ITIL V3 Foundation Course

ITIL V3 : Perspectives

Introduction
Name, etc. Professional experience

Current assignment
Expectations from this workshop

ITIL Qualification Scheme

Exam Format

IT Infrastructure Library

What is ITIL ? Need for systems / frameworks? A set of books Captures industries best practices Organizations should adopt and adapt Framework

ITIL Practitioners
In INDIA

Wipro TCS Satyam Infosys HCL

BMC Software Cognizant Technologies ICICI Group

In WORLD HP Microsoft IBM Deloitte Ericsson GE 10,000 + Companies worldwide

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Product vs Service
What is a service? Discuss A service should have Expectations Interaction Utility Warranty Pricing Problem addressing mechanism

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

Utility and Warranty

UTILITY Performance supported? T/F Fit for purpose?

OR
Constraints removed?

AND
Available enough? Capacity enough? Fit for use? T/F

Value-created

AND
Continuous enough? Secure enough? WARRANTY T/F T: True F: False

Resources and Capabilities

Capabilities
A1 Management Resources Financial capital A9

A2

Organization

Infrastructure

A8

A3

Processes

Applications

A7

A4

Knowledge

Information

A6

People

A5

People

Organizations use these assets to create value in the form of goods and services

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Service and 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

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Four Ps of Service Management

People Increase competence by Process

Partners

Products
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Business Demands
Complete transparency High Availability Complete traceability Resilience of Infrastructure Whats the BUSINESS PURPOSE of this byte on this disk on this array in this data center? What are the BUSINESS CONSEQUENCES of this component failing? What are the DETAILED INVENTORY and FINANCIAL COSTS of the IT systems supporting a given BUSINESS CAPABILITY?

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Role of IT Governance
ENTERPRISE GOVERNANCE

Corporate Governance i.e. Conformance

Business Governance i.e. Performance

Accountability Assurance

Value Creation Resource Utilization

IT Governance is an integral part of enterprise governance (By providing transparency & accountability KP)

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Quality: Deming's Circle (Shewhart Cycle)

Maturity

PLAN

DO

ACT

CHECK

Effective quality improvement

Consolidation of level reached. i.e. baseline

Continuous Step by step improvement

Time Scale

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Conclusions
We need to look towards IT operations from a service perspective (preparing, delivering, retiring) For business satisfaction, business needs must be addressed by appropriate corresponding services

For user satisfaction, their ability to complete their work more effectively and efficiently must be enhanced
Service is remembered not by products but by the quality of interaction

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Sourcing Good Practices

Standards Industry practices Sources (Generate) Academic research Training & education Internal experience Employees Customers Suppliers Advisors Technologies Enablers (Aggregate)

Substitutes Drivers (Filter) Regulators Customers

Competition Compliance Commitments Scenarios (Filter)

Knowledge fit for business objectives, context, and purpose

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What are 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.

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Processes, Roles & Functions

Processes: A process is a set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome which, directly or indirectly, creates value for an external customer or stakeholder Roles: A set of responsibilities defined in a process and assigned to a person or team One person or team may have multiple roles Functions: Functions are units of organizations specialized to perform certain types of work and be responsible for specific outcomes

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Process Model
Process Control Process Policy Process Owner Triggers Process Documentation Process Objectives

Process Feedback

Process

Process Metric Process Activities Process Inputs Process Procedures Process Work Instructions Process Enablers Process Capabilities Process Roles Process Improvements Process Outputs Including process reports and reviews

Process Resources

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Characteristics of Processes

1. They are measurable 2. They have specific results

3. Processes have customers

4. They respond to specific events

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Service Model
Service models describe the structure and dynamics of a service

Service Model

(Structure) Configuration of service assets (Service Design)

Activities, events and interactions (Service Design) (Dynamics)

Service Operation

Service Model Facilitates collaboration & communication in the service life cycle.

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RACI Model
Responsible (the doer) The individual (s) who actually completes the task Accountable (the Manager) The individual who is ultimately responsible Only 1 person can be accountable for each task

yes or no authority and veto power

Consulted ( the Knowledge Experts) The individual (s) to be consulted prior to a final decision or action involvement through input of knowledge and information

Informed ( the keep in loop types)

who needs to be informed after a decision or action is taken. This incorporates one-way communication receiving information about process execution and quality RACI model ensures adequate spread of responsibilities
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Key Roles In Service Management

Process Owner : Accountable for the overall process performance Service Owner : Accountable for a specific service within an
organization regardless of where the underpinning technology components, processes or professional capabilities reside.

Responsibility of owners is to:

1. 2. 3. Be accountable for the final outcomes (End-to-end accountability) Identify areas of improvements and recommending appropriate changes Guide process and service improvement initiatives

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Changing Trends in Business

Organizations wish to use resources without owning them

Self service channels expose business functions (web-sites, kiosks, etc)

Physical capacity is not a quality constraint

New Services are composed from existing services available in public space
Service oriented architectures reduce business complexity

Information itself is a basis for value, not merely a supporting element

IT capabilities and resources basis for creating value

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IT systems in business processes

Manual processes Single-function applications* Integrated applications ** Composite applications

Manufacture to inventory

Procure to pay

Order to cash

CRM

CRM

CIM SCM AR AP ERP GL <1970 1970s to early 90s Early 90s to present ERP SCM

Present to 2015+

*CIM = Customer Inventory Management, AR = Accounts Receivable, AP = Accounts Payable, GL = General Ledger **CRM = Customer Relationship Management, SCM = Supply Chain Management, ERP = Enterprise Resource Planning

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ITIL V3 Core
Governance Methods

CMMI TOGAF eTOM 6 Sigma

Templates
Continual Service Improvement Service Transition

ISO / IEC 20000 SOX Certified Training ISO/IEC 17799 ISO/IEC 19770

PMBOK PRINCE 2 SOA

Service Design

Service Strategy

Service operation

CobiT
M_o_R
Qualifications

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CSI Running across all phases

Service Strategies Strategies, Policies, Standards

Feedback Lessons Learned for Improvement

Service Design Output Plans to create and modify services and service management processes

Feedback Lessons Learned for Improvement

Feedback Lessons Learned for Improvement Service Transition

Feedback Lessons Learned for Improvement

Output

Manage the transition of new or changed services or service management process into production

Feedback Lessons Learned for Improvement Service Operation

Output

Day-to-day operations of services and service management processes

Continual Service Improvement

Activities are embedded in the service lifecycle

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Introduction

Q&A
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ITIL V3 Foundation Course

Service Strategy
Conceptualizing value creation

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Service Strategy
Service Portfolio Management Demand Management Finance management

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Service Strategy
Aims to clarify the following questions:
What Services we should offer and to whom? How do we differentiate ourselves from others? How do we truly create value for customers? How do we capture value for stakeholders? How can we make strategic investments? How can Financial Management provide visibility and control? How should we define service quality?
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Goals & Objectives of SS

Goal is to help service providers to Operate and grow successfully in the long-term Provide the ability to think and act in a strategic manner Objectives: To provide direction for Growth Prioritizing investments and Defining outcomes against which the effectiveness of service management may be measured
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Business Value of Service Strategy

Sets clear direction for everyone for quicker decision

Helps service organisation 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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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)

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SS Activity - Prepare for execution

3. Develop strategic assets Service management as a closed-loop control system Service management as a strategic asset Prepare for execution Strategic assessment Setting objectives Exploring business potential Alignment with customer needs Aligning service assets with customer outcomes Defining critical success factors Critical success factors and competitive analysis Prioritizing investments Expansion and growth Differentiation in market spaces

4.

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Service Provider Types

Type I Internal service provider

Type II Shared services unit

Type III External service provider

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Service Portfolio Management

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Service Portfolio Management

1. 2. 3. 4. 5. Aims to clarify the following questions: Why should a customer buy these services? Why should they buy these services from us? What are the pricing or chargeback models? What are our strengths and weaknesses, priorities and risk? How should are resources and capabilities be allocated?

Lack of information is a source of risk for a Service Provider

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SPM Goal & Objectives

Goal
To assist the IT organization in managing investments in service management across the enterprise and maximizing them for value

Objectives
Define: inventory services, ensure business case & validate portfolio data Analyze: maximize portfolio value, align & prioritize and balance supply v/s demand Approve: finalize process portfolio, authorize services & recourses Charter: communicate decision, allocate recourses and charter services

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Service Portfolio
A Service Portfolio describes providers services in terms of business value They include the complete set of services managed by a Service Provider These portfolios are used to articulates business needs and the providers response to those needs

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Service Portfolio Management

Service Portfolio Management considers services in terms of the business value they provide The Service Portfolio details the complete set of services managed by a service Provider, and is used to manage the entire lifecycle of all services 3 Categories of services defined within the Portfolio Service Pipeline (proposed or in development) Service Catalogue (Live or available for deployment) Retired Services (Decommissioned services)
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Service Portfolio Management

Service Portfolio
Business Requirements Description Value Proposition Business Case Priorities Risks Offerings Cost Pricing
Service Pipeline Service Catalogue
Description Functional Specifications Options Availability Price Other details

Retired Services
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Service Portfolio Management

Service Portfolio Service Pipeline

Service Catalogue Retired services

Continual Service Improvement

Market spaces

Third-party catalogue
Service designs

Service concepts

Service transition

Service operation

Retired services

Customers

Resources engaged

Return on assets earned from Service operation

Resources released

Common pool of resources

Area of circle is proportional to resources currently engaged in the lifecycle phase (Service Portfolio and Financial Management)

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Service Composition

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Service Decomposition
Business Services

Business Processes

Decomposition

IT Services

Resources and Capabilities

Internet

Personnel 46

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 Risk Types Service Provider Contract Design Operational market
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Risk & Investment Decision

Venture
New Market

Transform the Business (TTB)

Growth
New services Existing market

Grow the Business (GTB)

Discretionary
Enhance existing services

Non-Discretionary
Maintain Existing services

Core
Maintain Business critical services

Run the Business (RTB)

Service Investments strategic

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Service Portfolio Management

Q&A
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Demand Management

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Demand Management
Aims to clarify the following questions:

1. Why Demand management is required? 2. Why does the Business need this capacity? 3. Does the benefit of providing required capacity recovers the cost? 4. Does this fit within the strategic Objectives ?

Demand management is actually used to Balance the Work Loads

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Demand Mgmt Goal & Objectives

Goal of demand management is to: Understand and influence Customer demand for Services & Provide capacity to meet these demands
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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Demand Management
Understanding and strategically responding to business demands for services by: Analysing patterns of activity and user profiles Provisioning capacity in line with strategic objectives Two ways to influence or manage demand: Physical/Technical constraints (e.g. restrict number of connections, users, running times) Financial constraints (e.g. using expensive charging for services near full capacity)
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Demand Mgmt Basic Concepts

Demand pattern

Pattern of business activity

Business Process Service belt

Service Process Capacity management plan

Delivery schedule

Incentives and penalties to influence consumption

Demand management

Visualize the customers (Patterns of) business activity & plans in terms of demands for supporting services.

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Benefits of analyzing PBA

Some of the benefits for analysing PBA are in the form of inputs to service management functions and processes such as the following: Service Design can then optimize designs to suit demand patterns Service Catalogue can map demand patterns to appropriate services Service Portfolio Management can approve investments in additional capacity, new services, or changes to services Service Operation can adjust allocation of resources and scheduling and identify opportunities to consolidate demand by grouping closely matching demand patterns Financial Management can approve suitable incentives to influence demand

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User Profile
User Profiles (UP) are based on roles and responsibilities within organizations for people, and functions and operations for processes and applications Business processes and applications are treated as users in many business contexts and may not be actively executed or controlled by staff or personnel

Each UP can be associated with one or more PBA, allowing aggregations and relations between diverse PBS connected by the interactions between their respective UPs
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Service Level Packages

A Service Package contains
Core Service Package
(The basic critical services)

Supporting Services Package

(Provides differentiation or more effective use of Core Services)

Service Level Packages

(Defines level of utility and warranty provided by Service Package)

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Service Level Packages

Defines level of utility and warranty provided by Service Package

Availability Levels Continuity

Capacity Levels Security Levels

Features of service Support of service

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Service Level Package

Customer Segment Z2 Customer Segment X Customer Segment Y

Customer Segment Z

OEM Segment

Service Level Package D Service Level Package A Service Level Package B Service Level Package C

Core Service Package

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Demand management

Q&A
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Finance Management

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Finance Management Objectives

Enhanced decision making

Increase Speed of change

Improve Service Portfolio Management Financial compliance and control Operational control Value capture and creation Increased visibility Increased perception of IT
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Activities of FM
1. 2. 3. 4. Service Valuation Service Provisioning models & analysis Funding model alternatives BIA Business Impact Analysis

Important Concepts : 1. Budgeting 2. Accounting 3. Reporting 4. Charging

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Business case structure

A. Introduction Presents the business objectives addressed by the service B. Methods and assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits C. Business impacts The financial and non-financial business case results D. Risks and contingencies The probability that alternative results will emerge. E. Recommendations Specific actions recommended.
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SS Roles
Director of Service Management

Contract Manager
Product Manager Process Owner Business Representative

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Service Strategy Key Roles

Product Manager Business Representative (Business Relationship Manager)

Lines of Service (LOS)

Service Catalogue

Sources of demand

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Service Strategy

Q&A
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ITIL V3 Foundation Course

Service Design

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Service Design
Service Design and SLM Service Catalogue Management Availability Management Information Security Management Supplier Management Capacity Management IT Service Continuity Management

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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 Business Value Reduced Total Cost of Ownership (TCO) Improved quality & consistency of service Better handling of new or changed services Improved service alignment with business Improved IT governance More effective SM and IT processes Improved information and decision-making
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Five major areas of Service Design

1. Service Portfolio Design 2. Identification of Business Requirements, definition of Service requirements and design of Services 3. Technology and architectural design 4. Process design 5. Measurement design
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Service Requirements
Business requirements Business requirements Business requirements Business requirements Pilot or warranty period Design and development Project (Project Team) Live operation

SAC

SAC

SAC

SAC

SAC

SAC

Document & agree business requirements (Strategy & Design)

Design service solution (Design)

Develop service solution (Design)

Build service solution (Transition)

Test service solution (Transition)

Strategy
SDP

Design Transition Transition & Operation involvement Operation

Improvement

SLR

SLR

SLR

SLR

SLR

SLA pilot

SLM

SLA Live

Build, Test, Release and Deployment Management Change Management:

RFC released Approved for Approved for A pp roved for development build design

Approved for test

Approved for warranty

Approved for live release

Review & closure

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Technology and architectural design

Business/Organization Architecture

Delivery, feedback & monitoring

Service Architecture Service Portfolio Supported by

Application Architecture

Influenced by

Information/Data Architecture

Using Environmental Architecture IT Infrastructure Architecture Management Architecture Product Architecture

Service Knowledge Management System

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Measurement design
If you cant measure it you cant manage it. 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.
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Different sourcing approaches

In sourcing Utilizing internal resources Outsourcing Utilizing resources external organisation. Co-sourcing Often a combination of in & out sourcing Partnership or multi-sourcing Strategic partnerships Business Process Outsourcing (BPO) Entire business process or function outsourced Application Service Provision (ASP) Applications on demand Knowledge Process Outsourcing (KPO) - Domain-based processes and business expertise

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Service Design Package

Document (s) defining all aspects of an IT Service and its

Requirements through each stage of its Lifecycle

A Service Design Package is produced for each new IT Service, major Change, or IT Service Retirement

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Service Level Management

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SLM Basic Concepts

SLA - Service Level Agreement Agreement between Service provider & Customer OLA - Operational Level Agreement

Agreement between Internal Service provider & IT Service Provider

UC - Underpinning Contract Agreement between External Service provider & IT Service Provider Supplier Service Catalogue (Written documents of IT services and options with Technical & Business details) SLR - Service Level Requirements (Detailed reporting of customer needs) SIP - Service Improvement Program
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SLA Types
Service Level Agreements

Customer Based
Separate SLA for each customer covering multiple services

Service Based
One SLA for all customers that use that service

Corporate Based (Multi level SLA)

Corporate (Customer1, Cutomer2)

Customer1 (Service1, Service2, Service3)

Customer2 (Service1, service4)
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SLA Elements
General Introduction Parties Signatories Signatures Service description Period Reporting and reviewing Content Frequency Incentives and penalties Roles and responsibilities of involved parties Support: Service hours Support Change procedures Escalation Delivery Availability Reliability Transaction response Times, Disaster Recovery Throughput Batch turnaround times Contingency and security Charging
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SLM - Goals
Goal of Service Level Management is to ensure that: an agreed level of IT service is provided for all current IT services future services are delivered to agreed achievable targets Proactive measures are taken to seek and implement improvements to the level of service delivered

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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

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SLM Process
Establish Function

Implement SLAs

Periodic review

Manage the ongoing process

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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

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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 thirdparty support contracts (underpinning contracts) & internal Operational Level Agreements (OLAs)

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Service Catalogue Management

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Service Catalogue Management

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
current details, status, interfaces and dependencies

of all services in scope

Scope:

All services that are being transitioned or have been transitioned to the live environment
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SCM Basic Concepts

Business Service Catalogue contains details of all the IT services from customers perspective relationships to the business units and business process that rely on the IT services
(This is the customers view of the Service Catalogue)

Technical Service Catalogue contains details of all the IT services from IT perspective relationships to the supporting services shared services, components and CIs necessary to support the provision of the service to the business
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Service Catalogue (Business & Technical)

Business Process 1

Business Process 2

Business Process 3

Business Service Catalogue

Service A

Service B

Service C

Service D

Service E

Technical Service Catalogue

Support Services

Hardware

Software

Applications

Data

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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

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Availability Management

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Availability Basic Concepts

Security
Security Management determines the requirements Availability Management : Implements the measures

Availability
Ability of CI or IT Service to perform required function

Reliability
Freedom from Operational failure

Resilience (Fault tolerance)

Ability to withstand failure

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Availability Basic Concepts

Maintainability (This is internal)
Ability of CI to be retained in or restored in an operational state

Serviceability (This is external)

Contracts made with third party suppliers w.r.t. Availability, Reliability and maintainability of IT service and controls

Vital Business Function

Business critical elements of the business process supported by an IT Service

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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
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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

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AM Objectives
Produce and maintain Availability Plan reflecting current and future needs Provide advice and guidance on all availability-related issues Ensure availability achievements meet agreed targets Assist with the diagnosis and resolution of availability related incidents and problems Assess impact of changes on Availability Plan Ensure proactive and cost-effective measures to improve the availability

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Up Time Down Time

MTBF : Mean Time Between Failures Average time between the recovery from one incident and the occurrence of next incident (UPTIME) MTRS : Mean Time to Restore services Average time taken to restore a CI or IT Service after a failure (DOWNTIME) MTBSI : Mean Time Between System Incidents Average Time between the occurrence of two consecutive incidents. (MTRS + MTBF)

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Uptime - Downtime
Incident start Uptime Incident start Uptime (availability) Incident start

Uptime

Service available
Downtime (time to restore)(MTRS) Availability Service unavailable

Service available
Downtime Service unavailable

Service available

Availability

Diagnose Detect Repair

Recover Restore

Time between system incidents Time

Time between failures (MTBF)

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AM Activities
Ensuring that all existing services deliver the levels of availability agreed with the business in SLAs Ensuring that all new services are designed to deliver the levels of availability required by the business Assisting with the investigation and diagnosis of all availability related incidents and problems Participating in the IT infrastructure design

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Information Security Management

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Information Security Mgmt - Goal & 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

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ISM Objective
Objective

To protect the interests of those relying on information, systems and communications w.r.t Physical, Technical, Procedural and Organizational

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ISM Concepts
Confidentiality Protecting information against unauthorized access and use Integrity Accuracy, completeness and timeliness of information Availability Information should be accessible for authorized users at agreed time. Security incident Any incident that may interfere with achieving the SLA security requirements
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Info Security - Basic Concepts

Security Policy External Influences Business Drivers

Risk Analysis

Planning

Operational Measures
Evaluation & Audit

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ISM Roles , Responsibilities, skills

Security Manager Responsibilities
Manage entire security Process Consult with Senior Management

Skills
Strategic, tactical and High Communication skills

Security Officer Responsibilities

Operational security Advise staff on policy and measures

Skills
Analytical
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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 Management

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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

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Supplier & Contracts Database

Supplier strategy & policy

Evaluation of new suppliers & contracts

Supplier categorisation & maintenance of the SCD

Establish new suppliers & contracts

Supplier & contract management & performance Supplier & Contract Database Supplier reports and information SCD

Contract renewal and/or termination

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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)
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Capacity Management

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Capacity Management - Goal and Scope

Goal - To ensure that Cost-justifiable IT capacity is matched to the current and future agreed needs of the business In a timely manner Scope : IT Services IT Components Resources

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CapM Basic Concepts

Balancing costs against resources needed Balancing supply against demand Modelling Demand Management Application Sizing

Capacity Management Types

1. 2. 3. Business Capacity Management Service Capacity Management Component Capacity Management

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CapM Responsibilities
Ensuring adequate IT capacity to meet required levels of service Identifying capacity requirements of business Understanding the current usage profile and the maximum capacity Sizing all proposed new services and systems, to ascertain capacity requirements
(Above points apply to IT Services as well as IT Components)

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IT Service Continuity Management

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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) 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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IT Service Continuity Mgmt 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

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ITSCM Responsibilities
Performing Business Impact Analyses for all existing and new services Performing risk assessment and risk management to avert disasters where practical Implementing and maintaining the ITSCM process Ensuring ITSCM plans, risks and activities are capable of meeting the agreed targets under all circumstances Representing the IT services function within the Business Continuity Management process

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ITSCM Recovery Options

Recovery options for rapid recovery of IT Systems and Network Services: Do nothing Return to manual (paper based) system Fortress Approach Reciprocal arrangements Gradual recovery (Cold site) Intermediate recovery (Warm site) Immediate recovery (Hot site) Combination of options
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Service Design

Q&A
120

ITIL V3 Foundation Course

Service Transition

121

Service Transition
Change Management

Release and Deployment Management

Service Asset and Configuration management Knowledge Management

122

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 the known errors and minimize the risks from transitioning the new or changed services into production Reduce variations in the predicted and actual performance of the transitioned services

123

Service Transition
Objective Plan and manage the resources Ensure there is minimal unpredicted impact Increase the customer, user and Service Management staff satisfaction Increase proper use of the services and underlying applications and technology solutions Business Value The ability to adapt quickly to new requirements and market developments Transition management of mergers, de-mergers, acquisitions and transfer of services The success rate of changes and releases for the business

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Change 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

126

Change Management - Purpose & Goals

Purpose: Standardized methods and procedures are used for efficient and prompt handling of all changes All changes to CI are recorded in the Configuration Management System

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
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ChM Objectives
To ensure that changes are recorded and then evaluated,

authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner

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Scope of Change Management

Business Service Provider Manage IT services Supplier Manage the suppliers business

Strategic change

Manage the business

Tactical change

Manage the business processes Service change

Service portfolio

Manage external services

Operational change

Manage the business operations

Service Operation

External operations

129

Change types

Normal Change Run-of-the-mill change

Standard Change Pre-approved changes
(for routine tasks)

Emergency Change Which must be introduced ASAP

130

ChM Process for Normal Change

Create RFC Change proposal (optional) Record the RFC Initiator requested Review RFC Change Management Update change and configuration information in CMS

Ready for evaluation

Assess and evaluate change Ready for decision Authorize Change proposal Change authority Authorize Change authorized Plan updates Change scheduled Management Co-ordinate change implementation* Change Management Evaluation report implemented

Work orders

Work orders

Review and close change record

closed *I t

131

Impact Assessment of RFC 7 Rs

Who RAISED the change? What is the REASON for the change? What is the RETURN required from the change? What are the RISKS involved in the change? What RESOURCES are required to deliver the change? Who is RESPONSIBLE for the build, test and implementation of the change? What is the RELATIONSHIP between this change and other changes?

132

Change Authorization Model

C ommunication decisions and a c tions C ommunications , escal ation for RFC s, risk s, issues Change authority
Examples of configuration level impacted

L evel 1

Business executi ve boa rd

H igh cost/ risk change requi res decision f rom executi ves Change impa c ts multiple se rvi ces or o rganiz ational divisions

L evel 2

IT management board

L evel 3

C AB or
Emergency

CAB

Change which impa c ts only local or se r vi c e g roup

L evel 4

Local authorizations

S tanda rd change

133

ChM KPIs
The top five risk indicators of poor ChM are:

1.
2. 3. 4. 5.

Unauthorized changes (above zero is unacceptable)

Unplanned outages A low change success rate A high number of emergency changes Delayed project implementations.

134

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

135

Release and Deployment Management

136

Release & Deployment Mgmt - Goal

Release and Deployment Management aims to build, test and deliver the capability to provide the services specified by Service Design The goal of Release and Deployment Management is to deploy releases into production and establish effective use of the service in order to deliver value to the customer and be able to handover to service operations

137

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

138

Release Unit
Components of an IT Service that are normally Released together For example one Release Unit could be a Desktop PC, including Hardware, Software, Licenses, Documentation etc.

139

RDM Common Approaches

Big bang vs phased Push and pull

Automation vs manual
Designing release and release packages

140

Service Asset & Configuration Management

141

Service Asset & Configuration Mgmt Goal

The goals of Configuration Management are to:

Support the business and customers control objectives and requirements

Support 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

142

SACM Objectives & Scope

Objective:- 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

Scope : Asset Management covers service assets across the whole service lifecycle It provides a complete inventory of assets and who is responsible for their control
143

Configuration Item (CI)

CI: Any Component that needs to be managed in order to

deliver an IT Service.
Information about each CI is recorded in a Configuration

Record within the Configuration Management System and is maintained throughout its Lifecycle by Configuration Management.

144

Configuration Management System (CMS)

A set of tools and databases that are used to manage an IT Service Provider's Configuration data. The CMS also includes information about Incidents, Problems, Known Errors, Changes and Releases; and may contain data about employees, Suppliers, locations, Business Units, Customers and Users The CMS includes tools for collecting, storing, managing, updating, and presenting data about all Configuration Items and their Relationships The CMS is maintained by Configuration Management and is used by all IT Service Management Processes
145

SACM Logical Configuration Model

Customer Service level package Service portfolio

Contract

Banking core service

Serviced by

E-banking support service

Supported by

Application

Hosted

Application hosting service

Uses

Technical infrastructure service

Availability

User experience

Business logic

Messaging

Data services

Web services

Network topology

Authentication

Network service

146

DML Definitive Media Library & Definitive spares

DML and CMDB

DML

Physical CIs

Information about the CIs

Electronic CIs Release Record

CMDB

Build new Release

Test new Release Implement new Release

Distribute new Release to live locations

147

CMS Configuration Mgmt System

W
Presentation Layer Portal
Change and Release View Schedules/plans Change Request Status Change Advisory Board agenda and minutes Asset Management View Financial Asset Asset Status Reports Asset Statements and Bills Licence Management Asset Performance

Search, Browse, Collaborate

Configuration Technical Quality Management Lifecycle View Configuration View Project View Asset and configurations Service Configuration Service, Strategy, Applications Management Design, Application Policies, Processes, Transition, Environment Procedures, forms, Operations Test templates, configuration Environment checklists baselines and Infrastructure changes Store, Retrieve, Update, Publish, Subscribe,

Service Desk View User assets User configuration, Changes, Releases, Asset and Configuration item and related incidents, problems, workarounds changes

Knowledge Processing Layer

Query and Analysis

Reporting

Performance Management Forecasting, Planning, Budgeting

Modelling

Monitoring Scorecards, Dashboards Alerting

Customer/ User Service Application Infrastructure mapping Information Integration Layer

Service Portfolio

Service Package

Integrated Asset and Configuration Information

Service Change

Service Release

I
Data and Information Sources and Tools

Common Process Data and Information

Schema Mapping

Meta Data Management

Data Reconciliatio n

Data Synchronization

Extract, Transform, Load

Mining

Data Integration
Project Document Filestore Definitive Media Library Definitive Document Library Definitive Media Library1 Project Software Definitive Media Library2 CMDBs Discovery, Asset Management and audit tools Software Configuration Management Platform Configuration Tools e.g. Storage Database Middleware Network Mainframe Distributed Desktop

Enterprise Applications
Access Management Human Resources Supply Chain Management Customer Relationship Management

CMDB1

Structured

CMDB2

CMDB3

148

ChM & SACM Roles

Service asset manager Configuration manager Configuration analyst Configuration administrator/librarian CMS/tools administrator Change manager CAB ECAB or CAB / EC

149

Knowledge Management

150

Service Knowledge Mgmt 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

151

Service Knowledge Management System

Service Knowledge Management System

Decisions

Configuration Management System

CMDB, KEDB, IDB, PDB, AMIS, CMIS, SCD etc

152

DIKW Explanations
Knowledge management is typically displayed within the Data InformationKnowledgeWisdom 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
153

Service V model - Example

Level 1
Define Customer/ Business Requirements

Service Review Criteria/Plan

Validate Service Packages, Offerings and contracts

1a
Level 2
Define Service Requirements Service Acceptance Criteria/Plan Service Acceptance Test

1b

2a Level 3
Design Service Solution Service Operational Criteria/Plan

2b
Service Operational Readiness Test

3a Level 4

3b
Service Release Test Criteria and Plan Service Release Package Test

Level 5

left-hand side represents the specification of the service requirements

Design Service Release

4a
Develop Service Solution

4b
Component and Assembly Test

5a
Service Component Build and Test
Internal and external suppliers

5b
Deliveries from internal and external suppliers

Levels of configuration and testing

BL

Baseline point

154

ELS Early Life Support

Start

Operate Service

Incident and Problem Management

Collect service performance data

Change and Configuration Management

Plan and manage improvements/risk mitigation/change

Report service performance achieved

Service Level Management

Compare progress against ELS plan

SKMS/CMS

Verify service stability

Exit criteria met?

Yes

No
Identify quick wins/ improvements/risk mitigation/changes

End

155

Service Transition

Q&A
156

ITIL V3 Foundation Course

Service Operation

157

Service Operation
ITIL Functions Event Management Incident Management Request Fulfillment Problem Management Access Management

158

What are functions ?

A function is a logical concept

that refers to the people and automated measures

that execute a defined process

an activity
or a combination of processes or activities

In larger organizations a function may be broken up and performed by several departments, teams and groups, or it may be embodied within a single organizational unit
159

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
160

ITOMF Organisational Overlap

Service Desk Technical Management

Application Management

Mainframe

IT Operations Control Console Management Job Scheduling

Financial Apps

Server

Backup and Restore Print and Output

HR Apps

Network

Facilities Management Data Centres Recovery Sites

Business Apps

Storage

Consolidation Contracts

Database

Directory Services

Desktop

Middleware

161

TMF Objectives
The objectives of Technical Management are to :

Plan Well designed and highly resilient, cost-effective technical topology Implement and maintain a stable technical infrastructure By use of adequate technical skills to maintain the technical infrastructure in optimum condition
Support the organizations business processes Through swift use of technical skills to speedily diagnose and resolve any technical failures
162

AMF Objectives
The objectives are to

Support the organizations business processes

Identify functional and manageability requirements for application software

Assist in the design and deployment of applications

Assist the ongoing support and improvement of applications

163

AMF Organisational Overlap

Requirements

Optimize IT Service Management Strategy, Design, Transition and Improvement

Design

Operate

Build and Test

Deploy

Application Development

Application Management 164

ITOMF Objectives

Responsible for the daily operational activities needed to manage the IT Infrastructure Done according to the Performance Standards defined during Service Design

Please note: In some organizations this is a single, centralized department, while in others some activities and staff are centralized
165

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)

166

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
167

Local Service Desk

For Local business needs and onsite support
Desktop support Network support
First line support Local User Local User Local User

Application support
Systems and operations support

Service Desk

Third party support

Third Party Support

Network & Operation Support

Application Support

Desktop Support

168

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

169

Virtual Service Desk

Virtual service desk can be accessed from anywhere in the world If the organization is MNC it gives same benefits of centralized service desk
Sydney Service Desk Amsterdam Service Desk Paris Service Desk London Service Desk

Wan Modem

Virtual Service Desk

Modem

Internet

Maintains central database accessible from all locations

Telephone

Service Mgmt Database (S) Toranto Service Desk Lan

The only difficulty is the person required at Virtual SD needs to be specialist

La n

New York Service Desk User Site 1 User Site a Fax

Local Users

Local Users Remote Users

Third Party Supplier Service Desk

170

Follow The Sun Model

Follow The Sun Model

171

SDF Staffing
Technically Unskilled

Technically Skilled
Technically Experts Super User

172

SDF Metrics
Customer / User satisfaction (CSAT / USAT) Average handling time (AHT) Timely escalations and resolutions First call resolution (FCR) Time within which calls are answered. Call escalations as specified in SLA Restoration of service within acceptable time and in accordance with the SLA Timely information to users about current and future changes and errors.

Conduct customer surveys to determine Is the telephone answered courteously? Are users given good advice to prevent incidents?
173

Service Operations
Goals & Objective Coordinate and carry out the IT operational activities Work on processes required to deliver and manage services at agreed levels Manage the technology that is used to deliver and support services Business Value Balance between cost vs quality Clearer and improved communication IT operational health management
174

Communications in SO
Routine operational communication Communication between shifts Performance reporting Communication in projects Communication related to changes Communication related to exceptions Communication related to emergencies Training on new or customized processes and service design Communication of strategy and design to Service Operation teams.
175

Event Management

176

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
177

Event Management Scope & Goals

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.
178

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

179

Incident Management

180

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.
For example:- Failure of one disk from a mirror set.

181

IM - Scope, Goals & Objectives

Objective: Restore normal service operation as quickly as possible and

minimize the adverse impact on business operations.

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, by technical staff, or

automatically detected and reported by event monitoring tools.

182

IM Basic Concepts
Normal service operation is defined here as service operation within SLA limits. 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

183

IM Important Concepts
Timescales Must be agreed for all incident-handling (IH) stages Incident Model A set of pre-defined steps to be followed when dealing with a known type of Incident Major incident Procedure to be kept separate

184

Impact, Urgency and Priority Impact

High Medium high -2 < 8 hours medium -3 < 24 hours Low medium -3 < 24 hours low -4 < 48 hours

Urgency

High

critical -1 < 1 hour high -2 < 8 hours

Medium

Low

medium -3 < 24 hours

low -4 < 48 hours

Planning/ planned

Priority = Impact X Urgency

185

Incident Management - Process

From Event Mgmt From Web Interface User Phone call

Email Technical Staff

Incident Identification

Service Request N Incident Prioritization Y

To Request Fulfillment

Incident logging

Incident Categorization

Major Incident N

Major Incident Procedure

Initial Diagnosis
Functional Escalation Needed ? N Investigation & Diagnosis Y

Hierarchical Escalation Needed ? Y Management Escalation

Functional Escalation to next level

Resolution & Recovery

Incident Closure 186

IM Challenges
The ability to detect incidents as early as possible Convincing all users that all incidents must be logged

Availability of information about problems and Known Errors

Integration into the CMS Integration into the SLM process
187

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.

188

Request Fulfillment

189

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

190

RF Basic Concepts
Service Requests will usually be satisfied by implementing a

Standard Change
The ownership of Service Requests resides with the Service Desk, which monitors, escalates, dispatches and often fulfils the user request. Pre-defined Request Models which typically include some form of pre-approval by Change Management

191

Request Fulfillment - Scope & Goals

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)

192

Problem Management

193

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

194

PM Basic Concepts
Some incidents may recur because of dormant or underlying problems Creating a Known Error Record in the Known Error Database to ensure quicker diagnosis Creation of a Problem Model for handling such problems in the future may be helpful

195

Problem Management - Scope & Goals

Goal & Objective To prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that cannot be prevented Scope: Four Ps of service management

196

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

197

Known Error and KEDB

A Problem that has a documented Root Cause and a Workaround Known Errors are created and managed throughout their Lifecycle by Problem Management Known Errors may also be identified by Development or Suppliers Known Error Data Base (KEDB) A database containing all Known Error Records The Known Error Database is part of the Service Knowledge Management System

198

Problem Management process flow

Service Desk Event Management Incident Management Proactive Problem Management Supplier or Contractor

Problem Detection Problem Logging

Categorization

Prioritization

Investigation & Diagnosis

CMS

Workaround?

Create Known Error Record Ye s

Known Error Database

Change Management

Change Needed?

No

Resolution

Closure

Major Problem?

Major Problem Review

End

199

Access Management

200

Access Mgmt Basic Concepts

Access : level and extent of a services functionality or data that a user is entitled to use Identity : distinguishing information about an individual which verifies their rank or status on the org-chart
(Every user MUST have a unique identity)

Rights or privileges: set of services a user is permitted to use

(actual settings permitting access to a service or service group)

Services or service groups: Services clubbed together into a group to facilitate access management according to functional relevance Directory Services: a tool or technology used to manage access and privileges

201

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

202

Balances in Service Operation

Internal versus external focus (IT Services versus Technology components) Stability versus Responsiveness Quality of Service versus Cost of Service Reactive versus Proactive

203

Cost versus Quality

Cost of service

Service

Range of optimal balance between Cost and Quality

Quality of Service (Performance, Availability, Recovery)

204

Service Operations

Q&A
205

ITIL V3 Foundation Course

Continual Service Improvement

206

Continual Service Improvement

P D C A for value enhancement

207

Goal & Objectives of CSI

Purpose : To continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services

Objectives: Review, analyze and make recommendations: On improvement opportunities Service levels Improve effectiveness and efficiency in delivering services by ensuring applicable quality practices are used
208

PDCA Model

Business requirements Request for new service

Continual Service Improvement

Business results Customer satisfaction More effective and efficient processes

Management responsibilities
PLAN CSI ACT Modify CSI CHECK Monitor, measure and review CSI DO Implement CSI

Service and process measurements External requirements

New changed services

Security requirements

Improved employee morale

209

CSI Model
What is the vision? Business vision, mission, goals and objectives

Where are we now?

Baseline assessments

How do we keep the momentum going?

Where do we want to be?

Measurable targets

How do we get there?

Service & process improvement

Did we get there?

Measurements & metrics

210

Why Measure ? Purpose of reports

Measurement Business value

To Validate
Your Measurement Framework

To Direct

To Justify

To Intervene

211

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
212

Types of metrics
Technology metrics

Component & application performance , availability etc

Process metrics CSFs, 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.

213

The 7-Step Improvement Process

Identify Vision Strategy Tactical Goals Operational Goals 1. Define what you should measure

7. Implement corrective action Goals 6. Present and use the information, assessment summary, action plans, etc.

2. Define what you can measure

3. Gather the data Who? How? When? Integrity of data?

5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective action?

4. Process the data Frequency? Format? System? Accuracy?

214

Generic Requirement
Self Help capability Workflow or Process Engine Integrated CMS Discovery/Deployment /Licensing Technology Remote Control Diagnostic Utilities Reporting Dashboards Integration with Business Service Management

215

Best Luck for the exam!!!

216

Thank You !!!

217