ITIL Version3 Foundation Presentation V3

New Horizons CLC of South Florida
Glen Victor
Module 1:
Review of ITSM & ITIL
• Course Agenda
• Course Design
• Introductions
• Review of ITIL
• ITIL Review
• ITIL V2 Books Review
• Why ITIL for Service Management
• Complementary Guidance
• Qualification Scheme
• Exin Accredited
• More Complementary Material
Course Agenda
• Introductions
• Review of IT Service Management (ITSM) and IT
Infrastructure Library (ITIL)
• ITIL v3, a look at the Lifecycle
• Service Lifecycle Approach
• Service Strategy
• Service Design
• Service Transition
• Service Operations
• Continual Service Improvement
• Where do you work?
• What is your Title and Key Responsibilities?
• What is your IT experience?
• What is your Service Management experience?
• What expectations do you have for this class?
Course Design
• Coverage of Service Lifecycle strategy within ITIL v3
• Lecture
• Simulation Case Study
• Practice Exams
• Foundations Certification Exam (Optional)
Review of ITIL
• Conceived in Mid 1980’s
• Centralized  distributed computing
• Geographically distributed resources
• Led to inconsistent process delivery & support
• OGC: UK Office of Government Commerce
• CCTA (Central Computer and Telecommunications Agency)
• Evolution
• V1: 30 Titles
• V2: 7  9 Titles
• SM broke into Service Support & Service Delivery
• V3: 5 titles
• Standard for Service Management
• Best Practice across many industries
• itSMF (IT Service Management Forum)
ITIL v2 Books Review
2001: v2
2007: v3
SAM & Security Mgt Added Later
Mostly used for Service Desks
Why ITIL for Service Management?
• Best Practices
• Non-Proprietary/Non-Prescriptive
• Guidance, not regulations
Just In Time Delivery
Automatic Updates
Web Design
UN Best Practices
Can you name any?
• Innovative
Best Practices
Lead to Good
Good Practices
Lead to Best
Complementary Guidance
Commonly known frameworks and
standards that have synergy with ITIL:
• Project Management
• ISO/IEC 20000
• ISO/IEC 15504
• 6 Sigma
• ISO/IEC 19770:2006
• Other ITSM
• Management of Risk
• ITIL Live
This Course is EXIN accredited:
• Independent exams in IT, based
on standards and best practices
Worldwide recognition, in over 125
40 years of experience, involving
High quality, web-based
Partner with The APM Group
Limited (APMG) who won the
rights to administer the ITIL
accreditation, certification and
examination needs for the OGC
International certification
for IT Standards
•ISO/IEC 20000:SQM
More Complementary Material
• Pocket Guides
• itSMF (updated May 2009)
• Foundation Handbook
• Standards Alignment with ISO
• Knowledge and Skills
• information on the experience and
knowledge needed to exploit (and
gained through) ITIL
• Case Studies
• Scalability
• How to scale service management
• Quick Wins
• Details of potential quick wins and
benefits that can be obtained from the
adoption of ITIL practices
• Qualifications
• A set of qualifications based around the
core publications and their use within
the industry
• Templates
• Study Aids
• Additional guides that can be used by
students studying ITIL, particularly on
implementation for specific
accredited training courses
organizations, such as very small or
very large businesses update service: • Specialty Topics
a web-based service providing regular
• Specific areas of interest, such as
Benefits of ITIL
• Alignment with business needs. ITIL becomes an asset to the business when IT can proactively
recommend solutions as a response to one or more business needs. The IT Strategy Group recommended
in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to
understand the business’ current and future needs and develop service offerings that can address them.
Negotiated achievable service levels. Business and IT become true partners when they can agree upon
realistic service levels that deliver the necessary value at an acceptable cost.
Predictable, consistent processes. Customer expectations can beset and are easier to meet with
through the use of predictable processes that are consistently used. As well, good practice processes are
foundational and can assist in laying the groundwork to meet regulatory compliance requirements.
Efficiency in service delivery. Well-defined processes with clearly documented accountability for each
activity as recommended through the use of a RACI matrix can significantly increase the efficiency of
processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform
each activity, service delivery tasks can be optimized.
Measurable, improvable services and processes. The adage that you can’t manage what you cannot
measure rings true here. Consistent, repeatable processes can be measured and therefore can be better
tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor
for incident management is to reduce the time to restore service. When predictable, consistent processes
are used key performance indicators such as Mean Time To Restore Service can be captured to determine
whether this KPI is trending in a positive or negative direction so that the appropriate adjustments can be
made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics
and monitoring in place, IT organizations can monitor SLAs and make improvements as necessary.
A common language – terms are defined.
Module 2: Lifecycle
Overview of ITIL Key Concepts
Five Core Books
Lifecycle: Terms of Interest
Capabilities and Resources
Value Creation
Lifecycle: Five Phases
Benefits of ITIL to the IT Provider
Benefits of ITIL to the Customer
RACI and Organizational Structure
Continual Service Improvement
Process Model
The 4 P’s of Design
Review Questions
Overview of ITIL Key Concepts
• ITIL (IT Infrastructure Library) provides a framework of
Best Practice guidance for IT Service Management and
since its creation, ITIL has grown to become the most
widely accepted approach to IT Service Management in
the world.
• A Framework for IT governance
5 Core Books
Service Management Lifecycle Phases
• Service validation and testing
• Service Strategy
• Transition planning (Release 
• Understanding who the IT customers are
• The service offerings that are required to
• Users
meet the customers’ needs
• Support personnel
• The IT capabilities and resource that are
• Production environment
required to develop these offerings
• The requirements for executing successfully
• Service Operation
• Cost of delivery is consistent with the value
• Delivers the service
• Service Design
• Assures new and change services are
designed effectively
• Technology and architecture
• Processes required to manage services
• Service management systems and tools
• Monitor and support
• Measuring service levels
• Service Transition
• The design is built, tested and moved into
• Manage changes
• Control assets and configuration items
• Overall day-to-day health
• Manage disruptions
Rapid restoration
Determine the root cause
Detect trends
Handle daily routine end user requests
Manage service access
• Continual Service Improvement
• Measure and improve efficiency &
• Service levels
• Technology
• Processes
Terms of Interest
• Service Management
• Service
• Service Owner
• Process
• Process Owner
• Function
• Capability
• Resource
• Service Asset
Continual Service Improvement
Business Service Examples
• Telecommunications
• Telephone
• Pager
• Voice mail
• Intranet paging
• Resource Scheduling
• Conference rooms
• Equipment
• Training rooms
• Finance/Accounting
• General ledger
• Accounting functions
• Decision support
• Reporting
• Budgeting
• Revenue
• Travel
• Meeting Requests
• Expense Reports
• Procurement/Supply Chain
Purchase orders
Inventory control
• Human Resources
Job Postings
Time & Attendance
Staff Scheduling
Performance Management
• System Access (Security)
• Grant, Request, biometric
• IT Training
• Desktop
• System
• Service Desk
Shrink wrapped
• Incidents & Service Requests
• Remote Access
• Remote Desktop
• Tokens
• End User Tech
• Install Hw/Sw
• Move Hw
• Change Sw
• Network Access (Physical)
• Mobile devices
• Disposal
• Lifecycle
Technology Service Examples
Data transport – Network equipment:
Data transport – Network equipment
Data transport – Network equipment
Network monitoring
Network management
Secure access to external and internal
Secure access to and from Internet
Data transport - wired network
Data transport - wired network
Data transport - wired network
Data transport - wireless network
Data transport - wireless network
Data transport - wireless network
Cable Head In - Maintenance and
Cable Head In – Administration
Cable Relocates (Physical)
Cable TV Fiber Setup/Teardown
Database installation
Database tuning
Database backup/restore
Database account management
Database schema changes
Database consulting
Database management
Database monitoring
Account management
Server management
Server monitoring
SAN Enterprise Storage Area
SAN Enterprise Storage Area
Internet Security and Connection
Active Directory management
Server provisioning
Infrastructure application maintenance
Applications Development
Application Development (Design,
Development, Documentation)
Incident management
Consulting (Internal Software
Implementation coordination
Money Transfers
Report Development (Crystal Reports,
batch, etc.)
Web Development and Administration
GIS Development and Administration
Web Content Management
Application Monitoring
Application Management (maintenance,
patch management)
Training (early life support)
Access Database Development
Requirements Gathering
Forms Development
Continual Service Improvement
Capabilities & Resources
Financial Capital
Value Creation
5 Phases
• Strategy
• Working with the business to plan appropriately for both Long and Short
term service needs
• Design
• Planning and architecting services that fall within the business’s strategy
• Transition
• Moving planned business initiatives to live status
• Retiring old services no longer of value to the business
• Improving services to keep the business at or above required competitive
• Operation
• Manage the services currently utilized by the business
• Continual Service Improvement
• Implemented as part of every process
Benefits of ITIL to the IT Provider
• Service Management Best Practices
• Lifecycle Approach
• Better management of services
• Better Integration among
• Business services
• IT Services
• IT Functions
• Focus on Value of Service
Benefits of ITIL Whitepaper
• From a business perspective, the adoption of ITIL practices by IT service providers – whether in-
house providers or external suppliers – ensures many benefits, including:
IT services which align better with business priorities and objectives, meaning that the business achieves more in terms of its
strategic objectives
Known and manageable IT costs, ensuring the business better plans its finances
Increased business productivity, efficiency and effectiveness, because IT services are more reliable and work better for the
business users
Financial savings from improved resource management and reduced rework
More effective change management, enabling the business to keep pace with change and drive business change to its
Improved user and customer satisfaction with IT
Improved end-customer perception and brand image.
• Real organizations have benefited from ITIL practices in a number of ways – for example:
A nationwide retail organization made savings in excess of £600,000 per annum by adopting service strategy practices for its
financial management.
An organization identified that most of the cost of delivering IT support came from resolving customer issues. By adopting ITIL
approaches to knowledge-based information and self-help, it was able to reduce costs of support by over 75% while at the same
time increasing user satisfaction with the service, and improving user productivity.
A medium-sized IT service organization invested e2.6m in a two-year program to improve its IT service management. It
recouped the investment within the first year, and achieved annual savings of e3.5m mainly through rationalizing unused and
under-used resources (people, software licenses, IT hardware etc). It also reduced IT incident resolution times and improved
customer satisfaction by over 11%.
A large multinational company made annual savings of £5m by introducing ITIL service design practices to its IT supplier
From whitepaper: “Executive Briefing: The Benefits of ITIL” by Maggie Kneller, Independent Consultant
Benefits of ITIL to the Customer
• Focus on Business Needs
• Services Aligned to Business Activity
• Services Designed to Meet Business Requirements
RACI and Organizational Structure
• RACI Model
• Responsible
• What needs to be done and by whom
• Accountable
• Who are the owners of the results
• Consult
• Who has ability to assist, guide?
• Inform
• Who needs/desires to know
Typical Steps in RACI Process
• Identify all Processes
• Identify all Roles
• Fill in chart, identifying RACI for each Process
RACI Example
Enterprise Governance
Corporate Governance
Business Governance
Ie. Conformance
Ie Performance
Value Creation
Resource Utilization
IT Governance
IT Governance is the
responsibility of the
Board of Directors and
Executive Management
IT Governance
IT Governance
Process Model
• Measureable
• Deliver specific Results
• Customers/Stakeholders
expectations must be met
• Respond to event or
Process Model
The 4 P’s of Design
People, Process, Products, Partners
Process by Lifecycle
Process by Lifecycle (SS)
Process by Lifecycle (SD)
Process by Lifecycle (ST)
Process by Lifecycle (SO)
Process by Lifecycle (CSI)
Service Lifecycle Stages
Sample Questions
Module 3: Service Strategy
Service Strategy
Service Strategy Key Concepts
Strategy Key Activities
Strategy Terms of Interest
Utility and Warranty = Value
Service Provider Types
Service Strategy Processes
Financial Management
Service Value
Service Justification: Business Case
Service Portfolio Management
Demand Management
Demand and Capacity
Review Questions
Service Strategy
• ITSM Starting Point
• Explore Business Needs,
• Align IT Strategies to
Business Strategies
• Focus on Services
as “Value” to business
• Source Appropriately
How do you become “not optional”? – William D Green, CEO Accenture
Service Strategy Key Concepts
• Business Service
• Who, What, When
Where & How
• Who are the
• What are the Services,
Infrastructure, ROI/VOI
• When will they be delivered
• Where will they be delivered
• How to implement, operate,
feedback to improve
Strategy Key Activities
• Define the Market
• Competition and Marketspace
• Develop the Offerings
• Service Value (Assets, Networks, Creation & Capture)
• Develop Strategic Assets
• Technical, Business, Informal/Formal
• Prepare for Execution
• Securing Financial Management
• Integrate into Service Portfolio Management
Strategy Terms of Interest
• Warranty
• Usability of a service
• Is it user-friendly?
• “Fit for Use”
• Utility
• Functionality of a service
• It does what it was designed to do
• “Fit for Purpose”
• Open-loop Systems
• Perform activity regardless of environment conditions, ie Backup scheduled
• Closed-loop Systems
• Monitor environment and respond to changes, ie load balancing
• Trigger
• Event that launches a process, ie a call to the Service Desk begins Incident
Management Activities
• Used for Closed-Loop Systems
Open-Looped vs. Closed-Looped
Capacity Management via over/under provisioning
Load Balancer detecting congestion/failure and redirecting traffic
Warranty & Utility = Service Value
Service Models
Service Provider Types
• Type I
• Internal
• Type II
• Shared Services (Internal)
• Type III
• External Provider
Service Provider Decision Matrix
Type I
Type II
Type III
Type I
Type II
Type III
Value Net
Choosing Provider Type
• Does the activity require assets that are highly specialized?
• Will those assets be idle or obsolete if that activity is no longer performed?
(If yes, then disaggregate.)
• How frequently is the activity performed within a period or business
• Is it infrequent or sporadic? (If yes then disaggregate.)
• How complex is the activity?
• Is it simple and routine?
• Is it stable over time with few changes? (If yes, then disaggregate.)
• Is it hard to define good performance? (If yes, then aggregate.)
• Is it hard to measure good performance? (If yes, then aggregate.)
• Is it tightly coupled with other activities or assets in the business?
• Would separating it increase complexity and cause problems of
coordination? (If yes, then aggregate.)
Service Strategy Processes
• Financial Management
• Service Portfolio Management
• Demand Management
Financial Management
• Service Valuation
• ROI (and VOI)
• Funding (Budgeting)
• Accounting
• Chargeback
Elements of Financial Management
• Service Valuation
• Demand Modeling
• Service Portfolio Management
• Service Provisioning Optimization
• Planning Confidence
• Service Investment Analysis
• Accounting
• Compliance
Business case structure
• Introduction
• Presents the business objectives addressed by the service
• Methods and assumptions
• Defines the boundaries of the business case, such as time period,
whose costs and whose benefits
• Business impacts
• The financial and non-financial business case results
• Risks and contingencies
• The probability that alternative results will emerge
• Recommendations
• Specific actions recommended.
Service Portfolio Management
• The Provider’s collection of Services available to the
• Services defined in terms of business value
• Repository detailing information about the services throughout the
• Means for comparing service competitiveness
• Why should a customer buy from this provider?
• What is a fair rate for the service?
• What are the strengths, weaknesses, priorities, risks?
Service Portfolio
Management Methods
Service Portfolio 1
Service Portfolio 2
Demand Management
Demand and Capacity
User Profiles
User Profile
Applicable Patterns of Business Activity (PBA)
PBA Code
Moderate travel-domestic and overseas; highly sensitive information;
zero latency on service requests; high need for technical assistance;
need to be highly available to the business
Highly mobile
Extensive travel-domestic and overseas; sensitive information; low
latency on service requests; moderate need for technical assistance;
high customer contact; need to be highly available to customers
Office-based administrative staff; low travel-domestic; medium latency
on service requests; low need for technical assistance; full-featured
desktop needs; moderate customer contact; high volume of
paperwork; need to be highly productive during work hours
Business system; high volume; transaction-based; high security
needs; low latency on service requests; low seasonal variation;
mailing of documents by postal service; automatic customer
notification; under regulatory compliance; need for low unit costs;
need to be highly secure and transparent (audit control)
Business process; moderate volume; transaction-based; moderate
security needs; very low latency on service requests; medium
seasonal variation; mailing of replacement parts by express; automatic
customer notification; need to be highly responsive to customers
Module 4: Service Design
Service Design
Service Design Key Concepts
Service Design Terms of Interest
Business Change Process
Design Management
5 Aspects of Service Design
4 P’s
Design Constraints
Service Design Processes
Service Catalog Management
Service level Management
Availability Management
Capacity Management
IT Service Continuity Management
Information Security Management
Supplier Management
Service Design
• Design of Services to meet
Business Needs
• Design of Processes to
maximize Service
• Design of Measurements
and Metrics to assist in
Service Management and
Service Design Quote
• The common mistake that people make when trying to
design something completely foolproof is to
underestimate the ingenuity of complete fools
--Douglas Adams
Service Design Key Concepts
• The Main purpose of Service Design stage is the design
of new or changed services for introduction into the live
Service Design Terms of Interest
• Service Provider
• Service Level Agreement
• Operational Level Agreement
• Contract
• Service Design Package
• Availability
• Supplier
Operational Level Agreement
Support Service Description
Scope of Agreement
Service Hours
Service Targets
Contact Points & Escalation
Service Desk & Incident Response Times & Responsibilities
Problem response times and Responsibilities
Change Management
Release Management
Configuration Management
Information Security Management
Availability Management
Service Continuity Management
Capacity Management
Service Level Management
Supplier Management
Business Change Process
Role of Project Team
Design Management
5 Aspects of Service Design
• Design of Service Solutions
• Design of Service Management Systems & Tools
• Especially the Service Portfolio
• Design of Technology Architectures and Management
• Design of Processes
• Design of Measurement methods and Metrics of the
Design of Service Solution
• Focus on Business Needs
• Designed to meet Functional Requirements
• Development of Resources and Capabilities
Design of Service Portfolio
Service Portfolio Content
• Service Name
• SLR references
• Service Description
• Supporting Services
• Service Status
• Supporting Resources
• Classification & Criticality
• OLAs, Contract &
• Applications used
• Costs
• Metrics
• Data used
• Business processes
• Business owners
• Business Users
• IT owners
• Email
• Calendaring
• Conference Room
• Printing & Scanning
• Security (via CCTV)
• Fire
• Physical
• Access
• Iprotect
• Logical
• Encryption
• Access
• Telecommunication
• Phone
• Landlines
• Mobile
• Fax
• File Storage & Maintenance
• Desktop Maintenance
• Supporting Apps
• Data Protection
• BU
• DR
• Clustering
• Bus Continuity
• Content Mgt/Collaboration
• Db
• Tuning
• Hosting
• Admin
• App Support / Admin
• Policy & Guidelines
• Risk Assessment
• Governance
• Compliance
• Records Management
Design of Technology Architectures and
Management Systems
Architectural Relationships
Design of Process
Design of Measurement Methods and
Metrics of Service
Design Constraints
Service Design Processes
• Service Catalog Management
• Availability Management
• Capacity Management
• IT Continuity Management
• Service Level Management
Service Catalog Management
• Dependent on Service Portfolio
• Details of all LIVE and APPROVED-FOR-LIVE services
• 2 versions
• Business Service Catalog
• Technical Service Catalog
Service Design
The Big Picture
Service Catalog
Service Level Management
• Design SLA framework
• Gather, Document SLR’s
• Monitor Performance against SLA’s
• Produce appropriate reports
• Conduct Reviews (could lead to SIP)
• Manage contacts and relationships
“Agree, Monitor, Report, Review”
Scope of SLM
• Service Level Agreements
• Service Level Requirements
• Availability Targets
• Operational Level Agreements
• Contracts
• Reporting and Reviewing
• Service Improvement
SLA Structures
• Service-based SLA
• Covers 1 service and all
• Common service levels for all
• Customer-based SLA
• Covers 1 customer group and
all services
• Customer prefers this
• Only 1 signature
• Multi-level SLA
• Corporate
• All customers and all services
• Customer
• All SLM issues to 1 customer
• Service
• All SLM issues for 1 service to 1
Availability Management
• Produce Availability Plan
• Provide Guidelines on Availability Issues
• Ensure Availability Targets
• Assist on Availability Incidents and Problems
• Assess Change Plans
• Proactive Improvements of Availability
Availability Management Responsibilities
Availability Management Key
• Service Availability
• Component Availability
• Reliability
• Maintainability
Availability Management Process
• Monitor using events, alarms, escalation and scripts for
• Availability
• MTBF: Mean Time between Failure
• Uptime
• Reliability
• MTBSI: Mean Time between Service Incident
• Average Reliability
• Maintainability
• MTTR: Mean Time between Repair/Replace/Recovery/Resolve
• MTRS: Mean Time between Restore Service
• Downtime
Availability Management Calculations
Availability Management
Calculation Example
• A situation where a 24x7 service has been running for a
period of 5,020 hours with only 2 breaks
• 1x 6 hours
• 1x 14 hours
• Availability = (5,020-(6+14))/5,020 x 100 = 99.6%
• Reliability (MTBSI)= 5,020/2 = 2,510 Hours
• Reliability (MTBF) = 5,020 – (6+14) / 2 = 2,500
• Maintainability (MTRS) (6+14) /2 = 10 Hours
Vital Business Functions
• High Availability
• Masks effects of failure
• Fault Tolerance:
• Service, component or CI to operate correctly after failure of
component part
• Continuous Operations
• Eliminate planned downtime
• CIs may be down, but not service
• Continuous availability
• No planned downtime
• Impact by user minutes lost
• Duration of downtime x no. of users impacted
• Impact by business transaction
• No. of transactions that could NOT be processed during downtime
Availability Activities & Methods
• Identify Vital Business
Component Failure Impact
Fault Tree Analysis
Testing & Maintenance
Produce Projected Service
Outage Document
• Unavailability Analysis
• Plan & Design for
new/changed services
• Redundancy
• High Availability
• Monitor, Measure, Analyze,
Report, Review on
Component Availability
• Expanded Incident Lifecycle
• Service Failure Analysis
Capacity Management
• Business Capacity Management
• Service Capacity Management
• Component Capacity Management
• Capacity Management Information System
• Capacity Plan
Capacity Management Responsibilities
• Capacity Plan
• Guidance and Assistance on Capacity-related issues
• Ensure Capacity Targets
• Ensure Proactive Improvements
Capacity Management
• Provides information on current and planned resource
utilization of individual components to enable organization
to decide, with confidence:
• Which components to upgrade
• More memory, faster storage/processors, more bandwidth
• When to upgrade
• Not too early (over capacity)
• Not too late (bottlenecks)
• How much upgrade will cost
Capacity Management IS
Continuity Management
• Service Continuity Plans
• Business Impact Analysis
• Guidance on Continuity and Recovery
• Ensure Continuity and Recovery Measures in Place
• Assess Impact of Change on Continuity Plans
• Ensure Proactive Measures
• Negotiate with Suppliers for Continuity Needs
ITSCM Lifecycle
• Policy Setting
• Terms of Reference and Scope
• Allocate Resources
• Define Project organization and control structure
• Agree Project and quality plans
Risk Profile Example
Information Security Management
• IT Information Security Policy (ISP)
• Ensure Security Requirements
• Document & Implement Security Controls
• Manage Supplier Access to Systems
• Manage Security Breaches and Security-related incidents
• Proactive Improvements of Security
• Integrate Security Aspects within other ITSM processes
5 Elements of Security Framework
Information Security Key Concepts
• Passwords (Access Management)
• Email
• Virus Control
• Encryption
• Remote Access
• Information Security Management System
Supplier Management
• Supplier Policy
• Obtain Value from Suppliers
• Ensure Supplier Contracts are Business-aligned
• Manage Supplier Relationships and Performance
• Negotiate Supplier Contracts and Manage them through
their Lifecycle
• Supplier and Contract Database
Supplier Management Components
Supplier Management
Partner Relationships
• Strategic alignment
• Integration
• Information Flow
• Mutual Trust
• Shared Risk/Reward
• Openness
• Collective Responsibility
Supplier Management
Partner Relationship Example
Supplier Categorization
• Strategic
• Partnering relationships
• Senior Management
• Tactical
• Commercial Activities
• Middle Management
• Operational
• ISP, CoLo
• Junior Level
• Commodity
• Paper, Printer consumables
The Supplier and Contract Db
Service Transition
• Service Transition
• Service Transition Key Concepts
• Service Transition Terms of Interest
• Service Transition Processes
• Change Management
• Assets & Configuration Management
• Knowledge Management
• Release & Deployment Management
• Transition Planning & Support
• Validation and Testing
• Evaluation
Service Transition
• Enable Effective Business
• Manage Change & Risk
• Guide New IT Service into
• Ensure Service Quality
• Minimize adverse impact of
Service Transition Purposes
• Plan & Manage resources required to package, build, test and
deploy a release into production
Evaluate service capability and risk profile prior to new or
changed service is release or deployed
Provide good-quality knowledge and information so Release &
Deployment Management can expedite effective decisions
through test environment and into production
Provide efficient repeatable build and installation mechanisms
to deploy releases to test and production environments and
rebuild/restore if necessary
• Set Customer Expectations as to the use and performance
• Reduce variations
• Reduce Known Errors
• Objectives
• Meet predicted cost, quality and time estimates
Service Transition Key Concepts
Service Transition Terms of Interest
• Service Knowledge Management System
• Configuration Item
• Configuration management System
• Definitive Media Library
• Change
• Normal, Standard, Emergency
• Seven R’s of Change Management
• Release Unit
• Release Policy
Service Transition Processes
• Complete Lifecycle
• Change Management
• Asset & Configuration management
• Knowledge Management
• Within ST
• Transition Planning and Support
• Release and Deployment Management
• Service Testing and Validation
• Evaluation
Change Management
• Focus on Changes to assets and Cis across whole
• Change Activities
• Planning and Controlling Changes
• Change & Release Scheduling
• Communications
• Change Decisions and Authorizations
• Measurement & Reporting
Change Scope
Change Management
Roles & Resources
• Request for Change
• Change Advisory Board (CAB)
• Emergency Change Advisory Board (ECAB)
• Schedule of Change (SC)
• Projected Service Outage Document (PSO)
• Post Implementation Review (PIR)
Example Types of Request
Type of Change
Doc work Proc
RFC Service Portfolios
-New item
-Predicted Scope, Bus Case,
-Service Pipeline
Service Change
RFC to Service or Service
-Existing or planned attributes
-Impacts SD
-Service Improvement
Service Change
Project Change Proposal
-Business Change
-No Impact on Service
Project Change
User Access Request
User Access
Operational Activity
Local Procedure
Normal Change
Standard Change
7 Rs of Change
• 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
Change Impact & Risk Matrix
Asset & Configuration Management
• Asset Management Focus:
• Service Assets during Service Lifecycle
• Configuration Management Focus:
• Manage Logical Model of Infrastructure
• Show how Assets and Components interrelate
Asset and Configuration Management
Key Components
• Configuration Items
• Configuration Management Systems
• Configuration Management Databases
• Definitive Media Library
• Configuration Baseline
• Configuration Model
Configuration Model
Asset Management
• Manage / Details
• Inventory of Assets
• Owner / Responsible party for Asset
• Lifecycle steps form Acquisition to Disposal
• Financial Information
Configuration Management Information
• Logical Model of the IT Infrastructure
• Data from multiple sources or federated CMDBs
• References Definitive Media Libraries, Spares Store and
Asset Stores (staging area)
Knowledge Management
• Service Knowledge Management System (SKMS)
Right Information to the right people at the right time
Knowledge Sharing
Release and Deployment Management
• Deliver Change faster, at lower cost, with reduced risk
• Assure the changed or new service supports the business
and its customers
• Ensure consistency in implementing changes
• Ensure traceability
Release and Deployment Activities
• Planning
• Preparation
• Build and test
• Service and Pilots
• Plan and Prepare for Deployment
• Transfer. Deploy/ Retire
• Verify
• Early Life Support
• Review and Close Deployment
• Review and Close Transition
Transition Planning and Support
• Determine Capacity and Resources
• Support transition teams
• Ensure integrity of Assets
Validation and Testing
• Validation
• Is the change fit for purpose (Utility)?
• Is the change fit for use (Warranty)?
• Testing
• Is the change going to achieve its intended result (Utility)?
• Is the change going to work without adverse effects (Warranty)
• Determines a means of answering these two questions
• What was the expected result?
• Did the change succeed?
Module 6: Service Operations
• Service Operation
• Service Operation Key Concepts
• Service Operation Terms of Interest
• Service Operations Processes
• Incident Management
• Problem Management
• Event Management
• Request Fulfillment
• Access Management
• Service Operations Function
Service Operations
• Manage Day to Day
• Operations
• Provide Value to Customer
• Communication
• Support
Service Operation Key Concepts
• Services that are operational
• Services that are utilized
• Technology used to deliver services
• And processes
• People
Service Operations
• An interesting daily dichotomy
• Services vs. Components (External vs. Internal)
• Manage the customer desires and needs (external) while
working with an ever changing IT architecture (internal).
• Stability vs. Responsive
• Attempt to keep the environment stable while at the same
time being responsive to user needs
• Quality vs. Cost
• Managing expectations within a finite budget
• Reactive vs. Proactive
• Balance hard to achieve if environment routinely
undergoes massive change
Service Dichotomies
Service Operation Terms of Interest
• Incident
• Alert
• Event
• Service Request
• Problem
• Known Error
• Workaround
• Impact, Urgency, Priority
Service Operation Processes
• Incident Management
• Problem Management
• Event Management
• Access Management
• Request Fulfillment
Incident Management
• Restore Service as Soon as Possible
• Standard Incident Model
• Assist in speedy Incident Management
• Major Incident Management
• Problem Management may be asked to assist
Incident Management Workflow
Information Needed
• Unique reference number
• Call-back method (telephone,
• Incident categorization (often
broken down into between two
and four levels of sub-categories)
Incident urgency
Incident impact
Incident prioritization
Date/time recorded
Name/ID of the person and/or
group recording the incident
Method of notification (telephone,
automatic, e-mail, in person, etc.)
of user
mail, etc.)
Description of symptoms
Incident status (active, waiting,
closed, etc.)
Related CI
Support group/person to which
the incident is allocated
Related problem/Known Error
Activities undertaken to resolve
the incident
Resolution date and time
Closure category
Closure date and time.
Incident Level Matrices
Priority Code
Target Resolution
1 Hour
8 Hours
24 Hours
48 Hours
Incident Closure
• Closure Categorization
• User satisfaction survey
• Incident documentation
• Ongoing or recurring?
• Formal closure
• Auto
• Manual
Incident Management interfaces with
• Problem Management
• Change Management
• Incidents are caused by problems
• Workaround or resolution
• Report problems to Problem
• Logged as RFC
• Configuration Management
• Assist in finding faulty equipment
• PM detects and resolves incidents
arising from failed changes
• Capacity Management
• Impact assessment
• IM provides trigger for
• Hold information about which
performance monitoring
• Workarounds
categories should be assigned to
which support group
• Availability Management
• Audit infrastructure as comparison
• Relies on IM for availability of
services and improvement paths
• Helps define measurable response • Release & Deploy Management
• Helps identify weak services
Event Management
• Scope focused on specific events vs. general monitoring
• Early detection – Preventative
• Basis for key automated operations
• Detect
• Make sense of
• Act on
• Classifications
• Informational
• Warning
• Exceptions
Request Fulfillment
• Handles non-incident requests
• Service Requests
• RFC’s (Standard Changes)
• Request Models
• Self-Help Opportunities
Event Management Scope
• CI
• Constant State
• Switches/Routers
• Status changes
• Updating file server
• Environmental conditions
• Fire/smoke detection
• Sw licensing monitoring
• Security Intrusion
• Normal Activity
• Application usage
• Server Performance
Access Management
• Access Rights
• Verification of Legitimacy of requests
• Monitoring Identity Status
• Logging and Tracking access
• Granting/Removing/Restricting
• Privileges predetermined (Availability & Security
• Physical Access control NOT within scope
• Facilities
Value to Business
• Maintain Confidentiality of Information
• Reduces errors by unskilled users
• Audit services to trace abuses
• Revoke access when needed
• Regulatory compliance (SOX, HIPAA)
Requesting Access
• Standard Request
• Request for Change
• Service Request
• Pre-Authorized Script
• Filling form to download application
Service Operation Functions
• Service Desk
• Technical Management
• Application Management
• IT Operations
Service Desk
• Single Point of Contact for User Community
• Manages Incidents and Service Requests
• First level support
• Escalate as agreed
• Keeps users informed
• Closes
• Conducts Satisfaction Surveys
• Communicates with Users
• Update CMS
Service Desk Organizational Structures
• Local Service Desk
• Centralized Service Desk
• Virtual Service Desk
• May be structured as “Follow the Sun” Service Desk
Local Service Desk
• Reasons for having
Local desk when call
volumes don’t justify it
• Language, Cultural,
Time zones
Specialized group
Specialized services
VIP/critical user status
Centralized Service Desk
• Advantages
• Costs are reduced.
• Resources are optimized.
• Management is simplified.
• Disadvantages
• Users are spread across
several geographical
locations, with different
languages, products and
• Maintenance services need
to be delivered on site.
Virtual Service Desk
• Knowledge is centralized.
• Unnecessary duplication
is avoided, with the
consequent cost savings.
• A "local service" can be
offered without incurring
extra costs.
• The quality of service is
uniform and consistent.
Service Desk Metrics
• First Line Resolution Rate
• Average time to resolve an incident
• Average time to escalate incident
• Average cost of handling an incident
• Specific to Service Desk
• Percentage of user updates as agreed by SLA
• Average time to review and close a resolved call
• Average number of calls per day and per week
Technical Management
• Custodian of Technical Knowledge
• Provides the Resources to support the ITSM Lifecycle
• Starts in SS
• Expands in SD
• Executed in SO
• Ongoing in CSI
• Activities
• Documentation of skills (current and future)
• Design training
• Defined in SD, executed in SO
• Recruiting/contracting people with skills
• Define standards used in Design of new Architectures (SO/SD)
• Design Performance Standards
Application Management
• Assists in application sizing and workload forecasts
• Assists in identifying ongoing operational costs of
Assists in determining support skills required
Assists in determining costs of customization
Assists in determining to build or buy
Assists in data access requirements
Application Management Lifecycle
IT Operations Management
• Operations Control
• Console Management
• Job Scheduling
• Back-up and Restore
• Print & Output Management
• Maintenance Activities
• Facilities Management
• IT Environment
• Ie Data Center
Continual Service Improvement
• Continual Service Improvement
• Continual Service Improvement Key Concepts
• Continual Service Improvement Key Terms
• Continual Service Improvement Activities
• Constant Improvement: Deming
• Seven Steps of Improvement
• CSI Model
• Role of Measurements
• Focus on Business Needs
• Methods & Techniques of Continual Service Improvement
Continual Service Improvement
• Continual Re-
Alignment of IT to meet
• Improve Services
• Assist/Guide growth &
maturity of Service
• Manage, Analyze,
Continual Service Improvement
Key Concepts
• Main Areas
• Overall Health of ITSM
• Continual alignment of Service Portfolio to Business Needs
• Maturity of IT Processes
• Guiding principles
• You cannot manage what you cannot control
• You cannot control what you cannot measure
• You cannot measure what you cannot define
Continual Service Improvement
Key Terms
• Baseline
• 7 Steps of Improvement
• CSI Model
• Metrics
• Technology
• Process
• Service
Continual Service Improvement Activities
Key Activities
Key Roles
Collect data and analyze trends compared to baselines, targets, SLAs
and benchmarks. This would include output from services and service
management processes
CSI Manager, Service
Manager, Service Owner, IT
Process Owner
Set targets for improvement in efficiency and cost effectiveness
throughout the entire service lifecycle
CSI Manager, Service
Set targets for improvements in service quality and resource
CSI Manager, Service
Manager, Service Owner,
Business Process
Consider new business and security requirements
CSI Manager, Service
Manager, Business Process
Consider new external drivers such as regulatory requirements
CSI Manager, Service
Business Process Owner
Create a plan and implement improvements
CSI Manager, Service
Service Owner, Process
Provide a means for staff members to recommend improvement
CSI Manager, Service
Constant Improvement: Deming
7 Steps of Improvement
CSI Model
Role of Measurements
Focus on Business Needs
Methods & Techniques of CSI
• Assessments
• Gap Analysis
• Balanced Scorecard
• Deming Cycle
• Plan
• Do
• Check
• Act
Demand and Capacity
Pattern of Business Activity (PBA)

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