ITIL Student Manual

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ITIL
Microsoft
Project
Project
Management
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ITIL is a registered trade mark of the Cabinet
Office. The Swirl logo is a Trade Mark of the
Cabinet Office
ITIL is a registered trade mark of the Cabinet Office.
The Swirl logo is a Trade Mark of the Cabinet Office
Table of Contents
1. Introduction...5
2. Basic Concept. 9
3. Service Strategy.34
4. Service Design78
5. Service Transition159
6. Service Operation.208
7. Continual Service Improvement.269
8. Sample Question and Tips.286
Cabinet Office
WELCOME TO THE ITIL 2011 Foundation

TRAINING COURSE
Instructor Introduction
STUDENT INTRODUCTION
We would like to hear from you. Please share with the class:
Your name.
Your profession.
Your role.
Your background in IT.
Your familiarity with ITIL.
What you expect to learn from this Session.
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AGENDA
Day 1 Overview of ITIL 2011, Service Strategy, Service

Design, Doubt Session, Note of Thanks
Day 2 - Service Transition, Service Operations, CSI, Doubt

Session, Note of Thanks
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Why is ITIL 2011 Certification Important?
The certification signifies that the holder of the certificate has a complete
understanding of Best Practice for IT Service Management that can be
applied immediately at some level.
*
*
Worldwide Recognized Certification.

Certification will lay the groundwork for a career road map.
TIL is a registered trade mark of the Cabinet
THE SERVICE LIFECYCLE

The architecture of the ITIL core is based on the Service Lifecycle. Each volume
of ITIL is represented in the Service Lifecycle.
Service
Strategy
Crown Copyright 2011 Reproduced under License from Cabinet Office
The Service Lifecycle is an approach to IT Service Management that emphasizes the

importance of coordination and control across the various functions, processes, and
systems necessary to manage the full Lifecycle of IT services.
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BASIC CONCEPTS
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10
Lets Talk
BUSINESS
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11
Description of Case Study

ABC
Ltd. is an old company who now wants to jump into IT

Business.
They
have existing manpower & branch locations in Delhi

(Head Office), Hyderabad, Bangalore & Pune. This entire set
up will be used for new IT Business.
So
ABC Ltd. appoints ITIL 2011 consultant to help them set

up IT business. Consultant recommends to follow each of
ITIL Phases & Processes within.
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12
SERVICE LIFECYCLE PROCESSES

V3
Service
Strategy
Process Covered in Foundation Course Material
Financial Management
SS
Service Portfolio Management
SS
Demand Management
SS
Service Level Management
SD
Service Catalogue Management
SD
Availability Management
SD
Capacity Management
SD
Information Security Management
SD
Service Continuity Management
SD
Supplier Management
SD
Change Management
ST
Service Asset and Configuration Management
ST
Release and Deployment Management
ST
Event Management
SO
Incident Management
SO
Request Fulfillment
SO
Problem Management
SO
Access Management
SO
The 7-Step Improvement Model
CSI
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
13
Updates in ITIL 2011

1.
2.
3.
4.
5.
6.
Lifecycle interfaces, and inputs and outputs across the service lifecycle
Structure of processes
All references to product manager have been replaced with service owner.
Excessive and inconsistent capitalization has been removed to aid
readability.
Business strategy and IT strategy are two different things, and ITIL Service
Strategy now describes these separately and explains the relationship
between the two: business strategy defines IT strategy, and IT strategy
supports business strategy.
More detailed guidance has been included on how an organization should
go about assessing, generating and executing its IT strategy, giving practical
examples of how to proceed.
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14
Product vs Service
What is a service?
Recount your best service experience
What were the products used there?
A service should have
Expectations
Interaction
Utility
Warranty
Problem addressing mechanism
Pricing
15
Service & Service Management

Service is:
a means of delivering value to customer
by facilitating outcomes customers want to achieve
without the ownership of specific costs and risks
Service management is:
set of specialized organizational capabilities
for providing value to customers
in the form of services
Services may be defined by specifications, but
Customer outcomes are the genesis of services
16
What is Customer Satisfaction

It is difference between perceived quality and
expected quality
For a product:
the Satisfaction comes after usage
For a service:
Satisfaction happens while it is being consumed
17
Four Ps of Service Management
People
Processes
Products
Partners

18
Demands

19
Compliance & Governance
Compliance is a adherence to a Standard or Set of Guidelines or

proper consistent practices
Corporate Governance means to promote corporate Fairness,

Transparency & Accountability
IT Governance is an integral part of enterprise/corporate

governance & it ensures that organizations IT is in alignment
with Strategies & Objectives
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20
Gartner Group Maturity Model
PLAN
ACT
PLAN
ACT
DO
CHECK
DO
CHECK

21
22
Traffic W/O Processes

23
Traffic With Process

24
What is an Exception ???

25
What are the Good Practices

Good practices: Practices that are widely used in industry by
companies getting good results
Reasons to adopt good practice:
Dynamic environments
Performance pressure
Benefits: They help organizations benchmark themselves
against peers in the same and global markets to close gaps in
Capabilities
Sources: Public frameworks, standards, proprietary
knowledge of individuals and organizations, community
practices, etc.
26
FUNCTIONS
"A function is a team or group of people and the tools they use to perform one or
more processes or activities."
Functions:
Provide structure and stability to organizations.
Are self-contained units of organizations, with their own

capabilities and resources.
Rely on processes for cross-functional coordination and control.
Have their own knowledge base, built from experience.
Can result in functional silos if there is a lack of coordination or

an inward focus.
27
PROCESS CHARACTERISTICS
The characteristics of processes are:
M
S
easurable:
pecific results:
C
R
ustomers:
espond to a specific event:
Performance driven
Cost, quality, duration, productivity, and so on
Delivery of a specific result
Individually identifiable and countable
Delivery of results to a customer or stakeholder
Meeting customer expectations
Could be internal or external
Traceable to a specific trigger
28
WHAT ARE ROLES?

A role is the set of responsibilities, activities, and authorities defined in a
process and assigned to a person or team.
Problem Analyst Role
Change Initiator Role
Incident Support Level 2 Role
Incident Support Level 2 Role
LAN Manager Functional

Network Manager Functional Job Title
Job Title Crown Copyright 2011 Reproduced under License from Cabinet Office
29
WHAT ARE ROLES? (contd.)

One person or team may have multiple roles, for example, the roles of
Configuration Manager and Change Manager may be performed by a single
person or team, who should carefully assess this requirement and workload.
Configuration
Change
Management

30
GENERIC ROLES
There are two generic roles in Service Management: Process Owner and
Service Owner. These owner roles are not necessarily dedicated resources.
Process Owner Role
Service Owner Role
A Process Owner:
A Service Owner:
Is accountable for the delivery of a specific

service, regardless of where the underpinning
technology components, processes, or
professional capabilities reside.
Is responsible to the customer for the initiation,

transition, and ongoing maintenance, support,
and improvement of a particular service.
Interacts with the Process Owner throughout the

Service Management Lifecycle.
Is accountable for the overall quality of the

process and oversees the management of and
compliance with the processes, procedures,
data models, policies, and technologies
associated with the IT business process.
Is responsible for ensuring that a process is fit
for purpose and for ensuring that all activities
within the process are performed.
Is also responsible for the sponsorship, design,

and Change Management of the process and
its metrics.
Role is often assigned to the same person who

performs the Process Manager role, but the
two roles may be separate in larger
organizations.
31
What is RACI Model ?
32
RESPONSIBILITY ACCOUNTABILITY CONSULTED INFORMED

MATRIX
Key:
R = Responsible; performs the task
A = Accountable; ultimately answerable for completion
of task (only 1 person per task)
C = Consulted; provides information or assistance
I = Informed; kept apprised of the activity
LOS Mgr
PM
SDM
Client
1.1 Internal Kick off

1.2 Offshore Resource requirement
projection/Approval
1.3 Travel Plan
1.4 Resource Readiness
1.5 Knowledge Transfer (KT) Transition
1.6 Conduct Lesson learned
1.7 Sign off
33
TEST YOUR KNOWLEDGE

Functions are best described as?
a) Without their own body of knowledge
b) Closed loop systems
c) Self-Contained units of organizations
d) Focusing on transformation to a goal
The ITIL 2011 is best described as?

a) An Operation Lifecycles
b) An IT Management Lifecycle
c) A Service Lifecycle
d) An Infrastructure Lifecycle
Which of the following statement is CORRECT about good practice?
a) It can be used to drive an organization forward
b) It is something that is in wide industry use
c) It is always documented in International
d) It is always based on ITIL
34
1. Service Strategy
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35
THE PURPOSE OF SERVICE STRATEGY

The purpose of Service Strategy is:
To operate and grow successfully in the long term.
To transform Service
service management
Management into
into aa strategic
Strategicasset
Asset.
To see the relationships between various services, systems,
systems or
orprocesses
processesthat
thatare
are
managed and the business models, strategies,
strategies or
orobjectives
objectivesthey
theysupport
support.
Service
To
provide
Strategy
guidance
provides
on theguidance
followingtoquestions:
the following questions:
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?
How can we make a case for strategic investments?
How can Financial Management provide visibility and control over value creation?
How should we define service quality?
How do we choose between different paths for improving service quality?
How do we efficiently allocate resources across a portfolio of services?
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36
Business Value of Service Strategy
Sets clear direction for everyone for quicker decision
Helps service organization to prioritize investments

Helps building strategic assets which add value to
business
Guides entire SD, ST & SO in a coherent manner for
effective service operations
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37
Four Ps of Strategy
Perspective: the distinctive vision and direction
Position: the basis on which the provider will compete
Plan: how the provider will achieve their vision
Pattern: the fundamental way of doing things
distinctive patterns indecisions and actions over time.
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38
Utility and Warranty
39
SS Four Main Activities

1. Define the market
Services and strategy
Understand the customer
Understand the opportunities
Classify and visualize
2. Develop the offerings
Understand market space
Outcome-based definition of services
Service Portfolio (Pipeline, Catalogue & Retired services)
3. Develop strategic assets
Service management as a closed-loop control system
Service management as a strategic asset
4. Prepare for execution .
40
SS Activity - Prepare for execution

4. Prepare for execution
Strategic assessment
Setting objectives
Aligning service assets with customer outcomes
Defining critical success factors
Critical success factors and competitive analysis
Prioritizing investments
Exploring business potential
Alignment with customer needs
Expansion and growth
Differentiation in market spaces
41
CASE STUDY
ABC Ltd decides to use a mixture of service providers & BUs
They want to initially focus on Banking customers based in USA
They will finalize on the services to offer using the processes of

Service Strategy.
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42
Processes in Service Strategy (SS)
1. Demand Management
2. Service Portfolio Management (SPM)
3. Finance Management
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43
SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT
Manage Supplier Relationship &
Performance
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44
OBJECTIVES
To understand customers current requirements
Trend of requirements over a period/business cycle
Match the customers expectations with organization's

capabilities of providing services
Ensure Warranty & Utility are in alignment with customers

needs
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45
KEY CONCEPTS
Core service vs. Supporting Service
Pattern of Business Activity (PBA), User profile
Service Package (SP) vs. Service Level Package (SLP)
Business Relationship Management
46
Core Service vs. Supporting Service
Core Service is the service which actually brings value to the customer.
Its a service which is KEY from organization's perspective as well
E.g. for a Banking customer, the core services provided will be all financial
services
Supporting Service supports or enhances the core services
Its like an added feature which may not be desired but important to have
Many times it becomes necessity
E.g. supporting services in above case could be providing a helpdesk

which helps/troubleshoots any issues/queries faced by users when they
access the website
47
Pattern of Business Activity (PBA) & User Profile
Represents change in pattern of customers demands as explained by

organization
Important to track as it helps organization identify improvements in existing
services or identify future opportunities
Also important to study customers business & changing business needs
User Profile
Demand patterns shown by users

Users means people or even processes/functions etc.
Is usually associated with/is subset of PBA
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48
SP vs. SLP
Service Package is a bundle of core services and/or supporting

services which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a given SP
E.g. Buying 100 servers is a SP deal but some of them could be under
Gold/Silver SLP
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49
Business Relationship Management
Customer centric activities
Constant communication with customer
Helps to know the improvements & future scope for business
Usually the First Point of contact for the customer especially for a first time/new
business
At a Strategic level, Demand Management can involve analysis of patterns

of Business Activity and User Profiles.
At a Tactical level, it can involve use of Differential Charging to encourage Customers to
use IT Services at less busy times.
It is very closely linked to capacity management
50
SUMMARY
DEMAND MANAGEMENT
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51
CASE STUDY
ABC Ltd, after a careful study of potential banking customers conclude that
So ABC Ltd decides to set up SAP services as follows
Banks are the biggest consumer of SAP services

The trend has been increasing & expected to grow at 15% every year
There are not many organizations offering SAP services yet
They will offer SAP services for a minimum period of 3 years

SAP services will be bundled with or without Customers IT Infrastructure Management
Customers buying services for >3 years will get their Bronze service (Response time of <3 hrs)
& will also get discount in Gold Services response time of < 2 hrs)
Finally ABC appoints a Business Relationship Manager
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52
SERVICE PORTFOLIO MANAGEMENT
How to bundle/package the services
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53
SERVICE PORTFOLIO
The Service Portfolio is the complete set of services that is managed by a
Service Provider.
The Service Portfolio:
Manages the entire Lifecycle of all services and includes three categories:
Service Pipeline (proposed or in development)
Service Catalogue (live or available for deployment)
Retired Services
Acts as the basis of a decision framework because it allows the management to

compare and contrast various ideas so that the most viable and valuable can be
further developed as a service.
Represents the present contractual commitments, new service developments, and
ongoing service improvement plans initiated by Continual Service Improvement and
includes third-party services.
Helps managers prioritize investments and improve the allocation of resources.
Should have the right mix of services in the Pipeline and Catalogue to ensure the
financial viability of the service provider.
54
Service Portfolio
It describes how the service are bundled & packaged
Takes care of Marketing components such as

What is the REASON customer will buy these services?
What is the REASON customer will buy these services from US?
SWOT analysis for our Organizations service capabilities
What could be our pricing models
How best to allocate resources & capabilities
55
SERVICE CATALOGUE
The Service Catalogue is a database or structured document with information
about all live IT services, including those available for deployment.
The Service Catalogue is the only part of the Service Portfolio published to the
customers, and it is used to support the sale and delivery of IT services.
Approval from Service

Transition is necessary to add
or remove services from the
Service Catalogue.

56
Service Portfolio Structure

New Services
Services in
pipeline
Requirements Gathering,
Analysis, Approval, Charter,
Developed, Release, Operational
Existing Services
Service Catalog
Retired Services
Crown Copyright 2011
Reproduced under License from
Cabinet Office
Cabinet Office
Stopped services
57
What is Risk ?
A Possible event that could cause harm or loss or affect
the ability to achieve objectives.

Managing risks requires the identification and control of
the exposure to risk, which may have an impact on the
achievement of an organizations business objectives.

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58
RISK A FRAMEWORK
There are two distinct phases in a

risk framework: risk analysis and
risk management.
Management of Risk (M_o_R) is an
example of a public framework for
Risk Management.
Define a
framework
Embed and review
Identify the risks
Gain assurances
about effectiveness
Identify probable risk

owners
Implement
responses
Evaluate the risks
Set acceptable levels

of risk
Identify suitable
responses to the
risks
Risk
Management
Risk
Analysis
59
Business Service
Business Service
Business Service Management
A service which directly supports business processes
Service Management in terms of Business Processes & Business

values
More weightage is given to more important service
IT Service
A service which Business does NOT think as an important part of

business process
60
METRICS
How Accurate & Up-to-Date Portfolio is
Is the information contained is relevant from Market

perspective
Is it in alignment with customer needs
61
SUMMARY
SERVICE PORTFOLIO MGMT
62
CASE STUDY.. Portfolio of ABC Ltd.

New Services - under
consideration
IT Security,
ITIL Consultancy
Existing Services
- SAP, IT Infra
Requirements Gathering,
Analysis, Approval, Charter,
Developed, Release,
Operational
Service Catalog
Retired Services
- Not Applicable
Stopped services N/A
63
FINANCIAL MANAGEMENT
Getting the Deal ($$$) right
64
OBJECTIVES
To serve as strategic tool to align IT services with Financial Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control

65
COST VS PRICE
Cost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price Cost = Profit
66
KEY CONCEPTS
Service Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as Budgeting)
Accounting
Cost Units , Costs Types
Business Case
Business Impact Analysis
67
SERVICE VALUATION (CHARGING)
A mechanism which helps organization to recover at least the expenditure

incurred on providing IT services with additional monitorial profits as
applicable
Types
Cost Recovery (Actuals)

Cost Plus Fixed Fee
Cost Plus % of Costs
Cost Plus Incentives
Fixed Price
68
SERVICE INVESTMENT ANALYSIS
Was termed as Budgeting in v2
It is a Time phased allocation of Funds
It helps Track & Control the expenditure pattern
Also guide how to utilize the funds

69
ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it has been spent
Maintain accounts of all incoming and outgoing monetary fund
Accounting involves maintaining detailed ledgers of the daily expenditure

incurred during the implementation of an IT service.
Helps an IT organization track costs for each customer, service, or activity
70
COST UNITS & COST CATAGORIES / TYPES
Cost unit is the identified unit of consumption that can be accounted for a
particular service or service asset
Cost Categories
Hardware, Software, Travel, Internal, External etc.
Cost Types
Direct & Indirect

Fixed & Variable
Capital & Operational
71
BUSINESS CASE
A decision support/planning system or tool /document
It helps analyze the consequences of some decisions
Usually it is in the form of report & may contain
Background/History
Facts & Figures, Validity period of the document
Risks & Mitigation plans
Recommendations
E.g. of Business case is a Study Report for Why should we buy 34 Mbps Link?
72
BUSINESS IMPACT ANALYSIS
It identifies organizations most critical business services & links

them to the financial values or risks
Helps to prioritize the critical services
Analyzes facets of service such as Impact of outages, Financial

penalties, Customer Relationship etc.
73
METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.
74
SUMMARY
FINANCIAL MANAGEMENT
75
CASE STUDY
ABC Ltd will form a Finance Dept
This finance dept will have Finance Managers for each of Accounts
(Account Finance Managers)
These AFMs will be accountable for overall billing to clients
AFMs will generate Quarterly bill only when they get details of service
availability reports from SDMs
Bill Payment options, Penalty charges etc will be decided & negotiate
with client by SLM & AFM
76
Test Your Knowledge

How does an organization use Resources and Capabilities in creating value?
a) They are used to create value in the form of output for production mgmt.
b) They are used to create value in the form of goods and services
c) They are used to create value to the IT organization for Service Support
d) They are used to create value to the IT organization for Service Delivery
Demand Management is primarily used to?
a) Increase customer value
b) Eliminate excess capacity needs
c) Increase the value of IT
d) Align business with IT cost
"Warranty of a service" means which of the following?
a) The service is fit for purpose
b) There will be no failures in applications and infrastructure associated with the service
c) All service-related problems are fixed free of charge for a certain period of time
d) Customers are assured of certain levels of availability, capacity, continuity and security
77
End of Module 1
78
2. Service Design
Blue print for value creation
Continual Service
Improvement
Service
Transition
Service
Strategy
Service
Design
Service
Operation
79
Goals & Objectives of SD

Designing services to satisfy business objectives, based on the
quality, compliance, risk and security requirements
Delivering more effective and efficient IT and business
solutions and services aligned to business needs
Coordinating all design activities for IT services to ensure
consistency and business focus
80
CASE STUDY
ABC Ltd says
They would like to build a completely secure, resilient & Cost effective IT Infrastructure
All the Hardware will be from IBM, CISCO only. Necessary agreements with these brands
to be made accordingly
ABCs IT Infrastructure will be distributed across its 4 current locations
Capacity team predicts that existing infrastructure needs to be restructured & new IT
components need to be added to providing services to client
Agreements for network providers (preferred Spice Telecom) to be made for across
locations & to client locations
Necessary support agreements to be arranged with all the providers
81
PURPOSE OF SERVICE DESIGN

Service Design can be seen as:
Designing IT services, together with the governing IT practices, processes, and policies
to realize
Strategy
to facilitate
Introduction into the live environment
that ensures
Quality service delivery, customer satisfaction, and cost-effective service provision
Gathering service needs and mapping them to requirements for integrated services
Effectively designing the IT services so that they dont need a great deal of improvement
during their Lifecycle
82
MEASUREMENT DESIGN NEED TO MEASURE
If you cant measure it

then you cant manage it.
83
Four types of metrics
Progress: milestones and deliverables in the capability of the

process
Compliance: compliance of the process to governance requirements,
regulatory requirements and compliance of people to the use of the process.
Effectiveness: the accuracy and correctness of the process and its ability to
deliver the right result
Efficiency: the productivity of the process, its speed, throughput and
resource utilization.
84
Measurement .
MTBF - Mean Time Between Failures

MTBSI - Mean Time Between Service Incidents
MTTR - Mean Time To Repair
MTRS - Mean Time to Restore Service
Planned Downtime - Agreed time when an IT Service
will not be available.
e.g. maintenance, upgrade and testing
85
Delivery Models
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86
INSOURCING, OUTSOURCING, AND CO-SOURCING
In sourcing utilizes internal

organizational resources.
Co-sourcing
Is often a combination
of in sourcing and
outsourcing, using a
number of outsourcing
organizations working
together to co-source
key elements within
the Lifecycle.
Will generally involve

using a number of
external organizations to
design, develop,
transition, maintain,
operate, and/or support a
portion of services.
Outsourcing utilizes the resources of

an external organization(s) in a formal
arrangement.
87
PARTNERSHIP OR MULTISOURCING
This consists of formal arrangements between

multiple organizations to work together.
To
Organization
A
design,
develop,
transition,
maintain,
operate,
and/or
support IT
service(s)
Organization
B
The focus is on strategic partnerships that leverage critical expertise or market opportunities.
Crown Copyright 2011 Reproduced under License from Cabinet
Office
88
BUSINESS PROCESS OUTSOURCING (BPO)
BPO is the increasing trend of relocating entire business

functions using formal arrangements between organizations.
Client
Call Center
Payroll
Accounting

One organization provides and manages the other organizations entire
business processes) or functions at a low-cost location.
Common examples are accounting, payroll, and call center operations.
89
APPLICATION SERVICE PROVISION

Shared
computer-based
services
Customer Organization 1
Application Service Provision
(On-demand software/application)
Involves formal arrangements with an Application Service Provider (ASP) organization that will
provide shared computer-based services to customer organizations over a network.
Applications offered in this way are also sometimes referred to as on-demand

software/applications.
Through ASPs, the complexities and costs of such shared software can be reduced and provided
to organizations that could otherwise not justify the cost.
90
KNOWLEDGE PROCESS OUTSOURCING (KPO)

KPO is the latest form of outsourcing.
Client
KPO B
KPO A
KPO C
KPO organizations provide domain-based processes and business expertise rather than
just process expertise.
This requires advanced analytical and specialized skills from the outsourcing organization.
91
SERVICE DESIGN 1 OF 7
SERVICE LEVEL MANAGEMENT

Negotiate & Agree Service Levels with client
92
Objectives of SLM
Define, document, agree, monitor, measure, report and review the
level of IT services provided
Provide and improve the relationship and communication with the
business and customers
Ensure that specific and measurable targets are developed for all IT
services
Monitor and improve customer satisfaction with the quality of
service delivered
Ensure that IT and the customers have a clear and unambiguous
expectation of the level of service to be delivered
Proactive measures to improve the levels of service delivered are
implemented
93
KEY CONCEPTS
Service Level Requirements (SLR)
Service Level Agreements (SLA)
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
Service Improvement Plan (SIP)
A formal project undertaken within an organization to identify and introduce
Measurable improvements within a specified work area or , work process
94
SERVICE LEVEL MANAGEMENT SLA FRAMEWORKS
Service-based SLA
This is where an SLA covers one service, for all the customers of that
service.
Customer-based SLA
This is an agreement with an individual customer group, covering all the
services they use.
95
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
A single SLA may cover multiple IT Services or multiple Customers.
96
Operational Level Agreement

An Agreement between an IT Service Provider and another part of the
same Organization.
An OLA supports the IT Service Provider's delivery of IT Services to
Customers.
The OLA defines the goods or Services to be provided and the responsibilities
of both parties.
For example there could be an OLA
- between the IT Service Provider and a procurement department to

obtain hardware in agreed times - between the Service Desk and a
Support Group to provide Incident Resolution in agreed times.
97
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.

We have to sign contracts with suppliers and these contracts are known as
Underpinning Contracts (UC)
98
Underpinning Contract
Contract : An agreement enforceable at law

Underpinning contract (with reference to an SLA)
Contract between an IT Service Provider and a Third Party provider

The Third Party provides goods or services that support delivery of an IT Service
to a Customer
defines targets and responsibilities that are required to meet agreed Service
Level Targets committed in an SLA
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99
SLM Process
Business Unit A
Business Unit B
The business
3
Business
Process
Business
Process
SLM
SLR(s)
SLA(s)
Determine,
document & agree
requirements for new
services SLRs &
make SLAs
Develop contacts
& relationships,
record & manage
complaints &
compliments
OLAs
Support teams
Service A
B C
Monitor service
performance against
SLA & produce
service reports
D F
SLA(s)
Conduct service
review & instigate
improvements within
an overall SIP
Collate, measure
& improve
customer
satisfaction
Review & revise

SLAs, service
scope & underpinning
agreements
Supplier Management
G
Document
standards &
templates
Assist with the

Service Catalogue
& maintain document
templates
Service
Catalogue
Service
Reports
Contracts
Suppliers
Crown Copyright 2011 Reproduced under License from

Cabinet Office
Cabinet Office
100
SLA,OLA,UC
Customer
SLA
Organization Management
OLA
Orgs Internal Teams
UC
Vendors
Cabinet Office
101
SLM - Challenges
Identifying suitable customer representatives with whom to
negotiate.
A lack of accurate input, involvement and commitment from the
business and customers
The tools and resources required to agree, document, monitor,
report and review agreements and service levels
The process becomes a bureaucratic, administrative process rather
than an active and proactive process delivering measurable benefit to
the business
102
SLM - KPIs
Percentage reduction in SLA targets missed
Percentage reduction in SLA targets threatened
Percentage increase in customer perception and satisfaction of
SLA achievements, via service reviews and Customer Satisfaction
Survey responses
Percentage reduction in SLA breaches caused because of third-party

support contracts (underpinning contracts) & internal Operational
Level Agreements (OLAs).
103
CASE STUDY
ABC Ltd will provide Response Time SLAs to Customer as below
for all H/W Replacements
For all SAP services, the response time will be 60 mins
For Servers 4 Hr, Network Link Down 4 Hr., Desktop 2 Hr
ABC has following OLAs agreed from their Internal Teams for all
H/W Replacements
For all SAP services, the response time will be 30 mins
For Servers 2 Hr, Network Link Down 2 Hr., Desktop 1 Hr
Internal Teams have following agreements with their Vendors

For Servers (IBM) 1 Hr, Network Link Down (BT, Cisco) 1 Hr, Desktop (Dell) 30 Mins
104
SERVICE CATALOGUE MANAGEMENT
Services Ready to Use
105
Service Catalogue Management - Scope, Goals & Objectives
The goal is to ensure :

-that a Service Catalogue is produced and maintained,
- it contains accurate information on all operational & planned
services
Objectives:
- manage the information contained within the Service
Catalogue
- ensure accuracy in all services of scope
current details, status, interfaces and dependencies
Scope:
All services that are being transitioned or have been
transitioned to the live environment
106
KEY CONCEPTS
What is Service Catalog?
Service Catalog vs. Service Portfolio
Types of Service Catalog
107
SCM - Activities
Ensuring that all operational services and all services being prepared for
operational running are recorded within the Service Catalogue
Ensuring that all the information within the Service catalogue is
accurate and up-to-date
Ensuring that all the information within the Service catalogue is
consistent with the information within the Service Portfolio
Ensuring that the information within the Service catalogue is

adequately protected and backed up
108
What is Service Catalog?

A single source of information for all the service offerings
Includes Operational & in Transition Services
E.g. Menu Card in a Hotel
Service Catalog vs. Service Portfolio

Service catalog is a part of Service Portfolio
Service Portfolio depicts the services in their Business Value Terms i.e. Why customer
would buy it from us
Service Catalog depicts what service would you like to offer to customer (which will be
based on customer needs)
Service Portfolio is not usually available to be viewed by Customer or public whereas
Service Catalog may be
109
Types of Service Catalog

Business Service Catalog
Used by Relationship Manager to win a business
Consists list of all IT services which are important for Customers Business Process
Visible to customer (or even to common public)
Technical Service Catalog

Used by Relationship Manager to know the capabilities & limits of Business
Service Catalog
Contains all the Backup/Supporting services for services shown in BSC
Usually Not visible to Customer
110
METRICS
Accuracy of Information within Service Catalog
Number of corrections made
Customer Feedback
Number of successful/lost proposals
111
CASE STUDY.. ABCs Service Catalogs

Business Service Catalog

Technical Catalog
1.
2.
3.
Currently only SAP v3

Connectivity across location
3 more Network POPs coming up
in US, UK & Aus in 15 days
4. Remote Management not
completely ready,
expected in 3 months
Service List:
1. SAP programming
2. SAP Development
3. SAP/ABAP Start to End
4. Full Lifecycle SAP
IT Infrastructure
1. Server Management
2. Network management
3. Backup Management
4. Design of complete IT Infra
112
AVAILABILITY MANAGEMENT
Ensure it is up, when it should be
113
Availability Management - Goals & Scope
Goal : to ensure that

- level of service availability delivered in all services is
- matched to or exceeds
- the current and future agreed needs of the business
- in a cost-effective manner
Scope :
designing, implementation, measurement, management
and improvement of IT service and component availability
114
What is Availability ?
Ability of a Configuration Item or IT Service to

perform its agreed Function when required.
Note :
Determined by Reliability, Resilience ,Maintainability,
Serviceability, Performance, and Security.
Usually calculated as a percentage. This calculation is often
based on Agreed Service Time and Downtime.
It is Good Practice to calculate Availability using
measurements of the Business output of the IT Service.
115
AVAILABILITY
The ability of a service, component or configuration item to
perform its agreed & expected function when required
Usually expressed as Percentage
Availability= (AST-DT)
X 100
----------------AST
AST = Agreed Service Time DT = Downtime
Cabinet Office
116
Reliability
Implies how long the specified service is available for the required period
without any interruptions or failures
Serviceability
Ability of the 3rd party supplier to provide the expected service to service
provider
Maintainability (or Recoverability)

How easy it is to maintain or recover a service, component or configuration
item
NOTE Availability can be Proactive (recommended) or Reactive.
117
Availability Metrics
MTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Time
Detection
Incident
Occurred
Restoration
Repair
Diagnosis
Incident
Occurred
Recover
MTBF- Mean Time

Between Failures Uptime)
= Availability
MTBSI Mean Time Between system Incidents = RELIABILITY

118
METRICS
Uptime per service or group of Users
Downtime duration
Downtime frequency
Number of failures beyond X time
119
CASE STUDY
ABC Ltd will provide Availability (Uptime) as per below
details
For Servers: 95%
Network Connectivity: 92%
Desktops: 98%
NOTE These Servers, N/W Links & Desktops are provided/designed by ABC which supports
their commitments of uptime. The availability would vary for these components if they
exist already
120
INFORMATION SECURITY MANAGEMENT

Protect the Data & Information
121
Information Security Management - Goal and scope
Goal - To align IT security with business security and ensure

that information security is effectively managed in all
service and Service Management activities
ISM must ensure that an Information Security Policy is produced, maintained and
enforced
Scope - The ISM process should cover use and misuse of all
IT systems and services for all IT security issues
122
ISM - Responsibilities
Developing and maintaining the Information Security Policy and a
supporting set of specific policies.
Ensuring appropriate authorization, commitment and endorsement
from senior IT and business management.
Communicating and publicizing the Information Security Policy to all
appropriate parties.
Ensuring that the Information Security Policy is enforced and adhered to.
Identifying and classifying IT and information assets (Configuration
Items) and the level of control and protection required.
123
INFORMATION SECURITY MANAGEMENT INFORMATION SECURITY

MANAGEMENT SYSTEM (ISMS) FRAMEWORK
The Information Security Management System (ISMS) framework shown

below presents an approach that is widely used and is based on the advice
and guidance described in many sources, including ISO/IEC 27001.
Customers Requirements Business Needs
MAINTAIN
PLAN
Learn
Improve Plan
Implement
Service Level Agreements

Underpinning Contracts
Operational Level Agreements
Policy Statements
CONTROL
Organize
Establish Framework
Allocate Responsibilities
IMPLEMENT
EVALUATE
Internal Audits
External Audits
Self Assessments
Security Incidents
Creation of Awareness
Classification and Registration
Personnel Security
Physical Security
Networks, Applications, and Computers
Management of Access Rights
Security Incident Procedures

124
METRICS
Effectiveness of Security Measures / Controls
Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices

Adherence /Compliance to Security Standards
Security Audits reports
125
Supplier Management
Manage Supplier Relationship & Performance
126
Supplier Management - Goal and Scope

Goal - To manage suppliers and the services they supply,
to provide seamless quality of IT service to the business,
ensuring value for money is obtained.
Scope - The Supplier Management process should

include the management of all suppliers and contracts
needed to support the provision of IT services to the
business
127
SM - Basic Concepts
The Supplier and Contracts Database (SCD )
Supplier and Contract Management and

performance information and reports
Supplier categorization
128
SM - Responsibilities
Providing assistance in the development and review of
SLAs, contracts, agreements or any other documents for
third-party suppliers
Ensuring that value for money is obtained from all IT
suppliers and contracts
Ensuring that all IT supplier processes are consistent and
interface to all corporate supplier strategies, processes and
standard terms and conditions
Maintaining and reviewing a Supplier and Contracts Database
(SCD)
129
Supplier Selection
Requirement of 3rd party supplier
Request Supplier
Responses
Manage Suppliers
Update suppliers
records
SCD
Select Suppliers
Analyze Supplier
Capabilities
Contract with
Supplier (UC)
Supplier provides
Services
130
Supplier Contracts Database (SCD)

Contracts categorization
According to Types of services,
Owner, expiry date, value etc.
Contracts Modification/Termination
Suppliers performance
Against contract terms
Supplier Contracts
Database
Fresh/Renewed
Contracts
Existing Contracts
Organizations Supplier
Policy & Strategy
Records of Past/Expired
Contracts

131
METRICS
Accuracy of information in SCD
Relevance of contracts in terms of SLM
Performance of suppliers
132
CASE STUDY
SUPPLIER MANAGEMENT
Cabinet Office
133
CASE STUDY
ABC Ltd has identified following suppliers
Desktops: Dell, Servers: IBM, Network Links: Spice Telecom
Supplier Manager of ABC is accountable to get these contracts

signed/maintained/renewed/terminated etc.
All the documents regarding suppliers will be maintained in SCD
which will be on any Database (SQL, Oracle, Access etc)
Cabinet Office
134
CAPACITY MANAGEMENT
Ensure IT is sized in optimum & cost effective manner
135
OBJECTIVES
Provide the required IT Infrastructure in a cost effective manner while also
meeting its requirements
Ensure optimum utilization of IT infrastructure

Work on current & future needs
Produce & regularly upgrade Capacity Plan
136
Example of Capacity Management
Current Physical Capacity : 500 People
Shifts Required : 24 X 7
Shift Timing: 8:30 a.m to 5:30 p.m / 3:00 p.m to 12:00 a.m / 12:00 a.m to 8:30 a.m (Already
Working)
Project Requirement: 1000 People
Business Capacity: Developers & Claim Associates (500 + 500)
Developers will work : 8:30 a.m to 5:30 p.m/ Claim Associates: 3:00 p.m to 12:00 a.m
Developer Need: Laptop with 2 GB of Ram Constraint only 1 GB Ram Laptops are available
Q: How to manage the Capacity to accommodate 1000 people in the physical Capacity of 500 People
space ???
Manage the IT Infrastructure to accommodate 1000 ppl
Developers Issue Laptops & Claim Associates Issue Desktops to manage Business Capacity
Introduce KVM Switch to tie Desktops & Laptops on same workstation of 500 Capacity to Manage
Service Capacity & Introduce Wifi to manage the to and Fro Movement to cover the 2.30 hours of
time
Constraint: Developer Put heavy applications on VM Ware or Citrix and Rest Locally to manage
Component Capacity
Cabinet Office
137
CAPACITY MANAGEMENT SUBPROCESSES
The three major sub processes of Capacity Management are:
Business Capacity Management
Ensures that the future business requirements (customer outcomes) for IT services are considered
and understood.
Ensures that sufficient IT capacity to support any new or changed services is planned and
implemented within an appropriate timescale.
Service Capacity Management
Includes the management, control, and prediction of the end-to-end performance and capacity of the
live operational IT services usage and workloads.
Ensures 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
Includes the management, control, and prediction of the performance, utilization, and capacity of
individual IT technology components.
Ensures that all components within the IT infrastructure that have finite resources are monitored and
measured and that the collected data is recorded, analyzed, and reported.
138
Capacity Plan
Time (or trigger) phased plan to maintain/increase the utilization of IT
Infrastructure by maintaining or adding IT infrastructure components
Capacity Management Information System (CMIS)

A system which holds the data needed & maintained by all the capacity sub
processes/activities
Performance Management
Monitoring
Tuning
139
Modeling
Mathematical models for determining the benefits and

costs of varying capacity
Simulation and Analytical techniques
Application Sizing
For determining the hardware capacity required to
support new/modified applications
140
METRICS
Performance trends after estimates
Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction in number of incidents due to performance plans
141
CASE STUDY
Capacity team of ABC Ltd has following comments
Current N/W links are sufficient to carry Remote Management of approx 20k
Desktops & 1k Servers holding standard SAP applications
Looking at future Business Targets /trends to acquire more customers, 40 more
n/w links will need to be established across Europe & America in 2 years time
span.. details in Annex 1.0
As per IT services expansion plan, 300+ IT components will need to be
removed/installed .. Details as in annex 2.a
142
SERVICE CONTINUITY MANAGEMENT
Recover from disaster as per agreed &

applicable SLA
143
ITSCM Responsibilities
Performing Business Impact Analyses for all existing and

new services
Implementing and maintaining the ITSCM process
Representing the IT services function within the Business
Continuity Management process
Ensuring ITSCM plans, risks and activities are capable of
meeting the agreed targets under all circumstances
Performing risk assessment and risk management to avert
disasters where practical
144
ITSCM - Goal & Scope

Goal : Support the larger business continuity plan
Scope - Services, computer systems, networks, applications,
data repositories, telecommunications, environment,
technical support and Service Desk
Also includes resources (People)
The objectives are ensuring that
required IT technical and service facilities can be
resumed
within required, and agreed, business timescales
Following a major disruption
145
LIFE CYCLE APPROACH TO ITSCM

Initiate ITSCM
Gather requirements
Plan for implementation
Implementation
ORR (Operation Readiness Review)

Mock Testing
Go Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates

to ITSCM structure
146
147
POSSIBLE RECOVERY OPTIONS
Do nothing
Manual Workarounds
Reciprocal arrangements (Less Frequently used)
Immediate recovery hot standby (24 hours)
Mirrored business systems on an alternate site
Intermediate recovery warm standby (24-72 hrs)

Similar to immediate but critical systems need to be recovered and run
Gradual recovery cold standby (72 hrs)

Empty facility with utilities
Fortress Approach - Risk avoidance approach in which every possible precaution is

taken to disaster proof a facility or position.
Dormant contracts - Contracts with 3rd parties which become active only when
triggered by a disaster
Insurance Transferring Risk on the Third Party

148
Business Continuity Strategy

Aims at reducing risks by developing recovery plan's to restore business activities if they
are interrupted by a disaster
Assessment of Changes for impact on ITSCM

To study & mitigate the impact of any changes in IT Infrastructure on ITSCM
Negotiated/Compromised SLAs
To negotiate appropriate SLAs with customer which will be applicable only during disaster
Cabinet Office
149
IT Service Continuity Management - Basic Concepts
Disaster - an event that affects a service or system such

that significant effort is required to restore the original
performance level
Business Impact Analysis (BIA)
The purpose of a Business Impact Analysis is to quantify

the impact to the business that loss of service would
have
Cabinet Office
150
METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT Services
151
SUMMARY
SERVICE CONTINUITY
MANAGEMENT
152
CASE STUDY
ABC Ltd has offered the customers ITSCM options as below:
Complete mirroring of sites Delhi & Hyderabad (Hot Standby)
This will need Facilities , Infrastructure, technology support as well
Warm Standby for sites Bangalore & Hyderabad
Cold standby for sites Bangalore & Pune
153
Model Questions
Q What are Underpinning Contracts used to document
The provision of IT services or business services by a Service Provider
The provision of goods and services by Suppliers
Service Levels that have been agreed between the Service Provider and their Customer
Metrics and Critical Success Factors (CSFs) in an external agreement
Ans B
Q Reliability is a measure of
The availability of a service or component
The level of risk that could impact a service or process
How long a service or component can perform its function without failing
A measure of how quickly a service or component can be restored to normal working
Ans - C
154
Which process contains the Business, Service and Component sub-processes?
Capacity Management
Incident Management
Service Level Management
Financial Management
Ans - A
In which document would you expect to see an overview of actual service achievements against targets?
Operational Level Agreement (OLA)
Capacity Plan
Service Level Agreement (SLA)
SLA Monitoring Chart (SLAM)
Ans - D
155
End of Module 2
156
157
158
SERVICE TRANSITION
Transitioning Services into Operation
without disturbing the existing services
159
Change Management
Service Asset and Configuration

Management
Service Transition
Processes
Knowledge Management
Release and Deployment Management

160
Goals of Service Transition

Set customer expectations on how the performance and
use of the new or changed service
Enable the business change project or customer

Reduce variations in the predicted and actual
performance of the transitioned services
Reduce the known errors and minimize the risks from
transitioning the new or changed services into production
Ensure that the service can be used in accordance with
the requirements and constraints specified within the
service requirements
161
Service Transition V- Model

Define Customer
Business Requirements
Validate Service
Packages, Offerings
& Contracts
Service Review Criteria/Plan
Define Service
Requirements
Service Acceptance
Test
Service Acceptance Criteria/Plan
Design Service
Solution
Service Operation Criteria/Plan
Design Service
Release
Release Test
Criteria/Plan
Develop Service
Solution
Service Operational
Readiness Test
Service Release
Package Test
Component &
Assembly
Test
Service Component
Build & Test
(Internal & External
Suppliers)
162
SERVICE TRANSITION 1 OF 4
CHANGE MANAGEMENT
Minimize the Impact of Change
163
Change Management - Purpose & Goals

Purpose:
Standardized methods and procedures are used for
efficient and prompt handling of all changes
All changes to service assets and configuration items are
recorded in the Configuration Management System
Overall business risk is optimized.
Goal:
Respond to the customers changing business
requirements while maximizing value and reducing
incidents, disruption and re-work
Respond to the business and IT requests for change that
will align the services with the business needs
164
CHANGE MANAGEMENT OBJECTIVES
The objective of the Change Management (CM) process is to

ensure that Changes are recorded and then:
evaluated
authorized
prioritized
planned
tested
implemented
documented
and reviewed in a controlled manner.
165
CHANGE MANAGEMENT DEFINITIONS
Some more definitions:
A Process model is a way of predefining the steps that should be taken to handle a process (in
this case, a process for dealing with a particular type of Change) in an agreed way.
A Standard Change is a Change to a service or infrastructure for which the approach is

preauthorized by CM and that has an accepted and established procedure to provide a specific
Change requirement.
Remediation planning: No change should be approved without having explicitly addressed the
question of what to do if it is not successful
Emergency Changes are:
Intended to repair an error in an IT service that is negatively impacting the business to a

large degree.
Tested before use when possible; otherwise, the impact of the Change can be greater than
that of the original Incident.
166
Forward
Schedule of Changes (FSC)
Contains details of all approved changes and their implementation dates for an agreed
period
Detailed short term schedules and less detailed for longer term planning
Projected
Service Availability (PSA)
To determine the best time for a change implementation

Both the FSC and PSA are agreed with the customers
Back
Out Plan
It is executed if the Change can not happen as per plan

Usually but not necessarily the typical back out plan is to bring the systems back to
original state it was in before the change started
167
CHANGE MANAGEMENT REQUEST FOR CHANGE (RFC)
A Change request is known as a Request for Change (RFC).
It is a formal communication seeking an alteration to one or more configuration items.
Different types of Changes may require different types of Change requests.

Types of Changes
Request for Change to Service Portfolios
New portfolio line item

Predicted scope, business case, baseline
Service pipeline
Request for Change to service or service definition
Existing or planned service attributes

Project Change that impacts Service Design, for example, forecasted
warranties
Service improvement
Project Change proposal
Business Change
No impact on service or design baseline
User access request

Operational activity
Tuning (within specification/ constraints)

Reboot hardware on failure if there is no impact on other services
Planned maintenance
168
Seven Rs of Change Management

The 7 Rs of Change Management are used for the impact assessment of
Changes
Who RAISED the

Change?
What is the RELATIONSHIP

between this Change and
other Changes?
What is the REASON for the

Change?
7 RS
Who is RESPONSIBLE for the

build, test, and implementation of
the Change?
What RESOURCES are required

to deliver the Change?
What is the RETURN

required from the Change?
What are the RISKS

involved in the Change?
169
CHANGE MANAGEMENT ROLES

The Change Manager role:
Receives, logs, and allocates priority.
Tables all RFCs for a CAB meeting.
Decides which people will come to which meetings.
Convenes CAB or Emergency CAB (ECAB) meetings for RFC assessment.
Chairs all CAB and ECAB meetings.
Authorizes acceptable Changes.
The Change Advisory Board (CAB):
Is an advisory body, requiring appropriate terms of reference (for example, meeting

regulations and scope of influence).
Formal authorization is obtained for each Change from a Change authority that may
be a role, person, or group of people, including:
Change Manager (Local Authorization), CAB or ECAB, IT Management Board, and

Business Executive Board.
170
CHANGE TYPES
Changes are categorized into:
Standard Change (Preauthorized)
Normal Change
Emergency Change
Is a Change to a service or
Is raised by a request from
Is sometimes required and
infrastructure that is preauthorized by
the initiator the individual or
should be designed carefully
Change Management and has an
organizational group that
and tested before use, if at all
accepted and established procedure
requires the Change.
possible, or the impact of the
to provide a specific Change
emergency Change may be
requirement.
greater than that of the original

Incident. Details are often
captured at a later date.
171
Change Management Process Flow

Request For
Change (RFC)
Problem Management
Customer
or other teams
Line Manager
Approval
SCM, Capacity, BRM,

ISM,SLM, R&D, Customer etc.
Update CMDB &

Change Records
Change
Manager
CAB
Meeting
FSC/PSA
Implement
Change
Failure
BackITIL
outisPlan
a registered trade mark of the Cabinet
Success
Customer
Sign Off
Post Change
Review
172
RFC Workflow and Interfaces

Change Management
Raise & record
change request
Approve
reject
change
Assess
change
Co-ordinate
change
implementation*
Review
change
Close
change
Audit
items
Check
records
updated
Release
and
deploy
New/changed CIs
Configuration Management
Reports &
audits
Identify affected
items
Update
records
Capture
release and
environment
baselines
Configuration Management System

*Includes build and test where applicable
173
CHANGE MANAGEMENT STANDARD CHANGE PROCESS FLOW EXAMPLE
A sample Standard Change process flow:

Role
Initiator
requested
Assign for Work

Change
Management
implemented
Review and Close
Change Record
Update Change and Configuration

Information in the CMS
Create RFC
Closed
174
Process Activities
A Change is reviewed:
On completion of the Change, the results should be reported for evaluation.
For major Changes, there will be more customer and stakeholder input.
To include any Incidents arising as a result of the Change.
As part of a service managed by an external provider; details of any
contractual service targets will be required.
A Post-Implementation Review (PIR) should be conducted:
To confirm that the Change has met its objectives.
That the initiator and stakeholders are satisfied with the results.
That there have been no unexpected side-effects.
Lessons learned should be fed back into future Changes.
175
ChM - KPIs
The top five risk indicators of poor ChM are:
1. Unauthorized changes (above zero is unacceptable)
2. Unplanned outages
3. A low change success rate
4. A high number of emergency changes

5. Delayed project implementations.
176
ChM - Challenges
Lack of ownership of the impacted systems
Inaccurate configuration data may result in poor
impact assessments
Bypassing the agreed procedures
There may be resistance against an umbrella of
Change Management authority
177
SERVICE ASSET & CONFIGURATION

MANAGEMENT
SACM = Know what you have
178
SACM - Goal
The goals of Configuration Management are to:
Support the business and customers control objectives
and requirements
Support efficient and effective Service Management
processes by providing accurate configuration information
to enable people to make decisions
Minimize the number of quality and compliance issues

Optimize the service assets, IT configurations,
capabilities and resources.
179
SACM - Objectives
The objective is to define and control the
components of services and infrastructure and
maintain accurate configuration information on the
historical, planned and current state of the services
and infrastructure.
180
Configuration Item
A uniquely identifiable entity/item which needs to be controlled
Baseline
Snapshot of a CI or a group of CIs at a given time or stage
Variant
A baseline with minor differences
Configuration Management System
It is a system which controls & maintains the record if all CIs in a structured
manner in 1 or more databases known as CMDB
Stores Attributes of CIs, Relationship between CIs
Consists of Multiple layers like Integration Presentation etc.
181
Definitive Media Library (DML)

One or more locations in which the definitive and approved versions
of all software Configuration Items are securely stored.
The DML may also contain associated CIs such as licenses and
documentation.
The DML is a single logical storage area even if there are
multiple locations.
All software in the DML is under the control of Change and Release
Management and is recorded in the Configuration Management System.
Only software from the DML is acceptable for use in a Release
182
CONFIGURATION ITEMS (CIS)

A Configuration Item (CI) is an asset, service component, or other item that is, or will be,
under the control of Configuration Management. CIs:
May vary widely in complexity, size, and type, ranging from an entire service or system, including all
hardware, software, documentation, and support staff, to a single software module or a minor
hardware component.
May be grouped and managed together, for example, a set of components may be grouped into a
Release.
Should be selected using established selection criteria and then grouped, classified, and identified in
such a way that they are manageable and traceable throughout the Service Lifecycle.
Service
Lifecycle CI
Service Design Package (SDP), Business Case
Service CI
Processes, infrastructure
Organization
CI
Business strategy, regulatory requirements
Internal CI
Delivered by individual projects
External CI
Customer requirements and agreements
Interface CI
Required for end-to-end service delivery
183
ACTIVITIES
Planning
Identification
Status
Accounting
Control
Verification and Reporting
Cabinet Office
184
Planning
Defining
the strategy, policy and objectives for the process
Analyzing
Creating
the information, Identifying the tools and resources available for the process
interfaces with other ITIL processes, projects and third party suppliers
Configuration
Management Plan including Policy and Strategy could be one output.
185
Identification
To identify the associated IT services and components, which need to be controlled by

the Configuration Management process.
Define
the Scope of the process
Specify
IT Services, Hardware, Software and Documentation, Specific Areas
the Level of Detail for information recording

Identify the Relationships of the CIs
Determine the depth of information to be recorded

Naming Conventions, Attributes covered
186
Status Accounting
The next activity after Identification is Status Accounting of the IT component
through its life cycle. A status code is assigned to each of the statuses for easy
identification.
Typical Statuses
New CIs
In Order, Tested, Accepted
Existing CIs
Received, RFC open for the CI new version requested, Down, Phased Out,
Undergoing maintenance
All CIs
In Stock, Order received, Under test, Released for Installation, Live, Spare
187
Control
Configuration Management controls all the IT components received by

the organization.
Control
Who can Access, who can modify
188
Audit and Verification
Does the CMDB reflect reality?
The activities includes verifying and auditing the details in the CMDB.
For example, audit tools can be used to automatically analyze
workstations and report on the current situation and status of the IT
infrastructure.
Accuracy is improved by
Active rather than passive CMDB

Automatic updating
Integration with other processes
Automatic checks
189
Reporting
Assess the efficiency and effectiveness
Through Regular MIS reports

Scheduled reviews of the expected growth in demand of Configuration
management activities
190
CASE STUDY
ABC
Ltd has decided as below:
A SQL database will be used to store the SACM Data
A CMS will be designed to enable user interaction with the Database
This CMS will be named as NetISS
Staff will have a range of access starting from No Access, Read only ..till Full Access as
per their Role in SACM
191
Release & Deployment Management
R & D = Bring in the change

Carefully
192
RDM - Objectives
To ensure clear and comprehensive plans are in place
To build, install, test & deploy release package
To ensure the new or changed services are capable of delivering the
agreed requirements w.r.t utilities, warranties and service levels
To minimize the unpredicted impact on operations
To ensure customer, user and SM staff are satisfied with the outputs
like user documentation and training
193
RDM - Scope
The scope of Release and Deployment Management
includes:
- the processes, systems and functions - to package, build, test
and deploy a release into production
- and establish the service specified in the Service Design package
- before final handover to service operations.
194
Release Unit
Components of an IT Service that are normally Released

together.
A Release Unit typically includes sufficient Components to perform

a useful Function.
For example one Release Unit could be a Desktop PC, including
Hardware, Software, Licenses, Documentation etc.
A different Release Unit may be the complete Payroll Application,

including IT Operations Procedures and User training.
195
Release Types
Depending on the number of changes that should be included in one Release,

a Release can be of the following type:
Delta Release
Just a few changes normally a quick fix
Full Release
When a program is released in its entirety, including the parts that were not
changed.
A number of similar Changes can be implemented together in this Release
More preparation and resources are required for a Full Release
Package Release
You use a Package Release when you Release a group of software. Each of the
software in the package depends on the other software in the group for its
performance.
For example, scheduled upgrades to third-party software, such as Systems software
and Office applications are appropriate for Package Releases.
196
Release / Deployment Methods
Big
Bang vs. Phased Approach
In Big Bang approach the new or changed component is deployed to all user areas in one go
Phased approach involves deployment of components to part of user area & then deploying in
other areas in phased manner
Alternatively, the release itself is carried out in phased manner
Push
vs. Pull (usually for software)
Push is used when a component is deployed from a centre & pushed to its target locations
Pull is used when a software is stored in centre & users are requested to pull it based on their
requirements
Automated
vs. Manual
197
ACTIVITIES
Release
Planning
Release Design
Building &
Configuring
Release
Testing &
Acceptance
Roll Out
Planning
Communication,
Preparation &
Training
Release
Distribution,
Implementation
Definitive Software Library

Definitive Hardware Store
Configuration Management Database
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Knowledge Management
KM = Gather, Analyze, Store &

Share the Knowledge
199
OBJECTIVES
Improve
Create,
the efficiency by reducing the need to Re-discover the knowledge
Maintain & update Service Knowledge Management System
Make
sure that a Right & Relevant information at Right time is available for
organizations requirements (e.g. Customer details, contract/SLA data)
Context
Wisdom
Why?
Knowledge
How?
Information
Who, what,
when, where?
Dat
a
Understanding
200
DIKW Explanations
Knowledge management is typically displayed within the DataInformation-Knowledge-Wisdom structure:
-Data is a set of discrete facts about events

- Information comes from providing context to data or by asking
questions on the data
- Knowledge is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals
- Wisdom gives the ultimate discernment of the material and guides
a person in the application of knowledge
201
Definitive Media Library
Store
Master copies of all the S/W assets
In house, external, Trail, Commercial Of The Shelf

Licenses, Scripts & codes
Is
controlled by Service Asset & Configuration Management

process
Serves
as the only source for build & distribution for Release

& Deployment process
202
DML & CMDB

CMDB
stores the information about all the CIs (H/W & S/W)
DML
stores the actual CIs (S/W only)
Both
are controlled by SACM process
Both
form part of SKMS
203
Service Knowledge Management System

(SKMS)
A set of tools and databases that are used to manage

knowledge and information.
The SKMS includes the Configuration Management System, as well as
other tools and databases.
The SKMS stores, manages, updates, and presents all information
that an IT Service Provider needs to manage the full Lifecycle of IT

Services.
204
Test Your Knowledge
Which of the following CANNOT be provided by a tool?
A.
Knowledge
B.
Information
C.
Data
D.
Wisdom
Ans D
Which is the BEST definition of a Configuration Item (CI)?
A.
An item of hardware or software registered in the asset database
B.
A collection of information used to describe a hardware or software item
C.
An asset, service component or other item that is, or will be, under the control of Configuration
D.
E.
Management
Information recorded by the Service Desk when an Incident is reported
Ans - C
205
Who is responsible for defining Key Performance Indicators (KPIs) for Change
Management?
A.
The Change Management Process Owner
B.
The Change Advisory Board (CAB)
C.
The Service Owner
D.
The Continual Service Improvement Manager
Ans A
What is the name of the area where the definitive authorized versions of all media
Configuration Items(CIs) are stored and protected?
A.
Definitive Media Library
B.
Definitive Software Store
C.
Service Knowledge Management System
D.
Software Secure Library
Ans - A
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206
End of Module 3
207
Service Operation
Realizing value by operating a service effectively &
efficiently
208
SERVICE OPERATION IN THE LIFECYCLE MODEL
Service Operation in the Service Lifecycle

model:
Provides guidance on achieving the effective

and efficient delivery and support of
services.
Ensures value for customers and service

providers.
Realizes strategic objectives through service

operations, making it a critical capability.
Maintains status quo and adapts to changes

in the business and technological
environments.
Well-planned and implemented processes

facilitate the day-to-day operation of
services.
Continual
Service
Improvement
Service
Transition
Service
Strategy
Service
Design
Service
Operation

209
SERVICE OPERATION PURPOSE
The main purpose of Service Operation is to coordinate and perform the activities
and processes necessary to:
Deliver services at agreed levels to business users and customers in order to
manage the services.
Continuously manage the technology used to deliver and support the services.
210
Business Value of SO
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
Service Operations is where the value is seen
211
ROLE OF COMMUNICATION
Appropriate communication plays a very important role in Service

Operation.
It is a must among IT teams, departments, users, internal customers, and
the Service Operation team to prevent or mitigate issues.
Training
Project Management
Service Desk
Finance
Consultancy
IT
Customers
Communication
212
Functions in Service Operations

TMF - Technical Management Function
- Custodian of technical knowledge and expertise related to managing
the IT
AMF - Application Management Function

- Custodian of technical knowledge and expertise related to managing
applications
- Overlaps with Application Development
ITOMF - IT Operations Management Function

- Responsible for the daily operational activities needed to manage the
IT Infrastructure
-Has IT Operations control & Facilities Management
- Overlaps with TMF & AMF
SDF - Service Desk Function

- SPOC
- Focuses on service restoration
213
TMF - Roles in Service Management

It is the custodian of technical knowledge and expertise
related to managing the IT infrastructure.
- In this role, it ensures that the knowledge required to design,
test, manage and improve IT services is identified, developed
and refined.
It provides the actual resources to support the ITSM

Lifecycle.
- In this role it ensures that resources are effectively trained and
deployed to design, build, transition, operate and improve the
technology required to deliver and support IT services.
214
AMF - Roles in Service Management

It is the custodian of technical knowledge and expertise related to
managing applications.
It provides the actual resources to support the ITSM Lifecycle.
Please note:
- Application Management is to applications what Technical
Management is to the IT Infrastructure.
- Application Management plays a role in all applications,
whether purchased or developed in-house.
- One of the key decisions : Build or Buy
215
AMF - Organisational Overlap

Requirements
Optimize
Design
IT Service
Management
Strategy,
Design,
Transition and
Improvement
Operate
Build and
Test
Deploy
Application
Development
Application
Management

216
ITOMF - Role
ITOMF Functions :
1) IT Operations Control
- Ensures that routine operational tasks are carried out - Provides centralized
monitoring and control activities - Uses an Operations Bridge or Network
Operations Centre
2) Facilities Management
- Management of the physical IT environment (Data centers, computer rooms,
etc)
Please note:
- In large Data Centers Technical and Application Management are co- located
with IT Operations
- In some organizations many physical components of the IT Infrastructure are
outsourced and Facilities Management may include the management of the
outsourcing contracts
217
SDF - Objectives
Primary aim - restore the normal service to the users as
quickly as possible
(In this context restoration of service is meant in the widest possible
sense)
Please note :
It is SPOC - Single point of contact
While this could involve fixing a technical fault, it could equally
involve fulfilling a service request or answering a query or
anything that is needed to allow the users to return to working
satisfactorily
218
Local Service Desk

For Local business
needs and onsite
support
Local
User
Local
User
Local
User
Desktop support
First line support
Network support
Service Desk
Application support
Systems and operations
support
Third party support
Third
Party
Support
Network &
Operation
Support
Application
Support
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Desktop
Support
219
Centralized Service Desk

In multi location environment
local SD becomes expensive
Central SD is established serving
all locations
All service request are logged
at a central physical location
Customer
Site 1
Customer
Site 2
Customer
Site 3
Centralized
Service Desk
Second Line Support
Key benefits
- Reduced operational costs
- Consolidated Mgmt reports.
- Better resource allocation
Third
Party
Support
Network &
Operation
Support
Application
Support
Desktop
Support

220
Virtual Service Desk

Virtual service desk can be
accessed from anywhere in
the world
Paris
Service Desk
Amsterdam
Service Desk
Wan
Sydney
Service Desk
If the organization is MNC it

gives same benefits of
centralized service desk
London
Service Desk
Modem
Virtual Service Desk
Modem
Internet
Maintains central database

accessible from all locations
Service
Mgmt
Database (S)
Toranto
Service Desk
Lan
Telephone
The only difficulty is the

person required at Virtual
SD needs to be specialist
Follow The Sun Model
La
n
New York
Service Desk
User Site 1
Local Users
User Site a
Fax
Local Users Remote Users
Third Party Supplier

Service Desk

221
FOLLOW THE SUN MODEL

24
Hrs of Desk
Team which is in Day time picks up the call
Advantage
Best
for 24 Hrs kind of support

Less desk staff attrition due to working time
Disadvantage
Expensive
due to use of technology

Multiple control points so difficult to manage
222
Follow the SUN

Responding
SD Region
USA
EST
IND
UK
USA
PAC
AUS
5 AM
10 AM
3 PM
8 PM
Indian Standard
Time
1 AM
223
SERVICE OPERATION PROCESSES AN INTRODUCTION
This section introduces the processes within the Service Operation phase of the
IT Service Lifecycle:
Incident Management
Access Management
Request Fulfillment
Service Operation
Processes
Event Management
Problem Management
224
SERVICE OPERATION 1 OF 5
Event Management
Detects Events and Take

Appropriate Actions
225
Types of Events
Information
An event which is only meant to provide information
E.g. Backup job completed
Usage
To
check status of activity, device

To get statistics
Informational events are usually recorded for a pre-determined period
226
Warning
Event meant as a proactive measure to indicate that service or device is
reaching a threshold
E.g. Network traffic reaching a congestion point
Exception
Event which indicates that a service or a device is behaving abnormally
(against a defined behavior)
E.g. Hdd1 in RAID has failed
227
IMPACT, URGENCY, AND PRIORITY
Impact is a measure of the effect of an

Incident, a Problem, or a Change on business
processes.
Priority is a category used to identify the

relative importance of an Incident, a Problem,
or a Change.
Priority is based on Impact and Urgency and is

used to identify the required time for actions to
be taken.
Urgency is a measure of how long it will be
For example, SLAs may state that Priority 2

Incidents must be resolved within 12 hours.
until an Incident, a Problem, or a Change has

a significant impact on the business.
For example, a high-impact Incident may have

low Urgency if the impact will not affect the
business until the next financial year.
228
EM - Basic Concepts
An event can be defined as any detectable or discernible
occurrence
- that has significance for the management of the IT Infrastructure or
the delivery of IT service
Please Note:
-Events are typically notifications created by an IT service,
Configuration Item (CI) or monitoring tool
-Events that signify regular operation

- Events that signify an exception
- Events that signify unusual, but not exceptional, operation
229
Event Management - Scope, Goals & Objectives
Provides the entry point for the execution of Service Operation

processes and activities.
Provides a way of comparing actual performance and behavior against
design standards and SLAs.
Provides a basis for Service Assurance and Reporting; and Service
Improvement.
230
Alert
A warning that a threshold has been reached, something has
changed, or a Failure has occurred.
Alerts are often created and managed by System Management

tools and are managed by the Event Management Process.
231
Incident
Incident:
An Incident is an unplanned interruption to or a reduction in the quality of an IT
service. Anything that could affect an IT service in the future is also categorized as
an Incident.
For example Failure of one disk from a mirror set.
232
ESCALATION
Service Operation includes Escalation:
Escalation:
Escalation is an activity that obtains additional resources, when needed, to meet
service level targets or customer expectations.
Escalation may be needed within any IT Service Management process but is
most commonly associated with Incident Management, Problem Management,
and the management of customer complaints.
There are two types of Escalation:
Functional Escalation: Transfers an Incident or a Problem to a technical team with a

higher level of expertise to assist in an Escalation, for example, Tier 2 and Tier 3.
Hierarchical Escalation: Informs or involves senior levels of management to assist in an

Escalation.
233
Incident Management
Restore the Service ASAP
234
IM - Scope, Goals & Objectives

Objective:
Restore normal service operation as quickly as possible and minimize
the adverse impact on business operations, thus ensuring that the best
possible levels of Service quality and availability are maintained.
Scope:
Any event which disrupts, or which could disrupt, a service.
Events communicated directly by users/technical staff
It deals 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.
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Major incidents
A separate procedure, with shorter timescales and greater urgency,
must be used for major incidents.
A definition of what constitutes a major incident must be agreed and

ideally mapped on to the overall incident prioritization system
They will be dealt with through the major incident process.
236
IM - KPIs
Total numbers of Incidents
Breakdown of incidents at each stage
Size of current incident backlog

Number and percentage of major incidents
Mean elapsed time to achieve incident resolution or circumvention,
broken down by impact code
Percentage of incidents handled within agreed response time.
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INCIDENT LIFE CYCLE
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238
Incident Management - Process

From Event Mgmt
Incident Identification
From Web Interface
User Phone call
To Request
Fulfillment
Service
Request
Incident logging
Incident Categorization
Email - Technical Staff
Incident Prioritization
Major
Incident
N
Major Incident
Procedure
Initial Diagnosis
Hierarchical
Escalation
Needed ?
Y
Management
Escalation
Functional
Escalation
Needed ?
N
Investigation &
Diagnosis
Resolution & Recovery
Functional Escalation
to next level
Incident
Closure 181

239
MAJOR INCIDENTS
These
are incidents which have a short timescale target & higher urgency
Major
Incident is NOT a Problem
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240
INTERFACES
Problem Management
Change Management
Capacity Management
Incident Management
Other processes
e.g. Demand
SD & other
Functions
R & D Management
SACM
Availability Management

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REQUEST FULFILLMENT
Provide a Quick Response to Standard

Service Requests
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242
REQUEST FULFILLMENT (RF) OBJECTIVES
The main objective of the RF process is to deal with service requests from
users. This includes:
Providing information to users and

customers about the availability of
services and the procedure for
obtaining them
Providing a channel for users to

request and receive standard
services
Request
Fulfillment Process
Objectives
Assisting with general information,

complaints, or comments
Sourcing and delivering the

components of requested standard
services
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KEY CONCEPTS
Service
Requests & Standard Service
Components
Request
of Standard Services
Model
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Service Request
A request from a User for information, or advice, or for a Standard
Change or for Access to an IT Service.
For example to reset a password, or to provide standard IT
Services for a new User.
Service Requests are usually handled by a Service Desk, and do not
require an RFC to be submitted.
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Standard Service
Typically involves a routine type of change
Although may be managed by Service Desk, it is NOT treated as Incident
E.g. Change of Mouse, Resetting password
Components of Standard Service

Pre-defined process
Some changes can be pre-approved (or Auto Approved)
e.g. Requesting stationary

Some changes may require additional or special approvals
246
Request
Make
Model involves a process-flow for Request Management
Self-Help available
Typical
process flow would be
User initiates request

Request is accepted (or rejected as per process) by Service Desk
Necessary Approvals (if not pre-approved) are sought by SD
SD may also order the components (h/w or s/w) if out of stock
When approvals and components are ready, SD delivers the service to user
Service request is closed by SD
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PROBLEM MANAGEMENT
Find the Root Cause of the Incident
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PROBLEM MANAGEMENT (PM) OBJECTIVES
Prevent Problems and the resulting Incidents from occurring.
+
Eliminate recurring Incidents and minimize the impact of Incidents that cannot be
prevented.
+
Minimize the impact of unavoidable Incidents.
+
Be responsible for managing the Lifecycle of all Problems.
249
Problem - Explanation
Unknown underlying cause of one or more Incidents
(RCA)
The cause is not usually known at the time a Problem

Record is created, and the Problem Management
Process is responsible for further investigation.
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250
Workaround
Reducing or eliminating the Impact of an Incident or Problem for
which a full Resolution is not yet available.
For example by restarting a failed Configuration Item.
Workarounds for Problems are documented in Known Error

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

Service Operation includes Known Errors and the Known Error Database (KEDB):
Known Error:
A Known Error is a problem that has a documented root cause and a Workaround.
Known Errors may also be identified by the development team or suppliers.
Known Error Database:
A KEDB is a database containing all the Known Error records created by

Problem Management and used by Incident and Problem Management.
Known error
Database
The KEDB is part of the Service Knowledge Management System (SKMS).
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PROBLEM MANAGEMENT TYPES
Reactive Problem Management :

The Reactive Problem Management activities help in identifying the root causes of the
Incidents.
Then, these help in suggesting permanent solutions so that these Incidents do not
recur.
Proactive Problem Management :
The Proactive Problem Management activities aim at preventing Incidents before they
occur. This activity helps identify weaknesses in the IT infrastructure and suggests
methods to eliminate these
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ACTIVITIES
Problem
Control
The aim of Problem control is to identify the root cause, such as the CIs that are at fault, and to
provide Incident Management with information and advice on Workarounds when available.
Note: Problem control focuses on transforming Problems into Known Errors. All Problem
records should be recorded in a known error database.
Error
Control
The objective of error control is to be aware of errors, to monitor them and to eliminate them when
feasible and cost-justifiable.
Note: Error control focuses on resolving Known Errors structurally through the Change
Management process.
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Problem Management Work Flow

Service Desk
Event Management
Proactive Problem
Management
Incident Management
Supplier or Contractor
Problem Detection
Problem Logging
Categorization
Prioritization
CMS
Investigation & Diagnosis

Workaround?
Known Error
Database (KEDB)
Create Known Error Record
Change Management
Yes
Change Needed?
No
What system does the

KEDB feed?
Resolution
Closure
Yes
Major Problem?
Major Problem Review
No
End
255
Problem Control
Progress Control
Identification
and registration
Classification
Ownership
Assigning
Resources
Reporting
Investigation and
Diagnosis
Quality Control
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Establish Known Error
256
Error Control
Progress Control
Error Identification and

Recording
Error Assessment
Ownership
Recording Resolution
Reporting
Error Closure
Monitoring Error
Resolution Progress
Quality Control
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257
Problem Management Techniques

Pain
Value Analysis - The Pain Value Analysis technique works by looking at important
issues to the business (e.g. number of people affected, cost to the business, expected
duration of service downtime).
Ishikawa
Diagrams - Ishikawa diagrams (also called fishbone diagrams or cause-and-
effect diagrams) are diagrams that show the causes of a certain event. A common use of the
Ishikawa diagram is in product design, to identify potential factors causing an overall effect.
Major
Problem Reviews
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ACCESS MANAGEMENT
Manage the Access to Services

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259
Access Management - Goal

To provide authorized users the necessary rights to use
a service or group of services
Actual execution of policies and actions defined in
Security and Availability Management
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ACCESS MANAGEMENT ACCESS, IDENTITY, AND RIGHTS
The basic concepts of AM:

Access:
The level and extent of a services functionality or data that a user is entitled to use.
Identity:
Information about the users that distinguishes them as individuals and verifies their
status within the organization. By definition, the identity of a user is unique to that user.
Rights:
Also called privileges, rights refer to the actual settings where a user is provided
access to a service or group of services. Typical rights, or levels of access, include
read, write, execute, change, and delete.
261
ACCESS MANAGEMENT SERVICE GROUPS AND DIRECTORY SERVICES
Services or
Service Groups:
Most users do not use only one service.
Users performing a similar set of activities will use a similar set of

services.
Instead of providing access to each service for each user separately,

it is more efficient to be able to grant each user or group of users
access to the entire set of services that the user is entitled to use at
the same time.
Directory Services:
Refers to a specific type of tool that is used to manage access and
rights.

262
OBJECTIVES
Granting
authorized users the access to their Required services
Ensure
that the access provided is of Right level
Revoke
the access after getting the necessary & relevant approvals
(Indirectly)
prevent non-authorized access from non-authorized users
NOTE Access management derives guidance from Information Security Management

263
REAL LIFE EXAMPLE OF
SERVICE OPERATION
I
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264
Emergency
Room
TESTS and
ANALYSIS
Root Cause
DIAL 100
Specialist
Consult
DIAGNOSIS
Problem Control
Error Control
Problem
Management
DISPATCH
AMBULANCE
Incident
Management
Heart
Attack!!!
Request for
Operation/Procedure
Operations
& Scheduling
Surgical Team
Patient Lifecycle Medical
File
Develop
Strategy
Filter
Impact Analysis
Medical Procedure Library

Medical Tools
Perform
Operation
/Procedure
tradeManagement
mark of the Cabinet
Configuration ManagementITIL is a registered
Release
Cabinet Office
Prioritize
Change Management265
Test Your Knowledge

Identify the input to the Problem Management process.
A.
B.
C.
D.
Request for Change

Problem Resolution
Incident Records
New Known Errors
Ans - C
A. When can a Known Error record be raised?
1. At any time it would be useful to do so
2. After the permanent solution has been implemented
A.
2 Only
B.
1 Only
C.
None of the Above
D.
All of the Above
Ans A
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266
Which of the following is NOT an objective of the Operations Management function?

A.
B.
C.
D.
Swift application of skills to diagnose any IT Operations failures that occur

Delivering improvements to achieve reduced costs
First line Incident investigation and diagnosis logged by users
Maintenance of status quo to achieve stability of day to day processes and activities
Ans - C
What is the BEST description of a Major Incident?
A. An Incident that is so complex that it requires root cause analysis before a workaround can be
found
B. An Incident which requires a large number of people to resolve
C. An Incident logged by a senior manager
D. An Incident which has a high priority or high impact on the business
Ans - D
What are the key processes within Service Operation?
A. Event Management, Incident Management, Problem Management, Request Fulfilment and
Access Management
B. Event Management, Incident Management, Request Fulfilment and Access Management
C. Incident Management, Problem Management, Service Desk, Request Fulfilment and Event
Management
Ans - A
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End of Module 4
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Continual Service Improvement
P - D - C - A for value enhancement
I
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THE DEMING CYCLE
The four stages of the Deming cycle are Plan, Do, Check, Act, as shown in
the figure:
Maturity Level
PLAN
ACT
DO
Effective Quality
Improvement
CHECK
Consolidation of the Level Reached
Time Scale
The Deming Cycle
(Continuous Quality Control and Consolidation)
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CONTINUAL SERVICE IMPROVEMENT PURPOSE

The primary purpose of CSI is to:
Align IT services with changing business needs.
Identify and implement improvements to the IT services that support business

processes.
IT Services
IT Services
IT Services
IT Services

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DEMING AND CONTINUAL SERVICE IMPROVEMENT
The methods and techniques involved are:

INPUTS
OUTPUTS
Business
Requirements
Request for New

Service
PLAN
Business Results
Management Responsibilities
Customer Satisfaction
CSI
Service and Process

Measurements
ACT
Modify
CSI
Implement
DO
CSI
External Requirements
Monitor,
Measure, and
Review CSI
Security Requirements
CHECK
Effective and Efficient

Processes
New and Changed
Services
Improved Employee
Morale
Deming Cycle: Adapted for CSI

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CONTINUAL SERVICE IMPROVEMENT APPROACH

THE CONTINUAL SERVICE IMPROVEMENT MODEL
CSI Model:
How do we keep the

momentum going?
What is the vision?
Business Vision, Mission,

Goals, and Objectives
Where are we now?
Baseline Assessment
Where do we want to be?
Measurable Target
How do we get there?
Service and Process

Improvement
Did we get there?
Measurements and
Metrics
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Performance Baselines
Purpose:
Markers - Marking start point
For later comparison
Decision making - Does it need improvement ?
Where to establish:
Strategic goals and objectives
Tactical process maturity
Operational metrics and KPIs
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Consider the following saying about measurements and

management
You cannot manage what you cannot control.

You cannot control what you cannot measure.
You cannot measure what you cannot define.
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Types of metrics
Technology metrics
- Component & application performance , availability etc
Process metrics
- KPIs and activity metrics for the service management processes
Service metrics
- These metrics are the results of the end-to-end service. - Component
metrics are used to compute the service metrics.
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Prerequisite for 7 Step Improvement Process
Identify
& understand your organizations
Strategy
Vision
Goals
Distinguish
Proceed
between short term & long term activities
to 7 Step process
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1. Define What you Should measure
Inputs
Vision & Mission

SLR, SLAs
Service Catalog
Legislative, Governance requirements
Business expectations
1.Define What
You should
measure
Output
List of what you should measure
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2. Define what you can measure

2.Define What
You can
measure
Inputs
List of what you should measure

Existing/new Processes/Procedures/Work Instructions
Existing/proposed Tools, their expertise, manuals
Past experiences, reports
Output
List of what you can measure
I
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3. Gather the Data
Inputs
3.Gather the
Data
List of what you can measure

Answers to Who, how, when
Check the accuracy of data
Data collection requirements, procedures
Outputs
Collection of Data
Updated Capacity, Availability plans
Tools to be used
Monitoring procedures
I
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4. Process the Data

4.Process the
Data
Inputs
Data from previous step

Data processing requirements, tools, formats, frequency
Output
Updated Capacity, Availability plans
Sorted, well arranged Data
Reports, facts & figures
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5. Analyze the Data

5.Analyze the
Data
Inputs
Outputs from previous step

Data comparison with expectation
Questions like, is this performance good, bad, with target etc.
Output
Analyzed Data
Reports which help in drawing conclusions, decision making
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6. Present & Use the Information

Inputs
6.Present & use

the Information
Outputs from previous step

Past presentations
Output
Presentation of information, conclusions & recommendations to Business, Senior

management & Internal IT
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7. Implement Corrective Actions

7.Implement
corrective
Actions
Inputs
Decisions by Business, Senior Management, Internal IT
Necessary Authority, Approvals & responsibilities
Output
Implemented Corrective actions
Improved results
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7-STEP IMPROVEMENT PROCESS ROLES
The CSI Manager is ultimately responsible for the success

of all improvement activities.
The Service Owner is accountable for a specific service

within an organization, regardless of where the
underpinning technology components, processes, or
professional capabilities reside.
The Service Manager is an important role that manages the

development, implementation, evaluation, and ongoing
management of new and existing products and services.
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Model Questions
Learning and improvement is the primary concern of which of the following
elements of the Service Lifecycle?
a) Service Strategy, Service Design, Service Transition, Service Operation,
and Continual Service Improvement
b) Service Strategy, Service Transition, and Service Operation
c) Service Operation and Continual Service Improvement d)
The 7 Step Improvement Process can most accurately be described as?

a) The Seven P's of Continual Service Improvement (CSI) b) A service
improvement methodology based on the Deming Cycle c) A set of roles
and responsibilities for managing service improvements d) A process for
defining what is to be measured, gathering the data, processing the data
and using it to take corrective action
286
EXAM TIPS.
Prepare
yourself for Multiple Choice Exam Structure
Read
the question THOUGHROUGHLY
Read
ALL the 4 choices before you answer
Most
of the times one of the options will be absolutely Irrelevant
Look
for Keywords like NOT, NEVER, NONE etc.
Answer
Once
each & every question
you answer all the questions, DO REVIEW them

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EXAM FOCUS AREAS

Typically
Possible number of questions per
process
Service
Strategy: 3 5
Service
Design: 10 12
Service
Transition: 10 12
Service
Operation: 10 15
Continual
Service Improvement:
3-5

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291

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WELCOME TO THE ITIL 2011 Foundation

Day 1 Overview of ITIL 2011, Service Strategy, Service

Day 2 - Service Transition, Service Operations, CSI, Doubt

Why is ITIL 2011 Certification Important?

Worldwide Recognized Certification.

THE SERVICE LIFECYCLE

Crown Copyright 2011 Reproduced under License from Cabinet Office

The Service Lifecycle is an approach to IT Service Management that emphasizes the

Description of Case Study

Ltd. is an old company who now wants to jump into IT

have existing manpower & branch locations in Delhi

ABC Ltd. appoints ITIL 2011 consultant to help them set

SERVICE LIFECYCLE PROCESSES

Process Covered in Foundation Course Material

Service Portfolio Management

Service Level Management

Service Catalogue Management

Information Security Management

Service Continuity Management

Service Asset and Configuration Management

Release and Deployment Management

The 7-Step Improvement Model

Updates in ITIL 2011

Service & Service Management

What is Customer Satisfaction

Four Ps of Service Management

Crown Copyright 2011 Reproduced under License from Cabinet Office

Crown Copyright 2011 Reproduced under License from Cabinet Office

Compliance & Governance

Compliance is a adherence to a Standard or Set of Guidelines or

Corporate Governance means to promote corporate Fairness,

IT Governance is an integral part of enterprise/corporate

Gartner Group Maturity Model

Crown Copyright 2011 Reproduced under License from Cabinet Office

Traffic W/O Processes

Crown Copyright 2011 Reproduced under License from Cabinet Office

Traffic With Process

Crown Copyright 2011 Reproduced under License from Cabinet Office

What is an Exception ???

Crown Copyright 2011 Reproduced under License from Cabinet Office

What are the Good Practices

Provide structure and stability to organizations.

Are self-contained units of organizations, with their own

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or

The characteristics of processes are:

espond to a specific event:

Cost, quality, duration, productivity, and so on

Delivery of a specific result

Individually identifiable and countable

Delivery of results to a customer or stakeholder

Meeting customer expectations

Could be internal or external

Traceable to a specific trigger

WHAT ARE ROLES?

Problem Analyst Role

Change Initiator Role

Incident Support Level 2 Role

Incident Support Level 2 Role

LAN Manager Functional