Vinsys ITIL V3 Foundation Course

Vishal Vyas Principal Consultant ITSM

Kaun Banega Certified Game Rules

9:30 AM (Read 9:30 AM) to 6:30PM for 2 days Switch off your cell phones, Dont Switch on your laptops Use 20 minutes pre-lunch and post-lunch break to check calls, emails. 45 minutes lunch break. Please ask for first-aid kit if you are suffering from PPP Beware from alligator syndrome participate actively. Best way to move ahead Agree to disagree

Introduction

Name, Professional experience Current assignment Expectations from this workshop some little-known thing about you Where you see your self by 2018 Any requests

Agenda
To create fundamental understanding of terminology, structure and basic concepts of ITIL V3 framework, we will be discussing

Service management as a practice. Service Lifecycle Generic concepts and models (overview) Selected processes (overview) Selected functions and roles (overview) Technology considerations (overview) ITIL certification roadmap.

This training is not aimed at ITIL implementation details and challenges

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Course Structure

Service Strategy Process orientation Terminology Inputs and outputs Activities Process flow / diagram Process Roles Challenges KPIs

ITIL V3 Overview

Service Design

Service Transition

Service Operation

CSI

ITIL V3 Foundation Course Structure

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Product vs Service
What is a service? Recount your best service experience
What were the products used there?

A service should have

Expectations

Interaction
Utility Warranty

Problem addressing mechanism

Pricing

Service - defined
Service is:
a means of delivering value to customer by facilitating outcomes customers want to achieve without the ownership of specific costs and risks

Service 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
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Customer Satisfaction
It is difference between perceived quality and expected
quality For a product:
the Satisfaction comes after usage

For a service:
Satisfaction happens while it is being consumed

IT Services: changes over time

Present
Extended enterprise;

Past
Business systems used only

Systems used by customers & suppliers IT is a critical success factor for virtually every business. Cost reduction initiatives led to outsourcing & consolidation
ROI need to be

by employees

Business initiatives didnt

always have IT underpinnings

opportunities as granted

Limited cost reduction Business value of IT taken Compliance, Governance &

demonstrated.
IT has a central role in

corporate governance
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Transparency were always backburner issues

Conclusions
We need to look towards IT operations from a service
perspective (preparing, delivering, retiring) For business satisfaction, business needs must be addressed by appropriate corresponding services For user satisfaction, their ability to complete their work more effectively and efficiently must be enhanced Service is remembered not by products but by the quality of interaction For these requirements, a process based approach under a lifecycle model will prove to be effective
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ITSM Journey Begins

Journey is the reward

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What are Good Practices

Good practices: Practices that are widely used in industry by companies getting good results

Reasons to adopt good practice:

Dynamic environments Performance pressure

Benefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in capabilities
Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices, etc.
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Public framework
Public frameworks and standards are validated across diverse
set of environment and situations
Broadly reviewed and validated across multiple industries and

verticals Publicly available guidance and makes it easier for organizations to acquire such knowledge

Ignoring public framework may be a setback for the

organization in today's dynamic environment

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ITIL as a Service Management framework

IT Infrastructure Library was developed by OGC in UK
Used by organizations worldwide to establish and improve

capabilities in service management De-facto standard To be adapted and adopted

Certifications and body of knowledge globally valid and

acceptable.

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Scope of Service Management

People Process

Increase competence by

Partners

Products
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Processes
Processes: A process is a set of coordinated activities

combining and implementing resources and capabilities in order to produce an outcome which, directly or indirectly, creates value for an external customer or stakeholder

Process control
The activity of planning and regulating the process with the objective of performing the process in an effective, efficient and consistent manner.

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Process Model
Process Control Process Policy Process Owner Triggers Process Documentation Process Objectives Process Feedback

Process

Process Metric Process Activities Process Inputs Process Procedures Process Work Instructions Process Enablers Process Roles Process Improvements Process Outputs Including process reports and reviews

Process Resources

Process Capabilities

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Process flow

Customers Process 1

Applications

Networks

Servers

Process 2

Feedback

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Characteristics of Processes
Measurable
Process is performance driven and measurable on the

aspect of cost effectiveness, cycle time and productivity

countable result

Specific results
A process delivers specific and individually identifiable and

Customers
A process delivers its primary result to a

customer/stakeholder specific trigger

They respond to specific events

While process is continuous, it should be traceable to a

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Process owner

Defines the process strategy Assists the process design Ensure that the process document is available and updated Define policies and standards to be employed through out the process Audit the process to ensure compliance to policy and standards Review the process strategy and change it if required Provide process resource

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Functions
Functions are units of organizations
specialized to perform certain types of work and be responsible for specific outcomes

Functions are

Self contained entities Provide structure to the organization Define roles and associate responsibility Leads t specialization and optimization

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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 keep in loop 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

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

Introduction the business objective addressed by the initiative Methods, scope and assumptions defines boundaries of the business case e.g. time period, at whose cost and benefits Business Impacts Financial and nonfinancial business case results Risks and contingencies the probability that alternative result will occur Recommendations specific actions recommended

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Risk
Risk is defined as uncertainty of outcome, whether positive
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 organizations business objectives.

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Service Owner
Acts as a primary customer contact for all service related

enquiries and issues Ensures that ongoing service delivery meet agreed customer requirements Identify opportunities for service improvement and take actions Liaise with required process owners throughout the service management lifecycle Accountable for delivery of the service.

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The Service Lifecycle

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ITIL V3 Core

Service Transition

Continual Service Improvement Service Design

Service Strategy Service operation

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Focal points in each phase

1. 2. 3. 4. 5. 1. 2. 3. 4. 5. 6. 7. 1. 2. 3. 4. 5. 6. 7. Strategy Generation Sourcing Strategy Service Portfolio Mgt Finance Management Demand Management Service Catalogue Mgt Service Level Mgt Capacity Mgt Availability Mgt Service Continuity Mgt Information Security Mgt Supplier Mgt
Service Portfolio Service Catalogue
Requirements Service Strategy Strategies Service Design Solution Designs Service Transition Transition Plans Service Operation Architectures Policies The Business / Customers

Constraints

Requirements

Standards

SDP s

Transition Planning and Support Change Management Service Asset and Configuration Mgt Release and Deployment Mgt Service Validation and Testing Evaluation Knowledge Mgt 1. 2. 3. 4. 5.

Tested solutions

SKMS

Operational Plans

Operational Services

Event Management Incident Management Request Fulfillment Problem Management Access Management

1. The 7 Step Improvement Process 2. Service Reporting Continual Service Measurement 3. Service Improvement Improvement 4. ROI for CSI actions and plans 5. Business Questions for CSI 6. Service Level Management
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CSI Running across all phases

Service Strategies

Strategies, Policies, Standards

Feedback Lessons Learned for Improvement

Feedback Lessons Learned for Improvement

Service Design
Output Plans to create and modify services and service management processes

Feedback Lessons Learned for Improvement Service Transition

Feedback Lessons Learned for Improvement

Output

Manage the transition of new or changed services or service management process into production

Feedback Lessons Learned for Improvement

Service Operation Day-to-day operations of services and service management processes

Output

Continual Service Improvement

Activities are embedded in the service lifecycle

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Service Strategy
Conceptualizing value creation

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Changing Trends in Business

Organizations wish to use resources without owning them 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

Information itself is a basis for value, not merely a supporting

element

IT capabilities and resources basis for creating value

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What is 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

Means to become not optional

Differentiating your offering (what, form, terms, etc.) to outperform

the alternatives available to the customer

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

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Business Value of SS
Sets clear direction for everyone for quicker decision making
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 service operations

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SS Scope
1. Define the market

Services and strategy Understand the customer Understand the opportunities Classify and visualize Understand market space Outcome-based definition of services Service Portfolio (Pipeline, Catalogue & Retired services) Service management as a closed-loop control system Service management as a strategic asset
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2. Develop the offerings

3. Develop strategic assets

4. Prepare for execution .

SS Activity - Prepare for execution

4. Prepare for execution

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Strategic assessment Setting objectives Aligning service assets with customer outcomes Defining critical success factors Critical success factors and competitive analysis Prioritizing investments Exploring business potential Alignment with customer needs Expansion and growth Differentiation in market spaces
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Service Strategy Execution..hold.

Measurement and evaluation Strategic assessment Strategy generation, evaluation and selection Determine perspective Vision

Analyse external factors

Establish objectives

Form a position Policies Service Strategy Service Portfolio Plans Service Design requirements Service Transition requirement Actions Service Operation requirements

Continual Service Improvement

Craft a plan Analyse internal factors

Adopt patterns of action

M easurem ent and evalu ati on

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Service Strategy Principles

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Utility and warranty

UTILITY Performance supported? T/F Fit for purpose?

OR
Constraints removed?

AND
Available enough? Capacity enough? Fit for use? T/F

Value-created

AND
Continuous enough? Secure enough? WARRANTY T/F T: True F: False

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Service Model
(Structure)
Service Model Configuration of Service assets

Activities, events, And interactions

Service Operation

(Dynamics)

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Service Assets - Resources and Capabilities

Capabilities
A1 Management Resources Financial capital A9

A2

Organization

Infrastructure

A8

A3

Processes

Applications

A7

A4

Knowledge

Information

A6

People

A5

People

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Service Asset for used for value creation

Management

Organization Prospects Competitors Regulators Suppliers Influence Create value Business unit Processes

Capabilities
Demand

Goods/ Services
Consume assets

Knowledge Coordinate, control, and deploy Resources

People

Customers Supply Generate returns (or recover costs)

Asset types

Information

Applications

Infrastructure

Financial capital
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Service Assets : Basis for Value Creation

(Business unit)

Performance potential

Service potential

(Service unit)

Customer Assets

Services

Service Assets

Value potential

Business outcomes

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Economic Value of Using Service

Positive difference Negative difference Losses from utilizing the service

Gains from utilizing the service Net difference

Based on DIY strategy or existing arrangements

Reference Value

Economic value of service

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Service Provider & Types

Service Provider: An organization supplying services to one 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 internal service provider Type II shared services unit Type III external service provider

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Processes in Service Strategy (SS)

1. Service Portfolio Management (SPM) 2. Demand Management 3. Finance Management

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SPM Goal & Objectives

Goal of SPM is to manage Service Portfolio by considering services
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.
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Service Portfolio

Service Catalogue Service Pipeline

Continual Service Improvement

Market spaces

Third-party catalogue
Service designs

Service concepts

Service transitio n

Service operation

Retired services

Customer s

Resources engaged

Return on assets earned from Service operation

Resources released

Common pool of resources

Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

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SPM Process
Service Strategy

Define

Inventories Business Case

Analyse

Value Proposition Prioritization

Approve

Service Portfolio Authorization

Charter

Communication Resource allocation

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Service Portfolio Central Repository

Business Unit A Business Unit B Business Unit C The business Business Process Business Process Business Process

Service A

C D

F G

SLAs IT

Infrastructure System H/W System S/W DBMS Networks

Environment

Data

Applications

OLAs Teams

Supporting services Supporting services Suppliers

Central repository
Contracts
The Service Portfolio Service Status Owner Service A Service B Service C ..

Support team

(i)

Supplier

(i)
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Risk & Investment Decision

Venture
New Market

Transform the Business (TTB)

Growth
New services Existing market

Grow the Business (GTB)

Discretionary
Enhance existing services

Non-Discretionary
Maintain Existing services

Core
Maintain Business critical services

Run the Business (RTB)

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Demand Mgmt Goal & Objectives

Goal of demand management is to: understand and influence Customer demand for Services and provide capacity to meet these demands Please note:
At a Strategic level Demand Management can involve analysis of

Patterns of Business Activity and User Profiles. At a Tactical level it can involve use of Differential Charging to encourage Customers to use IT Services at less busy times. It is very closely linked to capacity management
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Demand Mgmt Basic Concept

Demand pattern

Pattern of business activity

Business Process Service belt

Service Process

Capacity management plan

Delivery schedule

Incentives and penalties to influence consumption

Demand management

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Understanding SLP
Customer Segment Z2

Customer Segment X
Customer Segment Y

Customer Segment Z OEM Segment

Service Level Package D Service Level Package A Service Level Package B Service Level Package C

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

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Finance Management Objectives

Enhanced decision making Speed of change Service Portfolio Management Financial compliance and control Operational control Value capture and creation

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Activities of FM
1. 2. 3. 4.
Service Valuation Service Provisioning models & analysis Funding model alternatives BIA Business Impact Analysis

Important Concepts : 1. Budgeting 2. Accounting 3. Reporting 4. Charging

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SS Roles

Director of Service Management Contract Manager Product Manager Process Owner Business Representative

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Service Design
Blue print for value creation

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Focal points in Service Design

Requirements Service Strategy The Business / Customers

Service Portfolio Service Catalogue

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

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

Strategies Service Design Solution Designs Service Transition

Policies

Constraints

Requirements

Architectures

Standards

SDP s

Transition Plans Service Operation

Tested solutions

SKMS

Operational Plans

Operational Services

Continual Service Improvement

Improvement actions and plans

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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 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
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Five major areas of Service Design

1. Service Portfolio Design 2. Identification of Business Requirements, definition of Service
requirements and design of new or changed Services 3. Technology and architectural design 4. Process design 5. Measurement design

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Service Design Package

A Service Design Package is produced for each new IT Service,
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.

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Service Requirements Design Phases

Business requirements Business requirements Business requirements Business requirements

Pilot or warranty period

Design and development Project (Project Team)

Live operation

SAC

SAC

SAC

SAC

SAC

SAC

Document & agree business requirements (Strategy & Design)

Design service solution (Design)

Develop service solution (Design)

Build service solution (Transition)

Test service solution (Transition)

Strategy
SDP

Design Transition Transition & Operation involvement Operation

Improvement

SLR

SLR

SLR

SLR

SLR

SLA pilot

SLM

SLA Live

Build, Test, Release and Deployment Management

Change Management:
RFC released Approved for Approved for development design App ro ved for build Approved for test Approved for warranty Approved for live release Review & closure

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Technology and architectural design

Business/Organization Architecture Delivery, feedback & monitoring

Service Architecture Ser vi ce Po r t folio Supported by

Application Architecture

Influenced by

Information/Data Architecture

Using Environmental Architecture IT Infrastructure Architecture Management Architecture Product Architecture

Service Knowledge Management System

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Measurement design
If you cant measure it you cant manage it.
Four types of metrics : Progress: milestones and deliverables in the capability of the process Compliance: compliance of the process to governance requirements, regulatory requirements and compliance of people to the use of the process. Effectiveness: the accuracy and correctness of the process and its ability to deliver the right result Efficiency: the productivity of the process, its speed, throughput and resource utilization.
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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

future services are delivered to agreed achievable targets

Proactive measures are taken to seek and implement

improvements to the level of service delivered

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Objectives of SLM
The objectives of SLM are to: 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
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SLM Basic Concepts

SLA - Service Level Agreement OLA - Operational Level Agreement UC - Underpinning Contract Service Catalogue (Technical & Business) SLR - Service Level Requirements SIP - Service Improvement Program

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Service Level Agreement (SLA)

An Agreement between an IT Service Provider and a Customer The SLA describes the IT Service, documents Service Level
Targets, and specifies the responsibilities of the IT Service Provider and the Customer A single SLA may cover multiple IT Services or multiple Customers.

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Operational Level Agreement

An Agreement between an IT Service Provider and
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
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.
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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

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

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Service Catalogue Management - Scope, Goals & Objectives

The goal is to ensure :

that a Service Catalogue is produced and maintained, 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

of all services in scope

Scope: All services that are being transitioned or have been transitioned to
the live environment
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Service Catalogue (Business & Technical)

Business Process 1

Business Process 2

Business Process 3

Business Service Catalogue

Service A

Service B

Service C

Service D

Service E

Technical Service Catalogue

Support Services

Hardware

Software

Applications

Data

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Service Catalog Manager - Activities

Ensuring that all operational services and all services

being prepared for operational running are recorded within the Service Catalogue catalogue is accurate and up-to-date

Ensuring that all the information within the Service Ensuring that all the information within the Service

catalogue is consistent with the information within the Service Portfolio catalogue is adequately protected and backed up
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Ensuring that the information within the Service

Availability Basic Concepts

Fault tolerance (Resilience) Availability Reliability Maintainability Serviceability FARMS

Vital Business Function

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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 calculation is often based on Agreed Service Time and Downtime. It is Good Practice to calculate Availability using measurements of the Business output of the IT Service.
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Availability Management - Goals & Scope

Goal : to ensure that

level of service availability delivered in all services is 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
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AM Objectives
Produce and maintain Availability Plan reflecting current
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 Assess impact of changes on Availability Plan Ensure proactive and cost-effective measures to improve the availability
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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

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
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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 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

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ISM Objective
The objective of information security is to
protect the interests of those relying on

information, systems and communications

from harm resulting from failures of

Availability

confidentiality and
integrity

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ISM Basic Concepts

Confidentiality Integrity Availability Security framework The Information Security Policy

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

Production, review and revision of an overall Information Security

Policy and a set of supporting 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
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Supplier
A Third Party responsible for supplying goods or Services that
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)

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Supplier Management - Goal and Scope

The goal of the Supplier Management process is to manage

suppliers and the services they supply, to provide seamless quality of IT service to the business, ensuring value for money is obtained. Scope-The Supplier Management process should include the management of all suppliers and contracts needed to support the provision of IT services to the business

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SM Basic Concepts
The Supplier and Contracts Database (SCD ) Supplier and Contract Management and performance
information and reports

Supplier categorization

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Supplier & Contracts Database

Supplier strategy & policy

Evaluation of new suppliers & contracts

Supplier categorisation & maintenance of the SCD

Establish new suppliers & contracts

Supplier & contract management & performance Supplier & Contract Database Supplier reports and information SCD

Contract renewal and/or termination

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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

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CapM Basic Concepts

Balancing costs against resources needed Balancing supply against demand Sub processes
Business Capacity Management Service Capacity Management

Component Capacity Management

Modelling Demand Management Application Sizing

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CapM - Activities

Review current capacity & performance Improve current service & component capacity

Capacity Management Information System (CMIS) Capacity & performance reports & data

Assess, agree & document new requirements & capacity Plan new capacity

Forecasts

Capacity plan

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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
(Above points apply to IT Services as well as IT Components)

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IT Service Continuity Management Basic Concepts

Disaster - an event that affects a service or system such

that significant effort 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

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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 within required, and agreed, business timescales Following a major disruption
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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 organizations Business Continuity Management process, and Representing the IT services function within the Business Continuity Management process Ensuring ITSCM plans, risks and activities are capable of meeting the agreed targets under all circumstances Performing risk assessment and risk management to avert disasters where practical
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Service Transition
Transitioning services into operation without disturbing existing services

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Goals of Service Transition

Set customer expectations on how the performance and
use of the new or changed service Enable the business change project or customer Reduce variations in the predicted and actual performance 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

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Service Transition
Objective
Plan and manage the resources

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

(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
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Focal points in Service Transition

Requirements Service Strategy Strategies Service Design Policies The Business / Customers

Constraints

Requirements

Service Portfolio Service Catalogue

Solution Designs Service Transition

Architectures

Standards

SDP s

Transition Plans Service Operation

Tested solutions

SKMS

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

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

Operational Plans

Operational Services

Continual Service Improvement

Improvement actions and plans

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

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Change Management - Purpose & Goals Purpose: Standardized methods and procedures are used for efficient and prompt handling of all changes All changes to service assets and configuration items are recorded in the Configuration Management System Overall business risk is optimized. The goals of Change Management are to: Respond to the customers changing business requirements while maximizing value and reducing incidents, disruption and re-work Respond to the business and IT requests for change that will align the services with the business needs
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ChM Objectives
The objective of the ChM Process is : To ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner.

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Change types

Normal Change Run-of-the-mill change Standard Change Pre-approved changes

(for routine tasks)

Emergency Change Which must be introduced ASAP

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Normal Change Process

Create RFC Change proposal (optional) Record the RFC Initiator requested Review RFC Update change and configuration information in CMS

Change Management

Ready for evaluation

Assess and evaluate change Ready for decision Authorize Change proposal Authorize Change

Work orders

Change authority

authorized Plan updates

Change scheduled Management Co-ordinate change implementation* Change Management Evaluation report implemented Review and close closed change record

Work orders

* Includes build and t est the change

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Seven Rs of Change Management - Impact Assessment

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

Communic ation s, decisions and a ctions Communic ation s, escalation f or RFC s, r isks, issues Change autho r i t y Examples of configu r ation lev el impa ct ed H igh cost/ risk change requi res decision f r om executi ves Change impa cts multiple se r vi ces or o rganiz ational divisions

Level 1

Business executi ve boa rd

Level 2

IT manageme n t boa rd

Level 3

CAB or
Emergency

CAB

Change which impa cts only local or ser vi ce group

Level 4

Local autho r ization

Standa rd change

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ChM KPIs
The top five risk indicators of poor ChM are: Unauthorized changes (above zero is unacceptable) Unplanned outages A low change success rate A high number of emergency changes Delayed project implementations.

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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

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Service Asset & Configuration Mgmt Goal

The goals of Configuration Management are to:

Support the business and customers control objectives

and requirements

Support Service Management processes by providing

accurate configuration information to enable people to make decisions

Minimize the number of quality and compliance issues Optimize the service assets, IT configurations, capabilities
and resources.
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SACM Objectives & Scope

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

Scope :-

Asset Management covers service assets across the

whole service lifecycle.

It provides a complete inventory of assets and who is

responsible for their control.
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Configuration Item (CI)

CI: Any Component that is managed the through formal
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.

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Configuration Item - CI
Scope:
IT Services

hardware
software accommodation

people
formal documentation (such as Process documentation and SLA)

Distinguish between logical and physical CIs

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Configuration Management System

A set of tools and databases that are used to manage an

IT Service Provider's Configuration data. 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, updating, and presenting data about all Configuration Items and their Relationships. The CMS is maintained by Configuration Management and is used by all IT Service Management Processes.
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ChM & SACM Roles

Service asset manager Configuration manager Configuration analyst Configuration administrator/librarian CMS/tools administrator Change manager CAB ECAB or CAB / EC

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Definitive Media Library (DML)

One or more locations in which the definitive and
approved versions of all software Configuration Items are securely stored. The DML may also contain associated CIs such as licenses and documentation. The DML is a single logical storage area even if there are multiple locations. All software in the DML is under the control of Change and Release Management and is recorded in the Configuration Management System. Only software from the DML is acceptable for use in a Release
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RDM - Goal
Release and Deployment Management aims to build, test
and deliver the capability to provide the services specified by Service Design and that will accomplish the stakeholders requirements and deliver the intended objectives. The goal of Release and Deployment Management is to deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to service operations.

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RDM Objectives
To ensure clear and comprehensive plans are in place To build, install, test & deploy release package To ensure the new or changed services are capable of
delivering the agreed requirements w.r.t utilities, warranties and service levels To minimize the unpredicted impact on operations To ensure customer, user and SM staff are satisfied with the outputs like user documentation and training

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RDM Scope
The scope of Release and Deployment Management includes:
the processes, systems and functions

to package, build, test and deploy a release into production

and establish the service specified in the Service Design package before final handover to service operations.

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Release Unit
Components of an IT Service that are normally Released
together. A Release Unit typically includes sufficient Components to perform a useful Function. For example one Release Unit could be a Desktop PC, including Hardware, Software, Licenses, Documentation etc. A different Release Unit may be the complete Payroll Application, including IT Operations Procedures and User training.
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RDM Common Approaches

Big bang vs phased Push and pull Automation vs manual Designing release and release packages

Release and deployment Model define:

Release structure - release package and the target

environments The exit and entry criteria The roles and responsibilities for each configuration item at each release level
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ELS Early Life Support

Start

Operate Service

Incident and Problem Management

Collect service performance data

Change and Configuration Management

Plan and manage improvements/risk mitigation/change

Report service performance achieved

Service Level Management

Compare progress against ELS plan

SKMS/CMS

Verify service stability

Exit criteria met?

Yes

No
Identify quick wins/ improvements/risk mitigation/changes

End

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Service V model - Example

Level 1
Define Customer/ Business Requirements

Service Review Criteria/Plan

Validate Service Packages, Offerings and contracts

1a Level 2
Define Service Requirements Service Acceptance Criteria/Plan
Service Acceptance Test

1b

2a
Level 3
Design Service Solution Service Operational Criteria/Plan

2b
Service Operational Readiness Test

3a Level 4

3b
Service Release Test Criteria and Plan Service Release Package Test

Level 5

left-hand side represents the specification of the service requirements

Design Service Release

4a
Develop Service Solution

4b
Component and Assembly Test

5a
Levels of configuration and testing Service Component Build and Test

5b
Deliveries from internal and external suppliers

BL

Baseline point
Internal and external suppliers

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Service Knowledge Management System

(SKMS)

A set of tools and databases that are used to manage

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

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Service Knowledge Management System

Service Knowledge Management System

Decisions

Configuration Management System

CMDB, KEDB, IDB, PDB, AMIS, CMIS, SCD etc

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DIKW Explanations
Knowledge management is typically displayed within the DataInformationKnowledgeWisdom 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

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CMS Configuration Mgmt System

W
Presentation Layer
Portal
Change and Release View Schedules/plans Change Request Status Change Advisory Board agenda and minutes Asset Management View Financial Asset Asset Status Reports Asset Statements and Bills Licence Management Asset Performance Configuration Lifecycle View Project configurations Service, Strategy, Design, Transition, Operations configuration baselines and changes Technical Configuration View Service Applications Application Environment Test Environment Infrastructure Quality Management View Asset and Configuration Management Policies, Processes, Procedures, forms, templates, checklists Service Desk View User assets User configuration, Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds changes

Search, Browse, Store, Retrieve, Update, Publish, Subscribe, Collaborate

Knowledge Processing Layer Performance Management Forecasting, Planning, Budgeting Monitoring Scorecards, Dashboards Alerting

Query and Analysis

Reporting

Modelling

Customer/ User Service Application Infrastructure mapping Information Integration Layer

Service Portfolio

Service Package

Integrated Asset and Configuration Information

Service Change

Service Release

I
Data and Information Sources and Tools

Common Process Data and Information

Schema Mapping

Meta Data Management

Data Reconciliation

Data Synchronization

Extract, Transform, Load

Mining

Data Integration
Project Document Filestore Definitive Media Library Definitive Document Library CMDBs Discovery, Software Configuration Platform Configuration Asset Management Tools e.g. Storage Management Database Middleware and audit tools Network Mainframe Distributed Desktop

Enterprise Applications
Access Management Human Resources Supply Chain Management Customer Relationship Management

CMDB1

D
1

Structured
Definitive Media Library1 Project Software Definitive Media Library2 CMDB2

CMDB3

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ST Activities

1

Service Transition management Planning and support 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 Deployment Early life support Build and test environment management
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Service Operation
Realizing value by operating a service effectively & efficiently

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Service Operations
Goals & Objective
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

Value to business
The operation of service is where the plans, design and optimizations are

executed and measured From a customer viewpoint, Service Operations is where actual value is seen.

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Communications in SO

1

Routine operational communication 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.
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Focal points in Service Operation

Requirements Service Strategy Strategies Service Design Policies The Business / Customers

Constraints

Requirements

Service Portfolio Service Catalogue

Solution Designs Service Transition

Architectures

Standards

SDP s

Transition Plans Service Operation

Tested solutions

SKMS

Operational Plans

Operational Services

1. 2. 3. 4. 5.

Event Management Incident Management Request Fulfillment Problem Management Access Management

Continual Service Improvement

Improvement actions and plans

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EM Basic Concepts
An event can be defined as any detectable or discernible
occurrence
that has significance for the management of the IT

Infrastructure or the delivery of IT service

Please Note:
Events are typically notifications created by an IT service, Configuration Item (CI) or monitoring tool Events that signify regular operation Events that signify an exception Events that signify unusual, but not exceptional, operation
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Event Management - Scope, Goals & Objectives

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

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

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RF Basic Concepts
Service Requests will usually be satisfied by implementing a
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

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

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Request Fulfillment - Scope, Goals & Objectives

To provide a channel for users to request and receive

standard services for which a pre- defined approval and qualification process exists To provide information to users and customers about the availability of services and the procedure for obtaining them To source and deliver the components of requested standard services (e.g. licenses and software media) To assist with general information, complaints or comments
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Incident
An unplanned interruption to an IT Service or a reduction in
the Quality of an IT Service. Failure of a Configuration Item that has not yet impacted Service is also an Incident.

For example Failure of one disk from a mirror set.

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IM Basic Concepts
Normal service operation is defined here as service
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 agreed and ideally mapped on to the overall incident prioritization system They will be dealt with through the major incident process.
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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 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.
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IM Important Concepts
Timescales
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

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Impact, Urgency and Priority

Impact Urgency
High Medium Low High critical -1 < 1 hour high -2 < 8 hours medium -3 < 24 hours Medium high -2 < 8 hours medium -3 < 24 hours low -4 < 48 hours Low medium -3 < 24 hours low -4 < 48 hours Planning/ planned

Priority = Impact X Urgency

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Incident Management - Process

From Event Mgmt From Web Interface User Phone call Email Technical Staff

Incident Identification

Service Request N Incident Prioritization Y

To Request Fulfillment

Incident logging

Incident Categorization

Major Incident N Initial Diagnosis Functional Escalation Needed ? N Investigation & Diagnosis

Major Incident Procedure

Hierarchical Escalation Needed ? Y Management Escalation

Functional Escalation to next level

Resolution & Recovery

Incident Closure
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IM Challenges

The ability to detect incidents as early as possible. 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

145

IM KPIs

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

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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.

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Problem Management - Scope, Goals & Objectives

Goal & Objective 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

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

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Known Error and KEDB

A Problem that has a documented Root Cause and a
Workaround. Known Errors are created and managed throughout their 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.
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PM Roles
Problem Manager
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.

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Access Management - Goal

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 It is also referred as Rights management or Identity management

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Access Mgmt Basic Concepts

Access : level and extent of a services 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
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Continual Service Improvement

P D C A for value enhancement

154

Quality: Deming's Circle (Shewhart Cycle)

PLAN

DO

Maturity

ACT

CHECK

Consolidation level 2

Consolidation level 1

Continuous Step by step improvement

Time Scale
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PDCA Model

Business requirements Request for new service

Continual Service Improvement

Business results Customer satisfaction More effective and efficient processes

Management responsibilities
PLAN CSI ACT Modify CSI CHECK Monitor, measure and review CSI DO Implement CSI

Service and process measurements External requirements

New changed services

Security requirements

Improved employee morale

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Goal & Objectives of CSI

The primary purpose of CSI is to continually align and 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 Service levels Improve effectiveness and efficiency in delivering services by ensuring applicable quality practices are used
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Business Value of CSI

Increased organizational competency 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.

158

Focal points in Continual Service Improvement

Requirements Service Strategy Strategies Service Design Policies The Business / Customers

Constraints

Requirements

Service Portfolio Service Catalogue

Solution Designs Service Transition

Architectures

Standards

SDP s

Transition Plans Service Operation

Tested solutions

SKMS

Operational Plans

Operational Services

1. The 7 Step Improvement Process 2. Service Reporting Continual Service Improvement Improvement 3. Service Measurement actions and plans 4. ROI for CSI 5. Business Questions for CSI 6. Service Level Management

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CSI Model
Business vision, mission, goals and objectives

What is the vision?

Where are we now?

Baseline assessments

How do we keep the momentum going?

Where do we want to be?

Measurable targets

How do we get there?

Service & process improvement

Did we get there?

Measurements & metrics

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Measurement Business value

Why Measure ? Purpose of reports

To Validate
Your Measurement Framework

To Direct

To Justify

To Intervene

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Types of metrics
Technology metrics
Component & application performance , availability etc

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. Component metrics are used to compute the service metrics.

Measure Everything That Results In Customer Satisfaction

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The 7-Step Improvement Process

Identify Vision Strategy Tactical Goals Operational Goals 1. Define what you should measure

7. Implement corrective action Goals 6. Present and use the information, assessment summary, action plans, etc.

2. Define what you can measure

3. Gather the data Who? How? When? Integrity of data?

5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action?

4. Process the data Frequency? Format? System? Accuracy?

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Functions in ITIL V3

164

What are functions ?

A function is a logical concept
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.
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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 Overlaps with TMF & AMF

SDF Service Desk Function

SPOC Focuses on service restoration
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TMF Roles in Service Management

It is the custodian of technical knowledge and expertise

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.

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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 organizations business processes Through swift use of technical skills to speedily diagnose and resolve any technical failures
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AMF Roles in Service Management

It is the custodian of technical knowledge and expertise

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. Application Management plays a role in all applications, whether purchased or developed in-house. One of the key decisions : Build or Buy

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AMF Objectives
The objectives of Application Management are to: Support the organizations 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

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ITOMF Objectives
IT Operations Management is Responsible for the daily operational activities needed to manage the IT Infrastructure Done according to the Performance Standards defined during Service Design Please note: In some organizations this is a single, centralized department, while in others some activities and staff are centralized

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ITOMF Role
Functions :

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
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SDF Objectives
Primary aim - restore the normal service to the users as
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 query or anything that is needed to allow the users to return to working satisfactorily

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SDF Staffing
Technically Unskilled 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.
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SDF Metrics

Customer / User satisfaction (CSAT / USAT) Average handling time (AHT) 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?
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Technology and Architecture

Automating Value Delivery

176

Generic Requirement

Self Help capability Workflow or Process Engine Integrated CMS Discovery/Deployment /Licensing Technology Remote Control Diagnostic Utilities Reporting Dashboards Integration with Business Service Management
177

Why Service Automation.

How Service Automation assists with integrating Service
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.

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Tool selection

What requirements?

Scoring

Evaluate products

Identify products

Rank the products

Short listing

Selection criteria

Select product

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Thank You

Vishal Vyas Principal consultant ITSM Vinsys IT Services (I) Pvt. Ltd. +91 9730019950 vishal.v@vinsys.in Vishal.itsm@gmail.com

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Good luck for exam

For Exam coordination please contact

Pankaj Pankaj.b@vinsys.in, 098220 41028 ,

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