ITIL V3 Foundation Course eBook

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ITIL® V3 FOUNDATION CERTIFICATION E-LEARNING COURSE ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom's Office of Government Commerce (OGC) in United kingdom and other countries

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ITIL® V3 Foundation Course Objectives 2

At the end of the course, you should be able to ƒ ƒ ƒ ƒ ƒ ƒ ƒ

Discuss the ITIL v3 qualification scheme Explain the practice of Service Management Describe Service Lifecycle Identify key principles and models of ITIL V3 Define generic concepts in ITIL v3 Discuss the processes, roles and functions in ITIL V3 Summarize the use of technology with ITIL V3

ƒ Successfully clear your ITIL v3 foundation exam.

ITIL® V3 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

Module 1 4

Introduction To Service Management Lifecycle

Lesson 1.0: What is ITIL ? 5

What is ITIL® ?

ƒ A set of publications for good practices in IT service Management. ƒ Why ITIL ? • Focuses on descriptive guidance on IT Service Management that’s easily adapted. • Emphasizes Quality Management approach, standards

ƒ 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.

ƒ De-Facto Industry Standard

Lesson 1.1: ITIL V3 Components 6

Lesson 1.2: ITIL Core Publications 7

Each lifecycle phase of ITIL V3 Core is represented by a Volume in the Library 1. 2. 3. 4. 5.

Service Strategy Service Design Service Transition Service Operation Continual Service Improvement

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Lesson 1.3: ITIL V3 Qualification Scheme: Credits System 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

Lesson 1.4: ITIL V3 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 ?

Prometric Centers, visit www.prometric.com, Exam Code: EX0-101

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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: ƒ

Explain the concept of good practice

ƒ

Define the concepts of service, Service Management, Functions, Roles &Processes, and RACI

ƒ

The role of IT Governance across the Service Lifecycle

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

Lesson 2.2: Why Choose Good practices over Proprietary ones? 12

Good Practices, Public Standards and frameworks

Proprietary knowledge

ƒWide Community Distribution ƒPublic Training and Certification

ƒDifficult to adopt ƒDifficult to replicate and transfer ƒHard to document

ƒValid in Different applications ƒPeer Reviewed ƒUsed by different parties

ƒHighly customized ƒSpecific to business needs ƒHard to adapt or reuse

ƒFree and publicly available ƒLabor market skills easy to find

ƒOwners expect compensation

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.

ƒCosts and Risks are transferred to service provider. ƒCustomers focus on outcomes versus means.

Customer Transfer costs and Risks Retains focus and accountability for outcomes

Service Provider Takes on Costs and Risks Responsible for the means of achieving outcomes

Lesson 2.4: What is a Service Management? 14

Business Outcomes Value Customer Assets Service Management

Performance Services Capabilities

Service Assets

Capabilities

Resources

Resources

A5 Management

Financial Capital

A4 Organization

Infrastructure

A3 Processes

Applications

A2 Knowledge

Information

A1

People

Lesson 2.5: Process, Functions and Roles 15

ƒ 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

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

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)

Lesson 2.8: Functions 18

ƒ Function - A team or group of people and the tools they use to carry out one or more processes or activities

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

Networks

Architecture Enterprise Architecture

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: ƒTo act as prime Customer contact for all Service related enquiries and issues ƒTo ensure that the ongoing Service delivery and support meet agreed Customer requirements ƒTo identify opportunities for Service Improvements, discuss with the customer and to initiate changes for improvements if appropriate. ƒTo liaise with the appropriate Process Owners throughout the Service Management lifecycle ƒTo solicit required data, statistics and reports for analysis and to facilitate effective Service monitoring and performance

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: ƒ Assisting with process design ƒ Documenting the process ƒ Make sure the process is being performed as documented ƒ Making sure process meetings it aims ƒ Monitoring and improving the process over time

Lesson 2.12: Connecting with Processes and Functions: RACI 22

RACI is an acronym for the four main roles of: ƒResponsible – the person or people responsible for getting the job done ƒAccountable – only one person can be accountable for each task ƒConsulted – the people who are consulted and whose opinions are sought ƒInformed – 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

Example RACI matrix

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

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

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Lesson 3.0: The Service Lifecycle Lesson objectives At the end of this lesson, you should be able to: ƒ

Understand the value of the Service Lifecycle

ƒ

How the processes integrate with each other, throughout the Lifecycle

ƒ

Explain the relationship between Governance and IT Service Management

Lesson 3.1: Lifecycle Components 26 Application Mgmt

Facilities Mgmt

IT Operations Mgmt

Supplier Management

Service Knowledge Management

Infrastructure Mgmt

Information Security Management

Evaluation Management

Service Desk

IT Service Continuity Management

Release & Deployment Management

Access Management

Strategy Generation

Availability Management

Validation & Testing Management

Problem Management

IT Financial Management

Capacity Management

Service Asset & Configuration Management

Incident Management

Service Portfolio Mgmt

Service Catalog Mgmt

Change Management

Request Fulfillment

Demand Management

Service level Management

Transition Planning & Support

Event Management

Service Strategy

Service Design

Service Transition

Service Operations

Continual Service Improvement Service level Management

Service Improvement

Service Reporting

Service Measurement & Analysis

Lesson 3.2: The Lifecycle Interactions 27

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

Tested Solutions Transition plans

Service Operation

Operations Plan

Continual Service Improvement

Operational Services

Improvement Plans & Actions

Lesson 3.3: Relationship between Governance and ITSM 28

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

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

End of Module 1 29

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 !

Module 1: Quiz 30

Sample question 1:

Which of the following is NOT one of the ITIL® core publications? a) Service Operation b) Service Transition c) Service Derivation d) Service Strategy

Module 1: Quiz 31

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

Module 1: Quiz 32

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

Module 1: Quiz 33

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

Module 1: Quiz 34

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

Module 1: Quiz 35

Sample question 6: Which off 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

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End of Module 1

Module 2 37

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

Lesson 1.1: Service Strategy Objectives 39

ƒ Shows organization how to transform Service Management into a strategic asset and then think and act in a strategic manner ƒHelps 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.

Lesson 1.2: Key Strategy Questions 40

9 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? 9

Process in Service Strategy: • Demand management

• Service portfolio Management, and • Financial 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

Lesson 2.1 Key Principles and Models 42

Service Value Creation : Utility & Warranty Performance Supported ?

Fit for Purpose ?

OR Constraints removed ?

Utility

Value Available enough ? Capacity enough ? Continuous enough ?

AND

Secure Enough ?

Warranty

Fit for Use ?

Lesson 2.2: Service Value creation: Utility & Warranty 43

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 ƒThree 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

Lesson 2.3: Basics of Value Creation: Service Assets 44

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

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 Continuity Service Features Service Support

Security Levels

Lesson 2.5: Business Case 46

ƒA decision support and planning tool that projects the likely consequences of a business action ƒ Justification for a significant item of expenditure. ƒ Includes Information about costs, benefits, options, issues, risks and possible problems ƒUses qualitative and quantitative terms ƒType 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

Lesson 2.6: Risk 47

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.

Lesson 2.7: What is a Service Portfolio? 48

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.

Customer 3

Customer 2

Customer 1

Service Improvement Plan

Service Portfolio

Third Party Services

Market Space 1

Market Space 2

Market Space 3

Lesson 2.8: Components of Service Portfolio 49

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

Common Pool of resources

Retired Services

Resources Released

Lesson 2.9: Service management Technology & Automation 50

…

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

Lesson 2.9: Service management Technology & Automation 51

…

…

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. †

52

…

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 process-handling software. † Workflow or Process Engine: should allow responsibilities, activities, timescales, escalation paths and alerting to be predefined 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

53

…

Lesson 2.9: Service management Technology & Automation Service Management tools functionality include (contd.) † Remote

Control: allow relevant support groups to take control of the user desktops † Diagnostic scripts & utilities † Reporting & Dashboards

54

Lesson 3.0: Service Strategy Process

Lesson objectives At the end of this lesson, you should be able Objectives and basic concepts of the two processes in Service Strategy: 9 Demand Management, and 9 Financial Management.

55

Lesson 3.1: Demand Management: Objectives

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.

Lesson 3.2: Managing Demand for Services 56

Demand Pattern

Service Process Service Belt Patterns of Business Activity

Capacity Management Plan

Delivery Schedule

Demand Management

Lesson 3.3: PBA and UP 57

…

Pattern of Business Activity (PBA) † Workload † Varies

over time

† Represents

…

profile of one or more business activities changing business demands

User Profile † Pattern † Each

of user demand for IT services

user profile includes one or more PBAs

58

Lesson 3.4: Financial Management: Goals and Objectives

Business Opportunities

Business Technology Capabilities

Financial Management

IT

Lesson 3.5: Financial Management: Activities 59

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

Working with the process of Demand Management to anticipate usage of services by the business and the associated financial implications of future service demand.

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Lesson 3.6: Financial Management: Benefits 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

61

End of Module 2

• Objectives and Key concepts of Service Strategy • Service Strategy processes.

Module 2: Quiz 62

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

Module 2: Quiz 63

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

Module 2: Quiz 64

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

Module 2: Quiz 65

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

Module 2: Quiz 66

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

Module 2: Quiz 67

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

Module 3 68

Service Design

69

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.

Lesson 1.1: Service Design Objectives 70

ƒ

To convert the strategic objectives defined during Service Strategy into Services and Service Portfolios.

ƒ

To use a holistic approach for design to ensure integrated end-to-end business related functionality and quality.

ƒ

To ensure consistent design standards and conventions are followed in all services and processes being designed.

Lesson 1.2: Value to Business 71

ƒ Reduced Total Cost of Ownership (TCO) ƒ Improved quality of service ƒ Improved consistency of service ƒ Easier implementation of new or changed services ƒ Improved service alignment ƒ More effective service performance ƒ Improved IT governance ƒ More effective Service Management and IT processes ƒ Improved information and decision-making

72

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

Lesson 2.1: 4 P’s in Service Management 73

• Skills • Organisation • Experience

• Services • Technology • Tools

IT Service Management • Suppliers • Manufacturers • Vendor

Processes

• Activities • RACI • Dependencies

74

Lesson 2.2: Major Aspects of Service Design

ƒ New or Changed Service Solutions Design ƒ Service Management systems and tools design ƒ Technology and Management architectures design ƒ Processes design ƒ Measurement systems design

Lesson 2.3: Service Design Package 75

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. Business requirements Service Applicability Service Contacts

Contents of a Service Design Package

Service Functional Requirements Service Level Requirements

Service Acceptance Criteria Service Operational Acceptance Plan Service Transition Plan Service Program

Service Design & Topology

Organisational Readiness

76

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

77

Lesson 3.1: Service Catalogue Management: Objectives

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

78

Lesson 3.2: Service Catalogue Management: Key Terms

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.

79

Lesson 3.3: Service Level Management: Objectives

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)

80

Lesson 3.4: Service Level Management: Process Activities

Design and Plan SLA’s

Determine and Document Requirements

Service Design

SLA Improvement

Monitor Service Performance

Negotiate & Continual Service Negotiate & Agree Improvement

Conduct Service review and Instigate Service Improvement

Produce Service Reports

81

Lesson 3.5: Service Level Management: Terminology 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.

82

Lesson 3.6: Service Level Management: Key Terms Illustrated 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

External

U P C

Supplier

U P C

Storage

Lesson 3.7: Service Level Management: Designing SLA Structures 83

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 Level SLA

Service Z (Juice)

84

Lesson 3.8: Service Level Management: SLA Content Service Level Agreement for Service XYZ • • • • • • • • • • • •

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.

85

Lesson 3.9: Supplier Management: Objectives

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)

86

Lesson 3.10: Supplier Management: Supplier and Contract Database

Supplier Strategy & Policy

Supplier categorization and Maintenance of the SCD

Supplier and Contracts Evaluation

Supplier & Contract Database (SCD)

Contract Renewal And/or termination

Establish new suppliers and Contracts

Supplier & Contract Management & performance

Lesson 3.11: Supplier Management: Relationship with Service Level Management 87

Supplier Management

Service Level Management

Supplier Management

Service Level Agreements (SLA)

Underpinning Contracts (UC’s)

To ensure the UC’s are aligned with SLR’s and SLA’s by managing relationships with Supplier.

External Suppliers

88

Lesson 3.12: Capacity Management: Objectives

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

89

Lesson 3.13: Capacity Management: A Balancing Act

Supply Capacity

• Resources • Components

Demand • Performance

Cost

90

Lesson 3.14: Capacity Management: Process Activities

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

Assess, Agree & Document new Requirements & Capacity

91

Lesson 3.15: Capacity Management: Sub Process

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.

92

Lesson 3.16: Availability Management Process: Objectives

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

93

Lesson 3.17: Availability Management: Key Terms explained

Availability Reliability

Maintainability

Serviceability

• 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.

94

Lesson 3.18: Availability Management: Key Terms explained..contd.

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.

Time to detect

Time to Record

Time to Diagnose

Time to Repair

Time to Recover

Time to Restore

Mean Time to Restore Service (MTRS) Mean Time to between system incidents (MTBSI)

Mean Time Between Failures (MTBF)

Downtime

Incident 2

Uptime

Restored

Recovered

Repaired

Record

Detect

Incident 1

Uptime

95

Diagnose

Lesson 3.19: Availability Management: Expanded Incident Lifecycle

96

Lesson 3.20: IT Service Continuity Management: Objectives

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

• • • •

Business Continuity Planning (BCP) Business Impact Analysis (BIA) Business Continuity Management (BCM) Risk Analysis

97

Lesson 3.21: IT Service Continuity Management: Key Terms Explained

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.

Lesson 3.22: IT Service Continuity Management: Key Terms Explained..contd 98

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

• Identifying appropriate risk responses or costjustifiable countermeasures to combating identified risks.

99

Lesson 3.23: IT Service Continuity Management: Lifecycle Activities

Initiation

Invocation

Requirements & Strategy

On Going Operations

Business Continuity Strategy

Implementation

Business Continuity Plans

100

Lesson 3.24: Information Security Management: Objectives

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)

101

Lesson 3.25: Information Security Management: Key Terminology

Confidentiality

Integrity

Availability

• 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

102

Lesson 3.26: Information Security Management: Security Framework

Information Security Framework

Information Security Strategy

Information Security Management System Information Security Policy

Information Security Organisation

Information Security Controls

Information Security Processes Management of Security Risks

> Communications Strategy > Training & Awareness Strategy

103

Lesson 3.27: Information Security Management: Security Policy

Security Policy Contains….

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.

9 9 9 9 9 9 9 9 9 9 9

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 9 Asset disposal policy.

Lesson 3.28: Information Security Management: Information Security Management System (ISMS) 104

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

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

105

End of Module 3

106

Service Design :Quiz

Module 3 : Quiz 107

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

Module 3 : Quiz 108

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

Module 3 : Quiz 109

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

Module 3 : Quiz 110

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

Module 3 : Quiz 111

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

Module 3 : Quiz 112

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

Module 4 113

Service Transition

114

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

Lesson 1.1: Service Transition Goals 115

ƒ Assure proposed changes in the Service Design package are realized. ƒ Plan for and Implement the Deployment of Releases for New or Changed Services. ƒ Test Releases so as to minimize the possibility of undesirable impact to the Production environment. ƒ Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impacting the ongoing Services

Lesson 1.2: Service Transition Objectives 116

•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.

117

Lesson 1.3: Value to Business • 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

118

Lesson 2.0: Service Transition: Key Principles and Models Lesson objectives At the end of this lesson, you should be able to: • • •

Understand the V Model of Service Transition Understand Configuration Item Understand Configuration Management System

Lesson 2.1: Service V Model Service Transition – V Model

119

120

Lesson 2.2: Configuration Item (CI) 9Anything that needs to be managed in order to deliver an IT Service. 9CI information is recorded in the Configuration Management System. 9CI information is maintained throughout its lifecycle by Configuration Management. 9All 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

Lesson 2.3: Configuration Management System (CMS) 121

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

122

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: •

Change Management

•

Service Asset and Configuration Management

•

Release and Deployment management, And

•

Knowledge Management

123

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

124

Lesson 3.2: Change Management : Goals and Objectives 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

Lesson 3.3: Change Management : Scope 125

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

126

Lesson 3.4: Change Management : Change Types 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 ƒ Backout Plans

127

Lesson 3.5: Change Management : Change Flow

128

Lesson 3.6: Change Management : 7 R’s of Change Management 7 R’s of Change Management …

Who RAISED the change?

…

What is the REASON for the change?

…

What is the RETURN required from the change?

…

What are the RISKS involved in the change?

…

What RESOURCES are required to deliver the change?

…

Who is RESPONSIBLE for the build, test and implementation of the change?

…

What is the RELATIONSHIP between this change and other changes?

129

Lesson 3.7: Change Management : Roles in Change Management

…

Change Manager † Process

owner † 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

130

Lesson 3.8: Change Management : Change Advisory Board (CAB) …

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

131

Lesson 3.9: Change Management : Change Metrics 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

132

Lesson 3.10: Change Management : Key Challenges

9Business pressure to “just do it” 9Inaccurate and incomplete Configuration Management System 9Siloed Technical Function areas 9 Misunderstanding of “Emergency” changes 9Scalability across large organizations 9Vendor/Contract Compliance 9 Adhoc nature of people

133

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

Lesson 3.12: Service Asset and Configuration Management: Goals and Objectives 134

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.

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts 135

Basic Concepts What is a Configuration Item (CI) ? 9Anything that needs to be managed in order to deliver an IT Service 9CI information is recorded in the Configuration Management System 9CI information is maintained throughout its lifecycle by Configuration Management 9All 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

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts 136

Basic Concepts ƒ

Configuration baseline ƒ

ƒ

ƒ

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.

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd.. 137

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

Lesson 3.13: Service Asset and Configuration Management: Basic Concepts: Contd.. 138

Basic Concepts What is a Definitive Media Library (DML) ? 9The only source for build and distribution 9Master copies of all software assets In house, external software houses Scripts as well as code Management tools as well as applications Including licenses 9Quality checked Complete, correct, virus scanned ..

Lesson 3.14: Service Asset and Configuration Management: Basic Concepts: CMDB & DML 139

Basic Concepts DML and CMDB

Lesson 3.15: Service Asset and Configuration Management: Basic Concepts: Logical Model 140

Services E - Banking Application

User Experience Availability

E - Sales

SLA

Application

Business Logic

Business Logic

Application Infrastructure Messaging

Data services

SLA Availability

Application Infrastructure

Data Center Network

Web services

Web services

Network Topology

User Experience

Name service

Authentication

Data services

Messaging

Lesson 3.16: Service Asset and Configuration Management: Basic Concepts: Relationship between CMDB, CMS and SKMS 141

SKMS

CMS

CMDB

Informed Decision

142

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

Lesson 3.18: Release and Deployment Management: Goals 143

• 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.

Lesson 3.19: Release and Deployment Management: Objectives

144

• Planned Release and Deployment in line to the business needs • Build, Install, Test and Integrate releases ¾ Efficiently, successfully and on schedule. ¾ With minimal impact on production services, operations, and support teams ¾ 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

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Policy 145

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.

Lesson 3.20: Release and Deployment Management: Basic Concepts: Release Unit 146

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 …

Lesson 3.21: Release and Deployment Management: Basic Concepts: Release Types 147

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.

Lesson 3.22: Release and Deployment Management: Basic Concepts: Release and Deployment Approaches 148

Release and Deployment Approaches ƒ Big

bang versus phased approach

ƒ Phased approach can be users, locations, functionality .. ƒ Push versus Pull deployment ƒ Automated versus manual deployment

149

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

150

Lesson 3.24: Knowledge Management: Goals

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.

151

Lesson 3.25: Knowledge Management: Objectives

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.

152

Lesson 3.26: Knowledge Management: Basic Concepts: DIKW

153

Lesson 3.27: Knowledge Management: Service Knowledge Management System

154

Lesson 3.28: Knowledge Management: SKMS

9A set of tools for managing knowledge and information. 9 SKMS includes CMS. 9 SKMS contains all the information needed to manage the lifecycle of IT Services.

155

Module 4 : Summary • Goals and Objectives • Service Transition V Model • Service Transition processes: ¾ Change Management ¾ Service Asset and Configuration Management ¾ Release and Deployment Management ¾ Knowledge Management

156

Module 4 : Quiz

Module 4: Quiz 157

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

Module 4: Quiz 158

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

Module 4: Quiz 159

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

Module 4: Quiz 160

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

Module 4: Quiz 161

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

Module 4: Quiz 162

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

Module 5 163

Service Operations

164

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

Lesson 1.1: Service Operations: Objectives 165

ƒ To coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. ƒ Responsible for the ongoing management of the technology that is used to deliver and support services. ƒ 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

Lesson 1.2: Value to Business 166

ƒ

Service Operations is where the plans, designs and optimizations from other ITIL lifecycle phases are executed and measured. • •

•

ƒ

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.

Lesson 1.3: Role of Communication 167

ƒ Good communication is important across all phases of the service lifecycle but particularly so in Service Operation ƒ Good communication is needed between all IT Service Management staff and with users/ customers / partners. ƒ Issues can often be mitigated or avoided through good communication . ƒ All communication should have: - Intended purpose and/ or resultant action - Clear audience, who should be involved in deciding the need/format ƒ 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

Lesson 1.4: Events 168

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 ƒ Example: Notification that a scheduled workload has completed

Warning

An Event that is unusual but not an exception, requires closer monitoring. ƒ Example: A servers CPU utilization is approaching maximum performance threshold.

Exception

An Event signifying a service or a device is operating abnormally ƒ Example: A PC scan reveals the installation of unauthorized software.

Lesson 1.5: Alerts & Incidents 169

Incident

Alert ƒ ƒ ƒ ƒ

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

ƒ An unplanned interruption to an IT service. ƒ A reduction in the quality of an IT service. ƒ 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. ƒ 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

Lesson 1.6: Service Request 170

Service Request ƒ

A generic description for many varying types of demands that are placed upon the IT Department by the users.

ƒ

Many of these requests are actually small changes – low risk, frequently occurring, low cost, etc.

ƒ

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.

ƒ

Examples: ƒ A request to change a password, ƒ A request to install an additional software application onto a particular PC, ƒ A request to relocate some items of desktop equipment

Lesson 1.7: Problem & Workaround 171

Problem ƒ

The cause of one or more incidents.

ƒ

The cause is not usually known at the time a Problem Record is created, and the Problem Management Process is responsible for further investigation.

ƒ

Prioritized in the same way and for same reasons as Incidents.

Workaround ƒ

A temporary way to restore service failures to a usable level. For example; rebooting a server hang.

ƒ

Used for reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available.

ƒ

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

ƒ

Workarounds for Problems are documented in Known Error Records.

172

Lesson 1.8: Known Error (KE) and Known Error Database (KEDB) Known Error (KE)

Known Error Database (KEDB)

ƒ

ƒ

A storage of previous knowledge of incidents and problems • exact details of the fault and the symptoms that occurred • how they were overcome

ƒ

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.

ƒ

Known Errors are created and managed throughout their Lifecycle by Problem Management.

ƒ

Known Errors may also be identified by Development or Suppliers. For example; Application incompatibility reports for Windows by Microsoft

.

Lesson 1.9: Impact, Urgency & Priority 173

Impact

A measure of the effect of an Incident, Problem or Change on Business Processes. ƒ 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.

174

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

Lesson 2.1: Event Management: Objectives 175

Definition The process responsible for monitoring Events throughout their Lifecycle. Objectives ƒ To detect events, make sense of them and determine the appropriate control action. ƒ 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 ƒ It provides a way of comparing actual performance and behavior against design standards and SLAs. ƒ Provide the basis for Operational Monitoring and Control

176

Lesson 2.2: Event Management: Process Activities Process Activities Event occurs Event Detection , Filtering & Notification Event Significance (Type of Event) (Information, Warning or Exception) Event correlation. Event Response Event Review & Closure

177

Lesson 2.3: Event Management: Event Logging & Filtering

178

Lesson 2.4: Event Management: Managing Exceptional Events

179

Lesson 2.5: Event Management: Managing Information & Warning Events

Lesson 2.6: Incident Management: Objectives 180

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 ƒ To restore normal service operation as quickly as possible and minimize the adverse impact on business operations ƒ To ensure that the best possible levels of service quality and availability are maintained, i.e. restore service within SLA’s

181

Lesson 2.7: Incident Management: Scope and Value to Business Scope

Value to Business

ƒ

Managing any disruption or potential disruption to live IT services

ƒ

Lower downtime to the business, which in turn means higher availability of the service.

ƒ

Incidents identified • Directly by users through the service Desk • Through an interface from Event Management to incident Management tools

ƒ

The capability to identify business priorities and dynamically allocate resources as necessary.

ƒ

The ability to identify potential improvements to services.

ƒ

Reported and/or logged by technical staff

182

Lesson 2.8: Incident Management: Basic Concepts 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

Responsibilities; who should do what

An Incident Model to handle Incidents of Major Impacts and great Urgency.

183

Lesson 2.9: Incident Management: Process Flow & Activities

Lesson 2.10: Incident Management: Process Interfaces

184

• • •

Performance incidents Incident Workarounds

SLA’s, OLA’s, UC’s Event Manage ment

Capacity Manage ment Incident Management

•

•

Problem Manage ment

Service break/ degrading Events

•

Potential problems

Availability incidents Change Manage ment • •

CI data Maintain faulty CI Status

• •

RFC for resolving Incidents Incidents from Failed Changes

*SACM: Service Asset & Configuration Management

185

Lesson 2.11: Problem Management: Objectives 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 ƒ To prevent problems and resulting incidents from happening and to eliminate recurring incidents ƒ To minimize the impact of incidents that cannot be prevented.

Lesson 2.12: Problem Management: Scope and Value to Business 186

Scope

Value to Business

ƒ

ƒ

Together with Incident and Change Management increases IT service availability and quality.

ƒ

Reduction in downtimes and disruptions of Business critical systems.

ƒ

Reduced expenditure on workarounds or fixes that do not work

ƒ

Reduction in cost of effort in firefighting or resolving repeat incidents.

ƒ

ƒ

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

187

Lesson 2.13: Problem Management: Basic Concepts 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)

Lesson 2.14: Problem Management: Process Flow: Reactive Problem Management 188

Problem detection & Logging

Problem Categorization & Prioritization

Problem Investigation & Diagnosis

Problem Resolution & Closure

Workarounds & raising Known Error Records

Major Problem Reviews

Errors from Development / Suppliers

Known Error Database

Lesson 2.15: Problem Management: Process Flow: Interfaces with Other Processes 189

Availability Management Change Management

• Is involved with determining how to reduce downtime and increase uptime through proactive problem management techniques

• ensures that all resolutions or workarounds that require a change to a CI are submitted through Change Management through an RFC.

Capacity Management Configuration Management • uses the CMS to identify faulty CIs and also to determine the impact of problems and resolutions.

Release & Deployment Management • assists in ensuring that the associated known errors are transferred from the development Known Error Database into the live Known Error Database.

Service Level Management • contributes to improvements in service levels, and its management information is used as the basis of some of the SLA review components.

Problem Management

• Capacity Management helps in problem investigation and resolution

IT Service Continuity Management • When a significant problem is not resolved before it starts to have a major impact on the business, it interfaces with ITSCM

Financial Management • Problem Management provides management information about the cost of resolving and preventing problems

190

Lesson 2.16: Request Fulfillment Process Definition The processes of dealing with Service Requests from the users.

Objectives ƒ To provide pre-defined pre-approved standard services to users. ƒ To provide users with information on available services and procedures for obtaining them. ƒ Deliver requested standard services. ƒ Assist IT users with general information, comments and complaints

Basic Concepts ƒ Request models – Specific procedures for handling certain types of requests For example; IMACS, Password resets, etc.

191

Lesson 2.17: Access Management: Objectives 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 ƒ To grant authorized users the right to use a Service and deny access to unauthorized users ƒ To Execute policies and actions defined in Security and Availability Management

192

Lesson 2.18: Access Management: Basic Concepts 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

• Granting users/User groups access to similar set of services

193

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

Lesson 3.1: Service Desk 194

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 ƒ To restore the ‘normal service’ to the users as quickly as possible. ƒ 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. ƒ Manage Incidents throughout its lifecycle, which also includes user communication and Technical & hierarchical escalations. ƒ Conducting customer/user satisfaction survey.

Lesson 3.1: Purpose of Service Desk 195

Purpose of Service Desk ƒ Improved customer service, perception of IT and satisfaction with IT services ƒ Increase accessibility to IT services through a single point of contact, communication and information. ƒ Better quality and faster turnaround of customer or user IT requests ƒ Enhanced focus and a proactive approach to IT service provisioning. ƒ More meaningful management information for decision support ƒ Improved teamwork and communication amongst IT staff. ƒ A reduced negative business impact. ƒ Improved usage of IT Support resources and increased productivity of business personnel.

Lesson 3.2: Organization Structures 196

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.

197

Lesson 3.3: Service Desk Function: Organization Structures- Local Local ƒ

Aids communication and gives a clearly visible presence

ƒ

Can often be inefficient and expensive to resource due to low call volumes

ƒ

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

Infrastructure Support

198

Lesson 3.4: Service Desk Function: Organization Structures- Centralized Centralized Customer Site 1

Customer Site 2

Customer Site 3

Service Desk (centralized)

ƒ

Local Service Desks merged into one or few locations.

ƒ

more efficient and cost-effective, allowing fewer overall staff to deal with a higher volume of calls.

ƒ

‘local presence’ to handle physical support requirements, but controlled and deployed from the central desk.

Second-Line Support Third party Support

Application Support

Infrastructure Support

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Lesson 3.5: Service Desk Function: Organization Structures- Virtual Virtual ƒ

Single Visible Service Desk which may actually be run by staff in multiple locations.

ƒ

Allows for ‘homeworking’, secondary support group, off-shoring or outsourcing – or any combination necessary to meet user demand.

ƒ

Safeguards are needed to ensure consistency and uniformity in service quality and cultural terms

200

Lesson 3.6: Service Desk: Service Desk Staffing Service Desk Staffing ƒ Correct number and qualification at any given time, considering • Customer expectations and business requirements ƒ 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

ƒ Minimum qualifications • Interpersonal skills, Business and underlying IT understanding • Skill sets ƒ Customer and Technical emphasis, Expert ƒ Typing skills

201

Lesson 3.7: Service Desk: Service Desk Metrics Service Desk Metrics ƒ Periodic evaluations of health, maturity, efficiency, effectiveness and any opportunity to improve ƒ Realistic and carefully chosen – total number of call is not itself good or bad ƒ 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

Lesson 3.8: Technical Management 202

Role of Technical Management Function ƒ The groups, departments or teams that provide technical expertise and overall management of the IT Infrastructure ƒ Custodian of technical knowledge and expertise related to managing the IT Infrastructure. ƒ 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 ƒ 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.

Lesson 3.9: Application Management 203

Role of Application Management Function ƒ 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 ƒ To helping to identify functional and manageability requirements for application software so as to support the organization’s business Processes. ƒ Assist in design and deployment of applications. ƒ Assist in ongoing support/maintenance/improvement of applications.

204

Lesson 3.10: IT Operations Management Function Role of IT Operations Management Function ƒ 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. ƒ Operations Control - oversees the execution and monitoring of the operational activities and events in the IT Infrastructure. ƒ Includes Console Management, Job Scheduling, Backup & restore, Print & output Management and Maintenance activities on behalf of Technical or Application Management teams. ƒ 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.

205

Lesson 3.11: IT Operations Management Objectives Objectives ƒ Maintenance of the as- is infrastructure and procedures to achieve stability of the organization’s day-to-day processes and activities. ƒ Regular scrutiny and improvements to achieve improved service at reduced costs, while maintaining stability. ƒ Swift application of operational skills to diagnose and resolve any IT operations failures that occur.

206

Module 5 : Quiz

Service Operations : Quiz 207

Question 1: Major Incidents require: A. Separate procedures B. Less urgency C. Longer timescales D. Less documentation

Service Operations : Quiz 208

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

Service Operations : Quiz 209

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

Service Operations : Quiz 210

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

Service Operations : Quiz 211

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

Service Operations : Quiz 212

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

213

End of Module 5

Module 6 214

Continual Service Improvement

215

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

216

Lesson 1.1: Continual Service Improvement Goals ƒ To continually align IT Services to the changing Business needs by identifying and implementing improvements. ƒ Continually be on the lookout for improvements related to process effectiveness and efficiency. ƒTo implement improvement plans in a cost-effective manner.

Lesson 1.2: Continual Service Improvement Objectives 217

•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

Lesson 1.3: Continual Service Improvement Scope 218

Scope of CSI:

9Overall health of ITSM. It takes care of entire ITSM as well as all dependent services. 9Alignment of the service portfolio with business needs 9After 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.

219

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

Lesson 2.1: CSI and Organizational Change 220

9 Successful CSI requires organizational change 9 Organizational change presents challenges 9 Use formal approaches to address people-related issues: ¾ John Kotter’s “Eight steps to transforming your organization” ¾ Project Management

Lesson 2.2: John Kotter’s 8 steps to Organizational Transformation 221

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.

Reference: Crown copyright OGC.

Lesson 2.3: John Kotter’s 8 steps to Organizational Transformation…contd 222

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.

Reference: Crown copyright OGC.

223

Lesson 2.4: Service Measurement The ability to predict and report service performance against targets of an end-to-end service is known as Service Measurement. 9Will require someone to take the individual measurements and combine them to provide a view of the customer experience. 9This data can be analyzed over a period of time to produce a trend. 9This data can be collected at multiple levels, (for example, CIs, processes, services).

Lesson 2.5: Reasons to Monitor & Measure 224

225

Lesson 2.5: Types of Metrics

¾ Technology

metrics: typically components and applications For

example •Performance •Availability ¾ Process metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes ¾ Service metrics: end-to-end service metrics (often Service metrics are a sum of process and technology metrics)

226

Lesson 2.6: Key Definitions

¾ Improvement – Favorable Outcome showing a measurable increase in a desirable metric or a decrease in undesirable metric. ¾ Benefit – Gain achieved from Improvement. This is generally associated with ROI or VOI. ¾ Return on Investment (ROI) – Quantifiable monetary benefit achieved by expending a certain amount of money, usually expressed as a percentage. ¾ Value on Investment (VOI) – Non monetary benefit, such as branding, achieved by expending a certain amount of money. ¾ Baseline – Benchmark used as a reference point for later comparison.

Lesson 2.7: Seven Step Improvement Process- PDCA Cycle 227

7 – Step Improvement Process – PDCA cycle CHECK ANALYZE THE DATA

DEFINE WHAT YOU SHOULD MEASURE

PLAN PRESENT AND USE THE DATA

DEFINE WHAT YOU CAN MEASURE

DO

PROCESS THE DATA

IMPLEMENT CORRECTIVE ACTION GATHER THE DATA – WHO, HOW, WHEN

ACT

228

Lesson 2.8: Continual Service Improvement Model

229

Module 6 : Quiz

Module 6: Quiz 230

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

Module 6: Quiz 231

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

Module 6: Quiz 232

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

Module 6: Quiz 233

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

Module 6: Quiz 234

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

235

Module 6 : Summary 9 Goals and Objectives of CSI 9 John Kotter’s 8 steps of Organizational Transformation 9 Service Measurement and Metrics 9 7 Step Improvement process 9 CSI Improvement Model

236

Module 7: ITIL V3 Foundation Exam Tips

ITIL V3 Foundation Certification Exam Practical Tips 237

• 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.

ITIL V3 Foundation Certification Exam : Practical Tips The question is asking “ What all 238

Using Elimination Methodology, this statement is ruled out, as function design is notsee with an example Lets applicable to ALL process designs. Sample Question

statements given below are applicable to all the processes ?” how to answer the questions.

Which of the following statements is CORRECT for ALL processes? Again Using Elimination Methodology, this a) They define functions as part of their statement design is ruled out, as not all processes are carried out by external service provider, some might be carried out by internal teams b) They should deliver value for stakeholders as well. 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 After going through all the statements listed, This seems to be the obvious answer, But assuming this isn't an obvious answer, lets evaluate other options.

This statement is also ruled out, as processes are not units of organizations, they are called functions. This leaves the Statement B as the best answer.

ITIL V3 Foundation Certification Exam Practical Tips 239

Let us look at another example. Sample Question

The question is asking what all statements are applicable for DML

Which of the following statements about a Definitive Media Library (DML) are CORRECT? Statement 1 & 3 are correct 1. The DML can include a physical store by the definition of DML 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

Based on the above three statements, Choices A, B 2 is incorrect andStatement C are eliminated as as DML stores only Media related documentation, Hardware spares are theyand include statement 2, stored in DHS only Choice D is correct

240

Module 6 : Summary Thank You