains from
utilizing the +
service
Based on DIY strategy or

existing arrangements
Reference Economic value

Value of service

13
SS – Four Main Activities
1. Define the market
• Services and strategy
• Understand the customer
h
• Understand the opportunities
• Classify and visualize
2. Develop the offerings
• Understand market space
• Outcome‐based definition of services
• S i P tf li (Pi li C t l
Service Portfolio (Pipeline, Catalogue & Retired services)
& R ti d i )
3. Develop strategic assets
• Service management as a closed‐loop control system
• Service management as a strategic asset
4. Prepare for execution ….
SS Activity ‐ Prepare for execution
4. Prepare for execution
• Strategic assessment
• Setting objectives
• Aligning service assets with customer outcomes
• Defining critical success factors
• Critical success factors and competitive analysis
• Prioritizing investments
g
• Exploring business potential
• Alignment with customer needs
• Expansion and growth
• Differentiation in market spaces

14
Service Provider & Types
• Service Provider: An organization supplying services to one
or more Internal or External Customers
or more Internal or External Customers
Please note: Service Provider is often used in short for IT Service Provider
• There are three archetypes of business models for service
provisioning:
• Type I –
ype internal service provider
te a se ce p o de
• Type II – shared services unit
• Type III – external service provider
Processes in Service Strategy (SS)
1. Service Portfolio Management (SPM)
2 Demand Management
2. Demand Management
3. Finance Management

15
SPM – Goal & Objectives
• Goal of SPM is to manage Service Portfolio by considering services
in terms of the business value they provide
in terms of the business value they provide
• Objectives
• Define: inventory services, ensure business case & validate portfolio data
• Analyze: maximize portfolio value, align & prioritize and balance supply vs
demand
• Approve: finalize process portfolio, authorize services & recourses
• Charter: communicate decision, allocate recourses and charter services
Service Portfolio Management is a dynamic method for

governing investments in service management across the
enterprise and managing them for value.
SPM Process
Service Strategy
• Inventories
Define • Business Case
Analyse • Value Proposition

• Prioritization
• Se
Service
ce Portfolio
o o o
A
Approve • Authorization
• Communication
Charter • Resource allocation

16
Service Portfolio
Service
Service Portfolio represents the Improvement
commitments and investments Plan
made
ade by se
service
ce p
provider
o de ac
across
oss Customer Market
3 Space 1
all customer and market spaces
Linked by
services
Customer Service Market

2 Portfolio Space 2
Market potential
for services
Customer Market
1 Space 3
Third-party
Services
Service Portfolio
Service
Catalogue
Service Pipeline
Continual Service
Improvement
Third-party
Market catalogue
spaces
Service
designs
Service Retired
Service Service
transitio services
concepts
n operation
Customer
s
Return on assets Resources

Resources
earned from released
engaged
Service operation
Common pool of resources
Area of circle is proportional to resources currently engaged in the

lifecycle phase (Service Portfolio and Financial Management)

17
Service Composition
Service Decomposition
Business Services
Business
Processes
Decompositiion
IT Services
Resources and Capabilities

Internet
Personnel

18
Service Portfolio – Central Repository
Business Unit A Business Unit B Business Unit C
The business
Business Business Business

Process 1 Process 4 Process 7
E F G
B C D
Service A SLAs
IT
Infrastructure
System System
DBMS Networks Environment Data Applications
H/W S/W
Supporting
OLAs
services
Central
repository
Teams
Supporting The Service Portfolio
services Contracts
Service Status Owner …..
Support Suppliers Service A

team (i) Service B
Service C
Supplier (i)
Risk
• Risk is defined as uncertainty of outcome, whether positive
opportunity or negative threat.
opportunity or negative threat
• Managing risks requires the identification and control of the
exposure to risk, which may have an impact on the
achievement of an organization’s business objectives.

19
Risk & Investment Decision
Venture Transform the
New Market Business (TTB)
Growth
New services – Existing market
Grow the Business
(GTB)
Discretionary
Enhance existing services
N Di
Non-Discretionary
i
Maintain Existing services
Run the Business
(RTB)
Core
Maintain Business critical services
Demand Mgmt – Goal & Objectives
Goal of demand management is to:
• understand and influence Customer demand for Services
d t d d i fl C t d df S i
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.
P fB i A i i d U P fil
• 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

20
Demand Mgmt – Basic Concepts
Demand pattern
Pattern of Business Service

business Process Process Capacity
activity management
Service belt plan
Delivery schedule
Incentives and penalties to Demand

management
influence consumption
Understanding SLP
Customer
Segment Z2
Customer
Segment X
Customer
Segment Z
Customer ‘OEM’
Segment Y Segment
Service
Level
Package D
Service Service
Level Level Service Level Package C
Package A Package B
Core Service Package
SLP is a defined level of Utility and Warranty for a particular Service Package. Each
SLP is designed to meet the needs of a particular PBA

21
Finance Management – Objectives
• Enhanced decision making
• Speed of change
Speed of change
• Service Portfolio Management
• Financial compliance and control
• Operational control
• Value capture and creation
Activities of FM
1. Service Valuation
2
2. Service Provisioning models & analysis
Service Provisioning models & analysis
3. Funding model alternatives
4. BIA – Business Impact Analysis
Important Concepts :
1 Budgeting
1.
2. Accounting
3. Reporting
4. Charging

22
Business case structure
A. Introduction
Presents the business objectives addressed by the service
Presents the business objectives addressed by the service
B. Methods and assumptions
Defines the boundaries of the business case, such as time period,
whose costs and whose benefits
C. Business impacts
The financial and non‐financial business case results
D. Risks and contingencies
The probability that alternative results will emerge.
E. Recommendations
Specific actions recommended.
SS – Roles
• Director of Service Management
• Contract Manager
Contract Manager
• Product Manager
• Process Owner
• Business Representative

23
Service Strategy – Key Roles
Business Representative
(Business Relationship Manager)
Product Manager
Lines of Sources of
Service (LOS) Service demand
Catalogue
Service Design

24
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
• Business Value
• Reduced Total Cost of Ownership (TCO)
• Improved quality & consistency of service
Improved quality & consistency of service
• Better handling of new or changed services
• Improved service alignment with business
• Improved IT governance
• More effective SM and IT processes
• Improved information and decision‐making
Focal points in Service Design
Service
Strategy Requirements
q
Constraints
1. Service Catalogue Mgt Policies
Strategies
2. Service Level Mgt
3. Capacity Mgt Service
4. Availability Mgt Design SDP s
Standards
5. Service Continuity Mgt Solution Architectures
Service Catalogue
Designs
Service Portfolio
6. Information Security Mgt

7. Supplier Mgt Service
Transition SKMS
Tested
Transition
solutions
Plans
Service Operational
Operation Operational Services
Plans
Continual Service
Improvement Improvement
actions and plans

25
Five major areas of Service Design
1. Service Portfolio Design
2 Identification of Business Requirements, definition of Service
2. Identification of Business Requirements definition of Service
requirements and design of Services
3. Technology and architectural design
4. Process design
5. Measurement design
Service Design Package
• A Service Design Package is produced for each new IT Service,
major Change, or IT Service Retirement.
major Change or IT Service Retirement
• Document (s) defining all aspects of an IT Service and its
Requirements through each stage of its Lifecycle.
• SDP is then passed from SD to Service Transition.

26
Service Requirements – Design Phases
Business Business Business Business
requirements requirements requirements requirements
Pilot or warranty Live
period operation
Design and development
Project (Project Team)
SAC SAC SAC SAC SAC SAC
Document & Design Develop Build Test

agree business service service service solution service solution
requirements solution solution (Transition) (Transition)
(Strategy & Design) (Design) (Design)
Strategy
SDP
Design Improvement
Transition
Transition & Operation involvement Operation
SLR SLR SLR SLR SLR SLA SLA

pilot SLM Live
Build, Test, Release and Deployment Management

Change Management:
RFC Approved for Approved for Approved for Approved for Approved for Approved for Review &
released design development build test warranty live release closure
Technology and architectural design
Business/Organization Architecture
Delivery,
feedback &
monitoring
Service Architecture
Service
Portfolio
Supported
by
Influenced Information/Data
Application Architecture Architecture
by
Using
Environmental Architecture
IT Infrastructure
Architecture
Management
Architecture Service
Knowledge
Product Management
Architecture System

27
Measurement design
‘If you can’t measure it you can’t manage it.
F
Four types of metrics :
t f ti
■ 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.
f l t th f th
■ Effectiveness: the accuracy and correctness of the
process and its ability to deliver the ‘right result’
■ Efficiency: the productivity of the process, its speed,
throughput and resource utilization.
Different sourcing approaches
• In sourcing – Utilizing internal resources
• Outsourcing – Utilizing resources external organisation.
Outsourcing Utilizing resources external organisation
• Co‐sourcing – Often a combination of in & out sourcing
• Partnership or multi‐sourcing – Strategic partnerships
• Business Process Outsourcing (BPO) – Entire business
process or function outsourced
• Application Service Provision (ASP) – Applications on
demand
• Knowledge Process Outsourcing (KPO) ‐ Domain‐based
processes and business expertise

28
SLM ‐ Goals
The goal of Service Level Management is to ensure that:
• an agreed level of IT service is provided for all current IT services
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
Objectives of SLM
The objectives of SLM are to:
• Define, document, agree, monitor, measure, report and review the
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

29
SLM – Basic Concepts
• SLA ‐ Service Level Agreement
• OLA Operational Level Agreement
OLA ‐ Operational Level Agreement
• UC ‐ Underpinning Contract
• Service Catalogue (Technical & Business)
• SLR ‐ Service Level Requirements
• SIP ‐ Service Improvement Program
Service Level Agreement (SLA)
• An Agreement between an IT Service Provider and a Customer
• The SLA describes the IT Service, documents Service Level
The SLA describes the IT Service documents Service Level
Targets, and specifies the responsibilities of the IT Service
Provider and the Customer
• A single SLA may cover multiple IT Services or multiple
Customers.

30
Operational Level Agreement
• An Agreement between an IT Service Provider and
another part of the same Organisation.
another part of the same Organisation
• An OLA supports the IT Service Provider's delivery of IT
Services to Customers.
• The OLA defines the goods or Services to be provided and
the responsibilities of both parties.
• For example there could be an OLA
F l h ld b OLA
• between the IT Service Provider and a procurement department
to obtain hardware in agreed times
• between the Service Desk and a Support Group to provide
Incident Resolution in agreed times.
Underpinning Contract
Contract : An agreement enforceable at law
Underpinning contract (with reference to an SLA)
• Contract between an IT Service Provider and a Third Party
provider
• The Third Party provides goods or services that support
delivery of an IT Service to a Customer
• defines targets and responsibilities that are required to
meet agreed Service Level Targets committed in an SLA

31
SLM Process
Establish Function
Implement SLA’s
SLA s
Manage the ongoing process

Periodic review
SLM ‐ Process
Business Unit A Business Unit B
The business
3 6
2 5
Business Business
Process 1 Process 4
SLM
G
D F
Service A B C Document
SLR(s) SLA(s) SLA(s)
standards &
templates
Determine, Monitor service Conduct service
document & agree performance against review & instigate
requirements for new SLA & produce improvements within Assist with the
services SLRs & service reports an overall SIP Service Catalogue
make SLAs & maintain document
templates
Develop contacts
Collate, measure
& relationships,
& improve
record & manage Service
customer
complaints & Catalogue
satisfaction
compliments Service
Reports
Review & revise

SLAs, service
scope & underpinning Contracts
agreements
OLAs
Support teams Supplier Management Suppliers

32
SLM – KPIs
■ Percentage reduction in ‘SLA targets missed’
■ Percentage reduction in ‘SLA targets threatened’
P t d ti i ‘SLA t t th t d’
■ 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 (underpinning contracts) &
hi d ( d i i )&
internal Operational Level Agreements (OLAs).
SLM – Challenges
• Identifying suitable customer representatives with whom
to negotiate.
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
Th b b i d i i i
process rather than an active and proactive process
delivering measurable benefit to the business

33
Service Catalogue Management ‐ Scope, Goals & Objectives
The goal is to ensure :
• that a Service Catalogue is produced and maintained,
g p ,
• it contains accurate information on all operational & planned
services
Objectives:
• manage the information contained within the Service Catalogue
• ensure accuracy in
• current details status interfaces and dependencies
current details, status, interfaces and dependencies
of all services in scope
Scope:
• All services that are being transitioned or have been transitioned to
the live environment
SCM – Basic Concepts
• Business Service Catalogue contains
• details of all the IT services from customers perspective
d t il f ll th IT i f t ti
• relationships to the business units and
• business process that rely on the IT services
(This is the customer’s view of the Service Catalogue)
• Technical Service Catalogue contains
Technical Service Catalogue contains
• details of all the IT services from IT perspective
• relationships to the supporting services
• shared services, components and CIs necessary to support the
provision of the service to the business

34
Service Catalogue (Business & Technical)
Business Business
Business
Process 1 Process 2 Process 3
Business Service Catalogue
Service A Service B Service C Service D Service E
T h i l Service
Technical S i Catalogue
C t l
Support Hardware Software Applications Data

Services
SCM – Activities
• Ensuring that all operational services and all services
being prepared for operational running are recorded
within the Service Catalogue
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
catalogue is consistent with the information within the
Service Portfolio
• Ensuring that the information within the Service
catalogue is adequately protected and backed up

35
Availability – Basic Concepts
• Fault tolerance (Resilience)
• Availability
• Reliability
• Maintainability
• Serviceability
• Vital Business Function
What is Availability ?
• Ability of a 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
y y p g
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.

36
Availability Management ‐ Goals & Scope
Goal : to ensure that
• level of service availability delivered in all services is
l l f i il bilit d li d i ll i i
• matched to or exceeds
• the current and future agreed needs of the business
• in a cost‐effective manner
Scope :
• designing, implementation, measurement, management
and improvement of
• IT service and component availability
AM – Objectives
• Produce and maintain Availability Plan reflecting current
and future needs
and future needs
• Provide advice and guidance on all availability‐related
issues
• Ensure availability achievements meet agreed targets
• Assist with the diagnosis and resolution of availability
related incidents and problems
l d i id d bl
• Assess impact of changes on Availability Plan
• Ensure proactive and cost‐effective measures to improve
the availability

37
AM – 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
g g g
problems that cause availability issues or unavailability of services
or components
• Participating in the IT infrastructure design, including specifying the
availability requirements for hardware and software
Information Security Management ‐ Goal and scope
• The goal of the ISM process is to align IT security with
business security and ensure that information security is
business security and ensure that information security is
effectively managed in all service and Service
Management activities
ISM must ensure that an Information Security Policy is produced, maintained and enforced
• Scope ‐ The ISM process should cover use and misuse of
all IT systems and services for all IT security issues

38
ISM – Objective
• The objective of information security is to
• protect the interests of those relying on
protect the interests of those relying on
• information, systems and communications
• from harm resulting from failures of
• Availability
• confidentiality and
• integrity
ISM – Basic Concepts
• Confidentiality
• Integrity
• Availability
• Security framework
• The Information Security Policy

39
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
ISM – Key Activities
• Production, review and revision of an overall Information Security
Policy and a set of supporting
• specific 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
• 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

40
Supplier
• A Third Party responsible for supplying goods or Services that
are required to deliver IT services.
are required to deliver IT services
• Examples of suppliers include commodity hardware and
software vendors, network and telecom providers, and
Outsourcing Organisations.
• We have to sign contracts with suppliers and these contracts
are known as Underpinning Contracts (UC)
Supplier Management ‐ Goal and Scope
• The goal of the Supplier Management process is to manage
suppliers and the services they supply, to provide seamless
suppliers and the services they supply to provide seamless
quality of IT service to the business, ensuring value for money
is obtained.
• Scope‐The Supplier Management process should include the
management of all suppliers and contracts needed to support
the provision of IT services to the business

41
SM – Basic Concepts
• The Supplier and Contracts Database (SCD )
• Supplier and Contract Management and performance
information and reports
• Supplier categorization
Supplier & Contracts Database
Supplier strategy
& policy
Evaluation of new
suppliers & contracts
Supplier categorisation Establish new

& maintenance of the suppliers &
SCD contracts
Supplier & contract

management &
performance
Supplier & Contract

Database Supplier reports Contract renewal
and information
SCD and/or
termination

42
SM – Responsibilities
• Providing assistance in the development and review of
SLAs, contracts, agreements or any other documents for
third‐party suppliers
third party suppliers
• Ensuring that value for money is obtained from all IT
suppliers and contracts
• Ensuring that all IT supplier processes are consistent and
interface to all corporate supplier strategies, processes
f ll l
and standard terms and conditions
• Maintaining and reviewing a Supplier and Contracts
Database (SCD)
Capacity Management ‐ Goal and Scope
• The goal of the Capacity Management process 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

43
CapM – Basic Concepts
• Balancing costs against resources needed
• Balancing supply against demand
Balancing supply against demand
• Business Capacity Management
• Service Capacity Management
• Component Capacity Management
• Modelling
• Demand Management
• Application Sizing
CapM ‐ Activities
Review current Capacity

capacity & Management
performance
Information System
(CMIS)
Improve current Capacity &
service & component performance
capacity
reports & data
Assess, agree &

document new Forecasts
requirements &
capacity
Plan new Capacity plan

capacity

44
CapM – Responsibilities
• Ensuring adequate IT capacity to meet required levels of
service
• Identifying capacity requirements of business
• Understanding the current usage profile and the maximum
capacity
• Sizing all proposed new services and systems,
• to ascertain capacity requirements
to ascertain capacity requirements
(Above points apply to IT Services as well as IT Components)
IT Service Continuity Management – Basic
Concepts
• Disaster ‐ an event that affects a service or system such
that significant effort
that significant effort is required to restore the original
is required to restore the original
performance level
• Business Impact Analysis
The purpose of a Business Impact Analysis (BIA) is to
quantify the impact to the business that loss of service
would have

45
ITSCM ‐ Goal & Scope
Goal : Support the larger business continuity plan
Scope
• Services, computer systems, networks, applications, data
repositories, telecommunications, environment, technical
support and Service Desk
• Also includes resources (People)
The objectives are ensuring that
• required IT technical and service facilities can be resumed
d h l d f l b d
• within required, and agreed, business timescales
• Following a major disruption
ITSCM – Responsibilities
• Performing Business Impact Analyses for all existing and
new services
• Implementing and maintaining the ITSCM process, in
accordance with the overall requirements of the
organization’s Business Continuity Management process,
and
• Representing the IT services function within the Business
Continuity Management process
y g p
• 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

46
Service Transition
Goals of Service Transition
• Set customer expectations on how the performance and
use of the new or changed service
use of the new or changed service
• Enable the business change project or customer
• Reduce variations in the predicted and actual
performance of the transitioned services
• Reduce the known errors and minimize the risks from
transitioning the new or changed services into production
• Ensure that the service can be used in accordance with
the requirements and constraints specified within the
service requirements

47
Service Transition
• Objective
• Plan and manage the resources
• Ensure there is minimal unpredicted impact
Ensure there is minimal unpredicted impact
• Increase the customer, user and Service Management staff satisfaction
• Increase proper use of the services and underlying applications and technology
solutions
• Provide clear and comprehensive plans
• Business Value
• The ability to adapt quickly to new requirements and market developments
y p q y q p
(‘competitive edge’)
• Transition management of mergers, de‐mergers, acquisitions and transfer of
services
• The success rate of changes and releases for the business
• The predictions of service levels and warranties for new and changed services
Focal points in Service Transition
Service
Strategy Requirements
C
Constraints
t i t
Policies
Strategies
Service
Design SDP s
Standards
Solution Architectures
ervice Catalogue
Designs
ervice Portfolio
Service
Transition SKMS
1. Transition Planning and Support Tested
Transition
solutions
2. Change Management Plans
3. Service Asset and Configuration Mgt
Se
Se
4. Release and Deployment Mgt Service Operational

Operation Operational Services
5. Service Validation and Testing Plans
6. Evaluation
7. Knowledge Mgt
Continual Service
Improvement Improvement
actions and plans

48
Service Change
• ‘The addition, modification or removal of authorized,
planned or supported service or service component and
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
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 & Goals
Purpose:
• Standardized methods and procedures are used for
efficient and prompt handling of all changes
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.
The goals of Change Management are to:
• Respond to the customer
Respond to the customer’ss changing business
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

49
ChM – Objectives
The objective of the ChM Process is :
• To ensure that changes are recorded and then evaluated,
To ensure that changes are recorded and then evaluated
authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner.
Scope of Change Management
Business Service Provider Supplier
Manage the
Strategic Manage the
Manage IT services suppliers’
change business business
Tactical Manage the Service Manage external

change business portfolio services
processes
Service
h
change
Manage the External

Operational Service
business operations
change Operations
operations

50
Change types
Normal Change ‘Run‐of‐the‐mill’ change

Normal Change – ‘Run of the mill’ change
Standard Change – Pre‐approved changes
(for routine tasks)
Emergency Change Which must be introduced ASAP

Emergency Change – Which must be introduced ASAP
Normal Change Process
Create
RFC
Change
proposal
(optional)
Record the
RFC
Initiator
requested
Review RFC
Upd
date change and configuration information
Change
Management Ready for evaluation
Assess and evaluate
change
Ready for decision Work orders

Authorize Authorize
Change proposal Change
Change
authority authorized
Plan updates
n in CMS
Change
Management scheduled Work orders
Co-ordinate change
implementation*
Change
Management implemented
Review and close
Evaluation report
change record
closed
*Includes build and test the change

51
Seven R’s of Change Management
‐ Impact Assessment
• Who RAISED the change?
• Wh t i th REASON f th h
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 Authorization Model
Communic ation s, Communic ation s, Change Examples of
decisions escalation for RFCs, autho rity configu ration
and actions risks, issues level impa ct ed
High cost/ risk
Business change – requi res
Level 1 executi ve board decision f rom
executii ves
Change impa cts

IT multiple se rvices or
Level 2 manageme nt boa rd organiz ational
divisions
Change which
CAB or
Level 3 impa cts only local
Emergency CAB
or service g
groupp
Level 4 Local autho rization Standa rd change

52
RFC Workflow and Interfaces
Change Management
Approve Co-ordinate Review

Raise & record Assess change Close
reject change change
change request change
change implementation*
Release and deploy

New/changed CIs
Configuration Management
Capture
release and Check
Reports & Identify affected Update Audit
environment records
audits items records items
baselines updated
Configuration Management System
*Includes build and test where applicable
ChM – KPIs
The top five risk indicators of poor ChM are:
• Unauthorized changes (above zero is unacceptable)
Unauthorized changes (above zero is unacceptable)
• Unplanned outages
• A low change success rate
• A high number of emergency changes
• Delayed project implementations.

53
ChM – Challenges
• Lack of ownership of the impacted systems
• Inaccurate configuration data may result in poor
impact assessments
• Bypassing the agreed procedures
• There may be resistance against an umbrella of
Change Management authority
g g y
Service Asset & Configuration Mgmt – Goal
The goals of Configuration Management are to:
• Support the business and customer’s 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.

54
SACM – Objectives & Scope
Objective:‐ To define and control the components of services
and infrastructure and maintain accurate configuration
and infrastructure and maintain accurate configuration
information on the historical, planned and current state of the
services and infrastructure.
Scope :‐
• Asset Management covers service assets across the whole
service lifecycle.
service lifecycle
• It provides a complete inventory of assets and who is
responsible for their control.
Configuration Item (CI)
• CI: Any Component that is managed the through formal
control of Change Management
control of Change Management
• Information about each CI is recorded in a Configuration
Record within the Configuration Management System and is
maintained throughout its Lifecycle by Configuration
Management.

55
Configuration Item ‐ CI
• Scope:
• IT Services
IT Services
• hardware
• software
• accommodation
• people
• formal documentation (such as Process documentation and SLA)
formal documentation (such as Process documentation and SLA)
• Distinguish between logical and physical CIs
• A set of tools and databases that are used to manage an IT
Service Provider's Configuration data.
g
• The CMS also includes information about Incidents, Problems,
Known Errors, Changes and Releases; and may contain data
about employees, Suppliers, locations, Business Units,
Customers and Users.
• The CMS includes tools for collecting, storing, managing,
updat g, a d p ese t g data about a Co gu at o te s
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.

56
SACM – Logical Configuration Model
Service Service
Customer
level package portfolio
Bankingg
Contract
core service
Serviced by
E-banking Supported by Hosted Application Uses Technical

support Application hosting infrastructure
service service service
User Business Data Web Network Network

Availability Messaging Authentication
experience logic services services topology service
ChM & SACM – Roles
• Service asset manager
• Configuration manager
Configuration manager
• Configuration analyst
• Configuration administrator/librarian
• CMS/tools administrator
• Change manager
• CAB
• ECAB or CAB / EC

57
Definitive Media Library (DML)
• One or more locations in which the definitive and
approved versions of all software Configuration Items are
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
RDM ‐ Goal
• Release and Deployment Management aims to build, test
and deliver the capability to provide the services specified
and deliver the capability to provide the services specified
by Service Design and that will accomplish the
stakeholders’ requirements and deliver the intended
objectives.
• The goal of Release and Deployment Management is to
deploy releases into production and establish effective
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 operations.

58
RDM – Objectives
• To ensure clear and comprehensive plans are in place
• To build, install, test & deploy release package
T b ild i t ll t t & d l l k
• 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 on operations
• To ensure customer, user and SM staff are satisfied with
the outputs like user documentation and training
RDM – Scope
• The scope of Release and Deployment Management includes:
• the processes, systems and functions
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 operations.

59
Release Unit
• Components of an IT Service that are normally Released
together
together.
• A Release Unit typically includes sufficient Components to
perform a useful Function.
• For example one Release Unit could be a Desktop PC,
including Hardware, Software, Licenses, Documentation
etc.
etc
• A different Release Unit may be the complete Payroll
Application, including IT Operations Procedures and User
training.
RDM – Common Approaches
• ‘Big bang’ vs phased
• Push and pull
Push and pull
• Automation vs manual
• Designing release and release packages
Release and deployment Model define:
• Release structure ‐
l release package and the target environments
l k d h i
• The exit and entry criteria
• The roles and responsibilities for each configuration item at each
release level

60
ELS – Early Life Support Start
Incident and Problem

Operate Service Management
Change and
Collect service Configuration
performance data M
Management t
Service Level
Plan and manage Report service Management
improvements/risk performance
mitigation/change achieved
SKMS/CMS
Compare progress
against ELS plan
Verify service
stability
Exit criteria
met?
Yes
No
Identify quick wins/

improvements/risk
mitigation/changes
End
Service V model ‐ Example
Validate Service
Define Customer/ Service Review Criteria/Plan Packages, Offerings and
Level 1 Business Requirements contracts
1a 1b
Service Acceptance
Define Service Service Acceptance Criteria/Plan
Level 2 Requirements
Test
2
2a 2b
Design Service Service Operational
Level 3 Service Operational Criteria/Plan Readiness Test
Solution
3a 3b
Service Release Test
Design Service Service Release
Level 4 Criteria and Plan
left-hand side Release Package Test
represents the
4a 4b
specification of Component
Develop Service
Level 5 the service Solution and Assembly Test
requirements
5a 5b
Levels of Service
configuration and Component
testing Deliveries from
Build and
internal and external
Test
suppliers
BL Baseline point
Internal and external
suppliers

61
Service Knowledge Management System
(SKMS)
• A set of tools and databases that are used to manage
knowledge and information.
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.
ST – Activities
• Service Transition management
• Planning and support
• Service Asset and Configuration Management and
Service Asset and Configuration Management and
• Change Management
• Performance and risk evaluation
• Service Knowledge Management
• Service test management
• Release and deployment
• Release packaging and build
Release packaging and build
• Deployment
• Early life support
• Build and test environment management

62
DIKW
Knowledge management is typically displayed within the
Data Information Knowledge Wisdom structure:
Data–Information–Knowledge–Wisdom structure:
• Data is a set of discrete facts about events
• Information comes from providing context to data or by asking
questions on the data
• Knowledge is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals
• Wisdom gives the ultimate discernment of the material and
guides a person in the application of knowledge
CMS – Configuration Mgmt System
Asset Management View Configuration Technical
Presentation Change and Release Financial Asset Lifecycle View Configuration View Quality Management Service Desk View
W Layer
Portal
View Schedules/plans
Change Request
Status Change
Advisory Board agenda
Asset Status Reports
Asset Statements and
Bills
Licence Management
Project configurations
Service, Strategy,
Design, Transition,
Operations
Service Applications
Application
Environment
Test Environment
View
Asset and Configuration
Management
Policies, Processes,
User assets
User configuration,
Changes, Releases, Asset
and Configuration item
and minutes Asset Performance configuration Infrastructure Procedures, forms, and related incidents,
baselines and templates, checklists problems, workarounds
changes changes
Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate
Knowledge
Processing Performance Management Monitoring Scorecards,
K Layer
Query and Analysis Reporting Forecasting, Planning, Budgeting Modelling Dashboards Alerting
Customer/ User – Service – Application – Infrastructure mapping
Information
Integration Service
Service Integrated Asset and Configuration Information Release
Layer Service Service
Portfolio
Package Change
I Common Process
Data and
Information
Schema
Mapping
Meta Data
Management
Data
Reconciliation
Data
Synchronization
Extract,
Transform,
Load
Mining
Data Integration
Definitive Media CMDBs

Project Document Library Enterprise
Filestore Discovery, Software Configuration Platform Configuration
Definitive Document
Asset Management Tools e.g. Storage Applications
CMDB1 Management Database Middleware Access Management
Library
Data and and audit tools Network Mainframe Human Resources
Information Structured Distributed Desktop Supply Chain Management
D Sources
and Tools
Project
Definitive
Media Library1 CMDB2
Customer Relationship
Management
Software Definitive
Media Library2 CMDB3

63
Service Knowledge Management System
S i K
Service Knowledge
l d
Management System Decisions
CMDB, KEDB, IDB, PDB, AMIS,

CMIS, SCD…… etc
Service Operation
Realizing value

64
Service Operations
• Goals & Objective
• Coordinate and carry out the IT operational activities
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
• Business Value
• Balance between cost vs quality
• Clearer and improved communication
• IT operational health management
IT operational health management
Balances in Service Operation
• Internal versus external focus (IT Services versus Technology
components)
• Stability versus Responsiveness
• Quality of Service versus Cost of Service
• Reactive versus Proactive

65
Cost versus Quality
Service
Cost of service
Range of optimal
balance between
Cost and Quality
Quality of Service
(Performance, Availability, Recovery)
Communications in SO
• Routine operational communication
• Communication between shifts
Communication between shifts
• Performance reporting
• Communication in projects
• Communication related to changes
• Communication related to exceptions
• Communication related to emergencies
• Training on new or customized processes and service design
• Communication of strategy and design to Service Operation
teams.

66
IM ‐ Scope, Goals & Objectives
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.
• Events communicated directly by users/technical staff
vents communicated directly by users/technical staff
• Incident Management is the process for dealing with all incidents;
this can include failures, questions or queries reported by the users
(usually via a telephone call to the Service Desk), by technical staff,
or automatically detected and reported by event monitoring tools.
Incident
• An unplanned interruption to an IT Service or a reduction in
the Quality of an IT Service.
the Quality of an IT Service
• Failure of a Configuration Item that has not yet impacted
Service is also an Incident.
For example Failure of one disk from a mirror set.

67
IM – Basic Concepts
• ‘Normal service operation’ is defined here as service
operation within SLA limits.
operation within SLA limits.
Major incidents
• A separate procedure, with shorter timescales and
greater urgency, must be used for ‘major’ incidents.
• A definition of what constitutes a major incident must be
A definition of what constitutes a major incident must be
agreed and ideally mapped on to the overall incident
prioritization system
• They will be dealt with through the major incident
process.
IM – Important Concepts
• Timescales
• Must be agreed for all incident‐handling (IH) stages
Must be agreed for all incident handling (IH) stages
• Incident Model
• Chronological order of the IH steps / Owner of actions /
Timescales and thresholds for completion of the Actions
• Major incident
• Procedure to be kept separate
Procedure to be kept separate

68
Impact, Urgency and Priority
Impact
High Medium Low
critical -1 high -2 medium -3
Urgency
High < 1 hour < 8 hours < 24 hours
high -2 medium -3 low -4

Medium < 8 hours < 24 hours < 48 hours
medium
di -3
3 l
low -4
4 Planning/
Pl i /
Low < 24 hours < 48 hours planned
Priority = Impact X Urgency
Incident Management ‐ Process
From Event Mgmt From Web Interface User Phone call Email – Technical Staff
Service Y To Request Fulfillment

Incident Identification q
Request
N
Incident logging
Incident Prioritization
Major Y
Incident Categorization Major Incident
Incident Procedure
N
Initial Diagnosis
Functional Y Functional Escalation to

Hierarchical Escalation
next level
Escalation Needed ?
Needed ? N
Y Investigation &
Diagnosis
Management
Escalation
Incident
Resolution & Recovery
Closure

69
IM – Challenges
• The ability to detect incidents as early as possible.
• Convincing all users that all incidents must be logged
Convincing all users that all incidents must be logged.
• Availability of information about problems and Known Errors.
• Integration into the CMS.
• Integration into the SLM process
IM – KPIs
• Total numbers of Incidents
• Breakdown of incidents at each stage
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.
P t f i id t h dl d ithi d ti

70
Event Management ‐ Scope, Goals &
Objectives
• Provides the entry point for the execution of Service
Operation processes and activities.
Operation processes and activities
• Provides a way of comparing actual performance and
behavior against design standards and SLAs.
• Provides a basis for Service Assurance and Reporting; and
Service Improvement.
EM – Basic Concepts
• An event can be defined as any detectable or discernible
occurrence
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,
Events are typically notifications created by an IT service
Configuration Item (CI) or monitoring tool
• Events that signify regular operation
• Events that signify an exception
• Events that signify unusual, but not exceptional, operation

71
Alert
• A warning that a threshold has been reached, something has
changed, or a Failure has occurred.
changed or a Failure has occurred
• Alerts are often created and managed by System
Management tools and are managed by the Event
Management Process.
Service Request
• A request from a User for information, or advice, or for a
Standard Change or for Access to an IT Service.
Standard Change or for Access to an IT Service
• For example to reset a password, or to provide standard IT
Services for a new User.
• Service Requests are usually handled by a Service Desk, and
do not require an RFC to be submitted.

72
Request Fulfillment ‐ Scope, Goals & Objectives
• To provide a channel for users to request and receive
standard services for which a pre‐
standard services for which a pre defined approval and
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
To source and deliver the components of requested
standard services (e.g. licenses and software media)
• To assist with general information, complaints or
comments
RF – Basic Concepts
• Service Requests will usually be satisfied by implementing a
Standard Change (frequent changes with low risk, low cost)
Standard Change (frequent changes with low risk low cost)
• The ownership of Service Requests resides with the Service
Desk, which monitors, escalates, dispatches and often fulfils
the user request.
• Pre‐defined Request Models which typically include some
form of pre‐approval by Change Management

73
Problem Management ‐ Scope, Goals & Objectives
Goal & Objective
• To prevent problems and resulting incidents from happening,
To prevent problems and resulting incidents from happening
to eliminate recurring incidents and to minimize the impact of
incidents that cannot be prevented
Scope:
Four Ps of service management
Four Ps of service management
Problem
• Unknown underlying cause of one or more Incidents (RCA)
• The cause is not usually known at the time a Problem Record
is created, and the Problem Management Process is
responsible for further investigation.

74
Workaround
• Reducing or eliminating the Impact of an Incident or Problem
for which a full Resolution is not yet available.
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
ob e eco ds a e docu e ted t e c de t eco d
Problem Records are documented in the Incident Record.
Known Error and KEDB
• A Problem that has a documented Root Cause and a
Workaround.
• Known Errors are created and managed throughout their
K E d d d h h h i
Lifecycle by Problem Management.
• Known Errors may also be identified by Development or
Suppliers.
Known Error Data Base (KEDB)
• A database containing all Known Error Records.
• This database is created by Problem Management and used
by Incident and Problem Management.
• The Known Error Database is part of the Service Knowledge
Management System.

75
PM – Roles
• Problem Manager
• Liaison with problem solution groups.
Liaison with problem solution groups
• Ownership and protection of KEDB
• Formal closure of problem records.
• Problem Solving Groups.
• Actual problem solving technical teams
• For serious problem separate dedicated team can be formed.
For serious problem separate dedicated team can be formed
Access Management ‐ Goal
• To provide authorized users the necessary rights to use a
To provide authorized users the necessary rights to use a
service or group of services
• Actual execution of policies and actions defined in Security
and Availability Management

76
Access Mgmt – Basic Concepts
• Access : level and extent of a service’s functionality or
data that a user is entitled to use
• Identity : distinguishing information about an individual
which verifies their rank or status on the org‐chart
(Every user MUST have a unique identity)
• Rights or privileges: set of services a user is permitted to
use
(actual settings permiting access to a service or service group)
• Services or service groups: Services clubbed together into
a group to facilitate access management according to
functional relevance
• Directory Services: a tool or technology used to manage
access and privileges
Continual Service Improvement

77
Goal & Objectives of CSI
• The primary purpose of CSI is to continually align and
realign IT services to the changing business needs by
realign IT services to the changing business needs by
identifying and implementing improvements to IT
services that support business processes
Objectives:
Review, analyze and make recommendations:
• On improvement opportunities
On improvement opportunities
• Service levels
Improve effectiveness and efficiency in delivering services
by ensuring applicable quality practices are used
Business Value of CSI
• Increased organizational competency
• Integration between people and processes
Integration between people and processes
• Reduction of redundancy increases business throughput
• Minimized lost opportunities
• Assured regulatory compliance that will minimize costs and
reduce risk
• Ability to react to change rapidly.
Abilit t tt h idl

78
PDCA Model
Business Continual Service Improvement Business

B i
requirements results
Management
Request for responsibilities Customer
new service satisfaction
PLAN
Service and process CSI More effective and
measurements efficient processes
ACT DO
Modify Implement
External CSI CSI New changed
requirements services
CHECK
Monitor, measure
Security and review CSI Improved employee
requirements morale
CSI Model
Business vision,
mission, goals and
What is the vision?
objectives
Baseline
Where are we now? assessments
How do we keep Where do we want Measurable

the momentum going? targets
to be?
Service & process

How do we g
get there? improvement
Measurements &
Did we get there? metrics

79
Measurement – Business value
Why Measure ? – Purpose of reports
To Validate To Direct
Your Measurement Framework
To Justify To Intervene
Performance Baselines
Purpose:
• Markers –
M k M ki
Marking start point
t t i t
• For later comparison
• Decision making – Does it need improvement ?
Where to establish:
• Strategic goals and objectives
• Tactical process maturity
• Operational metrics and KPIs

80
Types of metrics
• Technology metrics
• Component & application performance , availability etc
C t& li ti f il bilit t
• Process metrics
• CSFs, KPIs and activity metrics for the service management
processes
• Service metrics
• These metrics are the results of the end‐to‐end service.
These metrics are the results of the end to end service
• Component metrics are used to compute the service metrics.
The 7‐Step Improvement Process
Identify
• Vision
• Strategy 1. Define what you
• Tactical Goals should measure
• Operational Goals
2. Define what you

7. Implement
can measure
corrective action
Goals
6. Present and use the 3. Gather the data

information, assessment Who? How? When?
summary, action plans, etc. Integrity of data?
5. Analyze the data 4. Process the data

Relations? Trends? Frequency? Format?
According to plan? System? Accuracy?
Targets met?
Corrective action?

81
Functions in ITIL V3
What are functions ?
• A function is a logical concept
• that refers to the people and automated measures
that refers to the people and automated measures
• that execute
• a defined process
• an activity
• or a combination of processes or activities
• In larger organizations a function may be broken up and
performed by several departments, teams and groups, or it
may be embodied within a single organizational unit.

82
Major SM Functions in ITIL V3
• 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
applications
• Overlaps with Application Development
• ITOMF – IT Operations Management Function
• Responsible for the daily operational activities needed to manage the IT
Infrastructure
• Has IT Operations control & Facilities Management
Has IT Operations control & Facilities Management
• Overlaps with TMF & AMF
• SDF – Service Desk Function
• SPOC
• Focuses on service restoration
TMF – Roles in Service Management
• It is the custodian of technical knowledge and expertise
related to managing the IT infrastructure
related to managing the IT infrastructure.
• In this role, it ensures that the knowledge required to design,
test, manage and improve IT services is identified, developed
and refined.
• It provides the actual resources to support the ITSM Lifecycle.
• In this role it ensures that resources are effectively trained and
deployed to design, build, transition, operate and improve the
technology required to deliver and support IT services.

83
TMF – Objectives
The objectives of Technical Management are to :
Plan
• Well designed and highly resilient, cost‐effective technical topology
Implement and maintain a stable technical infrastructure
• By use of adequate technical skills to maintain the technical
infrastructure in optimum condition
Support the organization’s business processes
• Through swift use of technical skills to speedily diagnose and resolve
any technical failures
AMF – Roles in Service Management
• It is the custodian of technical knowledge and expertise
related to managing applications.
related to managing applications
• It provides the actual resources to support the ITSM Lifecycle.
Please note:
• Application Management is to applications what Technical
Management is to the IT Infrastructure.
Management is to the IT Infrastructure.
• Application Management plays a role in all applications,
whether purchased or developed in‐house.
• One of the key decisions : Build or Buy

84
AMF – Objectives
The objectives of Application Management are to:
• Support the organization’s business processes
Support the organization’s business processes
• Identify functional and manageability requirements for
application software
• Assist in the design and deployment of applications
• Assist the ongoing support and improvement of applications
AMF – Organisational Overlap
Requirements
Optimize
Design
IT Service
Management
Strategy,
Design,
Transition and
Improvement
Operate Build and Test
Deploy
Application Application
Development Management

85
ITOMF – Objectives
IT Operations Management is
• Responsible for the daily operational activities needed to
Responsible for the daily operational activities needed to
manage the IT Infrastructure
• Done according to the Performance Standards defined during
Service Design
Please note:
Please note:
• In some organizations this is a single, centralized department,
while in others some activities and staff are centralized
ITOMF – Role
Functions :
• IT Operations Control
IT Operations Control
• Ensures that routine operational tasks are carried out
• Provides centralized monitoring and control activities
• Uses an Operations Bridge or Network Operations Centre
• Facilities Management
• Management of the physical IT environment
(Data centers, computer rooms, etc)
Please note:
• In large Data Centers Technical and Application Management are co‐located with
IT Operations
• In some organizations many physical components of the IT Infrastructure are
outsourced and Facilities Management may include the management of the
outsourcing contracts

86
ITOMF – Organisational Overlap
Technical Application
Service Desk
Management Management
Financial Apps
Mainframe IT Operations Control
Console Management
Job Scheduling
Server Backup and Restore HR Apps

Print and Output
Network Facilities Management Business Apps

Data Centres
Recovery Sites
Storage Consolidation
Contracts
Database
Directory
Services
Desktop
Middleware
SDF – Objectives
• Primary aim ‐ restore the ‘normal service’ to the users as
quickly as possible
quickly as possible
(In this context ‘restoration of service’ is meant in the widest possible sense)
Please note :
• It is SPOC – Single point of contact
• While this could involve fixing a technical fault, it could
equally involve fulfilling a service request or answering a
equally involve fulfilling a service request or answering a
query or anything that is needed to allow the users to return
to working satisfactorily

87
Local Service Desk
For Local business needs
and onsite support Local Local Local
User User User
• Desktop support
• Network support First line support
• Application support Service Desk
• Systems and operations
Systems and operations
support
Third Network &
Application Desktop
• Third party support Party Operation
Support Support
Support Support
Centralized Service Desk
• In multi location environment Customer Customer Customer
Site 1 Site 2 Site 3
local SD becomes expensive
• Central SD is established
serving all locations
• All service request are logged Centralized
at a central physical location Service Desk
• Key benefits
– Reduced operational costs Second Line Support
– Consolidated Mgmt
g reports.
p
– Better resource allocation
Network &
Third Application Desktop
Operation
Party Support Support
Support
Support

88
Virtual Service Desk
• Virtual service desk can be
accessed from anywhere in the Paris
Amsterdam
world Service Desk Service Desk
London
Service Desk
Sydney Wan
Service Desk Modem
• If the organization is MNC it gives
f h i i i i i
same benefits of centralized Virtual Service Desk
Modem
service desk
Internet
Service
• Maintains central database Mgmt
Database (S)
accessible from all locations Toranto Lan
Service Desk
Telephone
• The only difficulty is the person
Th l diffi l i h La
L
n
New York
Service Desk
Local Users
required at Virtual SD needs to be User Site 1 User Site a
specialist Fax
• Follow The Sun Model Local Users Remote Users

Third Party Supplier
Service Desk
SDF – Staffing
• Technically Unskilled
• Technically Skilled
Technically Skilled
• Technically Experts
• Super User
• Staffing depends on complexity of system supported and what
business can pay for.
• Can be used as a stepping stone for more technical and
supervisory job.

89
SDF – Metrics
• Customer / User satisfaction (CSAT / USAT)
• Average handling time (AHT)
• Timel escalations and resol tions
Timely escalations and resolutions
• First call resolution (FCR)
• Time within which calls are answered.
• Call escalations as specified in SLA
• Restoration of service within acceptable time and in accordance with the
SLA
• Timely information to users about current and future changes and errors.
• Conduct customer surveys to determine
• Is the telephone answered courteously?
• Are users given good advice to prevent incidents?
Technology and Architecture
Automating Value Delivery

90
Generic Requirement
• ‘Self Help’ capability
• W kfl
Workflow or Process Engine
P E i
• Integrated CMS
• Discovery/Deployment /Licensing Technology
• Remote Control
• Diagnostic Utilities
g
• Reporting
• Dashboards
• Integration with Business Service Management
Why Service Automation.
• How Service Automation assists with integrating Service
Management processes
Management processes
• The variation in human performance with workload, time can be
disadvantageous
• Automated resource can be used to serve across time zones and
during after hours.
• Capacity of automated resources can be tuned easily.
• It reduces depreciation of knowledge due to attrition.

91
P&R-Service Portfolio & Relationship

O&S-Service Operation and Support
ITIL® M&C-Service Monitoring and Control
D&O-Service Design and Optimization
Qualificatio
n scheme
Good luck for exam

92

Itil V3 F Di C ITIL V3 Foundation Course

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Inputs and outputs

ITIL V3 Foundation Course Structure

ITIL V3 Foundation training

Corporate Governance Business Governance

Accountability Value Creation

Enterprise Governance. – a framework that covers Corporate Governance and IT

ITIL V3 Foundation training

4Ps in Service Management.

ITIL V3 Foundation training

Industry practices Customers

Sources Academic research Suppliers Enablers

Training & education Advisors

Internal experience Technologies

Drivers (Filter) Regulators Compliance Scenarios

Knowledge fit for business objectives,

ITIL V3 Foundation training

Process Process Process Process

Process Work Including process

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

Output Plans to create and modify

Manage the transition of

Continual Service Improvement

ITIL V3 Foundation training

ITIL V3 Foundation training

A1 Management Financial capital A9

(Business unit) (Service unit)

Customer Services Service

ITIL V3 Foundation training

It describes how service asset

Based on DIY strategy or

Reference Economic value

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

Service Portfolio Management is a dynamic method for

Analyse • Value Proposition

ITIL V3 Foundation training

Customer Service Market

Return on assets Resources

Common pool of resources

Area of circle is proportional to resources currently engaged in the

ITIL V3 Foundation training

Resources and Capabilities

ITIL V3 Foundation training

Business Business Business

Support Suppliers Service A

ITIL V3 Foundation training

ITIL V3 Foundation training

Pattern of Business Service

Incentives and penalties to Demand

Core Service Package

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

ITIL V3 Foundation training

Requirements The Business / Customers

6. Information Security Mgt