ITIL - Foundations - Certification - Course Final Final

ITIL V.
3
ITIL Foundations
Certification Course
Moustafa Abdul Wahab

ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of
Government Commerce, and is Registered in the U.S. Patent and Trademark Office.
IT Infrastructure Library is a Registered Trade Mark of the Central Computer and
Telecommunications Agency which is now part of the Office of Government Commerce.
ITIL Foundations Certification Course
Introduction
ITIL History
What is ITIL?
ITSM - IT Service Management
ITIL Certifications
ITIL Goals & benefits of applying IT Service
Management
ITIL Common Terminology
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ITIL History
In the late 1980s, (1989) the British govt. asked the Central Computer and
Telecommunications Agency (CCTA) & OGC (Office of Govt. Commerce) to
structure the IT organizations of the British government agencies.
This resulted in the IT Infrastructure Library, a library of books
describing best practices in IT management, and a detailed approach
for the implementation of these best practices.
The aims of the CCTA in developing the IT Infrastructure Library were:
to facilitate the quality management of IT services.
increase the efficiency with which the corporate objectives are met.
to improve efficiency, increase effectiveness, and reduce risks.
to provide codes of practice in support of total quality.
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What is ITIL?
ITIL is a compilation of best practices in IT Service Management, developed
by the OGC (Office of Govt. Commerce) and supported by publications,
qualifications and an international user group.
ITIL defines the organizational structure and skill requirements of an
information technology organization and a set of standard operational
management procedures to allow the organization to manage an IT
operation and associated IT infrastructure.
ITIL does not set in stone every action you should do on a day-to-day basis
as that is something which differs from organization to organization. Instead,
it allows the IT Infrastructure Library to be utilized within organizations with
existing methods and activities in Service Management.
IT Service Management (ITSM) is concerned with delivering and supporting
IT services that are appropriate to the business requirements of the
organization.
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What is ITIL?
ITIL is owned by the UK Governments Office of Government
Commerce (OGC)
ITIL is a Public Domain
At 1996 Launched in North America
ITSM IT Service Management

The term IT Service Management (ITSM) is used in many ways by different
management levels and organizations looking for governance and increased
maturity of their IT organization.
Standard elements for most definitions of ITSM include:
Description of the processes required to deliver and support IT Services
for customers.
The purpose is to deliver and support the technology or products
needed by the business to meet key organizational objectives or goals.
Definition of roles and responsibilities for the people involved including IT
staff, customers and other stakeholders involved.
The management of external suppliers (partners) involved in the delivery
and support of the technology and products being delivered and supported
by IT.
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The combination of the previous elements (processes, technology
or products, people and external suppliers or partners) provide
the capabilities required for an IT organization to deliver and support
quality IT Services that meet specific business needs and
requirements.
The official ITIL definition of IT Service Management describing

ITSM as A set of specialized organizational capabilities for
providing value to customers in the form of services.

There are four perspectives (4Ps) or attributes to explain the concept of
ITSM.
Partners/Suppliers Perspective: Takes into account the importance of Partner
and External Supplier relationships and how they contribute to Service Delivery.
People Perspective: Concerned with the soft side IT staff, customers and
other stakeholders for example:
do staff have the correct skills and knowledge to perform their roles?
Products/Technology Perspective: Takes into account IT services, hardware &
software, budgets, tools.
Process Perspective: Relates the end-to-end delivery of service based on
process flows.
Quality IT Service Management ensures that all of these four perspectives are taken
into account as part of the continual improvement of the IT organization.
ITIL Goals & benefits of applying IT Service Management

Facilitate Quality Management of IT Services
Improve Efficiency
Increase Effectiveness
Reduce Risk
Cost justifiable service quality
Services that meet business, customer and user demands
Everyone knows their role and knows their responsibilities in service provision
Learning from previous experience
Demonstrable performance indicators.
Codes of Practice Supporting Total Quality
ISO9001 Compliant
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Stakeholders who can benefit from improved ITSM

Senior management.
Business unit managers.
Customers.
End users.
IT staff.
Suppliers.
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Business and IT Relationship

An organization can be divided into a number of supporting layers that work
together to meeting a number of organizational goals. These layers are
communicated by the following:
1. Organization: What are the key goals for the organization?
2. CORE Business Processes: These business processes enable the objectives to
be met.
3. IT Service Organization: What IT Services are required to enable the effective
and efficient execution of the business processes?
4. IT Service Management: The focus here is on the ITIL processes required for
quality delivery and support of the IT Services.
5. IT Technical Activities: The actual technical activities required as part of the
execution of the ITIL processes above. These are technology specific .
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Example to illustrate business and IT Relationship

Our Business: A fashion store
What are some of our organizations objectives or strategic goals?
We want to make a lot of money $$$!
We want to have a good image and reputation
What Business Processes aide in achieving those objectives?
Retail, marketing, buying, procurement, HR etc.
What IT Services are these business processes dependent on?
Web site, email, automatic procurement system for buying products, Point of Sale Services
We have ITSM in order to make sure the IT Services are:
What we need (Service Level Management, Capacity Management, etc.)
Available when we need it (Availability Management, Incident Management etc.)
Provisioned cost-effectively (Financial Management, Service Level Management)
If we dont manage the IT Services appropriately we cannot rely on these services to be
available when we need. If this occurs we cannot adequately support our business processes
effectively and efficiently. And therefore we cannot meet or support our overall organizations
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objectives!!!
What is ITIL? (again)

Five volumes make up the IT Infrastructure Library (Version 3):
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
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ITIL v3 Service Lifecycle
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Q
Which of the following is a benefit of using ITIL?
A. That it is finally possible to charge for IT services

B. That the organization around the IT services can be set up faster
C. That the quality and the costs of the IT services can be controlled
more efficiently
D. That the users can influence the IT organization providing the IT
services
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Function
Functions: A team or group of people and the tools they use to carry
out one or more Processes or Activities.
Functions provide units of organization responsible for specific
outcomes.
ITIL Functions covered include:
Service Desk
Technical Management
Application Management
IT Operations Management
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Process Owner:
The person responsible for ensuring that the process is fit for the desired purpose and
is accountable for the outputs of that process.
Example: The owner for the Availability Management Process
Service Owner:
The person who is responsible for the delivery of a specific IT Service. They are
responsible for continual improvement and management of change affecting Services
under their care.
Example: The owner of the Payroll Service
Process Manager:
The person responsible for the operational management of a process. There may be
several Managers for one process. They report to the Process Owner.
Example: Finance Manager
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Internal Service Providers:
An internal service provider that is embedded within a business unit e.g. one IT
organization within each of the business units. The key factor is that the IT Services
provide a source of competitive advantage in the market space the business exists in.
Shared Service Providers:
An internal service provider that provides shared IT service to more than one business
unit e.g. one IT organization to service all branches in a big organization. IT Services
typically dont provide a source of competitive advantage, but instead support effective
and efficient business processes.
External Service Providers:
Service provider that provides IT services to external customers i.e. outsourcing
Business Case: A decision support and planning tool that projects the likely
consequences of a business action. It provides justification for a significant item of
expenditure. Includes information about costs, benefits, options, issues, risks and
possible problems.
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IT Service Management:
A set of specialized organizational capabilities for providing value to customers in the
form of services.
Capabilities:
The ability of an organization, person, process, application, or IT service to carry out
an activity. Capabilities can be described as:
The functions and processes utilized to manage services.
Intangible assets of an organization that cannot be purchased, but must be
developed and matured over time.
The ITSM set of organizational capabilities aims to enable the effective and efficient
delivery of services to customers.
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Resources:
A term that includes IT Infrastructure, people, money or anything else
that might help to deliver an IT service. Resources are also considered to be
tangible assets of an organization.
Process:
A set of coordinated activities combining and implementing resources and
capabilities in order to produce an outcome and provide value to customers or
stakeholders.
Service: A means of delivering value to Customers by facilitating outcomes
customers want to achieve without the ownership of specific costs or risks
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ITIL Certificate
ISEB (Information Systems Examination Board) /EXIN (examination board)
IT Service Management Foundation (ITIL) Certificate
Multiple choice examination (2 hour)
65% required to pass (26 from 40)
The board currently functions under the support of the British
Computer Society (BCS).
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What are Services?

The official definition of a Service is:
a means of delivering value to Customers by facilitating outcomes
customers want to achieve without the ownership of specific costs or
risks.
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What are Services?

If we as IT staff focus on the applications or hardware elements being
provided and forget or ignore the importance of the surrounding elements
that make up the end-to-end service, the customer experience and
submitted quality and value will be negatively impacted.
But if we take a Service oriented perspective, we also ensure that:
Communication with customers and end users is effectively maintained.
Appropriate resolution times are maintained for end user and customer
enquiries.
Transparency and visibility of the IT organization and where money is
being spent is maintained.
The IT organization works proactively to identify potential problems that
should be solved or improvement actions that could be made.
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Defining Processes
Processes can be defined as a structured set of coordinated activities designed to

produce an outcome and provide value to customers or stakeholders.
A process takes one or more inputs and through the activities performed turns them
into defined outputs.
Principles about processes:
All processes should be measurable and performance driven (not just time, but
measuring overall efficiency including cost, effort and other resources used).
Processes are strategic assets when they create competitive advantage and market
differentiation.
Processes may define roles, responsibilities, tools, management controls, policies,
standards, guidelines, activities and work instructions.
A process owner is the person responsible for ensuring that the process is fit for the desired
purpose and is responsible for the outputs of that process.
A process manager is the person responsible for the operational management of a process.
There may be several Managers for the one process or the same person may be both the
process owner and process manager (in small organizations).
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Process
Elements
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Design of processes Guidelines

When defining and designing processes, it is important to consider both the
physical and behavioral aspects that exist.
This may be addressed by ensuring the all required stakeholders (e.g. staff
members, customers and users etc.) are appropriately involved in the design
of processes so that:
They can communicate their own ideas, concerns and opinions that might
influence the way in which processes are designed, implemented and
improved.
Also behaviors that may affect the process design and implementation.
Stakeholder groups are provided adequate training and education regarding
how to perform their role within the process.
Stakeholders generally feel to be empowered in the change being
developed, and therefore are more likely to respond positively rather than
actively or passively resisting the organizational changes occurring.
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Defining Functions
Functions refer to the logical grouping of roles and automated
measures that execute a defined process, an activity or combination
of both.
The functions within Service Operation are needed to manage the
steady state operation IT environment.
Just like in sports where each player will have a specific role to play in
the overall team strategy, IT Functions define the different roles and
responsibilities required for the overall design, delivery and
management IT Services.
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The ITIL
Functions from
Service
Operation
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Connecting Processes and Functions

It is often said that processes are perfect... until people get involved.
This saying comes from failure when executing processes due to
misunderstandings of the people involved and a lack of clarity of the roles and
responsibilities.
A useful tool to assist the definition of the roles and responsibilities when designing
processes is the RACI Model. RACI stands for:
R Responsibility (actually does the work for that activity but reports to the
function or position that has an A against it).
A Accountability (is made accountable for ensuring that the action takes place,
even if they might not do it themselves). This role implies ownership.
C Consult (advice/ guidance / information can be gained from this function or
position prior to the action taking place).
I Inform (the function or position that is told about the event after it has
happened).
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RACI Model
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The Service Lifecycle
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The Service Lifecycle

Lifecycle: The natural process of stages that an organism or
inanimate object goes through as it matures.
For example, human stages are birth, infant, toddler, child, pre-teen,
teenager, young adult, adult, elderly adult and death.
The concept of the Service Lifecycle is fundamental to ITIL Version 3.
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ITIL V.3 Five Stages (books)

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How does the Service Lifecycle work?

Although there are 5 phases throughout the Lifecycle, they are not
separate.
Also phases not necessarily carried out in a particular order.
At Service Lifecycle approach each phase will affect the other,
creating a continuous cycle.
Continuous Service Improvement (CSI) phase is incorporated
throughout all of the other phases.
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Service Strategy Phase: Determine the needs, priorities, demands and relative
importance for desired services. Identifies the value being created through services
and the predicted financial resources required to design, deliver and support them.
Service Design Phase: Designs the infrastructure, processes and support
mechanisms needed to meet the Availability requirements of the customer.
Service Transition Phase: Validates that the Service meets the functional and
technical fitness criteria to justify release to the customer.
Service Operation Phase: Monitors the ongoing Availability being provided. During
this phase we also manage and resolve incidents that affect Service Availability.
Continual Service Improvement Phase: Coordinates the collection of data,
information and knowledge regarding the quality and performance of services
supplied and Service Management activities performed.
Service Improvement Plans developed and coordinated to improve any aspect
involved in the management of IT services.
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ITIL V3 Foundations consists of five

Cores/Books/volumes
1. ITIL Service Strategy
2. ITIL Service Design
3. ITIL Service Transition
4. ITIL Service Operation
5. ITIL Continual Service Improvement
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Service Strategy
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Service Strategy
The Service Strategy phase is concerned with the development of
capabilities for Service Management.
The guidance provided by the volume can be summarized as:
Understanding the principles of Service Strategy.
Developing Service Strategy within Service Management.
Strategy and Service Economics.
How strategy affects the Service Lifecycle.
Strategy and organizational culture and design.
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Objectives of Service Strategy

The primary objectives of Service Strategy are to:
Design, develop and implement service management as a strategic
asset and assisting growth of the organization.
Develop the IT organizations capability to manage the costs and
risks associated with their service portfolios.
portfolios
Define the strategic objectives of the IT organization.
Achieving these objectives will ensure that the IT organization has a
clear understanding of how it can better support business growth.
Think about WHY something has to be done, before thinking HOW.
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Creating Service Value

It is essential to clearly establish value before you can attach a price
to the services offered.
This ensures a few key things:
It avoids a price comparison.
It enables the Service Provider to distinguish their capabilities and
differentiation from their competitors.
It clearly communicates to the customer what they can expect to
receive as part of the delivery service.
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Creating Service Value
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Q
Which of the following is one of the primary objectives of Service
Strategy?
A- To design and build processes that will meet business needs
B- To provide detailed specifications for the design of IT services
C- To transform Service Management into a strategic asset
D- To underscore the importance of services in the global economy
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Service Packages and Service Level Packages

Internet Service Providers (ISPs):
As customers, we have a wide range of choice when looking for an ISP to provide
broadband internet.
So as a result ISPs do need to work hard to attract customers by communicating
the value that they provide through their offerings.
They also need to offer a wide range of choice for customers, who have varying
requirements and needs for their broadband internet service.
A Service Package provides a detailed description of package of bundled services
available to be delivered to Customers.
The contents of a Service Package includes:
The core services provided
Any supporting services provided
The Service Level Package
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Service Packages and Service Level Packages

A Service Package provides a detailed description of package of bundled services
available to be delivered to Customers.
The contents of a Service Package includes:
The core services provided
Any supporting services provided
The Service Level Package
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Service Package Example

Service Level Packages are effective in developing service packages
with levels of utility and warranty appropriate to the customers needs
and in a cost-effective way.
Availability & Capacity Levels
Continuity Measures
Security Levels
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Detailed Service Package Example (ISP)
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Line of Service
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Service Strategy Processes

The processes included in the Service Strategy lifecycle phase are:
Service Portfolio Management
Financial Management
Demand Management
These three processes work together to enable an IT organization to
maximize the value of services being provided to customers and to
provide the quality information required to make investment decisions
regarding IT.
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Goals and Objectives:
The primary goal of Service Portfolio Management is to :
provide strategic direction and management of investments into IT
Service Management so that an optimum portfolio of services is
continually maintained.
Other objectives include:
To provide an improved ability for supporting and enhancing
business processes and business services.
To identify and define the business value provided by IT services.
To maintain accurate information regarding planned, current and
retired IT services.
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The Service Portfolio answers the following strategic questions:
Why should a customer buy these services?
Why should they buy these services from us?
What are the pricing models?
What are our strengths and weaknesses, priorities and risk?
How are resources and capabilities to be allocated?
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Service Portfolio
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Service Portfolio
A Service Portfolio describes a providers services in terms of business value.
It includes the complete set of services managed by a Service Provider,
providing a means for comparing service value across multiple providers.
It is possible for a Service Provider to have multiple Service Portfolios
depending on the customer groups that they support.
The information contained within the portfolio is used to manage the entire
lifecycle of all services, for one or more customers.
Services are grouped into three distinct categories in the Service
Portfolio:
Service Pipeline (services that have been proposed or in development).
Service Catalogue (live services or those available for deployment).
Retired Services (decommissioned services).
The information making up the Service Portfolio(s) will come from many
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sources.
Service Portfolio &

Catalog
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B. That the organization around the IT services can be set up faster
C. That the quality and the costs of the IT services can be controlled
more efficiently
D. That the users can influence the IT organization providing the IT
services
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What is the basis of the ITIL approach to Service Management?
A. Interrelated activities
B. Officials
C. Departments
D. IT resources
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Q
What is the RACI model used for?
a) Documenting the roles and relationships of stakeholders in a process
or activity
b) Defining requirements for a new service or process
c) Analyzing the business impact of an incident
d) Creating a balanced scorecard showing the overall status of Service
Management
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Q
Which of the following is NOT one of the ITIL core publications?
a) Service Optimization
b) Service Transition
c) Service Design
d) Service Strategy
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Which of the following statements is CORRECT?

1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
a) All of the above

b) 1 only
c) 2 only
d) None of the above
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Service
Portfolio Management
Service Portfolio Management is a dynamic and ongoing process and

includes the following methods:
Define: Used to validate portfolio data. It is the assessment of services in terms of
potential benefits and capabilities required to provision and maintain them.
Through this activity, the initial creation of the Service Portfolio begins.
Analyze: Maximize portfolio value, align, prioritize and balance supply and demand.
This is where strategic intent is created. Questions asked here include:
What are the long term goals of the service organization?
What services are required to meet those goals?
What capabilities and resources are required to deliver and support those services?
How will we get there?
Approve: Finalize proposed portfolio; authorize services and resources needed to
deliver services.
Charter: Plans and tracks the progress of service investments across the portfolio
and allocate the required resources. Used to schedule and manage the design,
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transition, change and retirement of services.
Revision
ITSM is the effective and efficient process driven management of
quality IT Services.
The added value to ITSM is that is business aligned and maintains a
holistic Service Lifecycle approach.
Four Perspectives of ITSM (as found in Service Design Phase):
People
Partners
Process
Products
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Revision
Process vs. Service
Process: a set of coordinated activities combining and
implementing resources and capabilities in order to produce an
outcome and provide value to customers or stakeholders.
Characteristics of every process include:
They are measurable,

They deliver specific results
They deliver outcomes to customers or stakeholders
They respond to specific events (triggers)
Service: a means of delivering value to customers by facilitating

outcomes customers want to achieve without the ownership of
specific costs or risks.
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Revision
A process owner is responsible for improvements and ensuring that
the process is fit for the desired purpose. They are accountable for the
outputs of that process.
A service owner is accountable for the delivery of a specific IT
Service and is responsible for continual improvement and
management of change affecting Services under their care.
The process owner and service owner are accountable for the
process or service under their care. However they may not be
responsible for performing many of the actual activities required for
the process or service.
A Process Manager is responsible for the operational (daily)
management of a process. There may be several Managers for one
process.
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Revision
RACI Model
The RACI model helps show how a process actually does work end
to end across several functional groups by defining roles and
responsibilities, as well as organizational structure.
R Responsibility
A Accountability
C Consult
I Inform
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Revision
Service Provider Types
Internal Service Provider
Shared Service Provider
External Service Provider
Roles: There are many roles associated with ITIL processes.
Each process should have a Process Manager.
IT Infrastructure: all the hardware, software, networks, facilities,
services and support elements that are required to develop, test,
deliver, monitor, control and support IT Services
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Revision
ITSM: A set of specialized organizational capabilities for providing
value to customers in the form of services.
Capabilities: The functions and processes utilized to manage
services. Capabilities are intangible assets of an organization and
cannot be purchased, but must be developed and matured over time.
Resources: A generic term that includes IT Infrastructure, people,
money or anything else that might help to deliver an IT service.
Resources are also considered to be tangible assets of an
organization.
Good Practice: (also referred to as Best Practice) That which is
successful in wide industry use
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Revision
Functions: A team or group of people and the tools they use to carry
out one or more Processes or Activities. Functions provide units of
organization responsible for specific outcomes.
Customer: refers to the person who pays for the service, or has the
authority to request a service
User: An organizations staff member/employee who uses the IT
service
System: refers to a range of repositories for storing and accessing
information can include databases, Filing cabinets, storage
cupboards , Servers, Routers, Swithes
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Investment Categories & Budget Allocations

Service Investments are split among 3 strategic categories:
Transform the Business (TTB):
TTB investments are focused on initiatives that enter new market
spaces with new capabilities being developed.
Grow the Business (GTB):
GTB investments are intended to grow the organization's scope of
services.
Run the Business (RTB):
RTB investments are centered on maintaining service operations
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Balancing a Service Portfolio
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The results for existing services fall into 6 categories

RENEW: These services meet functional fitness criteria, but fail technical fitness.
REPLACE: These services have unclear and overlapping business functionality.
RETAIN: Largely self contained, with well defined asset, process and system
boundaries.
These services are aligned with and are relevant to the organizations strategy
REFACTOR: Often services that meet the technical and functional criteria of the
organization display fuzzy process or system boundaries. In these cases, the
service can often be refactored to include only the core functionality, with common
services used to provide the remainder.
RETIRE: Retired services that do not meet minimum levels of technical and
functional fitness.
RATIONALIZE: Used to address portfolios that offer services which in fact are
composed of multiple releases of the same operating system, service or application
etc.
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Which of the following identifies two Service Portfolio components

within the Service Lifecycle?
a) Requirements Portfolio and Service Catalogue

b) Service Knowledge Management System and Service Catalogue
c) Service Knowledge Management System and Requirements Portfolio
d) Requirements Portfolio and Configuration Management System
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Refreshing the Portfolio

We should always remember continuous cycle that seeks to refresh
the Service Portfolio, making service investments that provide an
optimum balance of risk and reward.
Changes occur to the conditions within every market space,
invalidating previous Return on Investment (ROI) calculations.
Some of these changes may be a result of:
New competitors or alternative options entering a market.
The introduction of new compliance regulations.
Mergers and acquisitions.
New or changed public legislation.
Changes in the economic climate affecting various markets.
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Financial Management
Activities:
Budgeting(Funding)Predicting the expected future requirements for funds to deliver the agreed upon services and monitoring adherence to the defined budgets.
IT Accounting
Charging (Chargeback) (optional activity) Charging customers for their use of IT Services.
Benefits of Financial Management
Enhanced decision making
Increased speed of change
Improved Service Portfolio Management
Financial compliance and control
Operational Control
Value capture and creation
Increased visibility
Increased perception of IT
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Terminology
Cost Types: These are higher level expenses identified such as hardware,
software, people, accommodation, transfer and external costs.
Cost Elements: The actual elements making up the cost types above e.g. for the
hardware cost type it would include the elements such as CPUs, Servers, Desktops
Direct Costs: Cost elements identified to be clearly attributed to only a single
customer or service.
Indirect Costs: Often known as overheads, these are costs that are shared across
multiple customers or services, which have to be shared in a fair manner.
Cost Units: A cost unit is the identified unit of consumption that is accounted for a
particular service or service asset.
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Q
Business drivers and requirements for a new service should be
considered during?
a) Review of the router operating system patches
b) Review of the current capabilities of IT service delivery
c) The Post Implementation Review (PIR) of a change
d) Decommissioning legacy servers
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Q
Which of the following activities is Service Level Management
responsible for?
a) Design the configuration management system from a business
perspective
b) Create technology metrics to align with customer needs
c) Create a customer facing service catalogue
d) Train service desk on how to deal with customer complaints about
service
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Q
When analyzing an outcome for creation of value for customers, what
attributes of the service should be considered?
a) Objectives, Metric, Desired outcome

b) Business Objectives, IT objectives, Process metrics
c) Desired outcome, Supplier metrics, IT objectives
d) People, Products, Technology
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Q
Setting policies and objectives is the primary concern of which of the
following elements of the Service Lifecycle?
a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvement
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Q
Which ITIL process has responsibility in preventing unauthorized
access to data?
A. IT service continuity management
B. Availability management
C. Release management
D. Security management
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Which of the following statements are CORRECT about Functions?

1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and
resources
3. They rely on processes for cross-functional coordination and
control
4. They are costlier to implement compared to processes
a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above
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If an organization is able to become more proactive in its ITSM

processes, what is likely to happen to support costs?
a) They are likely to increase gradually

b) They are likely to increase dramatically
c) They are likely to gradually reduce
d) They are likely to reduce initially and then gradually return to current
level
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Which off the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder
a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only
d) All of the above
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Q
A Service Level Package is best described as?
a) A definite level of utility and warranty associated with a core service

package
b) A description of customer requirements used to negotiate a Service
Level Agreement
c) A description of the value that the customer wants and for which they
are willing to pay
d) A document showing the Service Levels achieved during an agreed
reporting period
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Q
A Service owner is responsible for which of the following?
a) Recommending improvements
b) Designing and documenting a Service
c) Carrying out the Service Operations activities needed to support a
Service
d) Producing a balanced scorecard showing the overall status of all
Services
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Which of the following statements is CORRECT for all processes?
a) They define activities, roles, responsibilities, functions and metrics

b) They create value for stakeholders
c) They are carried out by a Service Provider in support of a Customer
d) They are units of organizations responsible for specific outcomes
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The ITIL V3 core is best described as?
a) An Operations Lifecycle
b) An IT Management Lifecycle
c) A Service Lifecycle
d) An Infrastructure Lifecycle
95
How does an organization use Resources and Capabilities in creating

value?
a) They are used to create value in the form of output for production
management
b) They are used to create value in the form of goods and services
c) They are used to create value to the IT organization for Service
Support
d) They are used to create value to the IT organization for Service
Delivery
96
In which core publication can you find detailed descriptions of the

following?
1. Service Portfolio Management

2. Demand Management
3. Financial Management
a) Service Operations
b) Service Strategy
c) Service Transition
d) Continual Service Improvement
97
Q
Learning and improvement is the primary concern of which of the
a) Service Strategy, Service Design, Service Transition, Service

Operation and Continual Service Improvement
b) Service Strategy, Service Transition and Service Operation
c) Service Operation and Continual Service Improvement
d) Continual Service Improvement
98
Q
A Process owner is responsible for which of the following?
a) Purchasing tools to support the Process

b) Ensuring that targets specified in an SLA are met
c) Carrying out activities defined in the Process
d) Monitoring and improving the Process
99
Which of the following questions is NOT answered by Service

Portfolio Management?
a) How should our resources and capabilities be allocated?

b) What opportunities are there in the market?
c) Why should a customer buy these services?
d) What are the pricing or chargeback models?
100
Demand Management
GOAL:
1.The primary goal of Demand Management is to assist the IT Service
Provider in understanding and influencing Customer demand for
services and the providing of Capacity to meet these demands.
2.Identification and analysis of Patterns of Business Activity (PBA) and
user profiles that generate demand.
3.Utilizing techniques to influence and manage demand in such a way
that excess capacity is reduced but the business and customer
requirements are still satisfied.
101
Demand Management
questions asked about Demand management here include:
When and why does the business need this capacity?
Does the benefit of providing the required capacity outweigh the
costs?
Why should the demand for services be managed to align with the
IT strategic objectives?
102
Demand Management
Demand Management utilization will vary greatly between each
organization.
Two examples showing these differences are:
Health Organizations: When providing IT Services that support critical services
being offered to the public, it would be unlikely that there would be many (if any)
demand management restrictions that would be utilized, as the impact of these
restrictions could lead to tragic implications for patients being treated.
Commercial Confectionery Organizations: Typically a confectionery company
will have extremely busy periods around traditional holidays (e.g. Eids).
Demand Management techniques would be utilized to promote more cost-effective
use of IT during the non-peak periods.
103
Activity-based Demand Management

The primary source of demand for IT services comes from the
execution of business process within the organization(s) being served.
With any business process, there will be a number of variations in
workload that will occur, which are identified as patterns of business
activity (PBA) so that their affect on demand patterns can be
understood.
By understanding exactly how the customers business activity
operates, the IT organization can improve the way in which capacity is
planned and produced for any supporting services.
Over time, Demand Management should be able to build a profile of
business processes and the patterns of business activity in such a way
that seasonal variations as well as specific events (e.g. adding new
employees) can be anticipated in terms of associated demand.
104
Demand Management
There are two ways to influence or manage demand:
1. Physical/Technical constraints e.g. restrict number of connections,
users, running times
2. Financial chargeback e.g. using expensive charging for services
near full capacity or over capacity quotas
Demand Management needs to work closely with the other Service
Strategy processes (Financial Management & Service Portfolio
Management), as well as Service Level Management in ensuring the
appropriate development of Service Packages that positively influence
the demand and consumption of IT resources and services.
105
Every morning between 8:00am and 8:30am, approximately 1500 users logon to the
network. At the same time, many IT services, batch jobs and reports are run by
various groups throughout the organization.
Recently the performance of the IT infrastructure has been experiencing problems
during this time period, Outside of this time, the IT infrastructure performs at
acceptable levels.
What are some Demand Management techniques that could be utilized to
address this situation?
Staggering work start times
Prioritizing reports and batch jobs
Running non-time-critical reports and batch jobs at night or outside typical work
hours
Restricting any non-critical activities during peak periods
106
Service Strategy Summary

The Service Strategy phase enables the organization to ensure that
the organizational objectives for IT are defined and that Services and
Service Portfolios are maximized for value.
Other benefits delivered include:
Enhanced ability to predict the resources required to fund IT;
Clearer visibility of the costs for providing IT Services;
Quality information to support investment decisions in IT;
Understanding of the use and demand for IT Services, with the ability
to influence positive and cost-effective use of IT.
107

Service Strategy has many important interfaces with the rest of the
Service Lifecycle. Some of these include:
Interfaces with the Service Design Phase
Service Models, which describe how service assets interact with
customer assets.
Definition of business outcomes to be supported by services.
Understanding of varying priority in required service attributes.
Relative design constraints for the service (e.g. budget, contractual
terms and conditions, copyrights, utility, warranty, resources,
standards and regulations etc).
Definition of the cost models associated with providing services.
108

Interfaces with the Service Transition Phase
Service Transition provides evaluations of the costs and risks
involved with introducing and modifying services.
It also provides assistance in determining the relative options or
paths for changing strategic positions or entering market spaces.
Request for Changes may be utilized to affect changes to strategic
positions.
Planning of the required resources and evaluation whether the
change can be implemented fast enough to support the strategy.
Control and recording of service assets is maintained by Service
109 Asset and Configuration Management.

Interfaces with the Service Operation Phase
Service Operation will deploy service assets in patterns that most
effectively deliver the required utility and warranty in each segment
across the Service Catalogue.
Deployment of shared assets that provide multiple levels of
redundancy, support a defined level of warranty and build economies
of scale.
Service Strategy must clearly define the warranty factors that must be
supported by Service Operation, with attributes of reliability,
maintainability, redundancy and overall experience of availability.
110

Interfaces with the Continual Service Improvement Phase
Continual Service Improvement (CSI) will provide the coordination
and analysis of the quality, performance and customer satisfaction of
the IT organization, including the processes utilized and services
provided.
Integration with CSI will also provide the identification of potential
improvement actions that can be made to elements of Service
Strategy.
111
Some Service Strategy outputs to other lifecycle phases
112
Q
Which of the following statements is CORRECT about good
practice?
a) It can be used to drive an organization forward

b) It is something that is in wide industry use
c) It is always documented in international standards
d) It is always based on ITIL
113
Q
Consider the following statements:
1. A Process should be traceable to a specific trigger

2. A characteristic of the Process is that it is performance driven and
able to be measured
Which of the above statements are CORRECT?
a) 1 only
b) All of the above
c) None of the above
d) 2 only
114
Warranty of a service means which of the following?
a) The service is fit for purpose

b) There will be no failures in applications and infrastructure associated
with the service
c) All service-related problems are fixed free of charge for a certain
period of time
d) Customers are assured of certain levels of availability, capacity,
continuity and security
115
A Service Catalogue should contain which of the following?
a) The version information of all software

b) The organizational structure of the company
c) Asset information
d) Details of all operational services
116
Functions are best described as?
a) Without their own body of knowledge

b) Closed loop systems
c) Self-Contained units of organizations
d) Focusing on transformation to a goal
117
Why should monitoring and measuring be used when trying to

improve services?
a) To validate, direct, justify and intervene

b) To validate, measure, monitor and change
c) To validate, plan, act and improve
d) To validate, assign resources, purchase technology and train people
118
Q
Which of the following is the CORRECT description of the Four Ps of
Service Design?
a) A four step process for the design of effective Service Management

b) A definition of the people and products required for successful design
c) A set of questions that should be asked when reviewing design
specifications
d) The four major areas that need to be considered in the design of
effective Service Management
119
Q
Which ITIL process is responsible for drawing up a charging
system?
a) Availability Management
b) Capacity Management
c) Financial Management for IT Services
d) Service Level Management
120
Which of the following identifies two Service Portfolio components

within the Service Lifecycle?
a) Requirements Portfolio and Service Catalogue

b) Service Knowledge Management System and Service Catalogue
c) Service Knowledge Management System and Requirements Portfolio
d) Requirements Portfolio and Configuration Management System
121
Q
A Service Level Package is best described as?
a) A description of customer requirements used to negotiate a Service

Level Agreement
b) A defined level of utility and warranty associated with a core service
package
c) A description of the value that the customer wants and for which they
are willing to pay
d) A document showing the Service Levels achieved during an agreed
reporting period
122
Setting policies and objectives is the primary concern of which of the

a) Service Strategy
b) Service Strategy and Continual Service Improvement
c) Service Strategy, Service Transition and Service Operation
d) Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvemen
123
A service owner is responsible for which of the following?
a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to support a
Service
c) Producing a balanced scorecard showing the overall status of all
Services
d) Recommending improvements
124
The utility of a service is best described as:
a) Fit for design

b) Fit for purpose
c) Fit for function
d) Fit for use
125
The 4 Ps of ITSM are people, partners, processes and:
a) Purpose
b) Products
c) Perspectives
d) Practice
126
Q
The contents of a service package include:
a) Base Service Package, Supporting Service Package, Service Level

Package
b) Core Service Package, Supporting Process Package, Service Level
Package
c) Core Service Package, Base Service Package, Service Support
Package
d) Core Service Package, Supporting Services Package, Service Level
Packages
127
Service Design
128
Service Design
The Service Design phase is concerned with the design of IT
Services, as well as the associated or required items like:
Processes.
Service Management systems and tools.
Service Solutions.
Technology architectures.
Measurement systems.
The important factor in the design of new or changed services is to
support changing business needs.
Every time a new service solution is produced, it needs to be checked
against the rest of the Service Portfolio to ensure that it will integrate
129
and interface with all of the other services in existence.
Objectives of Service Design

The three main objectives within the Service Design that provide
direction to the processes involved are:
To convert the strategic objectives defined during Service Strategy into
Services and Service Portfolios.
To use a holistic approach for design to ensure integrated end-to-end
business related functionality and quality.
To ensure consistent design standards and conventions are followed in
all services and processes being designed.
130
Five Major Aspects of Service Design

1. Service Portfolio: Service Management systems and tools,
especially the Service Portfolio for the management and control of
services through their lifecycle.
2. Service Solutions: including all of the functional requirements,
resources and capabilities needed and agreed.
3. Technology architectures: Technology architectures and
management architectures and tools required to provide the service.
4. Processes: Processes needed to design, transition, operate and
improve the service.
5. Measurement systems: Measurement systems, methods and
metrics for the services, the architectures and their constituent
components and the processes.
131
Q
The Information Security Policy should be available to which groups of
people?
a) Senior business managers and all IT staff

b) Senior business managers, IT executives and the Security Manager
c) All customers, users and IT staff
d) Information Security Management staff only
132
Q
Which ITIL process is responsible for setting up the cost allocation
system?
A. Availability Management
B. Financial Management for IT Services
C. Capacity Management
D. Service Level Management
133
Service Design Packages

The information contained within a Service Design Package including
all aspects of the service and its requirements is used to provide
guidance and structure through all of the subsequent stages of its
lifecycle.
A Service Design Package is produced for each new IT Service, major
Change, or IT Service Retirement
134

Service Design Packages:
Business Requirements
Service Applicability
Service Contacts
Service Functional Requirements
Service Level Requirements
Service Design & Topology
Organizational Readiness Assessment
User Acceptance Test Criteria
Service Program
Service Transition Plan
Service Operational Plan
Service Acceptance Criteria
Service Design Processes

The processes included with the Service Design lifecycle phase are:
Service Level Management (Design)
Capacity Management
Availability Management
IT Service Continuity Management
Information Security Management
Supplier Management
Service Catalogue Management
136
Service Level Management

GOAL: The primary goal of Service Level Management is to ensure
that an agreed level of IT service is provided for all current IT services,
and that future services are delivered to agreed achievable targets.
It also proactively seeks and implements improvements to the level of
service delivered to customers and users.
By acting as the liaison between the IT Service Provider and the
customers, Service Level Management (SLM) is utilized to ensure that
the actions required for gathering requirements, developing
agreements, and measuring and reporting performance are performed
in a consistent manner in line with the needs of the business and
customers.
137
Q
Which process is responsible for recording the current details, status,
interfaces and dependencies of all services that are being run or being
prepared to run in the live environment?
A. Service Level Management

B. Service Catalogue Management
C. Demand Management
D. Service Transition
138
Connection Between Service Design and Service level

Management Lifecycles
During the Service Design lifecycle phase, Service Level
Management:
Designs and plans the SLM process and Service Level Agreement
(SLA) Structure
Determines the Service Level Requirements (SLRs)
Negotiates and Agrees upon the relevant Service Level targets with
customers to produce SLAs.
Negotiates and agrees upon the support elements required by the
internal IT groups and External Suppliers to produce Operational
Level Agreements (internal) and Supporting Contracts (external).
139
Revision
Service Designs
Design ultimate concern is the design of new or modified
services for introduction into a production (live) environment.
Service Design is also concerned with the design of new and modified
processes required to deliver and support these services.
Parts of Service Design
Service Solutions
Service Management systems & tools
Technology Architectures
Processes
Measurement Systems and Metrics
140
All to ensure that

standards and
conventions are
followed
Revision
Defines all parts 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.
Service Design Package contents:
Business Requirements
Service Applicability
Service Contacts
Service Design & Topology
Service Functional Requirements
Organizational Readiness
Assessment.
Service Level Requirements

Service Program
Service Transition Plan
Service Operational Plan
Service Acceptance Criteria
Revision
Service Solution:
Solution includes all of the functional requirements, resources
and capabilities needed and agreed
Service Level Management
Goal: To ensure that the levels of IT service delivery are achieved,
both for existing services and new services in accordance with the
agreed targets.
142
Service Level Management is concerned with:

Designing and planning the SLM process and Service Level Agreement (SLA)
Structure.
Determining the requirements of customers groups to produce Service Level
Requirements (SLRs)
Negotiating and Agreeing upon the relevant Service Level targets with customers to
produce Service Level Agreements
Negotiating and Agreeing upon the support elements required by the internal IT
groups to produce Operational Level
Agreements (internal) and with Supplier Management for External Suppliers and
Supporting Contracts (external).
Guarding Agreements with customer
Monitoring Service Levels
Reporting to Customer
SLA Structures
Service Based SLA
Customer Based SLA
Multi-level Based SLA
Corporate level
Customer level
Service level
144
SLA Notes
Points to note:
Agreements are INTERNAL
Contracts are EXTERNAL
You cannot have a legal contract/agreement with an internal
department of you organization
If they try and mix the terms up (and they will) use the
INTERNAL/EXTERNAL as keyword
145
Key Terms
SLA: Service Level Agreement
OLA: Operational Level Agreement
UC: Underpinning (Supporting) Contract
SC: Service Catalog
SLR: Service Level Requirements
Service Improvement Plans (SIP): formal plans to implement
improvements to a process or service.
146
Supplier Management
Goal: To manage suppliers and the services they supply, to provide
seamless (good) quality of IT service to the business and ensure that
value for money is obtained.
Supplier Management manages all aspects of External Suppliers

involved in provision of IT Services from tender, to monitoring and
reviewing performance and renewal/termination of contracts.
147
Types of Outsourcing Arrangements

Outsourcing: Using one or more external suppliers to manage or assist in
managing IT Services.
Co-sourcing: An informal combination of insourcing and outsourcing, using a
number of outsourcing organizations working together to co-source key elements
within the lifecycle.
Partnership or multi-sourcing: Formal arrangements between two or more
organizations to work together to design, develop, transition, maintain, operate,
and/or support IT service(s). The focus here tends to be on strategic partnerships
that leverage critical expertise or market opportunities.
Business Process Outsourcing: Formal arrangements where an external
organization provides and manages the other organizations entire business
process(es) or functions(s) in a low cost location. Common examples are
accounting, payroll and call centre operations.
148
Types of Outsourcing Arrangements

Knowledge Process Outsourcing: This is a new enhancement of
Business Process Outsourcing, where external organizations provide
domain based processes and business expertise rather than just
process expertise and requires advanced analytical and specialized
skills from the outsourcing organization.
Application Service Provision: Where external organizations
provide shared computer based services to customer organizations
over a network. The complexities and costs of such shared software
can be reduced and provided to organizations that could otherwise not
justify the investment.
149
Key Terms:
SCD: Supplier Contract Database
SSIP: Supplier Service Improvement Plan
UC: Underpinning Contract
150
Service Catalog Management

Goal: To ensure that a Service Catalogue is produced, maintained
and contains accurate information on all operational services and
those ready for deployment.
151
Creation and maintenance of Service Catalogue

Creation and maintenance of Service Catalogue which contains
2 parts:
Business Service Catalogue

Plain English using clear and concise language
Customer facing document
Technical Service Catalogue
Technical Language
Non Customer facing (designed for IT department use)
152
Capacity Management
Goal: The goal of the Capacity Management process is to
ensure that cost-justifiable IT capacity in all areas of IT
always exists and is matched to the current and future
needs of the business, in a timely manner.
Capacity Management is about finding the right balance

between resources and capabilities, and demand.
153
Capacity Management Scope

The scope of Capacity Management encompasses operational and
development environments including ALL:
- Hardware
- Software
- Peripherals
- Scheduling of HR, Staffing level, skill levels and capability levels are
included in scope of Capacity Management.
154
Sub Processes of Capacity Management

Business Capacity Management:
Manage Capacity to meet future business requirements for IT
services
Service Capacity Management
Focus on managing ongoing service performance as detailed in
SLA or SLR
Component Capacity Management
Identify and manage each of the components of the IT
Infrastructure
155
Capacity Management Activities

1.Performance Monitoring - Measuring, monitoring, and tuning the performance of
IT Infrastructure components.
2. Demand Management - Aims to influence the demand on capacity.
This is the application of the policy laid out in the Service Strategy phase.
3. Application Sizing - Determining the hardware or network capacity to support
new or modified applications and the predicted workload
4. Modeling - Used to forecast the behavior of the infrastructure under certain
conditions
5. Tuning Modifications made for better utilizations of current infrastructure
6. Storage of Capacity Management Data
7. Capacity Planning
8. Reporting
156
Capacity Management Key Terms:

CMIS: Capacity Management Information System
157
Goal: To ensure that the 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.
Concerned with availability of services and components NOT

PEOPLE.
Proactive and Reactive elements to Availability Management
158
Key Terms:
Availability: The ability of an IT Service or component to perform its required
function at a stated instant or over a stated period of time.
AMIS: Availability Management Information System
Reliability: Freedom from operational failure.
Resilience: The ability to withstand failure.
Maintainability (internal): The ability of an IT component to be retained in or
restored to, an operational state.
based on skills, knowledge, technology, backups, availability of staff.
Serviceability (external): The contractual obligation / arrangements made with
3rd party external suppliers. Measured by Availability, Reliability and
Maintainability of IT Service and components under control of the external suppliers.
managed by Supplier Management in Service Design
159
Key Terms:
Vital Business Function (VBF): The business critical elements of
the business process supported by an IT Service.
MTRS: mean time to restore service Downtime
MTBF: Mean time between failures Uptime
160
161
162
163
164
165
Supplier and Contact Database (SCD):
166
Capacity Management Activities
167
Capacity Manager
Responsibilities:
Ensure adequate performance and capacity for all IT services
Capacity Plan (development and management)
Oversee Performance and Capacity monitoring & alerting
Report provision and advice
Skills:
Strategic business awareness
Technical and analytical acuity
Consultancy
168
Capacity Management relationships with other

areas of IT Service Management
169
Proactive and Reactive Elements of Availability Management:

Proactive activities:
Involves the proactive planning, design and
improvement of availability across IT services,
infrastructure and ITSM processes.
(Service Design Phase)
Reactive activities:
Involves the monitoring, measuring, analysis
and management of all events, incidents and
problems regarding availability.
(Service Operation Phase)
170
Availability Activities
171
Lifecycle of an Incident (Availability Management Metrics):

Mean Time Between Failures (MTBF) or Uptime
Average time between the recovery from one incident and the
occurrence of the next incident, relates to the reliability of the service
Mean Time to Restore Service (MTRS) or Downtime
Average time taken to restore a CI or IT service after a failure
Measured from when CI or IT service fails until it is fully restored and
delivering its normal functionality
172
Lifecycle of an Incident (Availability Management Metrics):

Mean Time Between System Incidents (MTBSI)
Average time between the occurrences of two consecutive incidents.
Sum of the MTRS and MTBF.
Relationships between the above terms
High ratio of MTBF/MTBSI indicates there are many minor faults
Low ratio of MTBF/MTBSI indicates there are few major faults
173
Elements of the Expanded Incident Lifecycle:

Detection Time
Time for the service provider to be informed of the fault (reported)
Diagnosis Time
Time for the service provider to respond after diagnosis completed
Repair Time
Time the service provider restores the components that caused the fault.
Calculated from diagnosis to recovery time
Restoration Time (MTRS)
The agreed level of service is restored to the user.
Calculated from detection to restore point
Restore Point
The point where the agreed level of service has been restored
174
Roles and Responsibilities for Availability Management:

Availability Manager
Responsibilities:
Ensure adequate availability of all IT services
Developing and maintaining an Availability Plan
Oversee availability monitoring and improvement of the process
Report provision and advice
Skills:
Awareness of how IT supports the business
Technical and analytical acuity
Consultancy
175Seeks continuous improvement
Availability Management Notes

NOTE: The Availability Manager does not seek to achieve 100%
Availability, but instead seeks to deliver Availability that matches or
exceeds (within reason) the agreed business requirements.
176
Key Performance Indicators of Availability Management

Percentage reduction in unavailability of services and components
Percentage increase in the reliability of services and components
Effective review and follow up of all SLA, OLA and UC breaches
Percentage improvement in overall end-to-end availability of service
Percentage reduction in the number and impact of service breaks
Improvement of MTBF
Improvement of MTBSI
Reduction in MTRS
177
Recovery Options
Recovery Options:
Do nothing!
Manual back-up
Reciprocal agreement
Gradual recovery (cold standby, $)
Intermediate recovery (warm standby, $$)
Fast recovery (hot standby, $$$)
Immediate recovery (hot standby, $$$)
178
Key Terms about Risk

Disaster: NOT part of daily operational activities and requires a
separate system.
BCM: Business Continuity Management; Strategies and actions to
take place to continue Business Processes in the case of a disaster.
BIA: Business Impact Analysis- quantifies the impact loss of IT
service would have on the business.
Risk Assessment: Evaluate Assets, Threats and Vulnerabilities.
Scope: The scope of IT Service Continuity Management considers all
identified critical business processes and IT service(s) that underpin them.
Countermeasure: This term can be used to refer to any type of control and
is most often used when referring to measures that increase resilience, fault
tolerance or reliability of an IT Service.
179
Activities of IT Service Continuity Management
180
Key Activities of IT Service Continuity Management

Performing a Business Impact Analysis (BIA) identifies:
Critical business processes & Vital Business Functions
Potential damage or loss caused by disruption
Possible escalations caused by damage or loss
Necessary resources required to enable continuity of critical business
processes
Time constraints for minimum recovery of facilities and services
Time constraints for complete recovery of facilities and services
Risk Assessment:
Gather information on assets (IT infrastructure components)
Threats from both Internal & external sources (the likelihood of occurring)
Vulnerabilities (the extent of impact or effect on organization)
Q
Users have complained about email service. An evaluation of the
service has been performed. Which activity takes place after the
evaluation of a service?
A. Adjusting of the service

B. Defining service levels
C. Monitoring of service levels
D. Compilation of service level reports
182

B. That the users can influence the IT organization providing the IT
services
C. That the organization around the IT services can be set up faster
D. That the quality and the costs of the IT services can be controlled
more efficiently
183
What is the difference between a process and a project?
A. A process stops when the objective has been achieved, whereas as

project does not stop when the objective is met
B. A process is continuous and has no end date, whereas a project
has a finite lifespan
C. In a project the focus is not on the result, whereas with a process
the result is important
D. A project is continuous and has no end date, where a process has
a finite lifespan
184
What does Mean Time to Repair (MTTR) mean?
A. Average uptime of a service

B. Average time of the breakdown-free period within a measured period
C. Average downtime of a service
D. Average time between two consecutive incidents
185
An analysis has been made regarding the expansion of the customer

information database. The result indicates that the mainframe disk
capacity must be increased, to accommodate the expected growth of
the database in the foreseeable future. Which process is responsible
for sharing this information on time, to make sure that the available
disk space is sufficient?
A. Change Management
B. Capacity Management
C. Security Management
D. Availability Management
186
Q
Which ITIL process provides an insight, through the modeling activity,
into trends that could cause performance problems in the future?
A. Service Level Management

B. Availability Management
C. Capacity Management
D. Incident Management
187
Which ITIL process is responsible for analyzing risks and counter

measures?
A. Problem Management
B. Capacity Management
C. IT Service Continuity Management
D. Service Desk
188
Of which ITIL process are reliability, serviceability and maintainability

components?
A. Availability Management
B. IT Service Continuity Management
C. Problem Management
D. Service Level Management
189
A process is a logically coherent series of activities for a pre-defined

goal. What is the process owner responsible for?
A. Implementing the process

B. Setting up the process
C. The result of the process
D. Describing the process
190
Q
Which of the following are responsibilities of a Service Level Manager?
1.Agreeing targets in Service Level Agreements (SLAs)
2.Designing technology architectures to support the service
3.Ensuring required contracts and agreements are in place
A. All of the above

B. 2 and 3 only
C. 1 and 2 only
D. 1 and 3 only
191
RACI is an acronym for four roles. Which of the following is NOT one
of the RACI roles?
A. Informed
B. Accountable
C. Consulted
D. Reliable
192
Implementation of ITIL Service Management requires preparing and

planning the effective and efficient use of:
A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology
C. People, Process, Products, Partners
D. People, Products, Technology, Partners
193
Terminology
Counter Measures: Measures to prevent or recover from disaster
Manual Workaround: Using non-IT based solution to overcome IT
service disruption
Gradual recovery: Cold standby (>72hrs to recover from a Disaster)
Intermediate Recovery: Warm standby (24-72hrs to recover from a
Disaster)
Immediate Recovery: Hot standby (< 24hrs, usually implies 1-2
hours to recover from a Disaster)
Reciprocal Arrangement: Agreement with another similar sized
company to share disaster recovery obligations
194

Business Service Catalog The collection of IT services that directly enable
processes that are part of the business.
Hierarchy of services A network of services that support business processes
(business services) and services that enable those business services (technical
services).
Service A collection of IT systems, components, and resources that work together
to provide value to IT customers.
Service Catalog The collection of IT services currently provided to IT customers.
Service Package An in-depth description of an IT service available through the
Service Catalog.
Service Portfolio The collection of all IT services, including those in the pipeline,
those currently being delivered, and those that have been retired.
Technical Service Catalog The collection of IT services that support business
processes.
195

Service Catalog Manager Maintains information within the Service
Catalog and makes that information available to IT customers
196
Capacity Management
Purpose
Provide an important point for performance and capacity-related
analyses and planning.
Business Capacity Management The management of capacity for
business services.
Capacity The maximum throughput that can be provided by a CI.
Capacity Plan A long-term plan for providing adequate
service capacity to meet expected service level targets.
Capacity Management Information System The
information system that contains all capacity-related plans,
analyses, information, and reports.
197
Capacity Management
Component Capacity Management The management of capacity for
configuration items that make up an IT service.
Demand Desired use of an IT service or resource.
Human resource capacity An aspect of Capacity Management that deals with
staffing, scheduling, and training of human resources and their effects on service
capacity.
Performance The measurable results of a resource, CI, or service.
Service Capacity Management The management of capacity for IT services.
Threshold An operational level that, when exceeded, causes an alert or action to
be initiated.
Tuning The adjustment or manipulation of IT resources to make better use of
those resources, including balancing and optimization.
Utilization The use of a resource.
198
Capacity Management
Roles
Capacity Manager Oversees Capacity Management activities
199
Purpose
Provide a focal point for availability-related analyses and planning.
Availability The ability of an item to perform its function when
required.
Component Failure Impact Analysis Analysis performed to
determine how component failure impacts IT services.
Fault Tree Analysis Analysis that indicates a chain of events that
led to a problem.
Maintainability How rapidly an item can be restored to normal
operation after a failure.
Reliability How long an item can perform its function without
interruption.
200
Service Failure Analysis Analysis performed to determine the
cause of related service interruptions. Note that this focuses on
service interruption as opposed to Root Cause Analysis, which
focuses on the cause of incidents.
Single Point of Failure (SPOF) A configuration item that, when it
fails, may cause an incident. Identification of SPOFs is an important
aspect of managing service availability.
Vital business function The critical business functions of a
business service.
Roles: Availability Manager Oversees Availability Management
activities
201

Purpose
Ensure that IT services will continue to operate according to an
agreed-to plan.
202

Business Continuity Continuing to provide business services after
a major outage. This is directly related to IT Service Continuity.
Business Continuity Plan A plan to restore business services after
a major outage.
Business impact analysis An approach to determining vital
business functions and dependencies.
Continuity testing Performing tests of continuity plans to ensure
that they will work in the face of a major outage.
IT Service Continuity Continuing to provide technical services after
a major outage.
203

IT Service Continuity Plan A plan to restore IT services
after a major outage.
Management of Risk (M_o_R) A methodology to assess the
impact of risks within an enterprise.
Restoration Returning a CI or service to its normal operating
state after repair and recovery.
Risk analysis Determining the vulnerability to IT service
threats.
Roles: IT Service Continuity Manager Oversees IT Service
Continuity Management activities
204

Purpose
Align IT security with business security.
205

Information Security Management System (ISMS) An information
system containing information security standards, policies, and
procedures.
Information Security Policy An overall policy for conducting
information security, supported by a number of underpinning security
policies, including
Access control
Password control
Antivirus policy
Internet policy
Asset use policy
ISO 27001 International standard for certifying an ISMS.

Roles
Security Manager Oversees Information Security
Management activities
207
Supplier Management
Purpose
Manage service providers in support of service level targets.
208
Supplier Management
Invitation to Tender (ITT) A document similar to the Statement of
Requirements.
Operational Level Agreement (OLA) See Service Level
Management.
Service Provider Any internal or external provider of an IT service.
Statement of Requirements (SoR) A document identifying all
requirements for a service or project.
Supplier and Contracts Database a repository of information
about suppliers and contracts with suppliers.
209
Supplier Management
Supplier performance Suppliers that provide services at
appropriate levels of service tend to be retained, whereas those that
do not tend to have their contracts terminated.
Supplier Service Improvement Plan Actions that are to be taken
by a supplier to improve levels of service.
Underpinning Contract (UC) See Service Level Management.
Roles
Supplier Manager Oversees Supplier Management activities
210
Other Practices
Application Management The management and control of
applications through their entire lifecycle, from creation to retirement.
Data and Information Management The control, organization, and
disposition of data and information within the organization. This
includes collection as well as disposal.
Design The definition of an IT service based on collecting
requirements, designing the service, and identification/ implementation
of a service to meet those requirements.
Requirements Engineering The discipline of collecting, organizing,
and prioritizing requirements for a CI or service to be designed.
Service Portfolio Management - Managing the list of planned,
existing, and retired services.
211
Additional Service Design Roles

IT Designer/Architect Designs needed IT technology and
coordinates those designs within the IT organization
IT Planner Creates IT plans and coordinates them with other IT
plans
Process Owner Ensures process is being performed as
documented
Service Design Manager Ensures services are created as
designed
212
Service Transition
213
What is the BEST description of an Operational Level Agreement

(OLA)?
A. An agreement between the service provider and another part of the

same organization
B. An agreement between the service provider and an external
organization
C. A document that describes to a customer how services will be
operated on a day-to-day basis
D. A document that describes business services to operational staff
214
A service is not very reliable, but when it works it is of great value to

the customer. This combination could be described as:
A. High Utility and Low Warranty

B. High Utility and High Warranty
C. Low Utility and High Warranty
D. Low Utility and Low Warranty
215
Q
The MAIN purpose of the Service Portfolio is to describe services in
terms of:
A. Service Level Requirements

B. Functionality
C. Business Value
D. IT Assets
216
Which of the following is the BEST definition of the term Service

Management?
A. A set of specialized organizational capabilities for providing value to

customers in the form of services
B. A group of interacting, interrelated, or independent components that
form a unified whole, operating together for a common purpose
C. The management of functions within an organization to perform
certain activities
D. Units of organizations with roles to perform certain activities
217
Q
Which of the following is a responsibility of Supplier Management?
A. Development, negotiation and agreement of Service Level

Agreements (SLAs)
B. Development, negotiation and agreement of contracts
C. Development, negotiation and agreement of the Service Portfolio
D. Development, negotiation and agreement of Organizational Level
Agreements (OLAs)
218
Which of the following are the two primary elements that create value
for customers?
A. Value on Investment (VOI), Return on Investment (ROI)

B. Customer and User satisfaction
C. Understanding Service Requirements and Warranty
D. Utility and Warranty
219
What does a service always deliver to customers?
A. Applications
B. Infrastructure
C. Value
D. Resources
220
Which of the following is one of the PRIMARY objectives of Service

Strategy?
A. To provide detailed specifications for the design of IT services

B. To underscore the importance of services in the global economy
C. To transform Service Management into a strategic asset
D. To design and build processes that will meet business needs
221
To add value to the business, what are the four reasons to monitor
and measure?
A. Validate; Direct; Justify; Intervene

B. Report; Manage; Improve; Extend
C. Manage; Monitor; Diagnose; Intervene
D. Plan; Predict; Report; Justify
222
Which of the following is NOT a responsibility of the Service Design

Manager?
A. Design and maintain all necessary Service Transition packages
B. Produce quality, secure and resilient designs for new or improved
services, technology architecture, processes or measurement
systems that meet all the agreed
C. current and future IT requirements of the organization
D. Take the overall Service Strategies and ensure they are reflected in
the Service Design process and the service designs that are produced
E. Measuring the effectiveness and efficiency of Service Design and the
supporting processes
223
Service Transition
The service transition stage prepares a new or changed service
for operation.
The primary activity done during this stage is Transition Planning and
Support.
This process plans all of the activities that must take place to put the
service into production.
This may involve the creation of a number of RFCs that will carry out
all necessary changes (Change Management) and deployments
(Release and Deployment Management).
Prior to moving the service into production, there may be a period of
testing and validating the service to ensure sufficient quality of the
service.
Service Transition
225
Change
226
Release
227
Service Asset and Configuration Management

Purpose
Control and track all CIs to promote integrity in the infrastructure.
228
229

Asset A capability or resource that is used in the delivery of a
service. Also called service asset. There are many types of assets,
including management assets, organization assets, process assets,
knowledge assets, people assets, information assets, application
assets, infrastructure assets, and financial assets.
Asset Management The process within Service Asset with and
Configuration Management (SACM) that deals inventory of all service
assets.
Configuration baseline The configuration of a set of Cis that has
been reviewed and agreed upon.
Configuration item (CI) An element of the IT infrastructure that is
managed as part of the delivery of an IT service, including people,
hardware, software, services, facilities, SLAs, and documentation.
230

Configuration Management The process within Service Asset and
Configuration Management (SACM) that ensures that configuration
items within the IT infrastructure are identified, information about the
configuration items are maintained, and all updates are properly
controlled.
Configuration management database (CMDB) A virtual repository
of information about configuration items.
Configuration Management System (CMS) A system of databases
and tools that manage information in multiple CMDBs, as well as
additional information related to CIs.
Configuration model A representation of the relationships between
CIs.
231

Definitive Media Library (DML) The secure library that stores
definitive versions of all electronic CIs.
Definitive spares A secure store for CIs that are at the same levels
at CIs in a test or live environment.
Secure library A secure storage of electronic assets. This is a part
of the CMS.
Secure store A physical storage location storing IT assets. This is a
part of the CMS.
Snapshot The status of a set of configuration items at a point in
time.
232
Service Asset and Configuration Management Roles

CMS/tools administrator Administers and supports configuration
management tools
Configuration Administrator/Librarian Controls access to CI data
Configuration Analyst Analyzes CI status and relationships
Configuration Control Board Provides assessments in support of
change authorization
Configuration Manager observes configuration management
activities and sets configuration management policies
Service Asset Manager Tracks service assets for financial and
regulatory reasons
233
Change Management
Purpose
Manage all changes to the IT infrastructure in a controlled manner.
Change assessment An evaluation of the change request from
various points of view.
Change authorization Approval of a change request. There may be
different authorization levels based on the type of change being
considered.
Change priority The order in which change request are considered
for authorization.
Change process model Predefined workflows for changes that fit
within predetermined templates.
234
Change Management
Change record a record of a change throughout its lifecycle. The
information in an RFC becomes the initial part of a change record.
Remediation The approach or plan to be followed if a change is not
successful. This may involve backing out an
installation, invoking continuity plans, or some other approach.
Request For Change (RFC) A record of a proposed change.
Risk categorization An evaluation of the overall risk of a change
request to the business.
Standard changes A very low-risk change that is preauthorized for
implementation.
235
Change Management Roles

Change authority Authorizes changes to be performed based on
assessment information from various stakeholders
Change manager Oversees the Change Management process
Change Advisory Board (CAB) A provisional team organized to
assess proposed changes and give advice to the change authority
concerning the risk of implementing those changes
236
Release and Deployment Management

Purpose
Build, test, and deploy capabilities to provide services. This does not
include application development.
237

Early life support A period of additional attention and support for an
IT service immediately after deployment. This consists of more
intensive monitoring, adjustment of service level targets, and
additional resources to handle related incidents and problems.
Pilot Deployment of an IT service or asset that is limited for trial
purposes.
Release A group of changes that are tested, packaged, and
deployed into the IT infrastructure at the same time. These changes
may include hardware, software, documentation, or other items. The
package of items is sometimes referred to as a release package.
Release and deployment model A standard or repeatable model
for carrying out a release. There may be such models for different
types of releases.
238

Service rehearsal A type of service testing that involves performing
as much of the service as possible before actual deployment.
Service retirement and cleanup Services or service assets may be
retired as part of a deployment action.
Service transfer Deployment may involve transfer of service from
one service provider to another.
239
Release and Deployment Management Roles

Release and Deployment Manager Oversees the Release and
Deployment Management process
Release Packaging and Build Manager Oversees the creation of
release builds
Deployment staff Distributes and installs releases
Early life support staff Performs post-deployment tasks for a
limited time to bring stability to newly-deployed services
Build and test environment staff Creates and tests the release
builds
240
Service Validation and Testing

Purpose
Ensure that a new or changed service will meet customer
requirements and will be fit for purpose and fit for use.
241
Service Validation and Testing

Service Design Package The documented requirements and design
of a service.
Service level package The level of utility and warranty that goes with
a specific service package.
Service model A depiction of service functionality.
Test model A model of how to define each service deliverable.
Types of testing Various aspects of what to test in a service,
including usability, accessibility, performance, availability, compliance,
remediation, etc.
Validation the practice of identifying that a new or modified
configuration item meets needs of the business.
Verification the practice of identifying that a new or modified
242
configuration item meets requirements.
Service Validation and Testing Roles

Service Test Manager Oversees and directs all service testing
Test Support Provides support for test activities, including
maintenance of the test environment, creation of test cases, and
providing the test reporting system
243
Transition Planning and Support

Purpose
Plan service transitions that appear in each stage of an IT services
lifecycle.
244
Transition Planning and Support

Service Design Package specifications, models, architectures,
designs, plans, and acceptance criteria.
Service Transition a stage in the lifecycle of an IT service.
Roles
Service Transition Manager Oversees the progression of a
service design package into an operational service
Planning and support Provides more detailed tasks in support of
the Service Transition Manager
245
Knowledge Management
Purpose
Ensure that the right information is provided to the right roles at the
appropriate time.
Data disjointed facts about events.
Information context for data.
Knowledge Insights gained from individuals about events
concerning how events happened.
Knowledge Management Strategy Overall policies, governance,
roles, and procedures for knowledge management.
Wisdom Discernment concerning why events happened.
246
Service Knowledge Management System

The overall system that encompasses all Service Management
Information Systems, including
Availability Management Information System
Capacity Management Information System
Configuration Management System
Known Errors Database
Security Management Information System
Supplier and Contracts Database
247
Service Knowledge Management System

Roles
Knowledge Management Process Owner - Provides high level
direction for knowledge management and ensures that knowledge
management is implemented and performed to support business
objectives
248
Evaluation
Purpose
Determine the ramification of a proposed service change whether as a
result of a Request for Change, a new Service Design Package, or testing.
Actual performance A measure or assessment of the past effects of an
implemented change.
Deviation The determination that actual performance is acceptable.
Predicted performance A measure or assessment of the effects of a
future change.
Risk A potential occurrence that may cause loss.
Risk management formula Likelihood X impact.
Unintended effects Side effects of a change, arrived at by discussions
with stakeholders to determine effects other than those anticipated by the
change request.
249
Evaluation
Roles
Performance and Risk Evaluation Manager Identifies issues
and risks as input to service testing and service transition
Process Owner Provides high-level direction for a process and
ensures that a process is implemented and performed to support
business objectives
Service Owner Provides high-level responsibility for the design,
development, maintenance, and support of a service
250
Other Practices
Communications and Commitment Management The practice of
providing effective communication to all affected parties concerning a
change.
Organizational and Stakeholder Change Management The
practice of managing process and cultural changes among IT
stakeholders. Many changes affect important underpinnings of how an
organization works. This practice goes beyond mere deployment of
changes to determine how to improve the acceptance of significant
changes within an organization.
Stakeholder Management The practice of resolving the needs and
concerns of stakeholders of IT services. Stakeholders may represent
a variety of interests, including customers, users, regulatory
organizations, business units, partners, and others.
251
Transitioning New and Changed Services into Operation
252
Service Operation
253
Service Operation
In the Service Operation stage, a service is available for IT end users.
During execution of the service, it is monitored to determine service
levels as well as to look for operational faults.
Operational faults may be detected as events from service monitoring.
Those events may be resolved within Event Management or may be
escalated to Incident Management to be resolved by Service Desk
personnel.
In either case, the event is recorded as an incident and the service is
restored as quickly as possible via either a workaround or some other
resolution.
Faults may also be detected by users, who may contact the Service
Desk to log an incident.
254
Service Operation
The Incident Management process is used by the Service Desk to get
the service restored to the user as quickly as possible.
The Problem Management process supports the Incident
Management process by looking for incident trends (problems) and
resolving root causes of those problems.
This process also proactively addresses any faults not yet previously
identified.
The user may also contact the Service Desk to carry out simple,
virtually risk-free actions (service requests) that cannot be performed
by the user (Request Fulfillment) or to provide access to services or
service assets (Access Management).
255
Service Operation
256
Service Operation Events, Incidents, and Problems
257
Restoring a Service
258
Service Desk
259
Event Management
Purpose
To identify and resolve system events that represent failures within
configuration items.
260
Event Management
Event Correlation Various system monitoring tools generate events
according to predefined event generation rules. The usefulness of event
management is closely tied to how well these rules are defined. Tightly
constrained rules will not generate enough events to identify many
failures, whereas loosely constrained rules will generate many false
positives.
Event response Some events may have an automatic response
associated with the event, such as restarting a process. Other events
may require manual intervention, such as incident management or
creation of an RFC.
Monitoring Monitoring is different from event management.
Monitoring determines the status of a configuration item or service,
whereas event management identifies changes in status of those CIs
and services that represent faults within the IT infrastructure.
261
Incident Management
Purpose
To restore service operation to a user as rapidly as possible.
Classification Grouping similar types of incidents into categories.
Escalation Incidents that cannot be resolved by available resources
are escalated either to those with greater skills (functional escalation)
or to those who are at higher levels of management (hierarchical
escalation).
Incident models Similar types of incidents may follow similar paths
to resolution. For this reason, predefined workflows for specific types
of incidents may be created.
Major incidents Some incidents are of such magnitude that they
are treated individually. Such an incident may be treated as an
individual problem in Problem Management.
Incident Management
Prioritization The relative impact and urgency of an incident, where
impact is the effect the incident has on the business, and urgency is
how long it will take for the incident to have that effect.
Recovery Returning a configuration item to its working state after
resolution.
Repair Replacing or fixing a configuration item.
Resolution Addressing the root cause of an incident or problem via
a repair or a workaround.
Timescales A time period in which an incident should be resolved or
escalated. Because incident management is focused on rapid
restoration of services, timescales are important.
263
Incident Management
Roles
Incident Manager Oversees the incident management process
and incident management staff
First line Provides initial handling of user contacts with the service
desk
Second line Provides more technical expertise for resolving
incidents
Third line Provides the most in-depth technical expertise in
support of incidents
264
Request Fulfillment
Purpose
Request fulfillment processes service requests and requests for
information. Access-related service requests are processed by
Access Management.
Request Model a predefined workflow for handling a specific type
of service request.
Service Request a standard (preapproved) change that is
straightforward and virtually risk-free.
265
Problem Management
Purpose
To diagnose root causes of incidents, request changes that will
resolve those root causes, and reduce the number of future
incidents.
266
Problem Management
Known Error a problem for which the root cause has been
determined and a workaround or resolution has been created.
Proactive problem management looking for potential problems
before they are reported by other processes or functions and resolving
those problems.
Problem a problem is a root cause of a group of related incidents.
Problem Model a predefined workflow for handling a specific type
of problem.
Reactive problem management resolving problems that have
already been uncovered by incident management or some other
source.
267
Problem Management
Roles
Problem Manager Focal point for problem management activities
and coordinator of teams resolving problems
Problem-Solving Groups Teams representing various technical
groups provisionally assigned to resolve problems
268
Access Management
Purpose
To provide rights for a user to access a service.
Access the ability to make use of a specific configuration item.
There may be different types of access, such as read, write, execute,
etc.
Directory services An application that records the rights given to
each identity and allows modifications to those rights
Identity the name of a user or group. Access rights are granted to
identities.
Rights permission given to an identity.
269
Other Practices
Facilities and Data Center Management Management of the
physical location where IT resources are housed. This location is often
referred to as a data center.
Information Security Management and Service Operation
Enforcement of information security policy during service operations.
Monitoring and Control The cycle of service monitoring and
response.
270
IT Operations
The operation and management of specific types of technology
resources. Support for these resources requires specific types of
expertise. Examples include the following:
Mainframe Management
Server Management and Support
Network Management
Storage and Archive
Database Administration
Directory Services Management
Desktop Support
Middleware Management
271
Internet/Web Management
Service Operation Functions

A function is an abstract organizational unit within an IT organization. It
represents a real organization or group, but not a process. A function may
use one or more IT processes or practices to carry out its objectives.
There are 5 primary functions within Service Operation, some, of which, are
divided into smaller functions.
1.Application Management Control of the entire lifecycle of an application
2.Facilities Management Management of IT data centers and other
physical IT facilities
3.IT Operations Management Ongoing operation and execution of IT
services and IT resources in support of those services
4.Service Desk User support for IT services
5.Technical Management Provides specialized technical skills to carry out
IT operations
272
Additional Service Operation Roles

Application Management Roles
Application Manager/Team Leader Oversees
application support staff
Application Analyst/Architect Provides technical support of
deployed applications
IT Operations Management Roles
IT Operations Manager Oversees control of IT operations and
facilities
Shift Leaders Supervises IT operations staff for a specific shift
IT Operations Analysts Experience operators who provide more
detailed planning and analysis in support of operations
IT Operators Performs daily operational tasks
273
Additional Service Operation Roles

Service Desk Roles
Service Desk Manager Oversees all service desk activities and supervisors
Service Desk Supervisor Oversees service desk activities for a specific
shift
Service Desk Analyst Provides first-level support for incidents and service
requests
Super User Users who act as liaison between the service desk and the user
community
Technical Management Roles
Technical Manager/Team Leader Provides leadership for a technical team
Technical Analyst/Architect Determine stakeholder needs for a technical
domain and provides analysis in support of that technical domain
Technical Operator Performs daily technical operations tasks
274
275

During the Continual Service Improvement stage, the IT organization collects
data and feedback from users, customers, stakeholders, and other sources to
enhance services and how they are provided.
This involves the use of a 7-step improvement process that collects data,
analyzes the data, provides recommendations, and implements those
recommendations.
In support of the improvement process, Service Level Management collects
information from IT users and customers and data from the operation of the
services.
Service measurement and reporting provides standard vehicles for
describing the performance of the services.
Finally, all service improvements must be scrutinized according to whether they
meet the needs of the business and provide an overall return on investment.
276

7-Step Improvement Process A generic process for improvement
based on measurement, analysis, and corrective action. This can be
used to continuously improve service management.
Business Questions for CSI The practice of engaging IT
management with business management in order to satisfy business
goals using IT services.
Return on Investment for CSI The establishment of a business case
for IT service management based on measuring and reporting return on
investment.
Service Measurement Providing accurate and consistent
measurements of service availability, reliability, and performance.
Service Reporting The practice of reporting on service
achievements, trends, and improvements.
277

Roles
CSI Manager Oversees all continual service improvement
activities
Process Owner Champions a process and oversees its
management and execution
Reporting Analyst Reports on service achievements and trends
Service Knowledge Management Oversees knowledge
management for the enterprise
Service Manager Has overall responsibility for development,
evaluation, and maintenance of IT services
Service Owner Owns a specific service, although supporting
components and resources may be managed elsewhere
278
Thank you for your

participation
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