Itil Foundations 1503

ITIL Foundations
May 14, 2007
2004 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Introduction
July 13, 2006
2007 Hewlett-Packard Development Company, L.P.HP Self-Maintainer (U.S. Only)
IT is the business.
IT is the business and The business is IT
2007 Hewlett-Packard Development Company, L.P.
What is IT Service Management (ITSM)?

The management of IT services to support one or more business areas. ITSM is based on the IT Infrastructure Library (ITIL) A standard set of published materials used worldwide The IT Infrastructure Library (ITIL) defines best practice processes.
Key objectives of Service Management

Align IT services with the current and future needs of the business and its customers Improve the quality of IT services delivered Reduce the long-term costs of provisioning services
What is a Service?
Definition: Work done for others as an occupation or business (American Heritage Dictionary) Historical Example: Roman Aqueducts
Roman Aqueducts
What is an IT Service?
A set of related functions provided by IT systems in support of one or more business areas This service can be made up of hardware, software and communication components, but is perceived as a self-contained, coherent entity
What is a Service Culture?

Recognition that the IT exists to further the business aims of the customers of its services. A willingness to go that extra step to satisfy customer needs. An understanding of the customers perspective Achieving a Service Culture depends on:
Senior Management support A good understanding of why IT Services are being provided An understanding of the impact on the business of poor service Clear targets to aim for, and from which to progress
The Four Ps
IT Service Management (ITSM) is all about the efficient, effective and economical use of: People
Customers, Users & IT Staff
Processes
ITIL Service Support Operational Service Delivery Tactical
Products
Tools and Technology
Partners
Vendors and Suppliers
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Continuous Improvement - ITSM

The adoption of ITSM disciplines and processes will facilitate a continuous improvement in the quality of IT services.
It is aimed at achieving and maintaining best value while remaining in line with changing business requirements.
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Continuous Improvement ITSM

A process-led approach
Where do we want to be? Where are we now? How do we get where we want? How do we know we have arrived?
Vision and Business objectives Assessments
Process Change
Metrics
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Quality Improvement
The customer is the most important part of the production line. It is not enough to have satisfied customers, the profit comes from returning customers and those who praise your product or service to friends and acquaintances. The key to quality is to reduce variance.
Dr. Edwin Deming 1900-1993
Managers should learn to take responsibility and provide leadership. Improve constantly. Institute a vigorous program of education and self-improvement.
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Quality Improvement Deming Cycle

Plan What needs to be done Do Planned activities are implemented Check Did the activities provided the expected result Act Adjust plans based on information gathered while checking Quality management is the responsibility of everyone working in the organization providing the service. Every employee has to be aware of how their contribution to the organization affects the quality of the work provided by their colleagues, and eventually the services provided by the organization as a whole. Quality management also means continuously looking for opportunities to improve the organization and implementing quality improvement activities.
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ITIL Best Practice A Working Definition

Best Practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in a particular field. Best Practice is based on: More than one person More than one organization More than one technology More than one event
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IT Infrastructure Library (ITIL)

T h e B u s I n e s s
Planning to Implement Service Management
T h e
ICT
The Business Perspective
Service Management
Service Support Service Delivery
Infrastructure Management
Security Management Applications Management
T e c h n o l o g y
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Core ITSM Components

Service Delivery Service Level Management Capacity Management Availability Management Service Management Service Continuity Management Financial Management
Service Support
Incident Management Problem Management Service Desk Release Management Configuration Management Change Management
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Service Management
Financial Service Level
Service Continuity
Problem Configuration
Capacity
Change Incident
Availability Service Desk
Release
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ITIL Foundations Service Support
Service Desk
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Mission of Service Desk

To act as the SPOC between the User and IT Service Provider. To handle Incidents and Requests, and provide an interface for other activities such as Change, Problem, Configuration, Release, Service Level and IT Service Continuity Management.
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Objectives of Service Desk

To be the single point of contact for all IT customers/users To restore service whenever possible To maximize service availability To manage all incidents to a closure
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Service Desk Diagram

Request Mgmt
Service Desk Processes Escalation Management Service Desk Structures Service Desk Technologies Staff Management Education & Training
Incident Report Customer Liaison Change Mgmt
Local Central Virtual Serv Desk System Commun. System Self-Service Staffing Levels Managing Turnover Workload Mgmt Soft Skills Mgmt Skills Serv Desk Ops Customer Service
Tracking & Communication
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Service Desk Implementation

Target effectiveness metrics (KPIs) e.g.:
% first time fix Number of incidents correctly categorized at initial logging Number of hardware faults reported
Selecting the correct structure:

Local Service Desk Central Service Desk Virtual Service Desk
Follow the sun

Data Center Where does the Service Desk go? Business Users
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Local Service Desks

Designed to support local business needs Support is usually in the same location as the business it is supporting Practical for smaller organizations
Local Service Desk Data Center Local Service Desk

Business Users
Business Users
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Central Service Desk

Designed to support multiple locations The desk is in a central location whilst the business is distributed Ideal for larger organization as:
Reduces operational costs Consolidates management overview Improves resources usage
Could provide secondary support to local desks

Business Users Data Center Central Service Desk Business Users
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Virtual Service Desk

Location of SD analysts is invisible to the customers May include some element of home working Common processes and procedures should exist single incident log Common agreed language for data entry
Business Users Data Center Virtual Service Desk Business Users

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Follow the Sun Option

Not a type of Service Desk but an option usually applied to two or more Central Service Desks for global operations Where Service Desk support switches between two or more desks to provide 24 hr global cover. Telephony switching needed Multilingual staff usually required Local conditions and cultural issues need to be considered Clear escalation channels needed
Supports the Virtual Service Desk.
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Incident Management
Mission of Incident Management

To restore normal service operation as quickly as possible with minimum disruption to the business
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Incident Management
Incident Management is a reactive task, i.e. reducing or eliminating the effects of actual or potential disturbances in IT services, thus ensuring that users can get back to work as soon as possible.
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Objectives of Incident Management

To ensure the best use of resources to support the business To maintain meaningful records To deal with incidents consistently
Activities performed by Serv Desk Activities performed by IT
Incident Detection & Recording Initial Support
Tracking & Communication
Classification Investigation & Diagnosis Resolution & Recovery Incident Closure

Known Error Database
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The scope of Incident Management?

The scope of incident management is very wide, and can include anything affecting customer service, for example: Hardware failure Software error Network faults Information request How do I? Request for equipment moves Password re-set, changes New starters Request for consumables Service extension requests Performance issues
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Incident Determination (1 of 3)
EVENTS
LOG
is it an Incident?
Service Request Procedure Incident Management

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Definition an Incident
An incident is any event that is not part of the standard operation of a service and that causes, or may cause, an interruption to, or a reduction in, the quality of that service
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I want to move my PC How do I get this to Print
LOG
is it an Incident?

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What is a Service Request?

A request from a user for support, delivery, information, advice or documentation, not being a failure in the IT infrastructure. If a Service is requested that is not for a defined standard service, and it alters the state of the infrastructure, then it triggers a Request For Change (RFC). An RFC is not handled by Incident Management but is dealt with formally by Change Management.
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My PC wont work I cant send this e-mail
LOG
is it an Incident?

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Definition a Problem
A problem is the unknown underlying cause of one or more incidents
Problems are the responsibility of Problem Management
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Definition a Known Error

A known error is an incident or problem for which the root cause is known and for which a temporary workaround or permanent alternative has been identified. It remains a known error unless it is permanently fixed by a change.
Known Errors are the responsibility of Problem Management
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Relationships among Incidents, Problems, Known Errors and Changes

Incidents keep happeningIncidents never evolve into a problem.
Incident Management
Faulty CI identified
Root cause determined
Problem > Known Error Work-around developed
Problem Management
RFC produced
Change Management
Change effected
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Impact + Urgency = Priority

Impact Affect on the business Defined in the SLA Urgency Speed needed to resolve incident Extent it can bear delay Priority Sequence of dealing with events Determined by impact, urgency and effort Not assigned by the user Decided outside the Service Desk
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Service Desk / First Line Responsibilities

Incident registration Initial support and classification Resolution and recovery of incidents if possible Escalation of incidents to support groups if necessary Ownership, monitoring, tracking and communication Review and closure of incidents
Incident Detection & Recording Initial Support Classification Investigation & Diagnosis Resolution & Recovery Incident Closure
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Second Line Support Staff Responsibilities

Handling escalated incidents and service requests Incident investigation and diagnosis The resolution and recovery of assigned Incidents. Further escalation if needed Detection of possible Problems and the assignment of them to the Problem Management team
Incident Detection & Recording Initial Support Classification
Investigation & Diagnosis Resolution & Recovery Incident Closure
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Escalation
If an incident cannot be resolved by first-line support within the agreed time, then more expertise or authority will have to be involved.
Functional Escalation (horizontal) - Functional escalation
means involving personnel with more specialist skills, time or access privileges (technical authority) to solve the incident.
Hierarchical Escalation (horizontal) - hierarchical
escalation means involving a higher level of organizational authority, when it appears that the current level of authority is insufficient to ensure that the incident will be resolved in time and/or satisfactorily.
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Critical Success Factors

Successful Incident Management requires: An up-to-date CMDB to help estimate the impact and urgency of incidents. A knowledge base, for example an up-to-date problem/known error database to assist with recognizing incidents, and what solutions and workarounds are available. An adequate automated system for recording, tracking and monitoring incidents. Close ties with Service Level Management to ensure appropriate priorities and resolution times.
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Core ITSM Components

Service Delivery Service Level Management Capacity Management Availability Management Service Management Service Continuity Management Financial Management
Service Support
Incident Management Problem Management Service Desk Release Management Configuration Management Change Management
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Problem Management
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Mission of Problem Management

To minimize the adverse effect on the business of Incidents and Problems caused by errors in the infrastructure, and to proactively prevent the occurrence of Incidents, Problems, and Errors
- Problem ID and Record - Problem Classification - Investigate & Diagnosis - Error ID and Record - Error Assessment - Error Resolution Record - Error Resolution Monitoring - Error Closure - Trend Analysis - Targeting Preventative Actions - Major Problem Reviews
Problem Control
Known Error Database
Error Control
Proactive Problem Mgmt
Management Info
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Scope of Problem Management

IT problems that affect IT services Recurring Incidents/Problems Pro-active Problem Management Major incidents, if required Maintaining relationships with third party suppliers
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Objectives of Problem Management

To ensure that problems are identified and resolved To prevent problem & incident occurrence and recurrence To reduce the overall number of IT incidents To minimize the impact of problems and incidents To ensure that the right level and number of resources are resolving specific problems To ensure that vendors comply with their contracts
Problem Control
Error Control
Proactive Problem Mgmt
Management Reporting
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Problem Management Responsibilities

Problem Management must ensure: Data is properly recorded Data is regularly inspected and maintained Known Errors are recorded in a suitable Database Support staff are educated to capture and record high-quality data
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Incident Mgmt vs Problem Mgmt

Incident Management Restores agreed levels of services Aims to resolve an incident quickly, by whatever means possible, including a workaround Problem Management Diagnoses the root cause of incidents Identifies a permanent solution May take longer than Incident Management Problem Management assists Incident Management by providing info about problems, known errors, workarounds and temporary fixes.
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Configuration Management
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Objectives of Configuration Management

Identify and record infrastructure information Control information in the CMDB Leads to improved service quality (indirectly) Supports license management Ensure infrastructure information is up to date A basis for Service Management processes Information about the status of the infrastructure Management information
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Configuration Management Key Definitions

Configuration Anything that needs to be controlled Configuration Item (CI) A component within a configuration A configuration in its own right CI Type e.g. software products, business systems, system software, etc. Attribute Describes a CI Relationships Primary
Parent/child (part of)
Secondary
Connected to User of
Lifecycle Stages in the life of a CI
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Configuration Management Database (CMDB)

Stores details of :
SLAs Capacity People
CIs Attribute Relationships Events
IT Service Continuity
Locations
Availability CMDB Licences
Assets
Releases
Finance Changes Incidents
Documents
The core of an integrated service management tool = information bank for all other ITIL processes
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Naming Conventions/Critical Factors

Unique Clearly visible Consistent with the organization Copy and version numbers Plan for growth
The critical factor for successful Configuration Management is that information in the database is up-to-date.
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Change Management
Mission of Change Management

To ensure that standardized methods and procedures are used for efficient and prompt handling of all changes , in order to minimize the impact of any related Incidents upon service.
Not every change is an improvement, but every improvement is a change.
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Scope of Change Management

Covers areas including: Hardware Environment and facilities Software
Live Under development
Documentation and procedures Organization and people
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Objectives of Change Management

Manage the process of:
Requesting changes Assessing changes Authorizing changes Implementing changes
Prevent unauthorized changes Minimize disruption Ensure proper research and relevant input Coordinate build, test and implementation
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Core Elements
Request for Change (RFC) Change Advisory Board (CAB) CAB Emergency Committee (CAB/EC) Forward Schedule of Changes (FSC) Projected Service Availability (PSA) Change Model Standard Change
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Configuration & Change Management

What are the relationships between services and the Infrastructure Create a CMDB
Relationships between components Names of services linked to servers Question Numbers for each component (link the Known Error Database)
Change Scheduling (need a change manager)

Forward Schedule of Changes (FSC) Projected Service Availability (PSA) During Pit Stops
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Release Management
Release Management
Release Management aims to ensure the quality of the production environment by using formal procedures.
Release Management is concerned with implementation, unlike Change Management, which is concerned with the complete change process and focuses on risk.
Release Management works closely with Configuration Management and Change Management to ensure that the common CMDB is updated with every release.
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Release Management Activities (1 of 2)

Release Planning
Developing a plan for each release Agree and schedule with Change Manager
Develop or Procure Designing, Building and Configuring Releases

Process for assembling CIs for release CIs are under Configuration Management control
Testing and Release Acceptance

Installation procedures System functionality
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Release Management Activities (2 of 2)

Rollout Planning
Builds onto the release plan Exact implementation actions
Communication, Preparation, and Training

When and how releases will be rolled out How they will be affected Progress of changes
Distribution and installation

Moving the release to the target environment Deploying the release
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Elements
The CMDB should be updated and referred to throughout the Release Mgmt process.
CMDB DSL DHS
Build Test
Distribute Implement
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Service Support Processes - Review

Service Desk Incident Management Problem Management Change Management Release Management
Configuration Management
C M D B
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End of Part I
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ITIL Foundations Service Delivery
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Service Delivery Processes

Availability Management
Service Level Management
Capacity Management
Financial Management
Service Continuity Management
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Service Level Management
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Scope of Service Level Management

Three sets of relationships Customer and IT Internal departments within IT IT and external suppliers
Customer Service Level Agreement
Service A Service B Service C
IT Infrastructure
Operational Level Agreements Internal Organisations
Underpinning Contracts External Organisations 75
Objectives of Service Level Management

To catalog IT services To quantify IT services To define internal and external service targets To achieve agreed service targets Ongoing improvement of service levels (SIP) To review agreements and contracts
Catalog Services Draft Service Levels Negotiate & Agree Monitor, Report & Review Service Improvement Program
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The Service Level Management Process

Establish The Process Planning Implementation Implement SLAs Catalogue Services SLRs Review UCs & OLAs
Periodic Reviews Review SLAs Review SLM Process
Iterative Process
Draft Negotiate Agree Manage the Ongoing Process Monitor Report Review
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Service Level Management Definitions

SLA (Service Level Agreement)
Is between the customer and IT Written in business language (clear & unambiguous)
OLA (Operating Level Agreement)

Is between IT and its own internal IT departments Written in technical language (clear & unambiguous)
Underpinning Contract
Is between IT and 3rd party suppliers Written in legal language
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What is in a SLA?
Service scope and description Service hours Measures of availability and reliability Support details who to contact, when, how Respond and fix times Deliverables and time scales Change approval and implementation
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What is in a SLA?
Reference to IT Service Continuity plan Signatories Responsibilities of both parties Reporting Review process Glossary of terms Note: Availability should always be measured from the customers perspective.
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Availability Management
Objectives of Availability Management

Designing IT services for availability Measuring and monitoring the key areas Optimize the availability of the infrastructure Reducing incident frequency and duration Corrective action for downtime The Availability Plan Balancing Availability and Cost
Design
Corrective Action
Monitor
Optimize
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Key Concepts
Availability (%) Reliability (Time) Maintainability Serviceability Security
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Availability
Proportion of agreed service hours a customer can access a service Measured from the customers perspective Expressed as a percentage
Availability =
(AST DT) AST
x 100
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Reliability
The prevention of failure The ability to keep services and components operable Reliability is calculated using statistics
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Maintainability, Serviceability, and Security

Maintainability
Preventative maintenance Restoration and repair times, Mean Time To Repair (MTTR)
Serviceability
The support for which external suppliers can be contracted to provide parts of the IT infrastructure
Security
Confidentiality, Integrity and Availability to authorized personnel only
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Expanded Incident Lifecycle

MTTR - Mean Time To Repair or downtime Response Time
Recovery time
Detection
Repair
Restore
Incident
Diagnosis
Recover
Incident
Detection Time
Repair time
MTBF Mean Time Between Failures or Uptime
MTBSI Mean Time Between System Incidents

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Service Agreements
Users
Availability
SLA
IT Services IT Systems
Reliability Maintainability OLA Underpinning Contracts Serviceability
Internal Suppliers and Maintainers
External Suppliers and Maintainers

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Capacity Management
Mission of Capacity Management

To ensure best use of the appropriate IT Infrastructure to cost effectively meet business needs and matching IT resources to deliver these services at the agreed levels currently and in the future Good capacity management eliminates panic buying at the last minute, or buying the biggest box possible and crossing your fingers.
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Objectives of Capacity Management

Optimal performance of the current infrastructure Understanding how the infrastructure is being used and how it will be used Assessing new technology Building capacity for new services Forecasting and planning infrastructure requirements for ongoing IT Service Delivery
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Capacity Management Strategy

Common Practice Optimum Capacity Level
Actual Growth In Demand
Incidents
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Three areas of responsibility

Business Capacity Management (BCM) understand future business needs plan and implement sufficient capacity to support services Service Capacity Management (SCM) understand IT services, resource usage and variations ensure that SLA targets can be met Resource Capacity Management (RCM) understand the utilization of all component parts of the IT infrastructure optimize use of the current hardware and software resources
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Demand Management
Reactive and Proactive Capacity Management Managing demand where capacity is limited Resources allocated by business priority Influence user behavior Increased or reduced charges for specific resources or times
Optimum utilization Prior to Demand Management After Demand Management
Utilization
8:00
10:00
12:00
14:00
16:00
18:00
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IT Service Continuity Management
IT Service Continuity
A disaster is much more serious than an Incident. A disaster is a business interruption. That means that all or part of the business is not in business following a disaster. The IT Service Continuity Management process emphasizes prevention, i.e. avoiding disasters.
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Objectives of IT Service Continuity Management

Reduce the vulnerability of the organization Reduce identified risks Plan for recovery of business processes To involve 3rd parties to mitigate risk Reduce the threat of potential disasters To prevent loss of Investor confidence
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Business and IT Responsibilities

Business Continuity Business Processes Facilities Business Staff Strategy for Business Continuity IT Continuity IT Services Systems Technical Staff Strategy for IT Continuity
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Possible Risks
Damage and denial of access Loss of critical support services Failure of critical suppliers Human error Technical error Fraud, sabotage, extortion, espionage Viruses or other security breaches Industrial action Natural disasters
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Business Impact Analysis (BIA)

Purpose: Identify key IT services Determine the effect of unavailability Investigate the time before the effects are felt Assess minimum recovery requirements Document with the business Impact scenarios
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Service Continuity Strategy

Which services will we plan for? What recovery and preventative options are available? What are the costs of each? Which services take priority in recovery?
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Standby Arrangement
Options Do nothing Manual workarounds Reciprocal arrangements Fortress Approach Insurance Immediate recovery hot standby (<24 hrs) Intermediate recovery warm standby (24-72 hrs) Gradual recovery cold standby (>72 hrs)
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The IT Service Continuity Plan

A working document detailing all processes and procedures Under stringent Change Management Detailing individual and team responsibilities Off-site storage essential
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Financial Management for IT Services
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Mission of Financial Management

To provide cost effective stewardship of the IT assets and the financial resources used in providing IT services
ITIL was developed to structure the management of the IT infrastructure to promote the efficient and economic use of IT resources. One of the objectives was to stimulate cost awareness of customers to promote the wise use of IT resources in the perspective of business goals.
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Scope of Financial Management

Budgeting (mandatory)
Forecasting, control and monitoring of expenditure
IT Accounting (mandatory)
Enables IT to account for where money is spent on running the department and providing services
Charging (optional)
Billing customers for services
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Objectives of Financial Management

To account for running IT To facilitate accurate budgeting As a basis for business decisions Balancing cost, capacity and SLRs To recover costs where required (Charging)
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Cost Elements
Major type Hardware Software People Accommodation Transfer External Services Cost Elements Servers, storage, workstations, laptops, PDAs, printers, networks Operating systems, applications software, utilities Recruitment, employment costs, benefits, cars, relocation costs, expenses, training Offices, power, lighting, water, storage, secure areas Internal charges from other cost centres within the organisation Security services, IT Service Continuity services, outsourcing services
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Cost Model
Hardware
Software
People
Accommodation
External Service
Transfer
Cost elements
Direct Costs
Indirect Costs
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Benefits of Charging
Improved cost consciousness Better utilization of resources Allows comparisons Differential Charging
Demand management
Recover IT costs in an equitable manner, according to IT demands Allowing users to influence usage/charges Raise revenue
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Problems of Charging
Cost of implementing and running charging system Allocation of running costs to customers Negative reaction to IT costs and charges due to increased visibility Perception of poor value for money Failure to differentiate between internal and external money Failure to make equivalent comparisons
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ITIL Certification Overview
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ITIL Certification & Training

IT Service Management is made up of two areas:
Service Support
Service Delivery
Change Management Configuration Mgmt Release Management Incident Management Problem Management Service Desk
Service Level Mgmt Financial Management Capacity Management Availability Management IT Service Continuity Management
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The ITIL Foundation Certification covers both Service Support and Service Delivery as an overview of ITIL.
Service Support
Service Delivery
Foundation Level Training

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The ITIL Service Manager Certification covers both Service Support and Service Delivery at a very deep and comprehensive level.
Service Support
Service Delivery
Service Manager Training

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The ITIL Practitioner Certification is a new certification level. The ITIL Service Manager training has been divided into four independent Practitioner certifications:
Release and Control

Change Management Configuration Mgmt Release Management
Agree and Define

Service Level Mgmt Financial Management
Support and Restore

Incident Management Problem Management Service Desk
Plan and Improve

Capacity Management Availability Management IT Service Continuity Mgmt
Practitioner Training
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The ITIL Certification Roadmap looks like this now:
Service Manager Certification (2 Exams Required) Foundation Certification OR Practitioner Certification (4 independent certifications 1 exam each)
Service Support
Service Delivery
Release and Control
Agree and Define
Support and Restore
Plan and Improve

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Some individuals choose to pursue their certification like this:
Release and Control
Agree and Define Service Support Service Delivery
Foundation Certification
Support and Restore Plan and Improve
Practitioner Certification
Service Manager Certification
Note: Practitioner Certification is not a prerequisite to the Service Manager Certification. Foundations Certification is the only prerequisite for either Practitioner or Service Manager Certification.
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ITIL/IT Service Management Roadmap to Success
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Approaching Improvement with ITIL
Greatness is largely a matter of conscious choice.
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Approaching Improvement with ITIL

Before we begin walking the roadmap: There must be a clear business justification for an ITSM implementation. Making business processes more efficient and effective is a justification example. All improvements must deliver benefits to the business, otherwise there is no business case. ITSM can make a difference to your entire organization.
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ITSM Roadmap
Successful deployments of IT Service Management follow the following path: Learn
Evaluate Align Integrate

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Step 1: Learn
Senior management commitment Resources Budget Establishing a vision Training and communicating to employees about ITIL and the strategy for the organization Creating a sense of urgency
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Step 2: Evaluate
All good to great companies begin their path to greatness by confronting the brutal facts of their current reality.
Jim Collins Good to Great
Evaluate what IT is doing today IT Baseline Defining what are the services IT provides today?
Processes Best Practices Functions Linkages
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Step 2: Evaluate
Identifying how large is the gap between the current role and the required role of IT:
Are the right processes and procedures in place to achieve our goals? Do we have the right skill sets in place for success? Do we have the right technology to support the business? Do we need to change how we work and act within our culture? How do we become more service oriented to the business?
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Step 3: Align
Understanding the business, its stakeholders and its environment. Having the business understand what IT is capable of. Determine how IT impacts the business.
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Step 4: Integrate
Enact process changes in areas that make sense. Implement and change tools to support the processesnot the other way around. Eliminate services that have no value to the business. Recommend, prioritize and establish agreements with the business that are based on business importance, effort, cost and results. Communicate, communicate, communicate
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ITSM Lifecycle
Customer
Transformational
Operational
Needs
Design
Build
Integrate
Manage
Evolve
HP Effort/$s
Software / Tools
Implementation & Transformation
Operational ITSM
Education
Time
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Thank you!
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ITIL Foundations

May 14, 2007

July 13, 2006

2007 Hewlett-Packard Development Company, L.P.HP Self-Maintainer (U.S. Only)

IT is the business and The business is IT

2007 Hewlett-Packard Development Company, L.P.

What is IT Service Management (ITSM)?

2007 Hewlett-Packard Development Company, L.P.

Key objectives of Service Management

2007 Hewlett-Packard Development Company, L.P.

2007 Hewlett-Packard Development Company, L.P.

2007 Hewlett-Packard Development Company, L.P.

2007 Hewlett-Packard Development Company, L.P.

What is a Service Culture?

Continuous Improvement - ITSM

2007 Hewlett-Packard Development Company, L.P.

Continuous Improvement ITSM

Vision and Business objectives Assessments

2007 Hewlett-Packard Development Company, L.P.

2007 Hewlett-Packard Development Company, L.P.

Quality Improvement Deming Cycle

ITIL Best Practice A Working Definition

2007 Hewlett-Packard Development Company, L.P.

IT Infrastructure Library (ITIL)

The Business Perspective

Service Support Service Delivery

Security Management Applications Management

2007 Hewlett-Packard Development Company, L.P.

Core ITSM Components

2007 Hewlett-Packard Development Company, L.P.

Financial Service Level

Availability Service Desk

2007 Hewlett-Packard Development Company, L.P.

ITIL Foundations Service Support

Mission of Service Desk

2007 Hewlett-Packard Development Company, L.P.

Objectives of Service Desk

2007 Hewlett-Packard Development Company, L.P.

Service Desk Diagram

Incident Report Customer Liaison Change Mgmt

Tracking & Communication

Service Desk Implementation

Selecting the correct structure:

Follow the sun

Local Service Desks

Local Service Desk Data Center Local Service Desk

Central Service Desk

Could provide secondary support to local desks

Virtual Service Desk

Business Users Data Center Virtual Service Desk Business Users

Follow the Sun Option

2007 Hewlett-Packard Development Company, L.P.

Mission of Incident Management

2007 Hewlett-Packard Development Company, L.P.

2007 Hewlett-Packard Development Company, L.P.

Objectives of Incident Management

Incident Detection & Recording Initial Support

Tracking & Communication

Classification Investigation & Diagnosis Resolution & Recovery Incident Closure

Known Error Database

The scope of Incident Management?

Service Request Procedure Incident Management

2007 Hewlett-Packard Development Company, L.P.