1.1 Itil

IDEAS IN SELLING
FUNDAMENTALS
OF IT
INFRASTRUCTURE
BACHELOR OF COMPUTER ADMINISTRATION

(BCA)
Semester VI
PERSUASION AND
w w w. in ur tur e. c o. in
IDEAS IN SELLING
PERSUASION AND
Edition 1
Year of Publication: 2016
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Authors Profile
Somiya Mehrotra is a doctoral research scholar and an MBA in
Marketing. She also holds a Masters degree in Commerce and is a
certified Service Quality Professional from SQC, Singapore. She is
qualified as a Company Secretary at Intermediate level and National
Eligibility Test for Lectureship. She has more than nine years of
combined experience in industries and academics. She has published
more than 10 research papers on consumer perception, customer
value, loyalty and retention, switching behaviour of consumers,
service strategies and product placement in highly reputed business
magazines and journals and a case study in European Case Clearing
House. She has been a marketing trainer to audiences in the Indian
Postal Department, Junior Leaders Academy in Indian Army,
Corporate industry and many more.
Reviewers Profile
A Doctorate in Management Studies and PGDBM, PGDHR, Ms.
Sapna Nibsaiya, comes with a rich experience in various fields of
academics
such
as
teaching,
training,
counselling,
content
development, placements, etc. Presently, she is working as a Mentor

in the Management Studies Department of iNurture Education
Solutions Pvt Ltd., the courses of which are being offered under the
aegis of Jain University, Bangalore. She has completed her Certificate
Program
in
Strategic
Management
from
Indian
Institute
of
Management, Kozhikode.
Ms. Sapna Nibsaiya has authored two books on Indian Financial
System with Vikas Publications. She has also participated in many
national
and
international
conferences
and
published
several
research papers in the areas of Management, HR and Marketing. Her

areas of interest include Economics, Strategic Management, HR and
Marketing.
How to use the Self-learning Material

The pedagogy used to design this course helps to assimilate the concepts
and processes with ease. This course is divided into Modules. Each
module is categorically divided into Chapters. Each chapter consists of
the following elements:
Table of Contents: Every chapter consists of a well-defined
table
of
contents.
For example: 1.1.8.(i) should be read as Module 1. Chapter 1.
Topic 8. (Sub-topic i) and 1.2.8. (ii) should be read as Module
1.Chapter 2. Topic 8. (Sub-topic ii)
Aim: Aim refers to the overall goal to be achieved by going through
the chapter.
Instructional Objectives: Instructional Objectives define what the
chapter intends to deliver.
Learning Outcomes: Learning Outcomes refers to what can be
accomplished by going through the chapter.
Advantages: Advantages describes the positive aspects of that
particular method, theory or practice.
Disadvantages: Disadvantages describes the drawbacks of the
particular method, theory or practice.
Summary: Summary contains the main points of the entire chapter.
Self-assessment: Self-assessment contains a set of questions to be
answered at the end of each topic.
Terminal Questions: Terminal Questions contains a set of subjective
questions to be answered at the end of each topic.
e-References: e-References is a list of online resources that have
been used while designing the chapter.
External Resources: External Resources is a list of scholarly books
for additional source of knowledge.
Video Links: Video Links contain links to online videos that will help
to understand the concepts better.
Fundamentals of IT Infrastructure Library
Did you know?: Did you know is an interesting fact that helps to
improve the knowledge about the topic.
Activity: Activities demonstrates the application of a concept, which
can be online and offline.

Course Description
The main goal of studying Fundamentals of IT Infrastructure Library is to
get familiarised with the IT Service Management Lifecycle. This course will
also help people understand the good practices in service management.
ITIL is used by organisations world-wide to establish and improve
capabilities in service management. Service Management is a set of
specialised organisational capabilities for providing value to customers in
the form of services.
By the end of this course, students will be able to obtain knowledge of the
ITIL terminology, structure and basic concepts and to comprehend the
core principles of ITIL practices for Service Management. This course will
also help to understand the importance of service management, both to
the IT service provider, and to their customers.
iNurtures Fundamentals of IT Infrastructure Library is designed to
serve as a stepping stone to build a career in IT Service Management,
Consultancy services, etc. in which one can explore many opportunities.
This Fundamentals of IT Infrastructure Library Course contains Five
Modules.
MODULE 1: ITIL OVERVIEW AND SERVICE STRATEGY
ITIL History, Components of the ITIL Library, IT Service Management
Organising for IT Service Management, Technology and Architecture,
Overview of HPSM and OTRS as service management tool, Service
Strategy, Service Strategy Lifecycle Stage, Service Portfolio
Management, Demand Management Process, IT Financial
Management Process, Introduction to ISO 20000 Standards.
MODULE 2: SERVICE DESIGN
Service Design Lifecycle Stage, The Service Catalogue Management
Process, The Service Level Management Process, The Availability
Management Process, The Capacity Management Process, The
Information Security, Management Process, The IT Service
Continuity, Management Process, The Supplier Management
Process.
MODULE 3: SERVICE TRANSITION
ii
Service Transition Lifecycle Stage, Change Management Process,

Release and Deployment Management Process, Service Asset and
Configuration Management
ii
Process,
Configuration
Knowledge Management.
identification,
Configuration
control,
MODULE 4: SERVICE OPERATION

Service Operation Functions, Service Operation Lifecycle Stage, The
Service Desk Function, The Technical Management Function, The
Application Management Function, The IT Operations Management
Function, Service Operation Processes, The Event Management
Process, The Incident Management Process, The Request Fulfilment
Process, The Access Management Process, The Problem
Management Process.
MODULE 5: CONTINUAL SERVICE IMPROVEMENT
Continual Service Improvement principles
and organisational
change, Ownership, Role definitions, External and internal drivers,
Service Level Management, The Deming Cycle, knowledge
Management, Benchmarks and Governance, Frameworks, models,
standards and quality systems, Continual Service Improvement (CSI)
processes, 7-step CSI improvement process, Service reporting and
service measurement, Service management, Returns on investment
for CSI, Business questions for CSI.
iii
Table of Contents
MODULE I
ITIL Overview and Service Strategy
Chapter 1.1 Introduction to
ITIL.....................................................................................1
Chapter 1.2 ITIL Service
Strategy..................................................................................19
MODULE II
Service Design
Chapter 2.1 Service Design
Lifecycle.............................................................................37
Chapter 2.2 Extended Service
Design............................................................................54
MODULE III
Service Transition
Chapter 3.1 Service Transition Life CycleI.................................................................74
Chapter 3.2 Service Transition Life CycleII................................................................95
MODULE IV
Service Operation
Chapter 4.1 Service Operation
Functions...................................................................118
Chapter 4.2 Service Operation
Processes....................................................................140
MODULE V
Continual Service Improvement
Chapter 5.1 Continual Service Improvement
Principles.........................................162
Chapter 5.2 Continual Service Improvement
Process..............................................187
iv
iv

MODULE - I
ITIL Overview and

Service Strategy
MODULE I
ITIL Overview and Service Strategy

Module Description
The main goal of studying this module is to understand the basic concepts
of ITIL - its history, and components. It also helps us to understand the
technology and architecture of ITIL along with process and functions. It
also gives an overview of HPSM and OPRS as service management tool. It
also helps us to understand service strategy and its lifecycle, service
portfolio management, demand management process, IT financial
management process, and ISO 20000 standards.
By the end of this module, students will be able to outline the need for
ITIL, examine the pros and cons of ITIL framework, list different
components of ITIL, recognise how to use service management for IT
service management, distinguish the technology and architecture of ITIL in
comparison with similar frameworks, infer HPSM and OTRS as service
management tools, state the need for a service strategy, list the stages of
service strategy lifecycle, outline the functions and process of service
portfolio management, identify the use of demand management process,
examine IT financial management process and process objective,
recognise the use of ISO 20000 standards, and employ ISO 20000
standards for ITIL
Chapter 1.1
Introduction to ITIL
Chapter 1.2
ITIL Service Strategy
Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy
Chapter Table of Contents

Chapter 1.1
Aim...............................................................................................
......................................
Instructional
Objectives....................................................................................
..............
Learning
Outcomes.....................................................................................
....................
1.1.1 ITIL
History..........................................................................................
................
Self-Assessment
Questions.................................................................................
1.1.2 Components of the ITIL
Library........................................................................
1.1.3 Organising for IT Service
Management............................................................
Self-Assessment
Questions.................................................................................
1.1.4 Technology and
Architecture.............................................................................
1.1.5 Overview of HPSM and OTRS as service management
tool.........................
Self-Assessment
Questions................................................................................
Summary......................................................................................
....................................
Terminal
Questions.....................................................................................
...................
Answer
keys..............................................................................................
.......................
Image
Credits..........................................................................................
.........................
Activity..........................................................................................
....................................
Case
Study............................................................................................
.............................
Bibliography..................................................................................
1
1
1
2
4
5
11
17
19
22
26
27
29
30
31
32
33
37
...................................
eReferences....................................................................................
.................................
37
External
Resources.....................................................................................
.....................
37
Video
Links.............................................................................................
.........................
37
Aim
To familiarise the students with the fundamental concepts of ITIL
Instructional Objectives
After completing this chapter, you should be able to:
Explain what is ITIL and its evolution
Illustrate the usage and applicability of ITIL in current

industry context
Describe different components of ITIL and their specific

functions
Elaborate what is Service Management for IT
Describe the Technology and architecture of ITIL along

with process and functions
Distinguish HPSM and OTRS as service management tool

and the required customization to suite ITIL
Learning Outcomes
At the end of this chapter, you are expected to:
Outline the need for ITIL
Examine the pros and cons of ITIL framework
List different components of ITIL
Recognise how to use service management for IT service

management
Distinguish the technology and architecture of ITIL in

comparison with similar frameworks
Infer HPSM and OTRS as service management tools
1.1.1. ITIL History

ITIL, which is an acronym for Information Technology Infrastructure
Library, is a set of practices followed for IT service management (ITSM)
that focuses on the alignment of IT services with the needs of business. It
is used in IT organisations to measure improvement and demonstrate
compliance.
ITIL was initially drafted for the following reasons:
Improvement of the services delivered in terms of quality
Reduction of costs of delivering services
Ensuring business value expected by the customers is achieved
Reviewing and improving the services provided on a regular basis
Approaching the organisation in accordance with ITIL can make an

enormous contribution to the organisation.
The ITIL concept emerged since the level of quality of IT services provided
found inadequate by the British government. The Central Computer and
Telecommunications Agency abbreviated as CCTA, which is now the Office
of Government Commerce (OGC), was assigned the task of developing a
framework which drafts financially responsible and efficient use of IT
resources in the British government and the private sector.
The initial version of ITIL was called Government Information Technology
Infrastructure Management (GITIM) and was used by companies that come
under the British Government. GITIM is similar to ITIL in terms of concepts
focusing around service delivery and support, however, is different from
what we practice in ITIL.
In the early 1990s, bigger companies and government agencies in Europe
imbibed the framework. ITIL was spreading rapidly and used in both
government and non-government organisations. Due to its success rate, it
spread across the world and evolved as ITIL making changes in the IT
organisations around the world.
The IT Infrastructure Library originated as a series of books, each book
shedding light on a specific practice within IT service management. ITIL
has its base as a process model-based view, managing and controlling

operations with reference to W. Edwards Demings plan-do-check-act
(PDCA) cycle.
Detailed evolution of ITIL
In 1972 IBM researched on quality service delivery and created a

framework called ISMA aka Information Systems Management
Architecture
In 1980 IBM Management Volume I series titled as "A management

System for the Information Business" is IBM published the pioneer
public edition of Information System Management Architecture.
In 1986, CCTA authorized development of a common set of

operational guidance as a program with increasing efficiencies in
Government IT as its main motto.
In 1988, "the Government Infrastructure Management Method or

GITMM," issued as 'guidelines' for Government organisations in the
UK focused on Service Level Management. The development team
was set to work on Capacity, Availability, and Cost during the same
year.
The GITMM title was deemed inadequate and renamed as to ITIL in

the year 1989.
The first version of ITIL books was published in the same year, with
each book containing 50-70 pages each, namely
Service Level Management
Help Desk (using Incident Management policies and practices)
Contingency Planning
Change Management
1990: Problem Management, Cost Management and Configuration

Management volumes for IT Services were published and
incorporated in the organisations.
In 1991 an addition of Software Control & Distribution volume was

done.
In 1992 an addition Availability Management of the volume was

done.
In 1996: ITSMI (US based company which holds the credit of being
the ITIL accredited course provider) hosts its first ITIL Service
Manager class.
In 1997, Customer focused update was made in ITIL Service Level

Management book.
ITIMF legally becomes the IT Service Management Forum, which

remains so till date.
Service Support V2 published in the year 2000.
In 2001, CCTA declared a part of OGC or Office of Government

Commerce.
In 2002, Editions of ICT Infrastructure Management, Planning to

Implement IT Service Management, Application Management were
published.
In 2003 Software Asset Management was added.
In 2004 additions of Business Perspective, Delivering Services to the

Business were made and published.
ITIL Glossary V2 Is defined and published by 2006
ITIL V3 five core books published in the year 2007 which are as
follows:
ITIL Service Strategy
ITIL Service Design
ITIL Service Transition
ITIL Service Operation
ITIL Continual Service Improvement
In 2011, the latest update ITIL 2011 was published.
Since July 2013, AXELOS owns ITIL, a joint venture between Cabinet
Office and Capita. AXELOS with reference to ITIL licenses
organisations to make use the ITIL intellectual property.
Accredits licensed examination institutes for ITIL certification
Manages and controls updates to the ITIL framework
The other major IT frameworks for IT Governance in practice:
ISO 20000 focuses on IT service management
ISO 17799 / ISO 27001 focuses on information
Six Sigma - aiming upon defect identification and operational
performance
Prince2 method for project management
COBIT framework of IT management risks related information
Balanced Scorecard - provides framework for measuring
company's activities in terms of its vision and strategies
Self-assessment Questions
1) Which of the following is the first version of ITIL?

a.) GITIM
b.) GITAM
c.) GITCM
d.) OGC
2) Which of the following provides framework for measuring company's

activities in terms of its vision and strategies?
a.) Six Sigma
b.) Balanced Scorecard
c.) COBIT
d.) Prince2
1.1.2. Components of the ITIL Library
Services
Services are a means of delivering value to customers without

requiring the customer to own specific costs and risks.
Service Management
Service Management is a set of specialized capabilities for

delivering value to customers in the form of services. ITIL is a
framework for IT Service Management.
ITIL as a Good Practice Framework
The practices that have gained wide acceptance and adoption are
known as best practices or good practices. The Good Practices may
come from various sources such as:
Public frameworks
Standards
Proprietary knowledge
Academic research
The main components of the ITIL are referred to as the ITIL Core.
The core of ITIL is designed around a Service Lifecycle which
consists of various phases, as shown in Fig. 1.1.1 and Fig. 1.1.2.
These various phases are:
SS - Service Strategy
SD - Service Design
ST - Service Transition
SO - Service Operation
CSI - Continual Service Improvements
Fig. 1.1.1 Components of ITIL
Service strategy
The origin point and base step of the ITIL Service Lifecycle provide
guidelines and a clear cut picture on prioritisation of the service
provider investments in services. Service Strategy prioritises helping
the IT organisations to improve the service quality and develop in
the long run. Service Strategy follows market-driven approach and
revolves around the rapidly changing market needs. The Service
Strategy lifecycle stage is the starting point of the service lifecycle.
In this stage, the strategic approach if what is done in the entire
service lifecycle is identified to provide values in the form of
services to the customers through ITSM. The Service strategy phase
covers the following areas:
Financial management for IT services
Service portfolio management
Demand management
Strategy management for IT Services
Business relationship management
Fig. 1.1.2 Components of ITIL
Service design
The Service Design phase provides guidance and techniques to the

design of IT services and processes, and other aspects which are of
value to the customer. Service design component within ITIL is
understood to encapsulate all elements related to the technology
involved in service delivery, rather than just illustrating the design
of the technology alone. Service design sheds light on how a service
solution should interact with other units in a business and technical
environment namely service management systems that provide
support to the service, processes which work with the service,
technology used by the service, and architecture required to support
the service, and the supply chain needed in order to support the
planned service. ITIL aggregates the IT service design work into a

single Service Design Package (SDP).
List of processes that fall under the Service design phase:
Service-level management
Design coordination
Availability management
Service catalogue management

Capacity management
Security management
Supplier management
IT service continuity management
RACI matrix is used to define the ITIL roles and responsibilities in

this phase.
R-Responsible
A-Accountable
C-Consulted
I-Informed
Service transition
Service Transition (ST) as defined in ITIL deals with delivering the
services required by business from design phase into
live/operational use. Service transition phase corresponds to the
project side of IT rather than the business side. This part deals
with managing changes to the business environment.
List of ITIL processes in a service transition are:
Change management
Transition planning and support
Release and deployment management
Service validation and testing
Service asset and configuration management
Knowledge management
Change evaluation
Service operation
Service Operation provides the best practice that can be
followed for delivering the services with agreed level of quality to
the end-users as well as the customers, in accordance with the
SLA (Service Level Agreement). The Service operation is the
phase in which the services and value, as expected by the
customer, is delivered directly. Monitoring of problems in service
delivery and balancing between service reliability, performance
and cost are considered. The functions involved in service
operation
include
technical
management,
operations
management, application
management and service desk. Responsibilities in this phase

include staff engaging in Service Operation.
Processes
Event Management
Request Fulfilment
Access Management
Incident Management
Problem Management
Functions
Technical Management
IT Operations Management
Service Desk
Application Management
Continual service improvement (CSI)

Continual service improvement as defined in the ITIL aims at
continually aligning and realigning IT services to changing
volatile business needs by detecting, identifying and
implementing improvements proactively to the IT services that
are in support of the business processes. It is incorporated in
accordance with the Deming Cycle of Plan-Do-Check-Act. The CSI
process works on improvement of the business perspective and
value of service quality as well as improvement of process cost
effectiveness, efficiency and effectiveness of the IT services and
processes through the whole lifecycle. To facilitate improvement,
CSI defines what should be controlled with CSF (Critical Success
Factors) and what is measured using KPI or Key Performance
Indicator.
CSI needs planning beforehand, training of staff and
awareness, ongoing scheduling, roles created and activities
identified in the service lifecycle to be successful. CSI is planned
side by side and processes are scheduled with defined inputs,
activities, outputs, CSI roles and service reporting.
ITIL Processes by Lifecycle Phase (Fig. 1.1.3)
Fig. 1.1.3 ITIL Process by Lifecycle Phase
10
1.1.3. Organising for IT Service Management
11
IT Service Management
IT service management or ITSM involves alignment of IT services

with business and a primary objective of delivering best valueoriented services to end user.
IT service management manages how IT resources and business

are integrated together and delivered in a way that the
customers user experiences the desired result from the accessed
IT application, resource or business process.
IT service management abbreviated as ITSM.ITSM is generally

performed by an organisation which plans, designs, delivers,
operates and controls the IT services offered to the end
customers.
ITIL is the best framework in practice offered for ITSM i.e. ITSM is
done by following the five components ITIL provides.
Service Management enables:
Understanding the services provided from provider and customer

perspective and provider perspective
Ensuring that services result in the outcome, the customers are

satisfied with
Understanding what value the service holds to the customer and

its importance in the customer point of viewunderstanding and
managing the costs and risks associated while delivering the
services
Service Management can also be said as the set of organisation

capabilities specialised in providing services which are of value to
the customers.
Service Management comprises of specialized organisational

capabilities that serve value to customers as services.
Specialized organisational capabilities in service management

include
11
Processes
Functions
Activities
Roles
13
Processes:
A process is an organised set of activities put together to achieve a
specific outcome. A process takes defined inputs (one or more) and
produces defined outputs.
The
processes
define actions, dependencies
of
entities, and sequence. Properly defined processes improve the
productivity quotient across and within organisations and functions.
Process characteristics include:
Measurability-Processes are measured relatively since they are
performance-driven. Managers focus on the quality, cost, and
other variables while the practitioners are concerned with
productivity and duration.
Specific results-The motto of a process is to deliver a specific
result. The outcome of the process must be individually
countable and identifiable.
Customers- Customer or stakeholders are delivered the primary
results of the process. Processes must meet the customers
expectations irrespective of the type of customer (internal or
external).
Responsiveness to specific triggers - Process either ongoing
or iterative, should have a specific trigger which can be traced.
A process revolves around a set of objectives. Process main outputs

should be driven by the objectives and must include process
metrics, reports, and process improvement.
The output of a process must be in accordance with the operational
norms that are drafted from business objectives. If the outputs or
products conform to the set operational norm, the process is
considered effective and can be repeated, managed and measured,
since it achieves the required outcome. If the activities of the
process use minimum resources, the process can be labelled
efficiently.
The output from one process can act as input to another process.
Function:
A function is a group of people or team and the resources and tools
used to carry out one or more activities or processes. In larger
organisations, functions are broken into smaller snippets and
assigned to several departments, groups, and teams, or it may be
assigned to a single organisational unit such as the service desk.
However, in smaller organisations, one person or group can take up
multiple functions i.e. technical management department could also
perform the service desk function.
An organisation should clearly define the responsibilities and roles
for a service life cycle to be successful. These roles are assigned to
individuals while the responsibilities are bestowed upon the
appropriate organisational structure such as groups, teams or
department. The organisational structures in ITSM are defined as
follows.
Group- A group is a collection of people who have something in
similar. In ITIL, groups correspond to people who are assigned
similar activities irrespective of the technologies they work upon
or report into different organisational structures/companies (in
the case of outsourced services). Groups are mostly not formal
organisational structures but are helpful in defining common
processes in the organisation. For example, people who resolve
incidents are clubbed into a group so that they share common
practices across the organisation and complete the incident
record in a similar way.
Team- A team is a semiformal type of group. These are people
who work together to achieve a common objective, but not
essentially in the same organisational structure. Team members
14
can work in multiple locations and connect virtually (onshoreoffshore team) or co-work. Teams are collaboration units for
dealing with situations of temporary or transitional nature.
Examples of teams are project
14
teams, application development teams composing people from

various departments.
Department- Departments are formal structures which exist in
the organisation to perform a set of defined activities.
Departments have a hierarchical reporting structure in which
managers are in the higher tier, usually responsible for the
execution of the activities by the staff in the department.
Division- A division refers to a group of departments clubbed
together by geography or product line. A division is selfcontained and is a unit on its own.
Activities:
The activities that fall under IT Service Management are as follows:
Incident management
Problem management
Configuration management
Change management
Release management
Service-level management
Availability management
Capacity management
Financial management
IT service continuity management
Security management
Roles associated with ITSM:

ITSM has a large number of roles within the organisation for each
process. The responsibilities of each role vary from process to
process and vary according to the situation, time and each person
may have to take up more than one role.
Examples of roles assigned by ITSM are Implementation Manager,
Incident Process Owner, Lead Technician, Problem Manager, Service
Owner, Subject Matter Expert (SME), and Service Restoration Team
and so on
The organisational capabilities also include the ability to manage
and organise knowledge, and how to provide outcomes that create
value.
15
IT
service
management
includes
the
management
and
implementation of quality IT services to meet the business needs of
the customers.
Stakeholders in service management
Stakeholders are interested in the service management of an

organisation in the form of resources, targets, activities, or
deliverables from service management.
The ITIL Service Management Model
Whether services are being outsourced to an external agency or

provided by a unit within the organisation itself, the services solely
focus on business needs and are assessed by the value that the
services are to the organisation. Services also reflect the policies
and strategies the service provider organisation follows, especially
when the service is outsourced to external providers.
These requirements are detected and agreed upon by the team at

the Service Strategy stage, which is the starting phase, and
documented. Each of plotted strategy will have an associated set of
business outcomes. The package is sent to the next Stage-Service
Design stage where a service solution is drafted, defining every
entity to take this service through the remaining phases of the
lifecycle. Solutions may consist of integrated components, brought
in or developed internally. The design definition drafted in the
Service Design stage is taken forward to the Service Transition
stage, which constitutes the transition of design into the live
environment after evaluating, testing, validating it, after which the
Service Operation stage sets in. Service Operation aims at providing
efficient and effective operational services, delivering the expected
business outcomes, and desired value to the customer.
The four Ps that are of vital importance in ITSM:
People: Service Manager manages the people working for the IT

services, customers, and service users.
Process: Three roles namely process owner, process manager and

process practitioner are responsible for managing the process.
Products: It service depends on technology to run, support tools,

monitoring tools, automation tools and communication tools.
16
Partners: Partners or suppliers who make the service reach the end
user have a big impact on the service.
Challenges faced in implementing ITSM:
Limited knowledge sharing
16
Competing priorities
Changing business objectives

Lack of best practices
Declining budgets
Evolving technologies
3) What is a RACI model used for?

a.) Monitoring services
b.)
Defining
roles
and
responsibilities
c.) Performance Analysis

configuration items
d.)
Recording
4) What is R in RACI Matrix called?

a.) Reversal
b.) Recording
c.) Responsible
d.) Role
5) Which of the following provides the best practice that can be

the end-users as well as the customers, in accordance with the SLA?
a.) Service Transition
b.) Service Strategy
c.) Service Design
d.) Service Operation
6) Which of the following aims at continually aligning and realigning IT

services to changing volatile business needs by detecting,
identifying and implementing improvements proactively to the IT
services that are in support of the business processes?
a.) Service Transition
b.)
Customer
Service
Improvement
c.) Service Design
d.) Service Operation
7) How many numbers of processes are there in service operation?

a.) Five
b.) Two
c.) Seven
d.) Four
8) Which of the following is a challenge faced while implementing

ITSM?
17
a.) Constant business practices

b.) Unlimited Knowledge
Sharing
c.) Declining Budgets
d.) Increasing Budgets
17
9) Which of the following refers to a group of departments clubbed

together by geography or product line?
10)
a.) Organisation
b.) Department
11)
c.) Virtual Team
d.) Division
12)
18
13)
1.1.4. Technology and Architecture
14)
Enterprise Architecture
15) The Enterprise Architecture as shown in Fig. 1.1.4should be an

integrated element of the Business Architecture and should
include the following major areas:
Service Architecture translates applications, infrastructure, and

organisation and support activities into a set of services.
Application Architecture provides an outline for the development

and deployment of software, plans business and functional
requirements on to applications and shows the interconnection
between applications.
Data/Information Architecture describes the logical and physical

data assets of the enterprise and the data management resources.
IT Infrastructure Architecture describes the structure,

functionality and geographical distribution of the hardware, software
and communication components that forms the basis of and assists
the overall architecture.
Environmental Architecture describes all aspects, types and

levels of environment control and their management.
16) The real benefit and role of the Enterprise Architecture comes
not from the architecture itself, but from the ability of an
organization to design and implement projects and solutions in a
rapid and consistent manner.
17)
18)
19)
20)
21)
22)
19
23)
BUSINESS/ORGANISATION ARCHITECTURE
24)
25)
SERVICE ARCHITECTURE
26)
27)
28)
INFORMATION/
DATA
ARCHITECTURE
APPLICATION
ARCHITECTURE
29)
30)
ENVIRONMENTAL ARCHITECTURE
31)
32)
MANAGEMENT
IT INFRASTRUCTURE
ARCHITECTURE
ARCHITECTURE
33)
PRODUCT ARCHITECTURE
34)
37)
35)
Fig. 1.1.3Architecture
36)
Fig. 1.1.4Architecture
Information Systems
38) ITIL describes a number of information systems which

represent the application of automation/technology to the IT
Service Management effort. The most important of these include:
(as shown in Fig. 1.1.5)
Service Knowledge Management System (SKMS)
Service Portfolio/Catalogue
Availability Management Information System (AMIS)
Configuration ManagementDatabase/Configuration
System (CMDB/CMS)
Management
20
Capacity Database (CDB) or Capacity Management Information

System (CMIS)
Known Error Database (KEDB)
20
Security Management Information System (SMIS)
21
Fig. 1.1.5Information Systems
1.1.5. Overview of HPSM and OPRS as service

management tool
OTRS
Whether it is for internal or external IT Service Management, an IT

service software is needed that collects all IT service requests in one
single system transparently and accessible for all IT staff members
and thus making the reply a lot easier and clearer. If required,
OTRS software should furthermore be able to support ITIL conform
working processes, such as Service Asset and Configuration
Management, Knowledge Management, and Change Management.
OTRS meets both requirements in the most flexible way, without
creating unnecessary complexity or limitations of any kind. ITIL V3
compliant OTRS::ITSM Module can help to establish the ITIL
processes and also reverse their implementation later without
having to change the software dramatically. Apart from ITIL
compliance, OTRS also provides a lot of other features that makes
our IT service management work more efficiently, and gives us a
better picture and increases the satisfaction of both the internal and
external customers.
OTRS is a highly scalable trouble ticket system. OTRS is open source

and programmed in PERL. OTRS has its origin in Germany, designed
by the OTRS Group (which provides ITIL consulting) OTRS is popular
among service providers irrespective of their sizes consisting of
powerful tools for problem resolution and ticket management. Being
an open source software OTRS is free to use and can be installed
without a license.
The primary OTRS product is a help desk system which assists

efficient and intuitive logging, processing, and communicating of
incidents & service requests by customers and service staff. OTRS is
the first open source provided by ITIL V3- compatible enterprise IT
service management (ITSM) solution.
OTRS with 150000 installations is one of the most successful open

source projects which operate the area of help desk and ITSM
worldwide. OTRS has 5,000 active community members improving
the service management software whenever there is a new release
22
by adding self-developed improvements, reporting bugs or new

functionalities, extending and maintaining the 37 supported
languages.
Advantages of OTRS
Distinct and role- or group -based processing of incidents and

requests
Extensive service catalogues and SLAs
22
Database for customer information and configuration items (CMDB)
Customer Self Service Portal

Knowledge Database
Process design for further mechanisation and special IT processes
Easy incorporation of system monitoring and inventory solutions
Flexible extension with additional attributes
Areas of OTRS implementation

OTRS is predominantly used in the below sectors:
Healthcare
Government
Manufacturing
Education
IT & telecommunications
Consumer products
The key features of OTRS are as follows:
Sophisticated ticket management

OTRS provides a powerful set of tools to process after filtering and
resolve customer tickets. The critical or complex tickets are
escalated to senior management where the tickets are handled.
OTRS assigns responsibilities, priorities and watches rules, manages
users, roles, and groups. Highlighting critical tickets monitoring staff
performance are also taken done by OTRS full-fledged module.
Email interface
OTRS provides sophisticated email interface for accepting raised
tickets over email, filter the raised tickets into queues on the basis
of recipient or subject, and automate pre-set actions based on
custom header lines. Common customer problems are handled by
OTRS auto-response system by creating appropriate auto
responses. Email notifications can also be configured for ticket
changes using SMTP.
Multi-language support
OTRS is multi-lingual, supporting different languages. OTRS is an
open source system, and new languages can be added easily by
adding new translation files for that language. Customization is also
easy with OTRS.
ITIL/ITSM compliance
23
OTRS supports the best practices of ITIL -IT service management.

OTRS completely implements ITIL/ITSM concepts through OTRS ITSM
through an available add-on that offers ITIL-compliant solutions for
incident management, service level management, and configuration
management.
OTRS helpdesk is the technology for recording and allowing agents

to respond to tickets raised and requests. OTRS ITSM imposes
additional ITSM tools and concepts on the processing of requests.
HPSM
The HP Service Manager abbreviated as HPSM is one of the
applications for service management acquired by HP. By 2005, it
was purchased by Peregrine Systems. The application was initially
known as PNMS (Peregrine Network Management System). Peregrine
Systems added functionality after the first version, such as Call
Management, Request Management, and Change Management. The
application was rebranded as Peregrine Service Center.
The application was rebranded by HP on acquisition as HP Service
Manager and was made a part of the HP Open View product suite.
The application works as a service desk solution within an
organisation. A consistent set of processes governs the HPSM to
handle service support and delivery efficiently and quickly.
Benefits of deploying HPSM:
HP Service Manager combines and delivers all aspects of service
management being a service desk tool. The benefits of using HPSM
are:
Single point of contact for all core IT processes (knowledge,

problem, and incident management)
Smart analytics with easy ticketing tool
Improved efficiency and faster due to self-service portal functionality
IT process workflows can be created by users
Vital service desk functions are accessible including self-ticketing
and collaboration
Pros:
HPSM is able to mail reports and tickets
24
Crystal Reports capabilities
Cons:
The tool does not have an undo button to rectify any operational
errors. History cannot be viewed
The design is not user- friendly and is non-intuitive
The layout is cluttered with fields
Being design in low resolution the screen space is very less
Crashes when trying to move records or rows
Unreliable
Allows only a view of three lines of text in a tiny box
25
Fig. 1.1.4 shows the tabs in HPSM tool.

Fig. 1.1.4 Tabs in HPSM Tool
39)
How many languages does OTRS support?

a.) 12
b.) 50
c.) 37
d.) 66
40)
PNMS stands for?

a.) Premier Network Management Support
b.)
Peregrine Network Management System
c.) PC (Personal Computer), Network and Software Monitoring
d.)
Primary Network Management System
41)
Which of the following is a disadvantage of HPSM?

a.) HPSM is able to mail reports and tickets
b.) Crystal Reports capabilities
c.) Reliable
d.) The layout is cluttered with fields
42)
HP Service Manager combines and delivers all aspects of

service management being a service desk tool.
a.) True
b.) False
43)
Operations architecture permits the ongoing support and

management of infrastructure of IT services outside an enterprise.
a.) True
b.) False
44)
Which of the following imposes additional ITSM tools and
concepts on the processing of requests?
a.) Service Desk
b.) OTRS
c.) HPSM
d.) PNMS
26
Summary
o The Central Computer and Telecommunications Agency
abbreviated as CCTA, which is now the Office of Government
Commerce (OGC), was assigned the task of developing a
framework which drafts financially responsible and efficient use of
IT resources in the British government and the private sector.
o The initial version of ITIL was actually called Government
Information Technology Infrastructure Management (GITIM) and
was used by companies that come under the British Government.
o In the early 1990s, bigger companies and government agencies in
Europe imbibed the framework.
o The IT Infrastructure Library originated as a series of books, each
book shedding light on a specific practice within IT service
management.
o Service Strategy prioritises helping IT organisations improve the
service quality and develop in the long run.
o Service Operation provides the best practice that can be
the end-users as well as the customers, in accordance with the
SLA (Service Level Agreement).
o The Service operation is the phase in which the services and
value, as expected by the customer, is delivered directly.
o Bounded rationality refers to the limits which constrain humans
ability to entertain more than a few factors at a time when
seeking to make decisions in complex situations.
o Service Desk is the primary point of contact for users when there
is a service disruption.
o The Technical Management function is deals with acquisition,
development, and management of the technical skill sets and
resources required to underpin the infrastructure and the IT
Service Management effort.
27
o Application Management is concerned with the end-to-end

management of applications in the environment. Like Technical
Management, a big part of what it does involves acquisition of the
specialized skill sets required to underpin the organizations
applications.
o IT Operations Management involves the day-to-day maintenance of
the IT infrastructure and the facilities which hold it.
o IT Operations Management has two sub-functions: Operations
Control and Facilities Management.
o The Operations Control sub-function deals with regular maintenance
cycles associated with infrastructure management.
o Facilities Management involves maintenance of the facilities which
house IT operations, for example, data centers, call centers,
development facilities, etc.
o IT service management or ITSM involves alignment of IT services
with business and a primary objective of delivering best value
oriented services to end user.
o The output of a process must be in accordance with the operational
norms that are drafted from business objectives.
o OTRS with 150000 installations is one of the most successful open
source projects which operate the area of help desk and ITSM
worldwide.
o OTRS provides a powerful set of tools to process after filtering and
resolve customer tickets. The critical or complex tickets are
escalated to senior management where the tickets are handled.
o OTRS is multi-lingual, supporting more than 20 different languages.
o HPSM application was initially known as PNMS (Peregrine Network
Management System). Peregrine Systems added functionality after
the first version, such as Call Management, Request Management,
and Change Management.
o A consistent set of processes governs the HPSM to handle service
support and delivery efficiently and quickly.
o HP Service Manager combines and delivers all aspects of service
management being a service desk tool.
28
Terminal Questions
1. Outline the history of ITIL.
2. Explain the various components of ITIL.
3. Give an overview on the OTRS and HPSM as a service management

tool.
29
Answer Keys
Self-Assessment Questions
Question No.
Answer
10
11
12
13
14
15
Terminal Questions
Question No.
Answer
Refer 1.1.1
Refer 1.1.2
Refer 1.1.5
30
Image Credits
Image Credits
Fig. No.
Fig
1.1.1
Fig
1.1.2
Fig
1.1.3
Fig
1.1.4
Fig
1.1.5
Fig
1.1.6
31
Link
http://www.bmc.com/guides/itil-introduction.html
http://g2sf.com/itil-program-requirements/
http://www.innos.in/downloads/ITIL_V3_Study_Guid
e.pdf
http://comp.utm.my/pars/files/2013/04/INTEGRATE
D-SERVICE-ARCHITECTURE-FRAMEWORK-ISAF-FORITIL-V3.pdf
http://www.innos.in/downloads/ITIL_V3_Study_Guid
e.pdf
https://community.hpe.com/hpeb/attachments/hpe
b/itrc-695/87212/2/HTMLTemplates.png
31
Activity
Activity Type: Online
Duration: 40 Minutes
Description:
Explore and find out some more tools which can be used for service
management apart from HPSM and OTRS. Present detailed case studies on
such tools.
32
Case Study
Energy Company uses ITIL to power its new world-class global
operations
Background
Employing 100,000 people and with operations in six continents and over
100 countries, this global energy group is one of the 10 largest companies
in the world. Following a series of major acquisitions and mergers, in 2004
the company implemented a radical change to its business model.
Alongside introducing a strong focus on growth within its customer-facing
segments, all business functions would be redesigned to optimise quality
and efficiency. For the Global Operations Organisation helping to shape a
new company meant establishing excellence through the formation of a
world-class operation capable of delivering a consistent and truly global
service.
The creation of a planned three-year TOP (transformation operations
processes) programme would ultimately involve the consolidation of over
430 data centres into just four mega data centres, as well as the
migration from a regional model to a global service line. In addition to
helping to leverage business opportunities, a further key gain would be a
reduction in unit operation costs. Between 2003 and 2005 the target was
to realise a decrease of around 25%the user population for IT is around
80,000, with annual operating costs running at over $1 million.
Our definitive goal was to create value for the enterprise, explains the
Programme Director. Combining five separate internal IT organisations
into a single global operations organisation was just part of the picture.
Establishing a world-class operation would ultimately involve transforming
technology, people and processes.
The challenge
Standardising and centralising the global infrastructure and operations
would enable the company to respond quickly, and at scale, to worldwide
opportunities. A key element of the project strategy was the
implementation of standard global service management processes across
the whole enterprise.
33
It became clear that to obtain world-class standards of service delivery,

the enterprise would need to adopt a framework based on ITILwidely
accepted as the industry leader in
33
delivering operationally excellent processes, explains the Programme

Director. We needed to provide our global service management and
delivery operational functions with self-sustaining processes that would
support and help deliver world-class operations.
The project team had already identified a number of clear gains this would
deliver for IT. Creating a platform for continued service management
process re-engineering would fashion an environment where the company
could plug and play suppliers to meet the evolving service demands of
its businesses. Alongside aligning service to business needs, the new
process infrastructure would help to satisfy regulatory requirements for IT
governance, such as Sarbanes-Oxley. It would also pave the way to
achieving short term wins through the removal of inefficiency and waste,
while simultaneously protecting large scale planned infrastructure
investments. Finally, eradicating process weakness would eliminate the
risk of future service interruptions.
We needed to make early choices about the depth and phasing of ITIL
process implementation, explains the Programme Director. To identify
which ITIL processes we pioneered, we first needed to understand the
maturity of our existing processes across all locations. We turned to Pink
Elephant to undertake a comprehensive analysis of our global
environment.
The solution
The assessment data on all service management processes, with the
exception of Change Management, was then benchmarked against
industry and peer performance.
The findings, which were based on the evolving business and technology
environment, helped the project team determine on the initial delivery of
four key processes to a very high levelIncident, Problem, Change and
Release Management to kick start our transformation to world-class
operations, says the Programme Director. It also helped us define a
future sequence for implementing the remaining ITIL processes.
The journey to achieving fully functioning Service Management capability
was to be conducted in a dynamic environment which included the
consolidation of data centres and roll-out of a new desktop environment
and involved the deployment of processes on a global scale over a twoyear period. Processes would be designed and built in one region which
34
would lead the globalisation of that process. Joint supplier workshops

would help ensure full commitment from all parties to the ITIL-based
process approach to IT operations.
34
If we were to succeed, we needed to capture the hearts and minds of

leaders across the whole organisation, continues the Programme
Director. Education and training was going to be essential if we were to
prepare our people to embrace change and a new way of working.
An integrated learning solution was put in place to educate a large
population of people within the Operations Organisation. The ITIL Service
Management Foundation qualification was successfully completed by 70%
of all operational staff during 2005 and leadership training was designed,
in conjunction with Pink Elephant, to prepare the organisation for change.
The outcome
In just three years, the company dramatically transformed the way it
manages its IT operations. Global service domain teams, specialising in
Telecoms, Desktop and Data Centre services have been established, and
the successful introduction of four ITIL-based Service Management
processesChange, Release, Incident and Problem Managementhas
positioned IT firmly on its roadmap to world-class service delivery.
Weve already achieved significant improvements, including the
reduction in the number of failure incidents in the trading business and an
increase in network uptime from about 97% to more than 99%, says the
Programme Director.
Similar benefits are expected as the broader deployment of ITIL
progresses in the coming months. One of the most significant gains to
date has been the realisation of projected 25% savings in operational
costs against a backdrop of a 14% increase in the number of desktops and
a 30% increase in application spend.
These new world-class operational processes establish a globally
consistent approach to service management across the company,
enabling systems changes, application releases and incidents and
problems to be managed consistently worldwide, confirmed the, Vice
President of Global Operations. Using ITIL to create a service
management framework has helped us transform our capabilities.
35
35
Discussion Questions:
1. Why does the company think that standardising and centralising the
global infrastructure and operations would enable the company to
respond quickly, and at scale, to worldwide opportunities?
2. Why does the programme director decided to make early choices

about the depth and phasing of ITIL process implementation?
36
Bibliography
e-References
ITIL
History.
Retrieved
1
http://itservicemngmt.blogspot.in/20
itil.html
Organising for Service Management. Retrieved 1 Nov, 2016 from

http://www.i nnos.in/downloads/ITIL_V3_Study_Guide.pdf
Technology and Architecture. Retrieved 1 Nov, 2016 from

http://www.innos.in/d ownloads/ITIL_V3_Study_Guide.pdf
Nov,
2016
from
07/09/brief-history-of-
External Resources
Lloyd, V., & Rudd, C. (2007). ITIL. London: TSO.
Shuja, A. K. (2011). ITIL: Service management implementation

and operation. Boca Raton, FL: Auerbach Publications.
Continual service improvement (CSI): ITIL. (2007). London: TSO

(The Stationery Office).
Video Links
Topic
37
Link
ITIL
https://www.youtube.co
m/watch?
v=vBguassbAzo
Lifecycle Components
m/watch?
v=DWCvJQTlzPk
Framework
m/watch?
v=okTHntwx6hE
Notes:
38

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How to use the Self-learning Material

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

Service Transition Lifecycle Stage, Change Management Process,

Fundamentals of IT Infrastructure Library

MODULE 4: SERVICE OPERATION

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

Fundamentals of IT Infrastructure Library

ITIL Overview and

ITIL Overview and Service Strategy

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

Chapter Table of Contents

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

Explain what is ITIL and its evolution

Illustrate the usage and applicability of ITIL in current

Describe different components of ITIL and their specific

Elaborate what is Service Management for IT

Describe the Technology and architecture of ITIL along

Distinguish HPSM and OTRS as service management tool

Outline the need for ITIL

Examine the pros and cons of ITIL framework

List different components of ITIL

Recognise how to use service management for IT service

Distinguish the technology and architecture of ITIL in

Infer HPSM and OTRS as service management tools

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

1.1.1. ITIL History

Improvement of the services delivered in terms of quality

Reduction of costs of delivering services

Ensuring business value expected by the customers is achieved

Reviewing and improving the services provided on a regular basis

Approaching the organisation in accordance with ITIL can make an

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

has its base as a process model-based view, managing and controlling

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

Detailed evolution of ITIL

In 1972 IBM researched on quality service delivery and created a

In 1980 IBM Management Volume I series titled as "A management

In 1986, CCTA authorized development of a common set of

In 1988, "the Government Infrastructure Management Method or

The GITMM title was deemed inadequate and renamed as to ITIL in

Service Level Management

Help Desk (using Incident Management policies and practices)

1990: Problem Management, Cost Management and Configuration

In 1991 an addition of Software Control & Distribution volume was

Fundamentals of IT Infrastructure Library | ITIL Overview and Service Strategy

In 1992 an addition Availability Management of the volume was

In 1997, Customer focused update was made in ITIL Service Level

ITIMF legally becomes the IT Service Management Forum, which

Service Support V2 published in the year 2000.

In 2001, CCTA declared a part of OGC or Office of Government

In 2002, Editions of ICT Infrastructure Management, Planning to

In 2003 Software Asset Management was added.