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Corporate Trainer,
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Management Consultant
Participants Introduction
Name
Professional Experience
Current Role
What you know about ITIL
10-02-2015
Course Overview
Introduction
Service Management Common Terminologies
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Technology and Architecture
INTRODUCTION
ITIL 2011
Foundation Course
10-02-2015
History
1980: Industries stared using IT as Services
What is ITIL?
ITIL is a framework
- of best practice techniques
- to facilitate the delivery of high-quality IT Services
ITIL outlines
- An exhaustive set of Management Procedures
- to support organizations in achieving both
- Value and Quality in IT Operations
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ITIL Philosophy
Capture industry best practice
Why ITIL?
Organizations dependency on IT service is increasing
Higher visibility of failure
More exacting users requirements
Increased complexity of the infrastructure
Changing for IT services
Competition for Customers
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ITIL Objectives
Reduce Cost
Improve Availability
Tune Capacity
Increase Throughput
Optimize resource Utilization
Improve Scalability
IT Service Organization
- Website, Email, Online Store, HW, SW, ERP etc.
IT Service Management
- Ensures that IT Service Provisions are as per what is needed,
available when needed and are with right cost and time
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COMMON TERMINOLOGIES
ITIL 2011
Foundation Course
10-02-2015
Fundamental Understanding
IT Service Management
IT Infrastructure
Capabilities
Processes
Functions
Best Practices
Good Practices
Role & RACI Model
IT Infrastructure
Hardware Components
- Desktops, Servers, Networks, I/O Devices etc.
Software Components
- OS, DB, Mail, Apps, Tools etc.
Staff
- Roles, Responsibilities, Skills etc.
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Processes
Process is a structured set of activities designed to
accomplish a specific objective
Takes one or more inputs and tern them into defined
outputs
It includes all of the
- Roles & responsibilities
- Tools
- Management Control
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Processes
Process are closed-loop systems
- Provide change and transformation towards a goal
- Use feedback for self-reinforcing and self-corrective action
Processes become strategic assets when they create
competitive advantage and market differentiation
Process Characteristics
Measurable
- Process is performance driven and measurable on the aspect
of cost effectiveness, cycle time and productivity
Specific Results
- Delivers specific, individually identifiable & countable result
Customer
- Delivers its primary result to a customer/stakeholder
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Process Elements
Measurements
IF YOU CANS MEASURE IT, YOU CANT MANAGE IT
To manage and control the process to get desire outcome
they need to be monitored and measured
Care must be taken on what to measure and how
Measurement will impact behavior so if you measure
wrong parameter or record correct parameter wrong, it
would result into wrong behavior
Only the metrics that encourage movement towards
business objective should be used
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Metrics Types
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
- Productivity, speed, throughput & resource utilization
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Process Example
Goal
- Bake a Cake
Input
- Ingredients like Milk, Sugar, Chocolate, Eggs, Flour etc.
Measurement
- How much, how long, what temperature etc.
Guidelines / Norms
- Recipe Guidelines
Output
!!! CAKE !!!
Functions
Functions are units of organizations
- Specialized to perform certain type of work
- Responsible for specific outcomes
Functions are:
- Self contained entries
- Provide structure to the organization
- Define roles and associate responsibility
- Leads to specialization and optimization
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Best Practice
Best Practice is a set of guidelines based on the best
experiences of the most qualified and experienced
professionals in the particular field
Best Practice is based on:
- More than one person
- More than one organization
- More than one technology
- More than one event
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Good Practices
Good practices: Practices that are widely used in industry
by companies getting good results
Reason to adopt good practices:
- Dynamic environments
- Performance Pressure
Service
Service is:
- A means of delivering value to customer by
- Facilitating outcomes customers want to achieve
- Without the ownership of specific costs and risks
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Service:
- The satisfaction happens while it is being consumed
Service Owner:
- A service owner is accountable for the delivery of specific IT
Service and
- Responsible for continual improvement and management of
change effecting services under their care
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Service Owner
Acts as a primary customer contact for all service
related enquiries and issues
Ensure that ongoing service delivery meet agreed
customer requirements
Identify opportunities for service improvement and
take actions
Liaise with required process owners throughout the
service management life cycle
Accountable for the delivery of the service
Process Owner
Defines the process strategy
Assist in the process design
Ensures that the process document is available and
updated
Define policies and standards to be employed through out
the process
Audit the process to ensure compliance to policy and
standard
Review the process strategy and change it if required
Provide process resource
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Role
A set of responsibilities, activities and authorities
granted to a person or team
One person or team may have multiple roles
RACI Model
Responsible (the Doer)
- The individual(s) who actually completes the task
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SERVICE STRATEGY
ITIL 2011
Foundation Course
Service Strategy
1. Service Portfolio Mgt
2. Finance Management
3. Demand Management
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What is Strategic?
How services provide differentiated Value
Objectives are:
- To provide direction for
- Growth
- Prioritizing investments and
- Defining outcomes
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Business Values of SS
Sets clear direction for everyone for quicker decision
making thereby improving business efficiency
Helps service organization to prioritize investments to
get planned returns
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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Business Case
Business case is a decision support and planning tool
that projects the likely consequences of business
action.
A financial analysis is frequently at the central of a
good business case
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Business Case
Risk
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Risk
Risk is defined as uncertainty of outcome, whether
positive opportunity or negative threat
Managing to risk 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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Key Processes in SS
Strategic Management of IT Services
Service Portfolio Management
Demand Management
Business Relationship Management
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Service Portfolio
The Service Portfolio is the complete set of services that is
managed by a Service Provider
Manages the entire Lifecycle of all services and includes
three categories:
- Service Pipeline (Proposed on in development)
- Service Catalog (Live or available for development)
- Retired Services
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Service Portfolio
Designed in SD but owned and managed in SS
Focuses on:
- Why should the customer buy these services
- Why should they buy these services from you
- What are the pricing and chargeback models
- What are my strength, weaknesses, priorities and risks
- How should my resources and capabilities are allocated
Service Portfolio
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SPM Goals
Goal
- To manage Service Portfolio by considering services in
terms of the business value they provide
Objective:
- Define: Inventory services, ensure business case and
validate portfolio data
- Analyze: maximize portfolio value, align and prioritize and
balance supply vs. demand
- Approve: finalize process portfolio,
SPM Objective
Define:
- Ensure Business Case & Validate
Portfolio Data
Analyze:
- Maximize Portfolio Value
- Align & prioritize and balance supply
vs. demand
Approve:
- Finalize process portfolio
- Authorize services & resources
Charter:
- Communicate decision
- Allocate resources and charter services
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Please note:
- At a Strategic level Demand Management can involve
analysis of Patterns of Business Activity and User Profiles
- At a Tactical level it can involve use of Differential Charging
to encourage Customers to use IT services at less busy
times
- It is very closely linked to capacity management
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Understanding SLP
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Finance Management
Important Concepts:
- Budgeting Total budget after planning
- Accounting Actual expense tracking and its accounting
- Reporting Providing reports and P&L to top authorities
- Charging
Objective
- The process is responsible for maintaining a positive
relationship with the customer, identify customer needs,
ensure that the service provider is able to meet these
needs with an appropriate catalogue of services
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SS Roles
Director of Service Management
Contract Manager
Product Manager
Process Owner
Business Representative
SERVICE DESIGN
ITIL 2011
Foundation Course
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Service Design
1.
2.
3.
4.
5.
6.
7.
Service Design
Objective:
- Design services to satisfy business objectives, based on the
quality, compliance, risk and security requirements
- Delivering more effective and efficient IT Services
- Coordinating all design activities for IT services to ensure
consistency and business focus
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Product / Technology:
- The technology and management system used in the delivery of
IT services
Processes:
- The processes, roles and activities involved in the provision of IT
services
Partner / Supplier:
- The vendors, manufacturers and suppliers used to assist and
support IT service provision
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Underpinning Contract
Contract between an IT Service Provider and a Third
Party Provider
The Third Party Providers gives goods or services that
support delivery of an IT service to a Customer
Define targets and responsibilities that are required to
meet agreed Service Level Targets committed in SLA
Enforceable at LAW
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SLA Framework
Service-based SLA
- This is where an SLA covers one service, for all customers
of that service
- Example: An SLA may be established for an organizations
Premium Internet Service covering all the customers of
that service
- This is more common where common levels of service are
provided across all areas of the business, such as e-mail or
telephony, the service-based SLA can be an efficient
approach to use
SLA Framework
Customer-based SLA
- This is an agreement with an individual customer group,
covering all the services they use
- Example: Agreement with the finance department to
maintain the finance system, the accounting system, they
payroll system, the procurement system or any other IT
systems that they use
- Customer always prefer such type of agreements, as all of
their requirements are covered in a single document
- Single Document which simplifies the issue
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SLA Framework
Multi-level SLAs
- SLA at the multiple layers of the organization
- Corporate Level Covering all the generic SLM issues
appropriate to every customer throughout the
organization. These issues are likely to be less volatile, so
updates are less frequently required
- Customer Level covering all SLM issues relevant to the
particular customer group or business unit, regardless of
the service being used
- Service Level covering all SLM issues relevant to specific
service, in relation to a specific customer group
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Activities
Determine, document and agree requirements for
new services and produce the SLRs
Monitor Service Performance against SLA
Collate, Measure and Improve Customer Satisfaction
Provide Service Reports
Conduct Service Reviews and Instigate improvements
within an overall SIP
Review and revise SLAs,
underpinning agreements
service
scope
and
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Service Catalog
Business Service Catalogue:
- Details of all the IT services from customers perspective
- Relationships to the BU and Business Processes
- Customers view of the Service Catalogue
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Scope:
- IT Services
- IT Components
- Resources
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Modeling
Demand Management
Application Sizing
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What is Availability
Availability of Configuration Item or IT Service to
perform its agreed function when required
Note:
- Availability is determined by Reliability, Resilience,
Maintainability, Serviceability, Performance and Security
- Availability is 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
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Some Definitions
Reliability:
- A measure of how long a service, component or CI can perform
its agreed function without interruption
Resilience:
- Refers to the ability of an IT service or component to remain
functional when one or more components are failed
Maintainability:
- A measure of how quickly and effectively a service, a component
or a CI can be restored to normal working after a failure
Serviceability:
- The ability of a third party supplier to meet the terms of their
contracts
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Scope:
- Services, computer systems, networks, applications, data
repositories, telecommunication, environment, technical
support and Service Desk
- Also includes Resources (People)
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ITSCM Objectives
Objectives are ensuring that:
- Required IT technical and service facilities can be resumed
- Within required and agreed business timescales
- Following a major disruption
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ITSCM - Responsibilities
Performing Business Impact Analysis for all existing and
new services
Implementing and maintaining the ITSCM process, in
accordance with the overall requirements of the
organizations Business Continuity Management process
and
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
ITSCM - Lifecycle
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Scope:
- Should cover use and misuse of all IT systems and services
for all IT security issues
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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
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Supplier
A Third Party responsible for supplying goods or services
that are required to deliver IT Services
Examples:
- Commodity hardware and software vendors
- Network and telecom providers
- Outsourcing Organizations
Scope:
- Should include the management of all suppliers and contracts
needed to support the provision of IT services to the business
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Contract:
- Legally binding agreement between two parties
Supplier Categorization:
- The amount of time and effort spent managing the supplier
and the relationship can then be appropriate to its
categorization
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SERVICE TRANSITION
ITIL 2011
Foundation Course
Service Transition
1.
2.
3.
4.
5.
6.
7.
Change Management
Service Asset & Configuration Mgt
Release and Deployment Mgt
Transition Planning and Support
Service Validation and Testing
Evaluation
Knowledge Management
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Service Transition
The ultimate goal of the Service Transition Lifecycle is to
assist organizations seeking to plan and manage service
changes and deploy service releases into the production
environment successfully
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Change Management
Service, Asset and Configuration Management
Release and Deployment Management
Service Validation and Testing
Evaluation
Knowledge Management
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Service Change
The addition, modification or removal of authorized,
planned or supported service or service component and
its associated documentation
The Service Portfolio provides a clear definition of all
current, planned and retired services
Understanding the Service Portfolio helps all parties
involved in the Service Transition to understand the
potential impact of the new or changed service on current
services and other new or changed services
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
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Change authority:
- Formal authorization is obtained for each Change from a
Change authority that may be a role, person, or group of
people
CI is:
- Any component that is managed through formal control of
Change Management
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Change Types
Change Types are: Standard and Emergency
Standard Change
- A change to a service or infrastructure for which the
approach is pre-authorized by Change Management that has
an accepted and established procedure to provide a specific
change requirement
- Example: upgrade of a PC to use pre-budgeted S/W or
Desktop move for a single user
Change Types
Emergency Change
- A change that must be introduced ASAP
- Emergency change is the highest priority change that can be
defined in an organization
- Emergency change needs to be evaluated, assessed and
either approved or rejected in short space of time
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Scope:
- It covers service assets across the whole service lifecycle
- It provides a complete inventory of assets and who is
responsible for their control
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Release Unit
Components of an IT Service that are normally released
together
A Release Unit typically includes sufficient Components to
perform a useful function
Example unit 1: Release Unit could be Desktop PC,
including Hardware, Software, Licenses, Documentation
Example unit 2: Release Unit could be a complete Payroll
Application, including IT Operation Procedure and User
Manual
RDM Objectives
To ensure clear and comprehensive plans are in place
To build, install and 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 and operations
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RDM Scope
The scope of RDM includes
RDM Approaches
Big Bang Vs Phased
Push and Pull
Automation Vs. Manual
Release and Deployment Model define:
- Release structure release package and the target
environments
- The exit and entry criteria
- The roles and responsibilities for each configuration item at
each release level
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V Model
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Knowledge Management
Goal:
- To enable organization to improve the quality of management
decisions by ensuring that reliable and secure information
and data is available through the Service Lifecycle
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DIKW Structure
Knowledge Management is typically displayed within the
Data Information Knowledge Wisdom structure:
- Data is a set of discrete facts about events
- Information comes from providing context to data by asking
question on the data
- Knowledge is composed of the concepts, tacit experiences,
ideas, insights, values and judgments of individuals
- Wisdom gives an ultimate discernment of the material and
guides a person in the application of knowledge
SERVICE OPERATION
ITIL 2011
Foundation Course
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Service Operation
1.
2.
3.
4.
5.
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
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Service Operations
Business Value:
- Balance between cost Vs. quality
- Clearer and improved communication
- IT operational health management
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Incident Management
Request Management
Problem Management
Access Management
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Please Note:
- Events are typically notifications created by an IT service, CI
or monitoring tool
- Events that signify regular operation
- Event that signify an exception
- Event that signify unusual, but not exceptional operation
Alert
A warning that a threshold has been reached, something
has changed, or a Failure has occurred
Alters are often created and managed by System
Management tools and are managed by the Event
Management Processes
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Incident
An unplanned interruption to an IT Service or a reduction
in the Quality of an IT Service
Failure of a Configuration Item that has not yet impacted
service is also an Incident
Example: Failure of one disk from a mirror set
Scope:
- Any event which disrupts, or which could disrupt a service
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Urgency
Impact
High
Medium
Low
High
critical -1
< 1 hour
high -2
< 8 hours
medium -3
< 24 hours
Medium
high -2
< 8 hours
medium -3
< 24 hours
low -4
< 48 hours
Low
medium -3
< 24 hours
low -4
< 48 hours
Planning/
planned
Incident Identification
To Request
Fulfillment
Service
Request
Incident logging
Incident Prioritization
Incident Categorization
Major
Incident
Major Incident
Procedure
N
Initial Diagnosis
Hierarchical
Escalation
Needed ?
Y
Management
Escalation
Functional
Escalation
Needed ?
N
Functional Escalation to
next level
Investigation &
Diagnosis
Incident
Closure
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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
service to a new user
Service Request are usually handled by a Service Desk, and
do not require a RFC to be submitted
Request Fulfillment
To provide a channel for users to request and receive
standard services for which a pre-defined approval and
qualification process exists
To provide information to users and customers about the
availability of services and the procedure for obtaining
them
To source and deliver the components of requested
standard services (e.g. licenses and software media)
To assist with general information, complaints or
comments
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Problem
Unknown underlying cause of one or more Incidents
The cause is not usually known at the time of a Problem
Record is created, and the Problem Management Process
is responsible for further investigation
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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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ITIL 2011
Foundation Course
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CSI Model
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CSI Register
Used to record all improvement opportunities
Categorized into
- Large/Medium/Small, Quick/Medium Term/Long Term
Potential Benefits
Prioritization
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MAJOR FUNCTIONS
ITIL 2011
Foundation Course
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THANK YOU
&
HAVE A WONDERFUL IT CAREER AHEAD
ITIL 2011
Foundation Course
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