ITIL Foundation Training
February 7, 2017 | Author: stefanhenry | Category: N/A
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ITIL® 2011 FOUNDATION CERTIFICATION ELEARNING COURSE
ITIL® Foundation Training Offered by Simplilearn.com “ITIL® is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries”. "The Swirl logo™ is a Trade Mark of The Cabinet Office ".
Ver. 2.2
ITIL® 2011 Foundation Course Objectives 2
At the end of the course, you should be able to
Discuss the ITIL 2011 qualification scheme Explain the practice of Service Management Describe Service Lifecycle Identify key principles and models of ITIL 2011 Define generic concepts in ITIL 2011 Discuss the processes, roles and functions in ITIL 2011 Summarise the use of technology with ITIL 2011 Successfully clear your ITIL 2011 foundation exam.
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ITIL® 2011 Foundation Course Agenda 3 Module 1: Introduction to Service Management Lifecycle Principles of Service Management, Processes, The ITIL Service Lifecycle Module 2: Service Strategy Concepts and Models, Processes Module 3: Service Design Concepts and Models, Key Principles, Processes Module 4: Service Transition Concepts and Models, Key Principles, Processes Module 5: Service Operations Concepts and Models, Key Principles, Processes and Functions Module 6: Continual Service Improvement Concepts and Models, Key Principles, Processes Module 7 : Summary and Exam Preparation Review of Key Concepts and Practice Exam
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Module 1 4
Introduction To Service Management Lifecycle
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Lesson 1.0: What is ITIL ? 5
What is ITIL® ? A set of publications for good practices in IT service Management. Why ITIL ? • Focuses on descriptive guidance on IT Service Management that’s easily adapted. • Emphasizes Quality Management approach, standards ITIL® goals • Consistent, comprehensive, hygienic set of Best-Practice guidance • Platform independent discussion of processes • Common Language, Standardized vocabulary • Flexible framework, adaptable to different IT environments.
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Lesson 1.1: ITIL 2011 Components 6
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Lesson 1.2: ITIL Core Publications 7
Each lifecycle phase of ITIL 2011 Core is represented by a Volume in the Library 1. 2. 3. 4. 5.
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Service Strategy Service Design Service Transition Service Operation Continual Service Improvement
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Lesson 1.3: ITIL 2011 Qualification Scheme: Credits System 8
Lifecycle Modules Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Capability Modules Operational Support and Analysis (OSA) Planning Protection & Optimization (PPO) Release Control and Validation (RCV) Service Offerings & Agreements (SOA) http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp
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Lesson 1.4: ITIL 2011 Foundation Exam Format 9
Type
Online, Multiple choice, 40 questions. The questions are selected from the full ITIL Foundation in IT Service Management examination question bank.
Duration
Maximum 60 minutes. Candidates sitting the examination in a language other than their native language have a maximum of 75 minutes
Supervised
Yes
Open Book
No
Pass Score
65% (26 out of 40)
Where ?
AEC Authorized Examination Centers
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.0: Principles of IT Service Management Lesson objectives At the end of this lesson, you should be able to: • Explain the concept of good practice • Define the concepts of service, Service Management, Functions, Roles &Processes, and RACI • The role of IT Governance across the Service Lifecycle
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Lesson 2.1: ITIL is presented as Good Practice. What are good Practices? 11
Good Practices are generally commoditized, generally accepted, proven effective ways of doing things which were previously considered best practices of the pioneering organizations.
Successful Innovations applied diligently become Best Practices
Best practice accepted and adopted by others become common, Good Practices
Good Practices are Commoditized, generally accepted principles, or regulatory requirements ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.2: Why Choose Good practices over Proprietary ones? 12
Good Practices, Public Standards and frameworks
Proprietary knowledge
Wide Community Distribution Public Training and Certification
Difficult to adopt Difficult to replicate and transfer Hard to document
Valid in Different applications Peer Reviewed Used by different parties
Highly customized Specific to business needs Hard to adapt or reuse
Free and publicly available Labor market skills easy to find
Owners expect compensation
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.3: What is a Service? 13
A means of delivering value to customers by facilitating outcomes customer want to achieve, without the ownership of specific costs or risks.
Costs and Risks are transferred to service provider. Customers focus on outcomes versus means.
Customer Transfer costs and Risks Retains focus and accountability for outcomes
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Service Provider Takes on Costs and Risks Responsible for the means of achieving outcomes
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Lesson 2.4: What is a Service Management? 14
Business Outcomes
Value Customer Assets Service Management
Performance
Services Capabilities
Service Assets
Capabilities
Resources
A5 Management
Financial Capital
A4 Organization
Infrastructure
A3 Processes
Applications
A2 Knowledge
Information
A1 ©Simplilearn Solutions Pvt. Ltd. 2011
Resources
People 14
Lesson 2.5: Process, Functions and Roles 15
Process - A set of activities designed to accomplish a specific objective. A process takes defined inputs and turns them into defined outputs. A process may include roles, responsibilities, tools and management controls required to deliver the outputs
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Lesson 2.6: A Basic Process 16
Data, Information and Knowledge
Desired Outcome
Process
Suppliers
Activity 1
Customer
Activity 2
Activity 3
Service Control & Quality Trigger ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.7: Process Characteristics 17
• It is measurable • It delivers specific result • Primary result are delivered to customers or stakeholders • It responds to specific events (triggers)
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Lesson 2.8: Functions 18
Function - A team or group of people and the tools they use to carry out one or more processes or activities
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Lesson 2.9: Processes across the organization 19
CIO
Operations
Development
Project Management
Service desk
Website
Project 1
Mainframe
HR Applications
Project 2
Application
Finance Applications
Project 3
Architecture Enterprise Architecture
Networks
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Lesson 2.10: Service Management Roles : Service Owner 20
Service Owner : The person who is accountable for the delivery of a specific IT Service. They are responsible for continual improvement and management of change affecting Services under their care. Example: The owner of the Payroll Service
Responsibilities: To act as prime Customer contact for all Service related enquiries and issues To ensure that the ongoing Service delivery and support meet agreed Customer requirements To identify opportunities for Service Improvements, discuss with the customer and to initiate changes for improvements if appropriate. To liaise with the appropriate Process Owners throughout the Service Management lifecycle To solicit required data, statistics and reports for analysis and to facilitate effective Service monitoring and performance ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.11: Service Management Roles : Process Owner 21
Process Owner : The person responsible for ensuring that the process is fit for the desired purpose and is accountable for the outputs of that process. Example: The owner for the Availability Management Process
Responsibilities: Assisting with process design Documenting the process Make sure the process is being performed as documented Making sure process meetings it aims Monitoring and improving the process over time ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.12: Connecting with Processes and Functions: RACI 22
RACI is an acronym for the four main roles of: Responsible – the person or people responsible for getting the job done Accountable – only one person can be accountable for each task Consulted – the people who are consulted and whose opinions are sought Informed – the people who are kept up-to-date on progress. Service owner
Process Owner
Security Manager
IT Head
Chief Architect
Process Manager
Create a framework for defining IT services
C
C
C
A/R
C
I
Build an IT service catalogue
C
A/R
I
C
I
I
Define SLA for critical IT services
A
R
C
R
C
I
Monitor and report SL performance
I
A/R
I
I
I
R
Review SLAs, OLAs and UCs
A
R
C
R
I
R
Review and Update IT service catalogue
C
A/R
I
C
I
C
Create service improvement Plan
I
A/R
I
C
C
R
Activities
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Example RACI matrix
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Lesson 2.13: Key Terminology: Service Provider 23
Service Provider :
An Organization supplying Services to one or more Internal Customers or External Customers. Service provider is often used as an short form for IT Service provider. There are three types of business models service providers: Type I Internal Service Provider
Type II Shared Services Provider
Type III External Service Provider
• An internal service provider that is embedded within a business unit e.g. one IT organization within each of the business units. The key factor is that the IT Services provide a source of competitive advantage in the market space the business exists in.
• An internal service provider that provides shared IT service to more than one business unit e.g. one IT organization to service all businesses in an umbrella organization. IT Services typically don’t provide a source of competitive advantage, but instead support effective and efficient business processes.
• Service provider that provides IT services to external customers i.e. outsourcing
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Lesson 2.14: Key Terminology: Supplier 24
Supplier: A Third party responsible for supplying goods or Services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing Organizations. Business
Contract: A legally binding agreement between two or more parties to supply goods or services
Service Provider
Supplier Fig: A Basic value Chain ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.0: The Service Lifecycle Lesson objectives At the end of this lesson, you should be able to: Understand the value of the Service Lifecycle How the processes integrate with each other, throughout the Lifecycle Explain the relationship between Governance and IT Service Management
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Lesson 3.2: The Lifecycle Interactions 26 The Business / Customers
Service Knowledge Management Systems (SKMS) Including the Service Portfolio & Service Catalog
Requirements Service Strategy
SLP’s from Requirements
Resources & Constraints
Policies Strategy
SDP’s
Service Design
Standards
Architectures
Solution Design
SKMS Updated
Service Transition
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Tested Solutions Transition plans
Service Operation
Operations Plan
Continual Service Improvement
Operational Services
Improvement Plans & Actions 26
Lesson 3.3: Relationship between Governance and ITSM 27
Relationship between Governance and ITSM Corporate Governance Ensures the provision strategy and business plans. Establishes the Corporate policies and enables strategic direction, objectives, critical success factors and key result areas.
Establishes IT policy, Standards and Principles, Assures alignment of IT strategy to corporate business strategy
IT Governance Corporate Compliance Assures adherence to Legal, Industrial and regulatory requirements. Assures the design and operability of IT policies , processes and key controls
IT Compliance
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Establishes, enables and executes the IT strategy. Establishes Operations to assure high-quality, compliant IT service provisioning. Ensures effective key result Areas.
IT Service Management 27
End of Module 1 28
Covered so far…
What it ITIL
Process, Function, Technology
Life Cycle of Service i.e. SS, SD, ST, SO and CSI
We are covering hereon…
Lifecycle Phases
Processes and Functions
Tools used for ITSM
But before that a quiz ! ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 1: Quiz 29
Sample question 1: Which of the following is NOT one of the ITIL® 2011 core publications? a) Service Operation b) Service Transition c) Service Derivation d) Service Strategy
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Module 1: Quiz 30
Sample question 2: What is the RACI model used for? a) Documenting the roles and relationships of stakeholders in a process or activity b) Defining requirements for a new service or process c) Analyzing the business impact of an incident d) Creating a balanced scorecard showing the overall status of Service Management ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 1: Quiz 31
Sample question 3: A service owner is responsible for which of the following? a) Designing and documenting a Service
b) Carrying out the Service Operations activities needed to support a Service c) Producing a balanced scorecard showing the overall status of all Services d) Recommending improvements ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 1: Quiz 32
Sample question 4: Which of the following statements is CORRECT? 1. Only one person can be responsible for an activity 2. Only one person can be accountable for an activity a) All of the above b) 1 only c) 2 only d) None of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 1: Quiz 33
Sample question 5: Which of the following statements are CORRECT about Functions? 1. They provide structure and stability to organizations 2. They are self-contained units with their own capabilities and resources 3. They rely on processes for cross-functional coordination and control 4. They are costlier to implement compared to processes a) 1, 2 and 3 only
b) 1, 2 and 4 only c) All of the above d) None of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 1: Quiz 34
Sample question 6: Which of the following is a characteristic of every process? 1. It is measurable 2. It is timely 3. It delivers a specific result 4. It responds to a specific event 5. It delivers its primary result to a customer or stakeholder a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only c) 1, 3, 4 and 5 only d) All of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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End of Module 1
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Module 2 36
Service Strategy
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Lesson 1: Service Strategy
Lesson objectives At the end of this lesson, you should be able to: • Understand the Goals and Objectives of Service Strategy
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Lesson 1.1: Service Strategy Objectives 38
Shows organization how to transform Service Management into a strategic asset and then think and act in a strategic manner Helps clarify the relationship between various services, systems or processes and the business models, strategies or objectives they support
KEY ROLE: To stop and think about WHY something has to be done, before thinking HOW.
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Lesson 1.2: Key Strategy Questions 39
The objectives of service Strategy are to answer questions such as :
• What services should we offer and to whom? • How do we differentiate ourselves from competing alternatives? • How do we truly create value for our customers? • How do we capture value for our stakeholders?
Process in Service Strategy: • Demand management • Service portfolio Management, and • Financial management • Business Relationship Management
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Lesson 2.0: Key concepts of service strategy Lesson objectives At the end of this lesson, you should be able to: •
•
Describe basics of Value Creation through Services Explain Business Case
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Lesson 2.1 Key Principles and Models 41
Service Value Creation : Utility & Warranty Performance Supported ?
Fit for Purpose ?
OR Constraints removed ?
Utility
Value Available enough ? Capacity enough ? Continuous enough ?
AND
Fit for Use ?
Secure Enough ?
Warranty ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.2: Service Value creation: Utility & Warranty
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Utility
Warranty
Functionality offered by product /service as the customer views it
Promise that the product/service will meet agreed requirements
What the customer gets
How it is delivered
Fitness for purpose
Fitness for use Three Characteristics of warranty >Provided in terms of availability/capacity of services >Ensures customer assets continue to receive utility, even if degraded, through major disruptions > Ensures Security for value-creating potential of customer assets
Increases performance average
Reduces performance variation
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Lesson 2.3: Basics of Value Creation: Service Assets
43 43
Service Assets – Resources and capabilities available to an organization.
Resources – the IT infrastructure. People, money and others which might help to deliver an IT service; the assets of an organization. Capabilities – ability to co-ordinate, control, deploy resources; the intangible assets of an organization. Resources
Capabilities
Financial Capital
Management
Infrastructure
Organization
Applications
Processes
Information
Knowledge People
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Lesson 2.4: Service Packages 44
Supporting Services Package (Enables or Enhances the value proposition )
Core Services Package (Basic outcomes desired by the customer.)
Service Level Packages (Defines level of utility and warranty provided by Service Package) Availability Levels
Capacity Levels
Security Levels
Continuity Service Features Service Support
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Lesson 2.5: Business Case 45 45
A decision support and planning tool that projects the likely consequences of a business action Justification for a significant item of expenditure. Includes Information about costs, benefits, options, issues, risks and possible problems Uses qualitative and quantitative terms Type Business case structure 1. Introduction – business objectives addressed 2. Methods and assumptions- boundaries of the business case 3. Business Impacts – Financial and non financial 4. Risks and Contingencies 5. Recommendations – Specific Actions
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Lesson 2.6: Risk 46
Risk • Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat. • There are two distinct phases. Risk Analysis and Risk Management. • Risk analysis is concerned with gathering information about exposure to risk so that the organization can make appropriate decisions and manage risk appropriately. • Risk management supports critical decision making process, in terms of evaluating and selecting controls.
• Management of risk covers a wide range of topics, including business continuity management (BCM), security, program/Project risk management and operational service management.
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Lesson 2.9: Service Management Technology & Automation 47
Automation (Tools) are extremely useful to improve utility and warranty of services:
Real time and historical data for analysis
Correlation of data from multiple devices
Service Impact analysis for prioritization
Service Performance optimization
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Lesson 2.9: Service Management Technology & Automation 48
Automation of service processes helps improve the quality of service, reduce costs and reduce risks by reducing complexity and uncertainty, and by efficiently resolving trade-offs.
Some of the areas where service management can benefit from automation Design and modeling Service catalogue Pattern recognition and analysis Classification, prioritization and routing Detection and monitoring Optimization.
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Lesson 2.9: Service Management Technology & Automation
Service Management Tools functionality include:
Self Help: a web front-end offering a menu-driven range of Self-Help and Service Requests – with a direct interface into the back-end processhandling software.
Workflow or Process Engine: should allow responsibilities, activities, timescales, escalation paths and alerting to be pre-defined and then automatically managed.
Integrated CMS: CIs, Relationships, Records related to incidents, problems, KE & Change
Discovery/Deployment technology: populate or verify CMS data, assist in license management, ability to deploy new software at target locations
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.9: Service Management Technology & Automation 50
Service Management tools functionality include (contd.)
Remote Control: allow relevant support groups to take control of the user desktops Diagnostic scripts & utilities Reporting & Dashboards
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Lesson 3.0: Service Strategy Process
Lesson objectives At the end of this lesson, you should be able Objectives and basic concepts of the four processes in Service Strategy: Demand Management, Service Portfolio Management Financial Management Business Relationship Management ©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 3.1: Demand Management: Objectives 52
The primary objective of Demand Management is to assist the IT Service Provider in understanding and influencing Customer demand for services and the provision of Capacity to meet these demands.
Other objectives include: • Identification and analysis of Patterns of Business Activity (PBA) and user profiles (UP) that generate demand. • Utilizing techniques to influence and manage demand in such a way that excess capacity is reduced but the business and customer requirements are still satisfied.
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.2: Managing Demand for Services 53
Demand Pattern
Service Process Service Belt Patterns of Business Activity
Capacity Management Plan
Delivery Schedule
Demand Management 53 ©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 3.3: PBA and UP 54
Pattern of Business Activity (PBA)
Workload profile of one or more business activities
Varies over time
Represents changing business demands
User Profile
Pattern of user demand for IT services
Each user profile includes one or more PBAs
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Lesson 3.4: What is a Service Portfolio? 55
Service Portfolio The Service Portfolio represents the commitments and investments made by a service provider across all customers and market spaces. It also includes the ongoing service improvement plans and third party services.
©Simplilearn Solutions Pvt. Ltd. 2011
Customer 3
Customer 2
Customer 1
Service Improve -ment Plan
Service Portfolio
Third Party Services
Market Space 1
Market Space 2
Market Space 3
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Lesson 3.5: Components of Service Portfolio 56 Service Portfolio
Components of Service Portfolio
Service Catalog Service Pipeline
Market Spaces
Continual service Improvement
Third Party Catalog
Service Transition
Customers
Service Design Resources Engaged
Service Operations
Return on Assets earned during Service Operations
Retired Services
Resources Released
Common Pool of resources ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.6: Financial Management: Goals and Objectives 57
Business Opportunities
Business Technology Capabilities
Financial Management
IT
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Lesson 3.7: Financial Management: Activities 58
Activities Budgeting
Predicting the expected future requirements for funds to deliver the agreed upon services and monitoring adherence to the defined budgets.
Accounting
Enables the IT organization to account fully for the way its money is spent.
Chargeback
Charging customers for their use of IT Services.
Demand Modeling ©Simplilearn Solutions Pvt. Ltd. 2011
Working with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand. 58
Lesson 3.8: Financial Management: Benefits 59
Benefits • Enhanced decision making. • Increased speed of change.
• Improved Service Portfolio Management. • Financial compliance and control. • Improved operational control. • Greater insight and communication of the value created by IT services. • Increased visibility of IT leading to increased perception of IT ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.9: Business Relationship Management: Purpose 60
The purpose of Business Relationship Management are • To establish and maintain relationship between the service provider and customer • To identify customer needs and ensure that the service provider is able to meet these needs
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Lesson 4.0: Business Relationship Activities 61
Following are the two key activities •
Being the voice of the service provider to the customer
•
Being the voice of the customer to the service provider
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Lesson 4.1:Business Relationship Mgmt: Role – Business Relationship Manager 62
• Responsible for the interaction and the communication with customers •
Could easily combine with the Service level Manager to create seamless conduit from customer to service provider capabilities used to ensure value
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End of Service Strategy Module • Objectives and Key concepts of Service Strategy • Service Strategy processes.
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Module 2: Quiz 64
Question 1: Which ITIL® process is responsible for drawing up a charging system ? a) Availability Management b) Capacity Management c) Financial Management for IT Services d) Service Level Management ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 2: Quiz 65
Question 2: A Service Level Package is best described as? a) A description of customer requirements used to negotiate a Service Level Agreement
b) A defined level of utility and warranty associated with a core service package c) A description of the value that the customer wants and for which they are willing to pay d) A document showing the Service Levels achieved during an agreed reporting period ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 2: Quiz 66
Question 3: The utility of a service is best described as: a) Fit for design b) Fit for purpose c) Fit for function d) Fit for use
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Module 2: Quiz 67
Question 4: The contents of a service package include: a) Base Service Package, Supporting Service Package, Service Level Package b) Core Service Package, Supporting Process Package, Service Level Package
c) Core Service Package, Base Service Package, Service Support Package d) Core Service Package, Supporting Services Package, Service Level Packages ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 2: Quiz 68
Question 5: Setting policies and objectives is the primary concern of which of the following elements of the Service Lifecycle? a) Service Strategy b) Service Strategy and Continual Service Improvement c) Service Strategy, Service Transition and Service Operation d) Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 2: Quiz 69
Question 6: Which of the following questions does guidance in Service Strategy help answer? 1: What services should we offer and to whom? 2: How do we differentiate ourselves from competing alternatives? 3: How do we truly create value for our customers? a) 1 only
b) 2 only c) 3 only d) All of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 3 70
Service Design
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Lesson 1.0 Service Design Lesson objectives At the end of this lesson, you should be able to: •
•
Understand the Goals and Objectives of Service Design Understand the Value Service Design provides to the Business.
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Lesson 1.1: Service Design Objectives 72
To convert the strategic objectives defined during Service Strategy into Services and Service Portfolios.
To use a holistic approach for design to ensure integrated end-toend business related functionality and quality.
To ensure consistent design standards and conventions are followed in all services and processes being designed.
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Lesson 1.2: Value to Business 73
Reduced Total Cost of Ownership (TCO) Improved quality of service Improved consistency of service Easier implementation of new or changed services Improved service alignment More effective service performance
Improved IT governance More effective Service Management and IT processes Improved information and decision-making ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.0: Service Design Key Concepts Lesson objectives At the end of this lesson, you should be able to: • Understand the importance of People, Processes, Products and Partners for Service Management. • Understand the five major aspects of Service Design. • Explain Service Design Package
©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 2.1: 4 P’s in Service Management 75
• Skills • Organisation • Experience
People
Products
• Services • Technology • Tools
IT Service Management • Suppliers • Manufacturers • Vendor
©Simplilearn Solutions Pvt. Ltd. 2011
Partners
Processes
• Activities • RACI • Dependencies
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Lesson 2.2: Major Aspects of Service Design 76
New or Changed Service Solutions Design Service Management systems and tools design Technology and Management architectures design
Processes design Measurement systems design
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Lesson 2.3: Service Design Package 77
Defines all aspects of an IT Service and its requirements through each stage of its lifecycle. A service Design package is produced for every new IT service, a major change or for retiring a service.
Service Acceptance Criteria
Business requirements Service Applicability Service Contacts Service Functional Requirements Service Level Requirements ©Simplilearn Solutions Pvt. Ltd. 2011
Contents of a Service Design Package
Service Operational Acceptance Plan Service Transition Plan Service Program
Service Design & Topology
Organisational Readiness 77
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Lesson 3.0: Service Design Processes Lesson objectives At the end of this lesson, you should be able to: •
State the Objectives and basic concepts of the following processes •
Service Catalog Management
•
Service Level Management
•
Supplier Management
•
Capacity Management
•
Availability Management
•
IT Service Continuity Management
•
Information Security Management
•
Design Coordination
©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 3.1: Service Catalogue Management: Objectives 79
Objectives
• To provide a single source of consistent information on all of the agreed services, and ensure that it is widely available to those who are approved to access it. • To ensure that a Service Catalog is produced, maintained, and kept current, containing accurate information on all operational services and those being prepared to be run operationally.
Key terms
• Business Service Catalog • Technical Service Catalog
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Lesson 3.2: Service Catalogue Management: Key Terms 80
Business Service Catalog
Details of all the IT services delivered to the customer, together with relationships to the business units and the business process that rely on the IT services. This is the customer view of the Service Catalogue.
Technical Service Catalog
Contains the details of all the IT services delivered to the customer, together with relationships to the supporting services, shared services, components and CIs necessary to support the provision of the service to the business.
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.3: Service Level Management: Objectives
81
Objectives
• To ensure an agreed level of IT service is provided for all current IT services, and future services have an achievable target. • To define , document, agree on, monitor measure, report and review the level of IT services provided. • To provide and improve the relationship and communication with the business and customers. • Proactive measures to improve the levels of service delivered are implemented in a costjustified manner.
Key terms
• Service Level requirements (SLR’s), Service Catalog, Service Level Agreement (SLA), Operational Level Agreement (OLA), Underpinning contract (UPC)
©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.4: Service Level Management: Process Activities
82
Design and Plan SLA’s
Determine and Document Requirements
Service Design
SLA Improvement ©Simplilearn Solutions Pvt. Ltd. 2011
Monitor Service Performance
Negotiate & Continual Service Negotiate & Agree Improvement
Produce Service Reports
Conduct Service review and Instigate Service Improvement 82
Lesson 3.5: Service Level Management: Terminology 83
Service Level requirements (SLR)
• Detailed recording of the Customer’s needs, forming the basis for design criteria for a new or modified service.
Service Catalog
• A written statement of available IT services, default levels, options, prices and identification of which business processes or customers use them.
Service Level Agreement (SLA)
• An Agreement between an IT Service Provider and a Customer. The SLA describes the IT Service, documents Service Level targets, and specifies the responsibilities of the IT Service Provider and the Customer.
Operational Level Agreement (OLA)
• Internal agreement with another function of the same organization which supports the IT service provider in their delivery of services.
Underpinning Contract (UPC)
• Contract with an external supplier that supports the IT organization in their delivery of services.
SLAM Chart
• A Service Level Agreement Monitoring(SLAM) Chart is used to help monitor and report achievements against Service Level Targets.
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Lesson 3.6: Service Level Management: Key Terms Illustrated 84 Business Process
Business Process
Payroll
Network Services
Email Services
Storage Services
Business Process S L A Storage Services
OLA OLA OLA OLA Service Desk Hardware Software Applications IT Infrastructure
U P C
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External
U P C
Supplier
Storage
U P C 84
Lesson 3.7: Service Level Management: Designing SLA Structures 85
Multi Level SLA’s
Customer Based vs. Service Based SLA’s Customer A
Customer B
Customer C Service Based
Service Y (Coffee)
Corporate Level SLA
Customer A
Customer Based
Service X (Tea)
Corporate
Service Z (Juice)
Customer B
Customer Level SLA Service X (Tea)
Service Y (Coffee)
Service Z (Juice)
Service Level SLA ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.8: Service Level Management: SLA Content
86
Service Level Agreement for Service XYZ • • • • • • • • • • • •
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Introduction to the SLA. Service description Mutual Responsibilities Scope of SLA Applicable Service Hours Service Availability Reliability Customer Support Agreements Relationship and Escalation contacts Service Performance Metrics Security Costs and Charging Mechanisms.
86
Lesson 3.9: Supplier Management: Objectives 87
Objectives
• To manage suppliers and the services they supply, to provide seamless quality of IT service to the business and ensure that value for money is obtained. • Ensure that underpinning contracts and agreements with suppliers are aligned to business needs. • Manage relationships with suppliers. • Negotiate and agree contracts with suppliers. • Manage supplier performance. • Maintain a supplier policy and a supporting Supplier and Contract Database (SCD).
Key terms
• Supplier and Contract Database (SCD)
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Lesson 3.10: Supplier Management: Supplier and Contract Database 88
Supplier Strategy & Policy
Supplier categorization and Maintenance of the SCD
Supplier and Contracts Evaluation
Supplier & Contract Database (SCD)
Establish new suppliers and Contracts
Supplier & Contract Management & performance
Contract Renewal And/or termination
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Lesson 3.11: Supplier Management: Relationship with Service Level Management 89
Supplier Management
Service Level Management
Supplier Management
Service Level Agreements (SLA)
Underpinning Contracts (UC’s)
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To ensure the UC’s are aligned with SLR’s and SLA’s by managing relationships with Supplier.
External Suppliers
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Lesson 3.12: Capacity Management: Objectives 90
Objectives
• To ensure that cost-justifiable IT capacity in all areas of IT always exists and is matched to the current and future agreed needs of the business, in a timely manner. • Produce and maintain an appropriate and up-todate Capacity Plan. • Provide advice and guidance to the business and IT on all capacity and performance-related issues • Ensure that service performance achievements meet or exceed all of their agreed performance targets.
Key terms
• Capacity plan/ CMIS • Business capacity management • Service capacity management • Resource/Component capacity management
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Lesson 3.13: Capacity Management: A Balancing Act 91
Supply Capacity
• Resources • Components
Demand • Performance
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Cost
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Lesson 3.14: Capacity Management: Process Activities 92
Review Current Capacity and Performance Capacity Management Information System (CMIS)
Capacity performance reports & data
Improve Current service and component capacity
Forecasts
Plan new Capacity Capacity Plans
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Assess, Agree & Document new Requirements & Capacity
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Lesson 3.15: Capacity Management: Sub Process
93
Business Capacity Management
• Translates business needs and plans into requirements for service and IT infrastructure, ensuring that the future business requirements for IT services are quantified, designed, planned and implemented in a timely fashion.
Service Capacity Management
• Management, control and prediction of the end-toend performance and capacity of the live, operational IT services usage and workloads. • Ensure that the performance of all services, as detailed in service targets within SLAs and SLRs, is monitored and measured, and that the collected data is recorded, analyzed and reported.
Component Capacity Management
• Management, control and prediction of the performance, utilization and capacity of individual IT technology components.
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Lesson 3.16: Availability Management Process: Objectives
94
Objectives
• To ensure that the level of Service Availability delivered in all services is matched to or exceeds the current and future business requirements, in a cost-effective manner. • To provide a point of focus and management for all availability-related issues. • Produce and maintain an appropriate and up-todate Availability Plan. • Ensure that proactive measures to improve the availability of services are implemented wherever it is cost-justifiable to do so.
Key terms
• Availability, Reliability, Maintainability, Serviceability • Vital business Functions (VBF) • Expanded Incident Lifecycle & MTRS, MTBF, MTBSI
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Lesson 3.17: Availability Management: Key Terms explained 95
Availability
Reliability
Maintainability
Serviceability
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• The percent time of agreed service hours the component or service is available. • A measure of how long a component or IT Service can perform its agreed operation without interruption.
• A measure of how quickly and effectively a component or IT Service can be restored to normal working after a Failure. • The ability of a Third-Party Supplier to meet the terms of its Contract. This Contract will include agreed levels of Reliability, Maintainability or Availability for an IT service or component. 95
Lesson 3.18: Availability Management:
Key Terms explained..contd.
96
Vital business Functions (VBF’s)
• The business critical elements of the business process supported by an IT Service. • Typically this will be where more effort and investments will be spent to protect these vital business functions.
Service Availability
• All aspects of service availability and unavailability and the impact of component availability, or the potential impact of component unavailability on service availability.
Component Availability
• All aspects of component availability and unavailability.
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Lesson 3.19: Availability Management: Expanded Incident Lifecycle
Time to detect
Time to Record
Time to Diagnose
Time to Repair
Time to Recover
Time to Restore
Mean Time to Restore Service (MTRS)
Downtime
Incident 2
Uptime
Restored
Recovered
Repaired
Diagnose
Record
Detect
Incident 1
Uptime
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Mean Time Between Failures (MTBF)
Mean Time to between system incidents (MTBSI) ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.20: IT Service Continuity Management: Objectives 98
Objectives
• To support the overall Business Continuity Management (BCM) process by ensuring that the required IT technical and service facilities (including computer systems, networks, applications, data repositories, telecommunications, environment, technical support and Service Desk) can be resumed within required, and agreed, business timescales. • Maintain a set of IT Service Continuity Plans and IT recovery plans that support the overall Business Continuity Plans (BCPs) of the organization.
Key terms
• • • •
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Business Continuity Planning (BCP) Business Impact Analysis (BIA) Business Continuity Management (BCM) Risk Analysis
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Lesson 3.21: IT Service Continuity Management: Key Terms Explained 99
Business Continuity Management (BCM)
• Strategies and actions to take place to continue Business Processes in the case of a disaster. • It is essential that the ITSCM strategy is integrated into and a subset of the BCM strategy.
Business Impact Analysis (BIA)
• Quantifies the impact loss of IT service would have on the business. • Identifies the most important services to the organisation and is therefore critical input to Strategy
Vital Business Functions (VBF’s)
• The business critical elements of the business process supported by an IT Service. • Typically this will be where more effort and investments will be spent to protect these vital business functions.
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Lesson 3.22: IT Service Continuity Management: Key Terms Explained..contd 100
Risk
• Possibility of an event occurring that could cause harm or loss, or affect the ability to achieve Objectives. • A Risk is measured by the probability of a Threat, the Vulnerability of the Asset to that Threat, and the Impact it would have if it occurred.
Risk Assessment
• Identification & Evaluation of Assets, Threats and Vulnerabilities that exist to business processes, IT services, IT infrastructure and other assets.
Risk Management ©Simplilearn Solutions Pvt. Ltd. 2011
• Identifying appropriate risk responses or costjustifiable countermeasures to combating identified risks. 100
Lesson 3.23: IT Service Continuity Management: Lifecycle Activities 101
Initiation
Invocation
Requirements & Strategy
On Going Operations
Business Continuity Strategy
Implementation
Business Continuity Plans
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Lesson 3.24: Information Security Management: Objectives 102
Objectives
• To align IT security with business security and ensure that information security is effectively managed in all service and IT Service Management activities. • To protect the interests of those relying on information, and the systems and communications that deliver the information, from harm resulting from failures of availability, confidentiality and integrity.
Key terms
• Availability, Confidentiality, Integrity • Information Security policy • Information Security Management System (ISMS)
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Lesson 3.25: Information Security Management: Key Terminology 103
Confidentiality
Integrity
Availability
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• Protecting information against unauthorized access and use. • Examples: Passwords, swipe cards, firewalls • Accuracy, completeness and timeliness of services, data information, systems and physical locations. • Examples: Rollback mechanisms, test procedures, audits. • The information should be accessible at any agreed time. This depends on the continuity provided by the information processing systems. • Examples: UPS, resilient systems, Service desk hours
103
Lesson 3.26: Information Security Management: Security Framework 104
Information Security Framework
Information Security Strategy
Information Security Management System Information Security Policy
Information Security Organisation
Information Security Controls
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Information Security Processes Management of Security Risks
> Communications Strategy > Training & Awareness Strategy
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Lesson 3.27: Information Security Management: Security Policy 105
Audience for Security Policy • These policies should be widely available to all customers and users, and their compliance should be referred to in all SLRs, SLAs, contracts and agreements.
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Security Policy Contains….
An overall Information Security Policy Use and misuse of IT assets policy Access control policy Password control policy E-mail policy internet policy Anti-virus policy Information classification policy Document classification policy Remote access policy Policy for supplier access of IT service, information and components Asset disposal policy. 105
Lesson 3.28: Information Security Mgmt: Information Security Management System (ISMS) 106
Interested Parties (Customers, Suppliers etc.)
• Service level Agreements (SLA’s) • Underpinning Contracts (UC’s) • Operational level agreements (OLA’s) • Policy Statements
Information Security Requirements & Expectations
• • • •
Learn Improve Plan Implement
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Plan
Implement
• Awareness, Classification • Personnel Security • Physical Security • Systems Security • Security Incident Procedures
Control
Managed Information Security
• Organize • Establish framework • Allocate responsibilities
Maintain
Evaluate
Interested Parties (Customers, Suppliers etc.)
• • • •
Internal audit External audit Self assessments Security Incidents
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Lesson 3.29: Design Coordination - Objectives 107
Design Coordination main objectives are • Ensuring consistent design of services • Coordination of all design activities across projects • Maintaining Governance
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Lesson 3.30: Design Coordination - Governance 108
Some aspects of the governance that Design Coordination can bring includes • Assisting and supporting each project through all the activities and processes • Maintaining policies and guidelines for service design activities • Planning and forecasting of the resources for future demand • Ensuring that all the requirements are appropriately addressed in service designs
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Lesson 3.31: Design Coordination - Keywords 109
• Service Design Package • Service Design Policy
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110
End of Module 3
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Service Design :Quiz
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Module 3 : Quiz 112
Question 1: Which of the following is NOT one of the five individual aspects of Service Design? A. The design of the Service Portfolio, including the Service Catalogue B. The design of new or changed services C. The design of Market Spaces D. The design of the technology architecture and management systems ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 3 : Quiz 113
Question 2: Which of the following is MOST concerned with the design of new or changed services? A. Change Management B. Service Transition C. Service Strategy D. Service Design
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Module 3 : Quiz 114
Question 3: Implementation of ITIL Service Management requires preparing and planning the effective and efficient use of: A. People, Process, Partners, Suppliers B. People, Process, Products, Technology C. People, Process, Products, Partners D. People, Products, Technology, Partners
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Module 3 : Quiz 115
Question 4: What is the MAIN goal of Availability Management? A. To monitor and report availability of components B. To ensure that all targets in the Service Level Agreements (SLAs) are met C. To guarantee availability levels for services and components D. To ensure that service availability matches or exceeds the agreed needs of the business ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 3 : Quiz 116
Question 5 : The Information Security Policy should be available to which groups of people?
A. Senior business managers and all IT staff only B. Senior business managers, IT executives and the Information Security Manager only C. All customers, users and IT staff D. Information Security Management staff only ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 3 : Quiz 117
Question 6 : Which of the following are activities that would be carried out by Supplier Management? 1: Management and review of Organisational Level Agreements (OLAs) 2: Evaluation and selection of suppliers 3: Ongoing management of suppliers A. 1 and 2 only B. 1 and 3 only C. 2 and 3 only D. All of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 4 118
Service Transition
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Lesson 1.0: Service Transition Lesson objectives At the end of this lesson, you should be able to: •
•
Understand the Goals and Objectives of Service Transition Explain What value Service Transition provides to the Business
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Lesson 1.1: Service Transition Goals 120
Assure proposed changes in the Service Design package are realized. Plan for and Implement the Deployment of Releases for New or Changed Services. Test Releases so as to minimize the possibility of undesirable impact to the Production environment. Retire or Archive Services.
KEY ROLE: To move Services from Design to Operations, without impacting the ongoing Services
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Lesson 1.2: Service Transition Objectives 121
•Plan and manage the resources to establish successfully a new or changed service into production within the predicted cost, quality and time estimates. •Ensure there is minimal unpredicted impact on the production services, operations and support organization. •Increase the customer, user and Service Management staff satisfaction with the Service Transition practices including deployment of the new or changed service, communications, release documentation, training and knowledge transfer. •Increase proper use of the services and underlying applications and technology solutions.
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Lesson 1.3: Value to Business 122
• The capacity of the business to respond quickly and adequately to changes in the market improves. • Changes in the business as a result of takeovers, contracting, etc. are well managed. • More successful changes and releases for the business. • Better compliance of business and governing rules. • Less deviation between planned budgets and the actual costs • Better insight into the possible risks during and after the input of a service into production. • Higher productivity of customer staff ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.0: Service Transition: Key Principles and Models Lesson objectives At the end of this lesson, you should be able to: • •
Understand Configuration Item Understand Configuration Management System
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Lesson 2.2: Configuration Item (CI) 124 124
Anything that needs to be managed in order to deliver an IT Service. CI information is recorded in the Configuration Management System. CI information is maintained throughout its lifecycle by Configuration
Management. All CIs are subject to Change Management control.
CIs typically include IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs ©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 2.3: Configuration Management System (CMS)
125 125• Information about all Configuration Items
CI may be entire service, or any component
Stored in 1 or more databases (CMDBs) • CMS stores attributes Any information about the CI that might be needed • CMS stores relationships Between CIs With incident, problem, change records etc. • CMS has multiple layers Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.0: Service Transition Processes
Lesson objectives At the end of this lesson, you should be able to understand Objectives and basic concepts of the four processes in Service Transition: • • • • •
Transition, Planning and Support Change Management Service Asset and Configuration Management Release and Deployment management, And Knowledge Management
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Lesson 3.0.1: Transition, Planning and Support Lesson objectives At the end of this lesson, you should be able to: • State the Goals, Objectives and basic concepts of Transition, Planning and Support
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Lesson 3.0.2:Transition, Planning and Support- Goals and Objectives 128
The Objectives of Transition, Planning and Support are • Successful Planning and coordination of resources • Ensuring common framework • Proper planning for aligning customer and business change projects with Service Transition plans
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Lesson 3.0.3:Transition, Planning and Support Activities- Purpose 129
The purpose of the Transition, Planning and Support activities are: • Planning appropriate capacity and resources • Provide support for the Service Transition teams and people • Integrity of changes with all other Service Transition processes • Coordination of activities across projects, suppliers and service teams
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130
Lesson 3.1: Change Management Lesson objectives At the end of this lesson, you should be able to: • State the Goals, Objectives and basic concepts of Change Management
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Lesson 3.2: Change Management : Goals and Objectives 131
Goals and Objectives: Respond to changing business requirements • Respond to Business and IT requests to align Services with business needs. • Ensuring Changes are introduced in a controlled manner. • Optimize business risk • Implement changes successfully • Implement changes in times that meet business needs • Use standard processes • Record all changes
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Lesson 3.3: Change Management : Scope 132
Scope Addition, Modification or Removal of Any Service or Configuration Item or associated documentation Including Strategic, Tactical and Operational changes Excluding Business strategy and process Anything documented as out of scope
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Lesson 3.4: Change Management : Change Types 133
Change Types
Normal changes
Types are specific to the organization
Type determines what assessment is required
Standard changes
Pre-authorized with an established procedure
Tasks are well known, documented and low risk (usually)
E.g replacement of faulty printer, upgrade PC etc.
Emergency changes
Business criticality means there is insufficient time for normal handling
Should use normal process but speeded up
Impact can be high, more prone to failure, Should be kept to minimum
Remediation planning Backout Plans ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.5: Change Management : Change Flow 134
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Lesson 3.7: Change Management : Roles in Change Management 135
Change Manager Ensures
that process is followed Usually authorizes minor changes Coordinates and runs CAB meetings Produces change schedule Coordinates change/built/test/implementation Reviews/Closes Changes
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Lesson 3.8: Change Management : Change Advisory Board (CAB) 136
Change Advisory Board (CAB)
Supports the change manager
Consulted on significant changes
Business, users, application/technical support, operations, service desk, capacity, service continuity, third parties …
people who have clear understanding of business needs
Technical specialists / consultants
Emergency CAB (ECAB)
Subset of the standard CAB
Membership depends on the specific change
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Lesson 3.9: Change Management : Change Metrics 137
Change Metrics • Compliance Reduction in unauthorized changes Reduction in emergency changes • Effectiveness Percentage of changes which met requirements Reduction in disruptions, defects and re-work Reduction in changes failed/backed out Number of incidents attributable to changes • Efficiency Benefits (value compared to cost) Average time to implement (by urgency/priority/type) Percentage accuracy in change estimates ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.10: Change Management : Key Challenges 138 Business pressure to “just do it”
Inaccurate and incomplete Configuration Management System Soiled Technical Function areas Misunderstanding of “Emergency” changes Scalability across large organizations Vendor/Contract Compliance
Adhoc nature of people
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139
Lesson 3.11: Service Asset and Configuration Management Lesson objectives At the end of this lesson, you should be able to: • State the goals, objectives and basic concepts of Service Asset and Configuration Management
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Lesson 3.12: Service Asset and Configuration Management: Goals and Objectives 140
The goal of SACM is to provide a logical model of the IT infrastructure correlating IT services and different IT components (physical, logical etc) needed to deliver these services The objective of SACM is to define and control the components of services and infrastructure and maintain accurate configuration records. This enables an organization to comply with corporate governance requirements, control its asset base, optimize its costs, manage change and release effectively, and resolve incidents and problems faster.
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts 141
Basic Concepts What is a Configuration Item (CI) ? Anything that needs to be managed in order to deliver an IT Service
CI information is recorded in the Configuration Management System
CI information is maintained throughout its lifecycle by Configuration Management
All CIs are subject to Change Management control
CI Types : CIs typically include •IT Services, hardware, software, buildings, people, and formal documentation such as Process documentation and SLAs ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts 142
Basic Concepts
Configuration baseline Configuration details captured at a specific point in time. This captures both the structure and details of a configuration Item. It is used as a reference point for future Builds, Releases and Changes. (e.g. After major changes, disaster recovery etc). Typically managed through the Change Management process.
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd.. 143
Basic Concepts What is a Configuration Management System (CMS) ? •Information about all Configuration Items •CI may be an entire service, or any component •Stored in 1 or more databases (CMDBs)
•CMS stores attributes •Any information about the CI that might be needed •CMS stores relationships •Between CIs •With incident, problem, change records etc. •CMS has multiple layers •Data sources and tools, information integration, knowledge processing (scorecards, dashboards etc.), presentation
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Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd.. 144
Basic Concepts What is a Definitive Media Library (DML) ? The only source for build and distribution Master copies of all software assets In house, external software houses Scripts as well as code Management tools as well as applications Including licenses
Quality checked Complete, correct, virus scanned ..
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Lesson 3.14: Service Asset and Configuration Mgmt..: Basic Concepts: CMDB & DML 145
Basic Concepts DML and CMDB
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Lesson 3.16: Service Asset and Configuration Mgmt.: Basic Concepts: Relationship between CMDB, CMS and SKMS 146
SKMS
Informed Decision
CMS
CMDB
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147
Lesson 3.17: Release and Deployment Management Lesson objectives At the end of this lesson, you should be able to: • State the goals, objectives and basic concepts of Release and Deployment Management
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Lesson 3.18: Release and Deployment Management: Goals 148
• Release management is responsible for planning, scheduling, and controlling the movement of new or changed services, in the form of a release package, to both the testing and the live production environments • Deployment management is responsible for the movement of new or changed hardware, software, documentation, or other configuration items into the live production environment.
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Lesson 3.19: Release and Deployment Management: Objectives 149
• Planned Release and Deployment in line to the business needs • Build, Install, Test and Integrate releases
Efficiently, successfully and on schedule. With minimal impact on production services, operations, and support teams Enabling new or changed services to deliver agreed service requirements
• Control and minimize the impact of releases to the ongoing services • Transfer knowledge and skills to end users and support teams, leading to an effective use and support
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Lesson 3.20: Release and Deployment Management: Basic Concepts: Release Policy 150 Release Policy: The overarching strategy for Releases and was derived from the Service Design phase of the Service Lifecycle and typically includes: • Release Description with the unique identification, numbering and naming conventions. • The roles and responsibilities at each stage in process. • The expected frequency for each type of release • The approach for accepting and grouping changes into a release. • The mechanism to automate the build, installation and release distribution processes to improve re-use, repeatability and efficiency • How the configuration baseline for the release is captured and verified against the actual release contents, e.g. hardware, software, documentation and knowledge • Exit and entry criteria and authority for acceptance of the release into each Service Transition stage and into the controlled test, training, disaster recovery and production environments • Criteria and authorization to exit early life support and handover to Service Operations. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Unit 151
Release unit
- Cls that are normally released together - Typically includes sufficient components to perform a useful function. For example - Fully configured desktop PC, payroll applications
Release package - Single release or many related releases
- Can include hardware, software, utility, warranty, documentation, training …
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Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types 152
Release Types Major Release:
Containing large proportions of new functionalities. Also known as a Major Upgrade, generally supersedes all preceding minor upgrades.
Minor Release: Contains small enhancements and fixes. A Minor Upgrade or release generally supersedes previous emergency fixes.
Emergency Release: Normally linked to an Emergency change. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.22: Release and Deployment Mgmt. Basic Concepts: Release and Deployment Approaches 153
Release and Deployment Approaches
Big bang versus phased approach
Phased approach can be users, locations, functionality ..
Push versus Pull deployment Automated versus manual deployment
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154
Lesson 3.23: Knowledge Management Lesson objectives At the end of this lesson, you should be able to: • State the goals, objectives and basic concepts of Knowledge Management
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Lesson 3.24: Knowledge Management: Goals and Objectives 155
The goal of Knowledge Management is to Improve quality of management decision making by ensuring that reliable and secure information and data is available throughout the service lifecycle The objective of Knowledge Management is to ensure that the right information is delivered to the appropriate place or person at the right time to enable informed decisions.
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Lesson 3.25: Knowledge Management: Purpose 156
Knowledge Management is The process responsible for gathering, analyzing, storing and sharing knowledge and information within an organization. The primary purpose of knowledge Management is to improve efficiency and effectiveness by reducing the need to rediscover knowledge.
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Lesson 3.26: Knowledge Management: Basic Concepts: DIKW 157
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Lesson 3.27: Knowledge Management: Service Knowledge Management System 158
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Lesson 3.28: Knowledge Management: SKMS 159
A set of tools for managing knowledge and information. SKMS includes CMS. SKMS contains all the information needed to manage the lifecycle of IT Services.
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160
Service Transition : Summary • Goals and Objectives • Service Transition processes: Transition, Planning and Support Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management
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Service Transition : Quiz
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Module 4: Quiz 162
Question 1: Which of the following statements about a standard change is INCORECT ? a) A Standard change is a low risk change b) Standard changes are pre-authorized changes c) Standard changes are authorized by E-CAB d) Standard changes are only raised by Incident Management ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 4: Quiz 163
Question 2: Which statement is the CORRECT statement about the relationship between CMS and SKMS ? a) The SKMS is a part of the CMS b) The CMS is a part of the SKMS c) There is no relationship between the CMS and SKMS d) The CMS and the SKMS are the same
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Module 4: Quiz 164
Question 3: Whish of the following is an activity of SACM ? a) Account for all the Financial assets of an organization b) Specify the relevant attributes of CI c) Implement ITIL across the organization d) Design Service models to justify ITIL implementations
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Module 4: Quiz 165
Question 4: Which of the following does Service Transition provide guidance on: 1. Moving New and Changed Services to production 2. Testing and Validation 3. Transfer of services to and from external service provider a) All of the above b) None of the above c) Only 1 and 2 d) Only 1 ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 4: Quiz 166
Question 5: Which of the following is an INCORRECT Release and Deployment approach? a) Propagate and Consolidate b) Push and Pull c) Big bang and Phased d) Automated and Manual
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Module 4: Quiz 167
Question 6: Which of the following would be stored in the DML? 1. Copies of Purchased software 2. Copies of Internally developed software 3. Relevant License documentation 4. The Change schedule a) All of the above
b) 1 and 2 only c) 3 and 4 only d) 1, 2 and 3 only ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 5 168
Service Operations
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Lesson 1.0: Service Operations Lesson objectives At the end of this lesson, you should be able to: •
•
• •
Understand the Goals and Objectives of Service Operations Briefly Explain What Value Service Operations provide to business Understand Key Concepts & definitions Understand the Role of Communication in Service Operations
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Lesson 1.1: Service Operations: Objectives 170
To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Responsible for the ongoing management of the technology that is used to deliver and support services. Carrying out activities and Processes required to deliver and manage Services at agreed levels.
KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery so as to ensure value to business and the service provider ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 1.2: Value to Business 171
Service Operations is where the plans, designs and optimizations from other ITIL lifecycle phases are executed and measured. • Service value is modeled in Service Strategy • The cost of the service is designed, predicted and validated in Service Design and Service Transition • Measures for optimization are identified in Continual Service Improvement
From a customer viewpoint, Service Operation is where actual value is seen.
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Lesson 1.3: Role of Communication 172
Good communication is important across all phases of the service lifecycle but particularly so in Service Operation
Good communication is needed between all IT Service Management staff and with users/ customers / partners. Issues can often be mitigated or avoided through good communication . All communication should have: - Intended purpose and/ or resultant action - Clear audience, who should be involved in deciding the need/format Examples of Communications in Service Operations · Routine operational communication · Communication between shifts · Performance reporting -Communication related to emergencies · Training on new or customized processes and service designs ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 1.4: Events 173 An expected or unexpected change of state of a an IT component that could negatively impact delivery of IT services. Events are typically notifications created by an IT service, Configuration Item (CI) or a monitoring tool. Event Type
Description
Informational
An event that does not require any action, regular operation Example: Notification that a scheduled workload has completed
Warning
An Event that is unusual but not an exception, requires closer monitoring. Example: A servers CPU utilization is approaching maximum performance threshold.
Exception
An Event signifying a service or a device is operating abnormally Example: A PC scan reveals the installation of unauthorized software.
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Lesson 1.5: Alerts & Incidents 174
Incident
Alert
A warning that a threshold has been reached, something has changed, or a Failure has occurred. Alerts are often created and managed by System Management tools. Alerts are managed by the Event Management Process. Objective is to notify the concerned Stakeholders
An unplanned interruption to an IT service. A reduction in the quality of an IT service. Failure of an IT component that has not yet affected service, but could likely disrupt service if left unchecked. This can be raised by IT support teams. Example: Failure of a server in a clustered mode.
Relationship between Events, Alerts and Incident All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 1.6: Service Request 175
Service Request
A generic description for many varying types of demands that are placed upon the IT Department by the users.
Many of these requests are actually small changes – low risk, frequently occurring, low cost, etc.
Their scale and frequency, low-risk nature means that they are better handled by a separate process, rather than being allowed to congest and obstruct the normal Incident and Change Management processes.
Examples: A request to change a password, A request to install an additional software application onto a particular PC, A request to relocate some items of desktop equipment
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Lesson 1.7: Problem & Workaround 176
Problem
The cause of one or more incidents.
The cause is not usually known at the time a Problem Record is created, and the Problem Management Process is responsible for further investigation.
Prioritized in the same way and for same reasons as Incidents.
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Workaround
A temporary way to restore service failures to a usable level. For example; rebooting a server hang.
Used for reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available.
Workarounds for Incidents that do not have associated Problem Records are documented in the Incident Record.
Workarounds for Problems are documented in Known Error Records.
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Lesson 1.8: Known Error (KE) and Known Error Database (KEDB) 177
Known Error (KE)
Known Error Database (KEDB)
A storage of previous knowledge of incidents and problems • exact details of the fault and the symptoms that occurred • how they were overcome
Allows quicker diagnosis and resolution if Incidents/Problems recur.
A Problem that has a documented Root cause and a Workaround. • A known error might be raised for a problem whose root cause is not yet known but a workaround has been identified.
Known Errors are created and managed throughout their Lifecycle by Problem Management.
Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility reports for Windows by Microsoft
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Lesson 1.9: Impact, Urgency & Priority 178
Impact
A measure of the effect of an Incident, Problem or Change on Business Processes. Based on how Service levels will be affected.
Urgency
A measure of how long it will be until an Incident, Problem or Change has a significant Impact on the Business.
Priority
The relative importance of an Incident, Problem or Change. Priority is based on Impact and Urgency, and is used to identify required times for actions to be taken. • For example, the SLA may state that Priority 2 Incidents must be resolved within 12 hours.
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Lesson 2.0: Service Operations Process Lesson objectives At the end of this lesson, you should be able to: •
State the objectives and basic concepts for Event Management
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Lesson 2.1: Event Management: Objectives 180 180
Definition The process responsible for monitoring Events throughout their Lifecycle. Objectives To detect events, make sense of them and determine the appropriate control action.
Can be used as a basis for automating many routine Operations Management activities, For example - executing scripts on remote devices, or - submitting jobs for processing It provides a way of comparing actual performance and behavior against design standards and SLAs. Provide the basis for Operational Monitoring and Control ©Simplilearn Solutions Pvt. Ltd. 2011
Lesson 2.2: Event Management: Process Activities 181
Process Activities Event occurs Event Detection , Filtering & Notification Event Significance (Type of Event) (Information, Warning or Exception) Event correlation. Event Response Event Review & Closure
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Lesson 2.3: Event Management: Event Logging & Filtering 182
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Lesson 2.4: Event Management: Managing Exceptional Events 183
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Lesson 2.5: Event Management: Managing Information & Warning Events 184
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Lesson 2.6: Incident Management: Objectives 185
Definition The process for dealing with all incidents; this can include failures, questions or queries reported by the users (usually via a telephone call to the Service Desk), by technical staff, or automatically detected and reported by event monitoring tools.
Objectives To restore normal service operation as quickly as possible and minimize the adverse impact on business operations To ensure that the best possible levels of service quality and availability are maintained, i.e. restore service within SLA’s
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Lesson 2.7: Incident Management: Scope and Value to Business 186
Scope
Value to Business
Managing any disruption or potential disruption to live IT services
Lower downtime to the business, which in turn means higher availability of the service.
Incidents identified • Directly by users through the service Desk • Through an interface from Event Management to incident Management tools
The capability to identify business priorities and dynamically allocate resources as necessary.
The ability to identify potential improvements to services.
Reported and/or logged by technical staff
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Lesson 2.8: Incident Management: Basic Concepts 187
Time Scales
• Timescales must be agreed for all incident handling stages. - Depending on Priority & SLA’s - Documented in OLA’s & UC’s • All support groups should be made fully aware of these timescales.
Incident Models
An Incident model is predefined steps to handle a particular Incident. The incident model should include: • The steps that should be taken to handle the incident • The order in which these steps should be taken in. •
Major Incident
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Responsibilities; who should do what
An Incident Model to handle Incidents of Major Impacts and great Urgency.
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Lesson 2.9: Incident Management: Process Flow & Activities 188
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Lesson 2.10: Incident Management: Process Interfaces 189
• •
•
Performance incidents Incident Workarounds
SLA’s, OLA’s, UC’s
Service Level Manage ment
Capacity Manage ment Incident Management
•
Availabil ity Manage ment
Availability incidents
• •
CI data Maintain faulty CI Status
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Event Manage ment
•
Problem Manage ment
Change Manage ment
• •
Service break/ degrading Events
•
Potential problems
RFC for resolving Incidents Incidents from Failed Changes
SACM* *SACM: Service Asset & Configuration Management
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Lesson 2.11: Problem Management: Objectives 190
Definition The process responsible for managing the lifecycle of all problems. Problem Management seeks to identify and remove the root-cause of Incidents in the IT Infrastructure.
Objectives To prevent problems and resulting incidents from happening and to eliminate recurring incidents To minimize the impact of incidents that cannot be prevented.
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Lesson 2.12: Problem Management: Scope and Value to Business 191
Scope
Value to Business
Together with Incident and Change Management increases IT service availability and quality.
Reduction in downtimes and disruptions of Business critical systems.
Reduced expenditure on workarounds or fixes that do not work
Reduction in cost of effort in firefighting or resolving repeat incidents.
Activities required to diagnose the root cause of incidents and to determine the resolution to those problems. Responsible for ensuring that the resolution is implemented through the appropriate control procedures, especially Change Management and Release Management. Maintain information about problems and the appropriate workarounds and resolutions
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Lesson 2.13: Problem Management: Basic Concepts 192
Reactive Problem Management
• Resolution of underlying cause (s)
• The activities are similar to those of Incident Management for the logging, categorization and classification for Problems. The subsequent activities are different as this is where the actual root-cause analysis is performed and the Known Error corrected. • Covered in Service Operation
Proactive Problem Management
• Prevention of future problems by analyzing Incident Records, and using data collected by other IT Service Management processes and external sources to identify trends or significant problems. • Generally undertaken as part of Continual Service Improvement (CSI)
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Lesson 2.14: Problem Management: Process Flow: Reactive Problem Management 193
Problem detection & Logging
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Problem Categorization & Prioritization
Problem Investigation & Diagnosis
Problem Resolution & Closure
Workarounds & raising Known Error Records
Major Problem Reviews
Errors from Development / Suppliers
Known Error Database
193
Lesson 2.15: Problem Management: Process Flow: Interfaces with Other Processes 194
Availability Management Change Management
Capacity Management Configuration Management
Problem Management Release & Deployment Management
Service Level Management
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IT Service Continuity Management
Financial Management
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Lesson 2.16: Request Fulfillment Process 195
Definition The processes of dealing with Service Requests from the users.
Objectives To provide pre-defined pre-approved standard services to users. To provide users with information on available services and procedures for obtaining them. Deliver requested standard services. Assist IT users with general information, comments and complaints
Basic Concepts Request models – Specific procedures for handling certain types of requests For example; IMACS, Password resets, etc. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.17: Access Management: Objectives 196
Definition The process of granting authorized users the right to use a service, while preventing access to non-authorized users. • Also referred to as Rights Management or Identity Management. • In practice, Access Management is the operational enforcement of the policies defined by Information Security Management.
Objectives To grant authorized users the right to use a Service and deny access to unauthorized users To Execute policies and actions defined in Security and Availability Management
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Lesson 2.18: Access Management: Basic Concepts 197
Basic Concepts Access
• Access refers to the level and extent of a service’s functionality or data that a user is entitled to use.
Identity
• The information about the user that distinguishes them as an individual, and which verifies their status within the organization.
• By definition, the identity of a user is unique to that user.
Rights
• Also called privileges, refer to the actual settings whereby a user is provided access to a service or group of services. • Typical rights or levels of access include read, write, execute, change, delete.
Service/ Service Groups
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• Granting users/User groups access to similar set of services
197
198
Lesson 3.0: Service Operations: Functions Lesson objectives At the end of this lesson, you should be able to: •
Explain the role, objectives and organizational structures of Service desk
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Lesson 3.1: Service Desk 199
Definition A Service Desk is a functional unit made up of a dedicated number of staff responsible for dealing with a variety of service events, often made via telephone calls, web interface, or automatically reported infrastructure events. Acts as daily Single point of contact for IT users
Objectives To restore the ‘normal service’ to the users as quickly as possible. Operate as Level 1 for Incident Management and Request Fulfillment i.e. Log calls, do initial diagnosis and investigation and if possible resolve and close.
Manage Incidents throughout its lifecycle, which also includes user communication and Technical & hierarchical escalations. Conducting customer/user satisfaction survey. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.1: Purpose of Service Desk 200
Purpose of Service Desk Improved customer service, perception of IT and satisfaction with IT services Increase accessibility to IT services through a single point of contact, communication and information. Better quality and faster turnaround of customer or user IT requests Enhanced focus and a proactive approach to IT service provisioning. More meaningful management information for decision support Improved teamwork and communication amongst IT staff. A reduced negative business impact. Improved usage of IT Support resources and increased productivity of business personnel.
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Lesson 3.2: Organization Structures 201
Type
Description
1. Local
Located physically close to the user community it serves.
2. Centralized
Service desk is deployed at one central physical location.
3. Virtual
Impression of single, centralized Service desk, through the use of technology and tools to create a virtual Service desk.
4. Follow-The-Sun
Multiple Service desks across time zones to provide 24x7 service.
5. Specialized
‘specialist groups’ within the overall Service Desk structure, so that incidents relating to a particular IT service can be routed directly (normally via telephony selection or IVR or a web-based interface) to the specialist group.
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Lesson 3.3: Service Desk Function: Organization Structures - Local 202
Local
Aids communication and gives a clearly visible presence
Can often be inefficient and expensive to resource due to low call volumes
Reasons for a Local service desk… • Language and cultural or political differences • Different time zones • Specialized groups of users • VIP/criticality status of users.
Local Users
Service Desk (local)
Third Party Support
Application Support
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Infrastructure Support 202
Lesson 3.4: Service Desk Function: Organization Structures- Centralized 203
Centralized Customer Site 1
Customer Site 2
Customer Site 3
Service Desk (centralized)
Local Service Desks merged into one or few locations.
more efficient and cost-effective, allowing fewer overall staff to deal with a higher volume of calls.
‘local presence’ to handle physical support requirements, but controlled and deployed from the central desk.
Second-Line Support Third party Support
Application Support
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Infrastructure Support
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Lesson 3.5: Service Desk Function: Organization Structures- Virtual 204
Virtual
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Single Visible Service Desk which may actually be run by staff in multiple locations.
Allows for ‘homeworking’, secondary support group, off-shoring or outsourcing – or any combination necessary to meet user demand.
Safeguards are needed to ensure consistency and uniformity in service quality and cultural terms
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Lesson 3.6: Service Desk: Service Desk Staffing 205
Service Desk Staffing Correct number and qualification at any given time, considering • Customer expectations and business requirements
e.g. call response time (SLA) , Budget • Number of users to support, their language and skills • Coverage period, out-of-hours, time zones/locations, travel time • Processes and procedures in place, Infrastructure for short breaks
Minimum qualifications • Interpersonal skills, Business and underlying IT understanding • Skill sets Customer and Technical emphasis, Expert Typing skills ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.7: Service Desk: Service Desk Metrics 206
Service Desk Metrics Periodic evaluations of health, maturity, efficiency, effectiveness and any opportunity to improve Realistic and carefully chosen – total number of call is not itself good or bad Some examples: • First-line resolution rate • Average time to resolve and/or escalate an incident • Total costs for the period divided by total call duration minutes
• The number of calls broken by time of day and day of week, combined with the average call-time • Customer/User Satisfaction surveys
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Lesson 3.8: Technical Management 207
Role of Technical Management Function The groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure Custodian of technical knowledge and expertise related to managing the IT Infrastructure. Provides the actual resources to support the ITSM Lifecycle. - Ensures that resources are effectively trained and deployed to design, build, transition, operate and improve the technology required to deliver and support IT services.
Objectives To help plan, implement and maintain a stable technical infrastructure to support the organization’s business Processes -Well designed and highly resilient, cost-effective infrastructure configuration - Use of adequate technical skills to maintain the technical infrastructure and to speedily diagnose and resolve any technical failures that do occur. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.9: Application Management 208
Role of Application Management Function Responsible for managing applications throughout their lifecycle. • Custodian of technical Knowledge and expertise related to managing application, whether purchased or developed in-house. • It provides the actual resources to support the ITSM Lifecycle • Providing guidance to IT Operations about how best to carry out the ongoing operational management of applications. • The integration of the Application Management Lifecycle into the ITSM Lifecycle
Objectives To helping to identify functional and manageability requirements for application software so as to support the organization’s business Processes. Assist in design and deployment of applications.
Assist in ongoing support/maintenance/improvement of applications. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.10: IT Operations Management Function 209
Role of IT Operations Management Function The function responsible for the ongoing management and maintenance of an organization ’s IT Infrastructure to ensure delivery of the agreed level of IT services to the business. Operations Control - oversees the execution and monitoring of the operational activities and events in the IT Infrastructure. Includes Console Management, Job Scheduling, Backup & restore, Print & output Management and Maintenance activities on behalf of Technical or Application Management teams. Facilities Management - The management of the physical IT environment, typically a Data Centre or computer rooms and recovery sites together with all the power and cooling equipment. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 3.11: IT Operations Management Objectives 210
Objectives Maintenance of the as- is infrastructure and procedures to achieve stability of the organization’s day-to-day processes and activities. Regular scrutiny and improvements to achieve improved service at reduced costs, while maintaining stability. Swift application of operational skills to diagnose and resolve any IT operations failures that occur.
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Service Operations : Quiz
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Module 5 212
Question 1: Major Incidents require: A. Separate procedures B. Less urgency C. Longer timescales D. Less documentation
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Module 5 213
Question 2: Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary 2: Decide whether a Problem needs to be logged A. 1 only B. Both of the above C. 2 only D. None of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 5 214
Question 3: Which of the following is NOT a valid objective of Request Fulfillment? A. To provide information to users about what services are available and how to request them B. To update the Service Catalogue with services that may be requested through the Service Desk
C. To provide a channel for users to request and receive standard services D. To source and deliver the components of standard services that have been requested ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 5 215
Question 4: Which Functions are included in IT Operations Management? A. Network Management and Application Management B. Technical Management and Application Management C. IT Operations Control and Facilities Management D. Facilities Management and Technical Management
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Module 5 216
Question 5: What is the BEST description of the purpose of Service Operation? A. To decide how IT will engage with suppliers during the Service Management Lifecycle B. To proactively prevent all outages to IT Services C. To design and build processes that will meet business needs D. To deliver and manage IT Services at agreed levels to business users and customers ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 5 217
Question 6: Which of these activities would you expect to be performed by a Service Desk? 1: Logging details of Incidents and service requests 2: Providing first-line investigation and diagnosis 3: Restoring service 4: Diagnosing the root-cause of problems A. All of the above B. 1, 2 and 3 only C. 1, 2 and 4 only D. 2, 3 and 4 only ©Simplilearn Solutions Pvt. Ltd. 2011
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End of Module 5
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Module 6 219
Continual Service Improvement
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2
Lesson 1.0: Continual Service Improvement
At the end of this lesson, you should be able to: •
Understand the Goals and Objectives of Continual Service Improvement
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Lesson 1.1: Continual Service Improvement: Goals 221
To continually align IT Services to the changing Business needs by identifying and implementing improvements. Continually be on the lookout for improvements related to process effectiveness and efficiency. To implement improvement plans in a cost-effective manner.
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Lesson 1.2: Continual Service Improvement: Objectives 222
•Review analyze and recommend improvement opportunities in all the life cycle phases •To make CSI activities, fact based, CSI Reviews and analyze Service level achievement results •Identify and implement activities for improve service efficiency and effectiveness to improve service quality •Improve cost effectiveness •Ensure appropriate quality management methods are used to support CSI activities
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Lesson 1.3: Continual Service Improvement: Scope
223
Scope of CSI: Overall health of ITSM. It takes care of entire ITSM as well as all dependent services. Alignment of the service portfolio with business needs After implementing and operating processes, CSI help Maturing the processes. Organization need to: •Review management information and trends of service delivery •Ensure outputs of enabling ITSM are achieving results •Conduct audits to access maturity of process, compliance of processes. •Conduct customer satisfaction surveys. ©Simplilearn Solutions Pvt. Ltd. 2011
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Lesson 2.0: CSI – Key Principles and Models At the end of this lesson, you should be able to: •
•
Understand the Basic Concepts and Key Principles of Continual Service Improvement John Kotter’s eight steps for Organization Transformation
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Lesson 2.1: CSI and Organizational Change 225 225
Successful CSI requires organizational change
Organizational change presents challenges Use formal approaches to address people-related issues: John Kotter’s “Eight steps to transforming your organization” Project Management
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Lesson 2.2: John Kotter’s 8 steps to Organizational Transformation 226
226
1
Steps
Quotes
Creating Sense of urgency
• 50% of transformations fail in this stage. • Without motivation, people won’t help and efforts goes nowhere • 76% of company’s management should be convinced of the need
2
Forming a guiding coalition
• Understand difficulties and producing change.
• Lack of effective, Strong leadership • Not a powerful coalition. Opposition eventually stops the change initiatives.
3
Creating a Vision
• Without a sensible vision transformation effort can easily dissolve into a list of confusing, incompatible projects. • An explanation of 5 minutes should obtain reaction of “understanding” and “Interest”.
4
Communicating Vision
• Without credible communication, and lot of it, the hearts and minds of the troops are never captured. • Make use of all communication channels.
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Reference: Crown copyright OGC.
Lesson 2.3: John Kotter’s 8 steps to Organizational Transformation…contd
227 227
Steps
Quotes
5
Empowering others to act on vision
• Structures to underpin the vision.. And removal of barriers to change. • More people involved, the better the outcome. • Reward initiatives.
6
Planning for and creating quick wins
• Real transformation takes time. Without quick wins too many people give up or join the ranks of those opposing change. • Actively look for performance improvements and establish clear goals. • Communicate success.
7
Consolidating improvements and producing more change
• Until changes sink deeply into the culture new approaches are fragile and subject to regressions. • In many cases worker revert to old practices. • Use credibility of quick wins to tackle even bigger problems.
8
Institutionalize the change
• Show how new approaches, behavior and attitude have helped improve performance. Ensure selection and promotion criteria underpin the new approach.
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Reference: Crown copyright OGC.
Lesson 2.4: Service Measurement 228 228
The ability to predict and report service performance against targets of an end-to-end service is known as Service Measurement. Will require someone to take the individual measurements and combine them to provide a view of the customer experience. This data can be analyzed over a period of time to produce a trend. This data can be collected at multiple levels, (for example, CIs, processes, services).
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Lesson 2.5: Reasons to Monitor & Measure 229 229
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Lesson 2.5: Types of Metrics 230 230
Technology metrics: typically components and applications For example •Performance •Availability Process metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes Service metrics: end-to-end service metrics (often Service metrics are a sum of process and technology metrics)
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Lesson 2.6: Key Definitions 231 231
Improvement – Favorable Outcome showing a measurable increase in a desirable metric or a decrease in undesirable metric. Benefit – Gain achieved from Improvement. This is generally associated with ROI or VOI. Return on Investment (ROI) – Quantifiable monetary benefit achieved by expending a certain amount of money, usually expressed as a percentage. Value on Investment (VOI) – Non monetary benefit, such as branding, achieved by expending a certain amount of money. Baseline – Benchmark used as a reference point for later comparison.
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Deming Cycle 232 232
Plan: Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization's policies. Do: Implement the processes. Check: Monitor and measure processes and product against policies, objectives and requirements for the product and report the results. Act: Take actions to continually improve process performance.
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P A
D C
Lesson 2.7: Seven Step Improvement Process- PDCA Cycle 233
233
7 – Step Improvement Process – PDCA cycle CHECK DEFINE WHAT YOU SHOULD MEASURE
ANALYZE THE DATA
PLAN DEFINE WHAT YOU CAN MEASURE
PRESENT AND USE THE DATA
DO
PROCESS THE DATA
IMPLEMENT CORRECTIVE ACTION GATHER THE DATA – WHO, HOW, WHEN
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ACT
Lesson 2.8: Continual Service Improvement Model
234 234
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CSI : Quiz
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Module 6: Quiz 236
Question 1: Which of the following does CSI provide guidance on? 1. How to improve process efficiency and effectiveness 2. How to improve services 3. Improvement of all phases of service lifecycle 4. Measurement of processes and services a) 1 and 2 only
b) All of the above c) 2 only
d) 1, 3 and 4 only ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 6: Quiz 237
Question 2: Which is the first activity of the CSI model? a) Carry out a baseline assessment to understand the current situation b) Understand the Business Vision and Objectives c) Agree on priorities for Improvement d) Create and verify a plan
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Module 6: Quiz 238
Question 3: Which of the following is NOT a metric described in CSI? a) Process Metric b) Personnel Metric c) Service Metrics d) Technology Metrics
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Module 6: Quiz 239
Question 4: Which of the following are objectives of CSI? 1. To improve process efficiency and effectiveness 2. To improve services 3. To improve all phases of service lifecycle except Strategy 4. To improve International standard such as ISO 20000 a) 1 and 2 only
b) 2 and 4 only c) 1, 2 and 3 only
d) All of the above ©Simplilearn Solutions Pvt. Ltd. 2011
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Module 6: Quiz 240
Question 5: Learning and Improvement is the PRIMARY concern of which of the following phases of service lifecycle? a) Continual Service Improvement b) Service Strategy and Service Design c) Service Strategy, Service Transition and Service Operation d) Service Strategy, Service Design, Service Transition and Service Operation ©Simplilearn Solutions Pvt. Ltd. 2011
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CSI : Summary Goals and Objectives of CSI John Kotter’s 8 steps of Organizational Transformation Service Measurement and Metrics 7 Step Improvement process CSI Improvement Model
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ITIL 2011 Foundation Certification Exam Practical Tips 242 • Read the question CAREFULLY • At this level of exam the obvious answer is often the correct answer (if you have read the question carefully!) • Beware of being misled by the preliminary text for the question • If you think there should be another choice that would be the right answer, then you have to choose the “most right” • Use strategies such as “What comes first?” or “What doesn’t belong?” to help with the more difficult questions
• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then try to eliminate combinations that are immediately incorrect (based on something you can remember) so that the question is broken into smaller, and more manageable pieces.
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ITIL 2011 Foundation Certification Exam Practical Tips 243 Lets see with an example how to answer the questions. Sample Question Which of the following statements is CORRECT for ALL processes?
a) They define functions as part of their design b) They should deliver value for stakeholders c) They are carried out by an external service provider in support of a customer
d) They are units of organizations responsible for specific outcomes
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ITIL 2011 Foundation Certification Exam Practical Tips 244 Let us look at another example. Sample Question Which of the following statements about a Definitive Media Library (DML) are CORRECT? 1. The DML can include a physical store 2. The DML holds definitive hardware spares 3. The DML includes master copies of controlled documentation a) All of the above b) 1 and 2 only c) 2 and 3 only d) 1 and 3 only ©Simplilearn Solutions Pvt. Ltd. 2011
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