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ITIL® Version 3 Foundation

Level Upgrade


Basic Understanding Hands on Exp Extensive Exp


Section 1 Section 2 Section 3 Section 4 Section 5 Setting the Context What is ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions



Expansion Information Technology Infrastructure Library IT Service Continuity Management Request for Change Service Level Agreement Service Level Requirement Service Level Management

Pre / Post Test

Section 1 Section 2 Section 3 Section 4 Section 5

Setting the Context What is ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions

Setting the Context
Regular and common issues faced by the IT Service industry are § How much planned service downtime can the business tolerate? § What will be the total cost of ownership? § How critical is preventing data loss? § How do we truly create value for our customers? § How much IT skill and time that is required to maintain and administer the system? § Can troubleshooting and administration be handled remotely? § When downtime occurs, or troubleshooting and repair is needed, how much recovery time is acceptable?

Challenges Faced
Maintaini ng high System Availabil ity Prevention of data loss

•Running Integrated Service Desk •Service Strategy Implementation •Effective Capacity Management Total cost of ownership •Maintaining IT Service Continuity •Continual Service Improvement

Section 1 Section 2 Section 3 Section 4 Section 5

Setting the Context What is ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions

What is ITIL?
ITIL is a set of Best Practice guidance for IT Service Management. ITIL is owned by the OGC and consists of a series of publications giving guidance on the provision of Quality IT Services, and on the Processes and facilities needed to support them. I nformation T echnology I nfrastructure Library

What is ITIL?
•IT Infrastructure Library •Was gathered from Users, Suppliers, Consultants •Proven in practice •Is under constant development •Is supported by tools •Has been the world wide de facto standard for IT Service Management •Offers certification of consultants and practitioners •Has its own international user group (IT Service Management Forum) •ITIL Wave

I I H i ry T L sto ITIL V1 - Published between 1989 & 1995 by OGC (Office of Government Commerce)
• 31 associated books covering all aspects of IT service provision. • Significant contributions from HP, IBM and others.

ITIL V2 – Published between 2000 & 2004
• 8, more closely connected and consistent books consolidated by an overall framework.

ITIL V3 – Published in 2007
• Enhanced and consolidated, consisting of 5

I I C o n ce p ts T L

Service: A ‘service’ is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Service Management: Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. Service Management can also be defined as a set of Functions and Processes for managing services over their lifecycle. • Function: A team or group of people and the tools they use to carry out one or more processes or activities. • Role: A set of responsibilities, activities and authorities granted to a person or team • Process: A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs.

User: A person who uses the IT Service on a day-to-day basis.

ITIL Philosophy

§Capture ‘ Best Practices ’ from the industry §Adopt to Adapt ITIL Philosophy §No ‘ Standard ’ mandate §Scalability – organization size and need §Platform independent §Continuously evolving

I S e rvi M a n a g e m e n t T ce m e a n s……

from a technology focus – to a customer service focus. Managing service levels from the customers’ perspective instead of insular technology or infrastructure perspective Going beyond reactive break/fix – to proactive management of service

I I O b j cti s T L e ve

Reduce Costs Tune Capacity Improve Availability Optimize resource Utilization Increase Throughput Improve Scalability

B e n e fi o f I S e rvi ts T ce M anagem ent
 

Improved quality of service – more reliable business support Clearer view of current IT capability & better information on current services

Enhanced Customer Satisfaction as service providers know and deliver what is expected of them

System led benefits in terms of security, accuracy, speed & availability, cycle time, success rate, operating cost

 

Profit margin will improve Efficiency will improve – as staff will work more effectively as teams.\

IT department will become more effective at supporting the needs of the business and will be more responsive to changes in business direction

I I B e n e fi T L ts
Benefits realisation
itSMF survey - 70% achieving “tangible & measurable” benefits Meta
- 85% resolution on target - cost per call down 30% - 50% reduction in new product cycle - total savings per user $800 p.a. - ROI up 1300%

IDC survey - 79% reduction in downtime & other factors


- Downtime reduced from 60 to 15 mins
- $125 million p.a. savings (10% of IT Budget)

Proctor & Gamble - 6-8% cut in operating costs Gartner Shell Oil
- 10% reduction in ITSD calls - 48% reduction in cost of IT - $5 million savings (6000 man days) due to fa ster Software upgrades in less than 72 hours.

I I B e n e fi T L ts
Benefits realisation
Utilities Provider
- 50% reduction in Incident resolution time - 30% reduction in Change implementation time - 50% resource reduction for same throughput

European IS Organization

- Customer Satisfaction Index increased from 6.8 to 7.6 - Reduced handling time - 3.5m Euros savings p.a (7% of IS operating costs)

Section 1 Section 2 Section 3 Section 4 Section 5

Setting the Context What is ITSM & ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions

ITIL V2 – IT Service Management

Service Support Service Level Management Capacity Management Availability Management Service Continuity Management Financial Management

Service Desk
Incident Management Problem Management Configuration Management Change Management Release Management Service Delivery

Q u e sti n a n d A n sw e r o

1.Which of the following is True ?  1) ITIL is NOT a Standard  2) ITIL V2 has only 2 books called Red book and Blue book  3) ITIL V3 ensure Business IT Alignment  4) The concepts of ITIL V3 can only be applied to Infrastructure Projects

Section 1 Section 2 Section 3 Section 4 Section 5

Setting the Context What is ITSM & ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions


ITIL is no more plain ITIL – it is

ITIL Service Management Practices

A Holistic, Inclusive, Value Based, Business – focused, Services Practice Evolved from operationally focused processes to mature service management practice guidance More prescriptive (What & How) and Industry directed – provides implementation guidelines by firm size or industry, outsourcing & co-sourcing models Provides guidance for governance (like COBIT – SOX), methodologies like Six Sigma etc. – adding Business Value Interaction with other Best Practices and Standards

W h a t i d i re n t V 3 ? s ffe

Adopts a Service Life Cycle approach

Core Guidance / Publications

    

Introduction to ITIL Service Management Practices Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

I I V 3 – T h e S e rvi l fe cycl T L ce i e

Fi sta g e s o f I se rvi ve T ce l fe cycl a re i e qS e rvi S tra te g y ce qS e rvi D e si n ce g qS e rvi Tra n si o n ce ti qS e rvi O p e ra ti n ce o qC o n ti u a lS e rvi n ce I p ro ve m e n t m

W h a t i d i re n t V 3 ? ..... C o n td s ffe

26 Processes and 4 Functions (Service Desk, Technical Management, IT Operations Management, Application Management)

 

10 New Topics added, like Knowledge Management, Supplier Management, Service Measurement, Application Design & Management

What Hasn’t Changed ?

ITIL Processes

ITIL V3 – Process Architecture
IT Operations Management Event Management Service Catalogue Management Service Level Management Capacity Management Strategy Generation Demand Management Service Portfolio Management Financial Management Service Strategy Availability Management IT Service Continuity Management Information Security Management Supplier Management Service Design Transition Planning & Support Change Management Service Asset & Configuration Management Release & Deployment Management Service Validation & Testing Evaluation Knowledge Management Service Transition Incident Management Request Fulfillment Problem Management Access Management Applications Management Technical Management Service Desk Service Operation

Service Reporting

Continual Service Improvement
7-step Improvement Process Service Measurement Processe s Function

Section 1 Section 2 Section 3 Section 4 Section 5

What is ITIL ? Why ITIL ? ITIL V2 ITIL V3 ITIL V3 Processes & Functions

ITIL Process Flow


Service Strategy Processes

Focuses on the identification of market opportunities for which services could be developed in order to meet a requirement on the part of internal or external customers. The output is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset. Processes

Strategy Generation Service Portfolio Management Demand Management Financial Management

Service Portfolio Management

§Service Portfolio Management : To decide on a strategy to serve customers, and to develop the service provider's offerings and capabilities. It is responsible for defining and managing service portfolio over their entire lifecycle from concept to retirement through design, transition and operation. Also responsible for assigning investments to develop new services, modify existing services or retire old services.

Service Portfolio Management


Demand Management
Management : Demand Management is responsible to §Demand understand and influence customer demand for services and the provision of capacity to meet these demands. 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. § § § § § To ensure that the service provider meet agreed demands of customer’s business needs. To eliminate excess capacity needs. To ensure the provision of appropriate levels of service. To understand and influence customer demand for services and provide capacity to meet that demand. To make certain that the warranty and utility offered by service provider matches customer needs.

Financial Management

§Financial Management : It is responsible for the management of service investments, accounting and charging to ensure financial visibility and accountability. §To ensure financial visibility and accountability. §To budget and account for the cost of service provision. §To facilitate accurate budgeting. §To account for running IT. §To provide basis for business decisions. §Balancing cost, capacity and Service Level Requirement. §To recover costs where required (Charging). §To understand the value of IT services. §To establish Financial compliance and control. §To enable value capture and creation. §To ensure enhanced decision making.

Provid e sound busin ess method of balanc ing shape and quanti ty of IT servic e with needs and resour ces of the custom ers

Financial Management

service, activity Identify Cost by customer, IT Accounting Budgeting IT spend Predict and control

Bill customer for Charging


Prov ide mana gem ent info rma tion on the cos t of prov idi ng IT serv ice s supp ort ing busi nes s need s

Ensur e that busin ess provi des suffi cien t fund s to ru n the IT servi ces it requi res

Question and Answer

1. During the Service Strategy, which of the following are considered?

a) Resource and Components b) Requirements and Resources c) Components and Requirements d) Requirements, Resources and Components
 

Question and Answer

2. Demand Management is primarily used to?

a) Increase customer value b) Eliminate excess capacity needs c) Increase the value of IT d) Align business with IT cost

S e rvi D e si n ce g
§S e rvi D e si n fo cu se s o n th e a cti ti s th a t ta ke p l ce i ce g vi e a n o rd e r to d e ve l p th e stra te g y i to a d e si n w h i o n g ch a d d re sse s a l a sp e cts o f th e p ro p o se d se rvi , a s w e l a s l ce l th e p ro ce sse s i te n d e d to su p p o rt i n t § § S e rvi C a ta l g u e M a n a g e m e n t ce o § S e rvi Le ve l M a n a g e m e n t ce § C a p a ci M a n a g e m e n t ty § A va i a b i i M a n a g e m e n t l l ty § I S e rvi C o n ti u i M a n a g e m e n t T ce n ty § I fo rm a ti n S e cu ri M a n a g e m e n t n o ty § S u p p le r M a n a g e m e n t i §

S e rvi C a ta l g u e ce o M anagem ent

Service Catalogue Management: To ensure that a Service Catalogue is produced and maintained, containing accurate information on all operational services and those being prepared to be run operationally.
§ To create and manage Service Catalogue § A single source of information of all services § To ensure that information provided in service catalogue is

S e rvi C a ta l g u e ce o M anagem ent
T h e S e rvi C a ta l g u e ce o
B u si e ss n Pro ce ss 1 B u si e ss n Pro ce ss 2 B u si e ss n Pro ce ss 3

B u si e ss S e rvi C a ta l g u e n ce o v

S e rvi A ce

S e rvi B ce

S e rvi C ce

S e rvi D ce

S e rvi E ce

Te ch n i lS v rvi C a ta l g u e ca e ce o

S u p p o rt S e rvi s ce

H a rd w a re

S o ftw a re

A p p l ca ti n s i o

D a ta

S e rvi Le ve lM a n a g e m e n t ce

Service Level Management: To negotiate Service Level Agreements with the customers and to design services in accordance with the agreed service level targets. Service Level Management is also responsible for ensuring that all Operational Level Agreements and Underpinning Contracts are appropriate, and to monitor and report on service levels.

§ Negotiate, agree and document service levels § Measure, report and improve service levels § Communicate with business and customers

S e rvi Le ve lM a n a g e m e n t ce
S e rvi Le ve lM a n a g e m e n t ce LO I , Pro p o sa l , M SA S e t u p a cti ti s fo r S LM vi e S e rvi B a se l n e ce i R e p o rt S e rvi ce C a ta l g u e o D ra ft S LA , O LA , UC Pi o t l Fe e d b a ck SL A

C re a te Pro j ct S e rvi C a ta l g u e e ce o SL R

D e ve l p D ra ft S LA o

Pi o t D ra ft S LA l

C u sto m e r S i n - o ff g

C a p a ci M a n a g e m e n t ty

Capacity Management: To ensure that the capacity of IT services and the IT infrastructure is able to deliver the agreed service level targets in a cost effective and timely manner. Capacity Management considers all resources required to deliver the IT service, and plans for short, medium and long term business requirements.

C a p a ci M a n a g e m e n t Fo cu s ty
B u si e ss re q u i m e n t fo cu s n re

C u rre n t S e rvi s d e l ve ry fo cu s ce i

B u si e ss C a p a ci M g m t e rvi C a p a ci M g m t n ty S ce ty

R e so u rce C a p a ci M g m t ty Te ch n o l g y co m p o n e n t fo cu s o

A va i a b i i M a n a g e m e n t l l ty

Availability Management: To ensure that the 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.

§ Ensure agreed levels of availability is provided § Continually optimize and improve availability of IT Services, Infrastructure and supporting organization § Provide cost effective availability improvements § To produce and maintain an

A va i a b i i M a n a g e m e n t l l ty

I S e rvi C o n ti u i T ce n ty M anagem ent

IT Service Continuity Management : To manage risks that could seriously impact IT services. ITSCM ensures that the IT service provider can always provide minimum agreed Service Levels, by reducing the risk from disaster events to an acceptable level and planning for the recovery of IT services. ITSCM should be designed to support Business Continuity Management. § Maintain a set of IT Service Continuity Plans and IT recovery plans that support the overall Business Continuity Plans (BCPs). § To complete regular Business Impact Analysis exercises to ensure that plans are current and relevant. § To conduct regular risk assessment and management activities. § To provide advice and guidance on issues related to Service Continuity.

I fo rm a ti n S e cu ri n o ty M anagem ent

Information Security Management: To align IT security with business security, and ensure that information security is effectively managed in all service and Service Management activities.
§ To protect the interests of those relying on information

§ To protect the systems and communications that deliver information

§ To maintain confidentiality, integrity and availability of

S u p p le r M a n a g e m e n t i

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

§ Manage supplier relationship and performance § Negotiate and agree contracts
§ In conjunction with SLM § Ensure contracts are aligned to business needs and support SLAs

§ Manage lifecycle



§ Maintain a supplier policy and a supporting Supplier and Contract Database (SCD)

Supplier Management

Inputs Business information Supplier and contracts strategy Supplier plans and strategies Supplier contracts , agreements and targets Supplier and contract performance information IT information Performance issues Financial information Service information CMS


Supplier Management

Supplier and Contracts Database ( SCD ) Supplier and contract performance information and reports Supplier and contract review meeting minutes Supplier Service Improvement Plans Supplier survey repor ts

Question and Answer

1.What document will list the Services currently provided to the Customers?
   

a) b) c) d)

Service Level Agreement Service Level Requirements Services Catalogue Services Contract

Question and Answer

2. Which of the following best describes the goal of the Service Level Management?


To maintain and improve IT service quality in line with business requirements b) To provide IT services at the lowest possible cost by agreeing with Customers their minimum requirements for service availability and ensuring performance does not exceed these targets c) To provide the highest possible level of service to Customers and continuously improve on this through ensuring all services operate at maximum availability d) To ensure that IT delivers the same standard of service at the least cost

Question and Answer

3. Which process reviews Operational Level Agreements (OLAs) on a regular basis?

 

a) Supplier Management b) Service Level Management c) Service Portfolio Management d) IT Service Continuity Management

Question and Answer

4.“A steel company merges with a competitor. The IT departments, along with the IT infrastructures of both companies will be combined. “ Which process is responsible for determining the required disk and memory space required for applications running in the combined IT infrastructure?
  

a) Application Management b) Capacity Management c) Computer Operations Management d) Release Management

Question and Answer

5.“Availability Management is responsible for availability of?

 

a) Services and Resources b) Services and Business Processes c) Resources and Business Processes d) Services, Resources and Business Processes

S e rvi Tra n si o n Pro ce sse s ce ti

Focuses on the implementation of the output of the service design activities

and the creation of a production service or modification of an existing service.
 

Understanding all services, their utility & warranties

Establishing a formal policy and common framework for implementation of all required changes

Supporting knowledge transfer, decision support and re-use of processes, systems and other elements Anticipating and managing ‘course corrections’ Ensuring involvement of Service transition requirements throughout the service lifecycle and Service

 


S e rvi Tra n si o n Pro ce sse s ce ti
Transitioning Planning & Support Release and Deployment Management Service Validation & Testing Change Management Service Asset & Configuration Management Evaluation Knowledge Management

         

Tra n si o n P l n n i g a n d ti a n S u p p o rt

Transition Planning and Support: To plan and coordinate the resources to deploy a major Release within the predicted cost, time and quality estimates § Plan and co-ordinate the resource to establish successfully a new or changed service into production within predicted cost, quality and time estimates.

§ Adopt common framework of standards, re-usable processes & supporting systems.

§ Provide clear and comprehensive plans that enable the customer and business change projects to align their activities with the service transition plans.

Transition Planning and Support
Inputs & Outputs
Transi Transi tion tion Planni Planni ng ng & & suppor suppor t t activi activi ties ties

Transition Planning & Support - Inputs Authorized RFC Service Design package Release Package definition and design specification Service Acceptance Criteria (SAC)

Transition Planning & Support – Outputs Transition Strategy Integrated set of Service Transition plans


C o n fi u ra ti n , C h a n g e a n d g o R e l a se M a n a g e m e n t e


C hange M anagem ent

Change Management: To ensure standardized procedures are used for efficient and prompt handling of changes.

§ All changes to service assets and configuration items are recorded in the configuration management. § To ensure that changes are recorded and evaluated. § To ensure all changes are assessed, approved, implemented and reviewed in a controlled manner.

Change Management
Inputs Outputs

Change policy and strategy RFCs Change proposals Service management plans Assets and configuration items Existing change management documents  Change Schedule  Projected Service Outage (PSO) - Change Initiation -Filtering -Analysis & Scheduling - Change Implementation - Change Review - Release Activities

Rejected and approved RFCs Changes to services and CIs Updated change schedule & Projected service outage (PSO)

Change plans, decisions, actions and records

Test plan and back-out plan Management reports

S e rvi A sse t a n d ce C o n fi u ra ti n M a n a g e m e n t g o

Service Asset and Configuration Management: Identify, control, record, report, audit and verify service assets and configuration items, including versions, baselines, constituent components, their attributes, and relationships.

§ To maintain information about Configuration Items required to deliver an IT service, including their relationships § Establish and maintain a configuration Management System
§ As a part of an overall Service Knowledge Management system

§ To identify configuration items (CIs) & their relationships and

Service Asset and Configuration
Identify Configuration Item Determine CM Tool and establish library structure Define attributes to CI such as owner, version, status etc Define the interrelationships between CI and CI structures Record all the information into CMDB

Ensure change management process is followed before changes are entered into CMDB Ensure that appropriate document accompanies the CI in the CMDB Control the information pertaining to •Access, •Changes & •Addition of New items Manage & Control CM Environment Exercise physical control

Ensure that every status change a CI goes through is recorded Manage information for the CI before and after each status change. e.g.: •Ordered •Received •Under test •Under repair •Withdrawn •For disposal Record and communicate CI changes to users Record and Report •Current data •Historical data

Ensures that information in the CMDB is accurate Conduct periodic reviews and audits

Analyze and define •Strategy •Scope •Objectives •Roles and responsibilities for CM Define Configuration Management •Activities •Procedure Define CMDB structure and their relationships Identify the Tools and other resources required

R e l a se a n d D e p l ym e n t e o M anagem ent

Release and Deployment Management: Define and agree release and deployment plans with customers and stakeholders § To ensure clear and comprehensive Release and Deployment plans that enable the customer and business projects to align their activities with these plans. Release packages can be built, installed, tested and deployed. Skills and knowledge transfer to enable. To protect the live environment by using right procedures & checks. To validate delivery of services is maintained consistently between application and live environments. To ensure that releases have back-out plans.

§ § § § §
 

Release and Deployment Management
BUILD , CONFIGURE & TEST Design and build the release package Test the release package in line with requirements Baseline tested version of release package in DML



CUSTOMER ACCEPTANCE Involve relevant groups during acceptance testing Business performs key functionality user acceptance tests as per requirements Conduct pilot testing in the production environment (if required) Evaluate acceptance testing results UAT sign off

D e fi e ro l s a n d n e re sp o n si i i e s b l ti D e fi e Le ve l o f n s A u th o ri ty R e l a se Fre q u e n cy a n d e Typ e A p p ro a ch to g ro u p i g n ch a n g e s i to a re l a se n e

Develop Release Management Plan Identifying scope and content of approved changes Prioritizing, planning, and scheduling release activities Perform a risk assessment for the release Prepare communication and roll back plans Define roles and responsibilities

Release and Deployment Management
ROLLOUT PLANNING Develop Rollout strategy for the release mentioning: • Success criteria • Locations of deployment • Effort and Schedule • Installation / Implementati on process Publish Roll Out plan COMMUN . & TRAINING Communicate changes to all stakeholders and affected groups Publish the release mechanism Training to release team, end users and support team DISTRIBUTION & INSTALLATION Move the release package to the target locations Deploy release package into production environment

Service Validation and Testing

Service Validation and Testing: Provide Confidence that a release will create a new or changed services or service offerings that delivers the expected outcomes and value for the customers within the projected costs, capacity and constrains.

§ Validate that a service is ‘fit for purpose’. § Assure a service is ‘fit for use’. § Confirm that the customer and stakeholders requirements for the new or changed service are correctly defined.
 

Service Validation and Testing
Inputs Service Package Service Level Packages (SLPs) Service Provider’s Interface Definition Service Design Package (Operation Models, Capacity/resource model & Plans, Financial/economic/cost models [with TCO,TCU], service management model, Design & Interface specification) Release and deployment Plans Acceptance Criteria Request for Change (RFCs)
Service Service validati validati on on & & Testing Testing Activiti Activiti es es

Outputs Configuration Baseline (Testing Environment) Testing carried out & Test Results Analysis of Results (comparison of Actual Vs Expected Results, Risks identified during test activities etc.) Test Incidents, Test problems, Test error records Reports delivered to service evaluation and inputs to CSI



Evaluation: To provide a consistent and standardized means of determining the performance of a service change in the context of existing and proposed services and IT Infrastructure.

§ Assess the actual performance of a changes against its predicted performance and manage the deviations between actual and predicted performance. § Evaluate the intended effects of a service change and as much of the unintended effects as is reasonably practical given capacity, resource and organizational constraints.


Inputs Service Package Service Design Package (SDP) & Service Acceptance criteria (SAC) Test Results and report
Evalua Evalua tion tion Activi Activi ties ties

Outputs Evaluation Report for Change management

Knowledge Management

Knowledge Management: The purpose of Knowledge management is to ensure that the right information is delivered to the appropriate place or competent person at the right time to enable informed decision. The primary purpose of knowledge management is to improve efficiency by reducing the need to rediscover knowledge.

§ Enabling the service provider to be more efficient and improve quality of service, increase satisfaction and reduce the cost of service . § Ensuring staff have a clear and common understanding of the value that their services provide to customers and the ways in which

Knowledge Management

Service Knowledge Management System Decisions

Configuration Management system

Configuration Management Database

Question and Answer

1. The goal of Service Asset and Configuration Management is to? § a) Account for all financial assets of the organization b) Provide a logical model of the IT infrastructure, correlating IT services and different IT components needed to deliver the services c) Build service models to justify the ITIL implementations d) Implement ITIL across the organization

 

Question and Answer

2. The objective of the Change Management process is most accurately described as?


Ensuring that all changes are recorded, managed, tested and implemented in a controlled manner b) Ensuring that changes to IT infrastructure are managed efficiently and effectively c) Ensuring that all changes have appropriate backout plans in the event of failure d) Protecting services by not allowing changes to be made

 

Question and Answer

 

3. “Which of the following statements is CORRECT?


 

The Configuration Management System (CMS) is part of the Known Error Data Base (KEDB) b) The Service Knowledge Management System (SKMS) is part of the CMS c) The KEDB and the CMS form part of the larger SKMS d) The CMS is part of the Configuration Management Data Base (CMDB)

Question and Answer

 

4. What is the first activity when implementing a release?
   

a) b) c) d)

Designing and building a release Testing a release Compiling the release schedule Communicating and preparing the release

Question and Answer

5. Which of the following are objectives of the Release and Deployment Management process?

1. To ensure there are clear release and deployment plans 2. To ensure that skills and knowledge are transferred to operations and support staff 3. To ensure there is minimal unpredicted impact on production services 4. To provide cost justifiable IT capacity that is matched to the needs of the business
a) b) c) d) 1, 2 and 3 only 1 and 3 only 1, 3 and 4 only All of the above

Service Operation

Service Operation Process and Function
Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Focuses on the activities required to operate the services and maintain their functionality as defined in the Service Level Agreements with the customers Common activities in addition to processes  Monitoring and Control  Console management / Operations bridge  Management of the Infrastructure  Operational aspects of processes from other lifecycle stages

Key Functions  Service Desk Function  Technical Management Function  Application Management Function  IT Operations Management Function

Service Desk
Service Desk: To restore ‘normal service’ to the users as quickly as possible.
§ To act as the single point of contact (SPOC) between users and IT organization. The service desk also acts as a first line support to the user. § To log and categorize Incidents, Service Requests and some standard categories of change. § To perform the first line investigation and diagnosis. § To communication with users and IT staff. § To ensure closure of incidents. § To contribute to an continuous increase in Overall Customer Satisfaction. § To update the Configuration Management (if so agreed) Database with incident, requests, standard changes information

IT Service Management – L1, L2

Types of Service Desks
LOCAL SERVICE DESK : To meet local business needs – Desk is co-located within or physically close to the user community it serves

Service Desk

Technical Management

Application Management

IT Operations Management

3rd Party Support

Request Fulfillment

Types of Service Desks
CENTRALIZED SERVICE DESK: For organizations having multiple locations reduces operational costs and improves usage of available resources

Customer Site 1

Customer Site 2

Customer Site 3

Service Desk Second Line Support

Technical Management

Applicatio n Management

IT Operations Management

3rd Party Support

Request Fulfillmen t

Types of Service Desks
VIRTUAL SERVICE DESK: For organizations having multi-country locations can be situated and accessed from anywhere in the world due to advances in network performance and telecommunications

San Francisco Service Desk Paris Service Desk Beijing Service Desk

Virtual Service Desk

London Service Desk

Service Knowledge Management System

Sydney Service Desk

Types of Service Desks


For organizations having multiple locations – Handling the call during the standard working hours of a country and gets transferred to another country to provide a 24 hour follow-the-sun service. This can give 24 hour coverage generates relatively low cost, as no desk has to work more than a single shift. However, the same safeguards of common processes, tools, shared database of information and culture must be addressed for this approach to proceed - and well-controlled escalation

Service Management Functions
Technical Management Function Provides technical expertise and overall management of the IT Infrastructure Application Management Function Supports and maintains operational applications and plays an important role in the design, testing and improvement of applications that form part of IT services IT Operations Management Function Function responsible for ongoing management and maintenance of the IT infrastructure to ensure delivery of the agreed level of IT services to the business

E ve n t M a n a g e m e n t Event Management: The ability to detect events, make sense of them and determine appropriate control action is provided by Event Management.

§ Event management is the basis for operational monitoring and control. § To be focused on generating and detecting meaningful notifications about the status of the IT Infrastructure and service. § To work with occurrences that are specifically generated to be monitored. § To monitor occurrences, and look for conditions that do not generate events.

Event Management



Filte r



Event Management
Processes Incident Incident Management

Inciden t/


Proble m/ Chang e


Problem Management


Change Management

R e q u e st Fu l l m e n t fi l

 

Request Fulfillment:
§ To provide a channel for users to request and receive standard services for which approval and qualification process exists. § To provide right information to users and customers about the availability of existing 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.

Request Fulfillment

Request Fulfillment Telephone Requests E-mail/Voice Video/Fax requests Internet/ Browser Requests Applicati on events Service request resolution Assign request to concern group Obtain formal approval Recording of requests

Service Request

Coordinate with other support groups


Closure and verification

Closure Info

I ci e n t M a n a g e m e n t n d

Incident Management:


§ To restore the normalcy of service as quickly as possible (definitely with in the SLAs) with minimal effect on business operations. § To deal with resolution of incidents consistently. § To provide information for improvement of processes and systems, so that the overall occurrence or recurrence of incidents are reduced.

I ci e n t M a n a g e m e n t n d C o n ce p ts

Incident: An unplanned interruption to an IT service or reduction in the quality of an IT service. Impact: A measure of the effect of an Incident, Problem or Change on Business process. Urgency: A measure of how long it will be until an incident, Problem or change has a significant impact on the business. Priority: A category used to identify the relative importance of an incident and is based on Impact and Urgency Known Error: A problem for which the root cause is known and a temporary workaround has been identified. Problem: Cause of one or more incidents

 

I ci e n t M a n a g e m e n t n d

I ci e n t M a n a g e m e n t n d

Pro b l m M a n a g e m e n t e
Problem Management: Problem Management is the process responsible for managing the lifecycle of all problems. The primary objectives are of Problem Management are to prevents problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that cannot be prevented.

Pro b l m M a n a g e m e n t e

Pro b l m M a n a g e m e n t e

A cce ss M a n a g e m e n t

Access Management: Access Management provides the right for users to be able to use a service or group of services.
 

1.To enable users to use a service or group of services while protecting against unauthorized access.

Access Management

Access Management


Requesting Access Verify request for Access Provide Access Rights

Assigning User Rights Coordinate with other support groups

Service Request

Monitoring Identity Status Logging and Tracking Access

Security and Data protection policies and tools

Removing and Restricting Rights Monitoring Info

C o n ti u a lS e rvi n ce I p ro ve m e n t m







improvement opportunities in each lifecycle phase – Service Strategy, Service Design, Service Transition and Service Operation.
 

Review and analyze Service Level Achievement results. Identify and implement individual activities that will improve IT service quality and improve the efficiency and effectiveness of the enabling IT service management processes.

Improve cost effectiveness of delivering IT Services without sacrificing customer satisfaction. Ensure applicable Quality management methods are used to support continual improvement activities.

CSI Model

What is the Vision? Where are we Now? How do we Keep the momentum going How do we get there? Did we Get there? Where do we Want to be?

Business Vision, Mission, Goals & Obj Baseline Assessments Measurable Targets Service and Process improvement Measurement And metrics

3 . Gathering the data

2 . Define what you can Measure?

Continual Service Improvement

7 – Step Continuous Improvement Process
4 . Processing the data 5 . Analyzing the data 6 . Presenting and using the information 7. Implementing corrective action 1 . Define what you should Measure? Identify : – Vision – Strategy – Tactical Goals – Operational Goals

I I B e n e fi T L ts

 Increased

user and Customer satisfaction with IT services.  Improved service availability, leading to increased business profits and revenue.  Financial savings from reduced rework, improved resource management and usage.  Improved time to market for new products and services.  Improved decision making and risk optimization.

Question and Answer

1. Which are the missing Service Operation processes from the following?
    

1. 2. 3. 4. 5.

Incident Management Problem Management Access Management ? ?

a) Event management and Request Fulfillment b) Event Management and Service Desk c) Facilities Management and Event Management

Question and Answer
2. The BEST definition of an EVENT is?

a) An occurrence where a performance threshold has been exceeded and an agreed Service Level has already been impacted b) An occurrence that is significant for the management of the IT infrastructure or delivery of services c) A known system defect that generates multiple incident reports d) A planned meeting of customers and IT staff to announce a new

Question and Answer

 

3. An Incident occurs when:

a)A user is unable to access a service during service hours b)An authorized IT staff member is unable to access a service during service hours c)A redundant network segment fails, and the user is not aware of any disruption to service d)A user contacts the Service Desk about slow performance of an

Question and Answer

 

4. Which of the above statements is CORRECT?
   

a) All of the above b) 1 and 4 only c) 2 and 3 only d) None of the above

ISO 20000 Processes
Service delivery processes
Capacity management Service continuity & availability management Service-level management Service reporting Security management Budgeting & accounting for IT services

Release processes
Release management

Configuration management Change management

Control processes Resolution processes

Relationship processes
Business relationship management Supplier management

Incident management Problem management


Section 1 Section 2 Section 3 Section 4 Section 5

Setting the Context What is ITIL ? ITIL V2 ITIL V3 ITIL Processes & Functions


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