29jul08 Itilfv3 2 Days

8/13/2019 29jul08 Itilfv3 2 Days

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VinsysITIL V3 Foundation Course

1

Vishal Vyas

Principal ConsultantITSM


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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 syndromeparticipate actively. Best way to move aheadAgree to disagree

Kaun Banega CertifiedGame Rules


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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

3


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Agenda

To create fundamental understanding of terminology, structureand 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 andchallenges


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Course Structure

Service Strategy

Service Design

Service Transition

Service Operation

CSI

ITILV3Ove

rview

Process orientation

Terminology

Inputs and outputs

ActivitiesProcess flow / diagram

Process Roles

Challenges

KPIs

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

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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 Customeroutcomes are the genesis of services

7


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Customer Satisfaction

It is difference between perceived quality and expectedquality

For a product:

the Satisfaction comes afterusage

For a service: Satisfaction happens whileit is being consumed

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IT Services: changes over time

Present

Extended enterprise;Systems used by customers& suppliers

IT is a critical success factorfor virtually every business.

Cost reduction initiativesled to outsourcing &consolidation

ROI need to be

demonstrated.

IT has a central role incorporate governance

Past

Business systems used onlyby employees

Business initiatives didntalways have ITunderpinnings

Limited cost reductionopportunities

Business value of IT takenas granted

Compliance, Governance &Transparency were alwaysbackburner issues

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Conclusions

We need to look towards IT operations from a serviceperspective (preparing, delivering, retiring)

For business satisfaction, business needs must beaddressed by appropriate corresponding services

For user satisfaction, their ability to complete their workmore effectively and efficiently must be enhanced

Service is remembered not by products but by the qualityof 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 bycompanies getting good results

Reasons to adopt good practice: Dynamic environments

Performance pressure

Benefits: They help organizations benchmark themselvesagainst peers in the same and global markets to closegaps in capabilities

Sources: Public frameworks, standards, proprietaryknowledge of individuals and organizations, communitypractices, etc.

1


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1

Public framework

Public frameworks and standards are validated across diverseset 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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1

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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1

Scope of Service Management

Process

Products

People

Partners

Increase competence by


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1

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.

1


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1

Process Model

Process Control

Triggers

Process

Process

Inputs

Process Owner

Process

Documentation

Process Policy

Process Objectives

Process Feedback

Process ActivitiesProcess Metric

Process

Procedures

Process Work

Instructions

Process Enablers

Process

Outputs

Including process

reports and reviews

Process Roles

Process

Improvements

Process ResourcesProcess

Capabilities


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1

Customers

Process 1

Process 2

Feedback

Applications Networks Servers

Process flow


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1

Characteristics of Processes

Measurable Process is performance driven and measurable on the

aspect of cost effectiveness, cycle time and productivity

Specific results A process delivers specific and individually identifiable and

countable result Customers

A process delivers its primary result to acustomer/stakeholder

They respond to specific events While process is continuous, it should be traceable to a

specific trigger

1


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2

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 theprocess

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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2

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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2

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

2


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2

Risk

Risk is defined as uncertainty of outcome, whether positiveopportunity or negative threat.

Managing risks requires the identification and control of theexposure to risk, which may have an impact on the

achievement of an organizations business objectives.

2


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2

Service Owner

Acts as a primary customer contact for all service related

enquiries and issues

Ensures that ongoing service delivery meet agreed customerrequirements

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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2

The Service Lifecycle


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2

ITIL V3 Core

2

Continual

Service

ImprovementServiceStrategy

Service

Design

Service

Transition

Service

operation

l i i h h


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2

Focal points in each phase

2

ServicePortfolio

ServiceCatal

ogue

Service

Strategy

Service

Design

Service

Transition

Service

Operation

StrategiesPolicies

ConstraintsRequirements

Solution

Designs

ArchitecturesStandards

SDP s

Transition

Plans

Tested

solutions

SKMS

Improvement

actions and plans

Requirements The Business / Customers

Operational

Plans

ContinualService

Improvement

Operational

Services

1. The 7 Step Improvement Process

2. Service Reporting3. Service Measurement

4. ROI for CSI

5. Business Questions for CSI

6. Service Level Management

1. Event Management

2. Incident Management

3. Request Fulfillment

4. Problem Management

5. Access Management

1. Transition Planning and Support

2. Change Management

3. Service Asset and Configuration Mgt

4. Release and Deployment Mgt

5. Service Validation and Testing

6. Evaluation

7. Knowledge Mgt

1. Service Catalogue Mgt

2. Service Level Mgt

3. Capacity Mgt

4. Availability Mgt

5. Service Continuity Mgt

6. Information Security Mgt

7. Supplier Mgt

1. Strategy Generation

2. Sourcing Strategy

3. Service Portfolio Mgt

4. Finance Management

5. Demand Management

CSI R i ll h


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2

CSIRunning across all phases

2

Feedback

Lessons Learnedfor Improvement

Output

Output

Output

FeedbackLessons Learned

for Improvement

Feedback


Service Strategies

Strategies,

Policies,Standards

Service Design

Plans to create and

modify

services and servicemanagement processes

Service Transition

Manage the transition of

new or changed services

or service managementprocess into production

Service Operation

Day-to-day operations ofservices and servicemanagement processes

Continual Service ImprovementActivities are embedded in the service lifecycle

Feedback


Feedback



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3

Service Strategy

Conceptualizing value creation

Ch i T d i B i


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3

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 inpublic space

Service oriented architectures reduce business complexity

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

IT capabilities and resourcesbasis for creating value

3

Wh t i St t i ?


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What is Strategic?

Strategic perspective needs to understand how servicesprovide differentiatedvalue

Being lowest-cost provider is not sufficient unless the providercan 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


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Goals & Objectives of SS

Goalis 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 valuefor customers through services

To ensure effective communication, coordination, and control among variousparts of a service organization

3

Business Value of SS


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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 getplanned returns

Helps building strategic assets which add value to business

Guides entire SD, ST & SO in a coherent manner for effectiveservice operations

3

SS Scope


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3

SSScope

1. Define the market Services and strategy

Understand the customer

Understand the opportunities

Classify and visualize

2. Develop the offerings Understand market space Outcome-based definition of services

Service Portfolio (Pipeline, Catalogue & Retired services)

3. Develop strategic assets Service management as a closed-loop control system Service management as a strategic asset

4. Prepare for execution .


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3

Service Strategy Principles

Utility and warranty


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3

UTILITY

WARRANTY

T/F

T/F

T/F

Fit for

purpose?

Fit for use?

OR

AND

Performance supported?

Constraints removed?

Available enough?

Capacity enough?

Continuous enough?

Secure enough?

T: True

F: False

Value-createdAND

Utility and warranty

Service Model


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4

Service Model

4

Configuration of

Service assets

(Structure)

Service

Model

(Dynamics)

Activities, events,

And interactions

Service

Operation

Service Assets - Resources and Capabilities


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4

Service Assets Resources and Capabilities

4

A1

A2

A3

A4

A5

A9

A8

A7

A6

CapabilitiesResources

Management

Organization

Processes

Knowledge

People

Financial capital

Infrastructure

Applications

Information

People

Service Asset for used for value creation


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Business unit

Asset

types

Create

value

Consume

assets

Generate returns

(or recover costs)

Prospects

Competitors

Regulators

Suppliers

Influence

Demand

Supply

Management

Organization

Processes

Knowledge

People

Information

Applications

Infrastructure

Financial capital

Coordinate,

control, anddeploy

Customers

Goods/

Services

Capabilities

Resources

Service Asset for used for value creation

Service Assets : Basis for Value Creation


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44

+ +

+

Businessoutcomes

(Business unit)

Value

potential

Performance

potential

Customer

AssetsServices Service

Assets

Service

potential

(Service unit)

Economic Value of Using Service


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4

Economic Value of Using Service

4

Negative

difference

Positive

difference

Net

difference

+

Gains from

utilizing the

service

Losses from

utilizing the

service

Based on DIY strategy orexisting arrangements

Reference

Value

Economic value

of service

Service Provider & Types


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4

yp

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 Iinternal service provider

Type IIshared services unit

Type IIIexternal service provider

Processes in Service Strategy (SS)


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4

gy ( )

1. Service Portfolio Management (SPM)

2. Demand Management

3. Finance Management

4

SPMGoal & Objectives


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j

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

4

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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SPM Process


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Service Strategy

Define

Analyse

Approve

Charter

Inventories

Business Case

Value Proposition

Prioritization

Service Portfolio

Authorization

Communication

Resource allocation

Service PortfolioCentral Repository


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55

The business

BusinessProcess 1

BusinessProcess 7

Business Unit A Business Unit C

BusinessProcess 4

Business Unit B

GFEDCB

System

H/W

System

S/WDBMS Networks Environment Data Applications

Infrastructure

Support

team (i)

Teams

Supplier (i)

Suppliers

OLAs

Contracts

IT

Supporting

services

Supporting

services

SLAsService A

Service Status Owner ..

Service A

Service B

Service C

The Service Portfolio

Central

repository

Risk & Investment Decision


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VentureNew Market

Growth

New servicesExisting market

DiscretionaryEnhance existing services

Non-DiscretionaryMaintain Existing services

Core

Maintain Business critical services

Transform the

Business (TTB)

Grow the Business

(GTB)

Run the Business

(RTB)

Demand MgmtGoal & Objectives


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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

5

Demand MgmtBasic Concept


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Demand

management

Demand pattern

Capacity

management

plan

Delivery schedule

Incentives and penalties to

influence consumption

Pattern of

business

activity

Business

Process

Service

Process

Service belt

Understanding SLP


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Customer

Segment X

Customer

Segment Y

Customer

Segment Z

Customer

Segment Z2

OEM

Segment

Service

Level

Package D

Service Level Package CService

Level

Package B

Service

Level

Package A

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

Finance ManagementObjectives


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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


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1. Service Valuation

2. Service Provisioning models & analysis

3. Funding model alternatives

4. BIABusiness Impact Analysis

Important Concepts :

1. Budgeting

2. Accounting

3. Reporting4. Charging

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SSRoles


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5

Director of Service Management

Contract Manager

Product Manager

Process Owner

Business Representative

5


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5

Service Design

Blue print for value creation


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Service Design


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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 andbusiness 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

Five major areas of Service Design


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1. Service Portfolio Design

2. Identification of Business Requirements, definition of Servicerequirements and design of new or changed Services

3. Technology and architectural design

4. Process design

5. Measurement design

Service Design Package


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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 itsRequirements through each stage of its Lifecycle.

SDP is then passed from SD to Service Transition.

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Service RequirementsDesign Phases


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SLR SLApilot

SLRSLRSLRSLR SLALiveSLM

App ro v ed f or

build

SDP

Business

requirements

Business

requirements

Business

requirements

Business

requirementsPilot or warranty

period

Live

operation

Design and development

Project (Project Team)

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

Design

Transition

Transition & Operation involvement

Change Management:RFC

released

Approved for

design

Approved for

test

Approved for

development

Approved for

warrantyApproved for

live releaseReview &

closure

Build, Test, Release and Deployment Management

Operation

Improvement


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Measurement design


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If you cant measure it you cant manage it.

Four types of metrics :

Progress: milestones and deliverables in the capability ofthe process

Compliance: compliance of the process to governancerequirements, regulatory requirements and complianceof people to the use of the process.

Effectiveness: the accuracy and correctness of the

process and its ability to deliver the right resultEfficiency: the productivity of the process, its speed,

throughput and resource utilization.

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SLM - Goals


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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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SLMBasic Concepts


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SLA - Service Level Agreement

OLA - Operational Level Agreement

UC - Underpinning Contract

Service Catalogue (Technical & Business)

SLR - Service Level Requirements

SIP - Service Improvement Program

6

Service Level Agreement (SLA)


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An Agreement between an IT Service Provider and a Customer

The SLA describes the IT Service, documents Service LevelTargets, and specifies the responsibilities of the IT Service

Provider and the Customer

A single SLA may cover multiple IT Services or multiple

Customers.

6

Operational Level Agreement


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An Agreement between an IT Service Provider and

another part of the same Organisation.

An OLA supports the IT Service Provider's delivery of ITServices to Customers.

The OLA defines the goods or Services to be provided andthe 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


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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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SLMKPIs


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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


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The goalis 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

7

Service Catalogue (Business & Technical)


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BusinessProcess 1

BusinessProcess 2

BusinessProcess 3

Business Service Catalogue

Service A Service B Service C Service D Service E

Technical Service Catalogue

Support

Services

Hardware Software Applications Data

Service Catalog Manager - Activities


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Ensuring that all operational services and all services

being prepared for operational running are recordedwithin the Service Catalogue

Ensuring that all the information within the Servicecatalogue is accurate and up-to-date

Ensuring that all the information within the Servicecatalogue is consistent with the information within theService Portfolio

Ensuring that the information within the Servicecatalogue is adequately protected and backed up

AvailabilityBasic Concepts


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Fault tolerance(Resilience)

Availability

Reliability

Maintainability

Serviceability

FARMS

Vital Business Function

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What is Availability ?


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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, andSecurity.

Availability is usually calculated as a percentage. Thiscalculation is often based on Agreed Service Time andDowntime.

It is Good Practice to calculate Availability usingmeasurements of the Business output of the IT Service.


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AMObjectives


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Produce and maintain Availability Plan reflecting current

and future needs

Provide advice and guidance on all availability-relatedissues

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 improvethe availability

AMActivities


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Ensuring that all existing services deliver the levels of availabilityagreed with the business in SLAs

Ensuring that all new services are designed to deliver the levels ofavailability required by the business, and validation of the finaldesign to meet the minimum levels of availability as agreed by thebusiness for IT services

Assisting with the investigation and diagnosis of all incidents andproblems that cause availability issues or unavailability of servicesor components

Participating in the IT infrastructure design, including specifying theavailability requirements for hardware and software

Information Security Management - Goal and scope


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The goalof the ISM process is to align IT security with

business security and ensure that information security iseffectively managed in all service and Service

Management activitiesISM must ensure that an Information Security Policy is produced, maintained and enforced

Scope- The ISM process should cover use and misuse ofall IT systems and services for all IT security issues

ISMObjective


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8

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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ISMResponsibilities


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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

ISMKey Activities

Production review and revision of an overall Information Security


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Production, review and revision of an overall Information SecurityPolicy and a set of supporting

specific policies Communication, implementation and enforcement of the security

policies

Assessment and classification of all information assets anddocumentation

Implementation, review, revision and improvement of a set ofsecurity controls and risk assessment and responses

Monitoring and management of all security breaches and majorsecurity incidents

Analysis, reporting and reduction of the volumes and impact ofsecurity breaches and incidents

Schedule and completion of security reviews, audits andpenetration tests

Supplier


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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 contractsare known as Underpinning Contracts (UC)

Supplier Management - Goal and Scope


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The goalof the Supplier Management process is to manage

suppliers and the services they supply, to provide seamlessquality 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 supportthe provision of IT services to the business

8

SMBasic Concepts


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The Supplier and Contracts Database (SCD)

Supplier and Contract Management and performance

information and reports

Supplier categorization

8

Supplier & Contracts Database

S li t t


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Supplier categorisation

& maintenance of theSCD

Supplier & contract

management &

performance

Establish new

suppliers &contracts

Contract renewaland/or

termination

Evaluation of new

suppliers & contracts

Supplier strategy

& policy

Supplier & Contract

DatabaseSCD

Supplier reportsand information

Capacity Management - Goal and Scope


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The goalof 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 mannerScope :

IT Services

IT Components

9

CapMBasic Concepts


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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


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Review currentcapacity &

performance

Improve current

service & component

capacity

Assess, agree &

document new

requirements &

capacity

Plan new

capacity Capacity plan

Forecasts

Capacity &performance

reports & data

CapacityManagement

Information System(CMIS)

CapMResponsibilities

E i d IT i i d l l f


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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)

9


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ITSCM - Goal & Scope

Goal : Support the larger business continuity plan


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Goal : Support the larger business continuity plan

Scope Services, computer systems, networks, applications, data

repositories, telecommunications, environment, technicalsupport 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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ITSCMResponsibilities

Performing Business Impact Analyses for all existing and


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Performing Business Impact Analyses for all existing and

new services Implementing and maintaining the ITSCM process, inaccordance with the overall requirements of theorganizations Business Continuity Management process,and

Representing the IT services function within the BusinessContinuity Management process

Ensuring ITSCM plans, risks and activities are capable ofmeeting the agreed targets under all circumstances

Performing risk assessment and risk management toavert disasters where practical

9


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Service Transition

Transitioning services into operation without

disturbing existing services

Goals of Service Transition

Set customer expectations on how the performance and


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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 actualperformance of the transitioned services

Reduce the known errors and minimize the risks fromtransitioning the new or changed services into production

Ensure that the service can be used in accordance withthe requirements and constraints specified within theservice requirements

9

Service Transition

Objective


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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

Focal points in Service Transition


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ServicePortfolio

ServiceCatalo

gue

Service

Strategy

Service

Design

Service

Transition

Service

Operation

StrategiesPolicies

ConstraintsRequirements

Solution

Designs


SDP s

Transition

Plans

Tested

solutions

SKMS

Improvement

actions and plans


Operational

Plans

ContinualService

Improvement

Operational

Services

1. Transition Planning and Support

2. Change Management3. Service Asset and Configuration Mgt

4. Release and Deployment Mgt

5. Service Validation and Testing

6. Evaluation

7. Knowledge Mgt

Service Change

The addition modification or removal of authorized


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The addition, modification or removal of authorized,

planned or supported service or service component andits associated documentation.

The Service Portfolio provides a clear definition of allcurrent, planned and retired services.

Understanding the Service Portfolio helps all partiesinvolved in the Service Transition to understand the

potential impact of the new or changed service on

current services and other new or changed services.

1

Change Management - Purpose & Goals

Purpose:


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Standardized methods and procedures are used forefficient and prompt handling of all changes

All changes to service assets and configuration items arerecorded in the Configuration Management System

Overall business risk is optimized.

The goals of Change Management are to:

Respond to the customers changing businessrequirements while maximizing value and reducingincidents, disruption and re-work

Respond to the business and IT requests for change thatwill align the services with the business needs

1

ChMObjectives

The objective of the ChM Process is :


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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.

1

Change types


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Normal Change Run-of-the-mill change

Standard ChangePre-approved changes

(for routine tasks)

Emergency ChangeWhich must be introduced ASAP

1


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Seven Rs of Change Management- Impact Assessment

Who RAISED the change?


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g

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 andimplementation of the change?

What is the RELATIONSHIP between this change and

other changes?

1

Change Authorization Model

Communic ation s,decisions

Communic ation s,escalation f or RFCs,

Changeautho r i t y

Examples ofconfigu r ation


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and a c tions r isks, issuesy g

le v el impa ct ed

Businesse x ecuti v e boa r d

ITmanageme n t boa r d

CAB orEmergency CAB

Local autho r iz ation

H igh cost/ r iskchanger equi r es

decision f r omexecuti v es

Change impa c tsmultiple se r vi ces or

o r ganiz ational

divisions

Change whichimpa c ts only localor ser vi ce g r oup

Standa r d change

Lev el 1

Lev el 2

Lev el 3

Lev el 4

ChMKPIs

The top five risk indicators of poor ChM are:


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Unauthorized changes (above zero is unacceptable) Unplanned outages

A low change success rate

A high number of emergency changes

Delayed project implementations.

1

ChMChallenges

Lack of ownership of the impacted systems


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p p y

Inaccurate configuration data may result in poorimpactassessments

Bypassing the agreed procedures

There may be resistance against an umbrella ofChange Management authority

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SACMObjectives & Scope

Objective:- To define and control the components of


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j p

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 isresponsible for their control.

Configuration Item (CI)

CI: Any Component that is managed the through formal


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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 ConfigurationManagement.

1


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Configuration Management System

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


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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 Managementand is used by all IT Service Management Processes.

ChM & SACM Roles

Service asset manager


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Configuration manager Configuration analyst

Configuration administrator/librarian

CMS/tools administrator

Change manager

CAB

ECAB or CAB / EC

1

Definitive Media Library (DML)

One or more locations in which the definitive andapproved versions of all software Configuration Items are


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approved versions of all software Configuration Items aresecurely stored.

The DML may also contain associated CIs such as licensesand documentation.

The DML is a single logical storage area even if there aremultiple locations.

All software in the DML is under the control of Changeand Release Management and is recorded in theConfiguration Management System.

Only software from the DML is acceptable for use in aRelease

1

RDM - Goal

Release and Deployment Management aims to build, test


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and deliver the capability to provide the services specifiedby Service Design and that will accomplish the

stakeholders requirements and deliver the intended

objectives.

The goal of Release and Deployment Management is todeploy 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.

1

RDMObjectives

To ensure clear and comprehensive plans are in place


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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

1


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RDMCommon Approaches

Big bang vs phased


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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 ateach release level

1

ELSEarly Life SupportStart

Operate Service

Incident and Problem

Management


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SKMS/CMS

Yes

No

Collect service

performance data

Plan and manage

improvements/risk

mitigation/change

Report service

performance

achieved

Compare progress

against ELS plan

Verify service

stability

Exit criteria

met?

Identify quick wins/

improvements/risk

mitigation/changes

Change andConfiguration

Management

Service Level

Management

Service V model - Example

Define Customer/

Business Requirements

D fi S iService Acceptance

1a 1b

Level 1 Service Review Criteria/PlanValidate Service

Packages, Offerings and

contracts


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Define Service

Requirements

Design Service

Solution

Design Service

Release

Develop Service

Solution

Component

and Assembly Test

Service Acceptance

Test

2a

3a

4a

5a 5b

4b

3b

2b

Service

Component

Build and

Test

Internal and external

suppliers

Level 2

Level 5

Level 4

Level 3

Service Acceptance Criteria/Plan

Service Operational Criteria/Plan

Service Release Test

Criteria and Plan

BL

Levels of

configuration and

testing

Baseline point

Deliveries frominternal and external

suppliers

Service Operational

Readiness Test

Service Release

Package Testleft-hand siderepresents the

specification of

the service

requirements

Service Knowledge Management System(SKMS)

A set of tools and databases that are used to manage

knowledge and information


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knowledge and information.

The SKMS includes the Configuration Management System, aswell 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.

1

Service Knowledge Management System


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Configuration Management System

Service Knowledge

Management System

CMDB, KEDB, IDB, PDB, AMIS,

CMIS, SCD etc

Decisions


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CMSConfiguration Mgmt System

Presentation

LayerPortal

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

Technical

Configuration View

Service Applications

Application

Environment

Test Environment

Infrastructure

Quality Management

View

Asset and Configurat ion

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

W


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Structured

CMDBs

CMDB1

CMDB2

CMDB3

baselines and

changes

p p

changes

Knowledge

Processing

Layer

Information

Integration

Layer

Data andInformation

Sources

and Tools

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

Query and Analysis ReportingPerformance Management

Forecasting, Planning, Budgeting ModellingMonitoring Scorecards,

Dashboards Alerting

Customer/ UserServiceApplication Infrastructure mapping

Service

Portfolio ServicePackage

Service

Release

ServiceChange

Integrated Asset and Configuration Information

Common Process

Data and

Information

Schema

Mapping

Meta Data

Management

Data

Reconciliation

Extract,

Transform,

Load

Data

Synchronization

Mining

Project Document

Filestore

Project

Software

Definitive Media

Library

Definitive Document

Library

Definitive

Media Library1

Definitive

Media Library2

Data Integration

Discovery,

Asset

Management

and audit tools

Software Configuration

Management

Platform Configuration

Tools e.g. Storage

Database Middleware

Network MainframeDistributed Desktop

Enterprise

ApplicationsAccess Management

Human ResourcesSupply Chain Management

Customer Relationship

Management

K

I

D

STActivities

Service Transition management Planning and support


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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

1


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Service Operation

Realizing value by operating a service effectively& efficiently

Service Operations

Goals & Objective

Coordinate and carry out the IT operational activities


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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.

Communications in SO

Routine operational communication


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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 Operationteams.

1

Focal points in Service Operation

Service

StrategyConstraints

Requirements



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Service

Portfolio

Service

Catalogue

Service

Design

Service

Transition

Service

Operation

Strategies PoliciesConstraints

Solution

Designs


SDP s

TransitionPlans

Tested

solutions

SKMS

Improvement

actions and plans

Operational

Plans

ContinualService

Improvement

Operational

Services

1. Event Management

2. Incident Management3. Request Fulfillment

4. Problem Management

5. Access Management

EMBasic Concepts

An event can be defined as any detectable or discernibleoccurrence


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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

1

Event Management - Scope, Goals &Objectives

Provide basis for operational monitoring and control by

detecting events, make sense of them and determine the


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appropriate control action

Provides the entry point for the execution of Service

Operation processes and activities.

Provides a way of comparing actual performance andbehavior against design standards and SLAs.

Provides a basis for Service Assurance and Reporting; and

Service Improvement.

1

Alert

A warning that a threshold has been reached, something has

changed, or a Failure has occurred.


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Alerts are often created and managed by SystemManagement tools and are managed by the Event

Management Process.

1

RFBasic Concepts

Service Requests will usually be satisfied by implementing a

Standard Change (frequent changes with low risk, low cost)


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The ownership of Service Requests resides with the ServiceDesk, which monitors, escalates, dispatches and often fulfils

the user request.

Pre-defined Request Models which typically include someform of pre-approval by Change Management

1


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Request Fulfillment - Scope, Goals & Objectives

To provide a channel for users to request and receivestandard services for which a pre- defined approval and


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qualification process exists

To provide information to users and customers about theavailability 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

1

Incident

An unplanned interruption to an IT Service or a reduction in

the Quality of an IT Service.


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Failure of a Configuration Item that has not yet impactedService is also an Incident.

For example Failure of one disk from a mirror set.

1

IMBasic Concepts

Normal service operation is defined here as serviceoperation within SLA limits.


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Major incidents

A separate procedure, with shorter timescales andgreater urgency, must be used for major incidents.

A definition of what constitutes a major incident must beagreed and ideally mapped on to the overall incidentprioritization system

They will be dealt with through the major incident

process.

1


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IMImportant Concepts

Timescales

Must be agreed for all incident-handling (IH) stages


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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

1

Impact, Urgency and Priority

Impact


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Priority = Impact X Urgency

High Medium Low

Highcritical -1

< 1 hour

high -2

< 8 hours

medium -3

< 24 hours

Mediumhigh -2

< 8 hoursmedium -3< 24 hours

low -4< 48 hours

Lowmedium -3

< 24 hours

low -4

< 48 hours

Planning/

planned

Urgency

Incident Management - Process

From Event Mgmt From Web Interface User Phone call

Incident Identification

EmailTechnical Staff

ServiceRequest To Request FulfillmentY


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Incident Identification

Incident logging

Incident Categorization

Initial Diagnosis

Incident Prioritization

Investigation &Diagnosis

Functional Escalation to

next level

Resolution & Recovery

Hierarchical

Escalation

Needed ?

Major

Incident

ServiceRequest

Management

Escalation

Major Incident

Procedure

Incident

Closure

To Request Fulfillment

Functional

Escalation

Needed ?

N

Y

N

Y

N

Y

IMChallenges

The ability to detect incidents as early as possible.

Convincing all users that all incidents must be logged.


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Availability of information about problems and Known Errors.

Integration into the CMS.

Integration into the SLM process

1

IMKPIs

Total numbers of Incidents

Breakdown of incidents at each stage


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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.

1

Problem

Unknown underlyingcause of one or more Incidents (RCA)

h ll k h bl d


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The cause is not usually known at the time a Problem Record

is created, and the Problem Management Process is

responsible for further investigation.

1

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


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to eliminate recurring incidents and to minimize the impact of

incidents that cannot be prevented

Scope:

Four Ps of service management

1

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


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For example by restarting a failed Configuration Item.

Workarounds for Problems are documented in Known Error

Records.

Workarounds for Incidents that do not have associatedProblem Records are documented in the Incident Record.

1

Known Error and KEDB

A Problem that has a documented Root Cause and aWorkaround.

Known Errors are created and managed throughout theirLif l b P bl M


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Known Errors are created and managed throughout theirLifecycle 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.

1

PMRoles

Problem Manager

Liaison with problem solution groups.

Ownership and protection of KEDB


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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.

Access Management - Goal

To provide authorized users the necessary rights to use a

service or group of services


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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 Identitymanagement

1

Access MgmtBasic Concepts

Access : level and extent of a services functionality ordata that a user is entitled to use

Identity : distinguishing information about an individual


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Identity : distinguishing information about an individualwhich 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 intoa group to facilitate access management according tofunctional relevance

Directory Services: a tool or technology used to manageaccess and privileges

1


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Quality: Deming's Circle (Shewhart Cycle)


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DO

CHECKACT

PLAN

TimeScale

Maturity

Consolidation

level 1

Continuous Step by

step improvement

Consolidationlevel 2

PDCA Model

Business

requirementsBusiness

resultsContinual Service Improvement


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External

requirements

Security

requirements

Request for

new service

Service and process

measurements

Improved employee

morale

New changed

services

More effective and

efficient processes

Customer

satisfaction

Managementresponsibilities

DO

ImplementCSI

ACT

ModifyCSI

PLAN

CSI

CHECK

Monitor, measure

and review CSI

Goal & Objectives of CSI

The primary purpose of CSI is to continually align andrealign IT services to the changing business needs by

identifying and implementing improvements to ITi h b i


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y g p g pservices 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

1

Business Value of CSI

Increased organizational competency

Integration between people and processes

Reduction of redundancy increases business throughput


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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.

1

Focal points in Continual Service Improvement

Service

Strategy

Strategies

PoliciesConstraints

Requirements



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Servic

ePortfolio

Servic

eCatalogue

Service

Design

Service

Transition

Service

Operation

Solution

Designs


SDP s

Transition

Plans

Tested

solutions

SKMS

Improvement

actions and plans

Operational

Plans

ContinualService

Improvement

Operational

Services

1. The 7 Step Improvement Process

2. Service Reporting

3. Service Measurement

4. ROI for CSI5. Business Questions for CSI

6. Service Level Management

CSI Model

What is the vision?

Business vision,

mission, goals and

objectives


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Where do we want

to be?

How do we get there?

Did we get there?

Where are we now?

How do we keep

the momentum going?

Service & process

improvement

Measurable

targets

Baseline

assessments

Measurements &

metrics

MeasurementBusiness value

Why Measure ?Purpose of reports


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To Validate To Direct

To InterveneTo Justify

Your Measurement Framework

Types of metrics

Technology metrics

Component & application performance , availability etc

Process metrics


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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

1

The 7-Step Improvement Process

Identify

Vision

Strategy

Tactical Goals

Operational Goals

1. Define what you

should measure


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7. Implement

corrective action

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?

4. Process the data

Frequency? Format?

System? Accuracy?

5. Analyze the data

Relations? Trends?

According to plan?

Targets met?Corrective action?

Goals

Functions in ITIL V3


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Functions in ITIL V3


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Major SM Functions in ITIL V3

TMFTechnical Management Function Custodian of technical knowledge and expertise related to managing the IT

AMFApplication Management Function Custodian of technical knowledge and expertise related to managing


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Custodian of technical knowledge and expertise related to managingapplications

Overlaps with Application Development

ITOMFIT Operations Management Function

Responsible for the daily operational activities needed to manage the ITInfrastructure

Has IT Operations control & Facilities Management

Overlaps with TMF & AMF

SDFService Desk Function

SPOC Focuses on service restoration

TMFRoles 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


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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 anddeployed to design, build, transition, operate and improve the

technology required to deliver and support IT services.

TMFObjectives

The objectives of Technical Management are to :

Plan Well designed and highly resilient cost-effective technical


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Well designed and highly resilient, cost effective technicaltopology

Implement and maintaina stable technical infrastructure

By use of adequate technical skills to maintain the technicalinfrastructure in optimum condition

Supportthe organizations business processes

Through swift use of technical skills to speedily diagnose andresolve any technical failures

AMFRoles 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.


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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

AMFObjectives

The objectives of Application Management are to:

Support the organizations business processes

Identify functional and manageability requirements for

li i f


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application software

Assist in the design and deployment of applications

Assist the ongoing support and improvement of applications

ITOMFObjectives

IT Operations Management is

Responsible for the daily operational activities needed to

manage the IT Infrastructure

D di h P f S d d d fi d d i


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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

ITOMFRole

Functions :

IT Operations Control

Ensures that routine operational tasks are carried out Provides centralized monitoring and control activities

U O ti B id N t k O ti C t


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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

SDFObjectives

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)

Pl t


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Please note :

It is SPOCSingle 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

SDFStaffing

Technically Unskilled

Technically Skilled

Technically Experts


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y p

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.

SDFMetrics

Customer / User satisfaction (CSAT / USAT)

Average handling time (AHT)

Timely escalations and resolutions

First call resolution (FCR)


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Time within which calls are answered.

Call escalations as specified in SLA

Restoration of service within acceptable time and in accordance with theSLA

Timely information to users about current and future changes and errors.

Conduct customer surveys to determine Is the telephone answered courteously? Are users given good advice to prevent incidents?

Technology and Architecture


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gy

Automating Value Delivery

Generic Requirement

Self Help capability

Workflow or Process Engine

Integrated CMS


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Discovery/Deployment /Licensing Technology

Remote Control

Diagnostic Utilities Reporting

Dashboards

Integration with Business Service Management

Why Service Automation.

How Service Automation assists with integrating Service

Management processes

The variation in human performance with workload, time can be

di d t


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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.

Tool selection

What requirements?Scoring


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Identify products

Selection criteria

Evaluate products

Short listing

Rank the products

Select product


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Good luck for exam


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For Exam coordination please contact

[email protected], 098220 41028

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Date post:	04-Jun-2018
Category:	Documents
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