ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.

ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves

Course Agenda Introductions Review of IT Service Management (ITSM) and IT Infrastructure Library (ITIL) ITIL, a look at the lifecycle: Service Lifecycle Approach Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Introduction

Course Design Coverage of the Service Lifecycle strategy within ITIL: Lecture Case Study Practice Exams Foundation Certification Exam (Optional) Introduction

Introductions Please Introduce Yourself Where do you work? What is your title and key responsibilities? What is your IT experience? What is your Service Management experience? What expectations do you have for this course? Introduction

Review of ITIL Introduction

ITIL Review Conceived in the mid-1980s CCTA (Central Computer and Telecommunications Agency) OGC (Office of Government Commerce) Evolution 30 + titles in v1 7 (9) titles in v2 5 titles in v3 Standard for Service Management Best practice across many industries Introduction

ITIL v2 Books Review Introduction

ITIL v3 Books Review Introduction

ITIL v3 Areas of Management Introduction

Why ITIL for Service Management? Best Practices Non-Proprietary/Non-Prescriptive Guidance, not regulations Innovative Introduction

Complementary Guidance Commonly known frameworks and standards that have synergy with ITIL: COBIT ISO/IEC 20000 ISO/IEC 15504 ISO/IEC 19770:2006 Management of Risk MOF Project management CMMI Six Sigma Other ITSM publications ITIL Live The Official Introduction to the ITIL Service Lifecycle Introduction

Qualification Scheme Introduction

This course is EXIN accredited: Independent exams in IT, based on standards and best practices Worldwide recognition, in over 125 countries 40 years of experience, involving experts High quality, web-based technology International certification for IT standards: ITIL ASL ISO/IEC 20000/SQM BiSL MOF TMap Partner with The APM Group Limited (APMG) who won the rights to administer ITIL accreditation, certification and examination needs for the OGC. Introduction

More Complementary Material Pocket Guides Standards Alignment Knowledge and Skills Case Studies Scalability Quick Wins Qualifications Templates Study Aids Specialty Topics Software: www.manageengine.com Introduction

Overview of ITIL Key Concepts Lifecycle

Five Core Books Lifecycle

Lifecycle: Terms of Interest Service Management IT Service Management Service Resource Capability Service Asset Function Process Outcome Service Owner Process Owner Process Manager Process Practitioner Lifecycle

Capabilities and Resources Lifecycle Capabilities Management Organization Processes Knowledge People (experience, skills and relationships) Resources Financial Capital Infrastructure Applications Information People (number of employees) Crown copyright 2011. Reproduced under license from the Cabinet Office.

Lifecycle: Five phases Strategy Working with the business to plan appropriately for both long- and short- term service needs Design Planning and architecting services that fall within the businesss strategy Transition Moving planned business initiatives to live status Retiring old services no longer of value to the business Improving services to keep the business at or above required competitive levels Operation Managing the services currently utilized by the business Continual Service Improvement Implemented as part of every process Lifecycle

Benefits of ITIL to the IT Provider Service Management Best Practices Lifecycle Approach Better management of services Better integration among: Business Services IT Services IT Functions Focus on Value of Service Lifecycle

Benefits of ITIL to the Customer Focus on Business Needs Services Aligned to Business Activity Services Designed to Meet Business Requirements Lifecycle

RACI and Organizational Structure RACI Model: Responsible What needs to be done and by whom Accountable Who are the Owners of the results Consult Who has ability to assist, guide? Inform Who needs/desires to know? Lifecycle

The Role of Automation in IT Service Management Lifecycle Service automation can play a significant role in improving the effectiveness, efficiency and costs of IT services and in the end provide a better value to the customer. Opportunities for automation of processes and services should be identified and where possible implemented throughout the service management lifecycle. Areas that can benefit from automation include: Design and modeling Service catalogue Pattern recognition and analysis Classification, prioritization and routing Detection and monitoring Optimization

Governance Ensures that policies and strategy are actually implemented, and that required processes are correctly followed. Governance includes defining roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified. Lifecycle

Risk Management Risk management is an integral part of IT service management and involves the following activities: Identifying Risk Analyzing Risk Managing Risk Lifecycle

Process Model Lifecycle Process Control Process Owner Process Policy Process Objectives Process Documentation Process Feedback Process Activities Process Metrics Process Roles Process Procedures Process Improvements Process Work Instructions Process Resources Process Capabilities Process Process Enables Triggers Process Inputs Process Outputs Including process Reports and reviews Crown copyright 2007. Reproduced under license from the Cabinet Office.

Lifecycle ITIL Processes

Review Questions ITIL Foundation Examination: Lifecycle Sample Questions Lifecycle

1.Which of the following statements is CORRECT for ALL processes? a)They define functions as part of their design b)They should deliver value for stakeholders c)They are carried out by an external service provider in support of a customer d)They are units of organizations responsible for specific outcomes Answer: B Lifecycle

2.Which of the following statements about processes is/are CORRECT? 1.All processes must have an owner 2.A process takes one or more inputs and turns them into defined outputs a)1 only b)2 only c)Both of the above d)Neither of the above Answer: C Lifecycle

3.Which of the following activities should a Service Owner undertake? 1.Representing a specific service across the organisation 2.Updating the Configuration Management Data Base (CMDB) after a change 3.Helping to identify service improvements 4.Representing a specific service in Change Advisory Board (CAB) meetings a)2, 3 and 4 only b)All of the above c)1, 2 and 3 only d)1, 3 and 4 only Answer: D Lifecycle

4.What roles are defined in the RACI model? a)Responsible, Accountable, Consulted, Informed b)Responsible, Achievable, Consulted, Informed c)Realistic, Accountable, Consulted, Informed d)Responsible, Accountable, Corrected, Informed Answer: A Lifecycle

Service Strategy ITSM Starting Point Explore Business Needs, Plans Align IT Strategies to Business Strategies Focus on Services as Value to business Source Appropriately Everything in strategy is very simple, but that does not mean that everything is very easy. -- Carl von Clausewitz Service Strategy Carl von Clausewitz is famously known as a strategic theorist, especially in the art of war.

Service Strategy Key Concepts Service Strategy

Strategy Terms of Interest Warranty Usability of a service Is it user-friendly? Utility Functionality of a service It does what it was designed to do Open-Loop System Perform activity regardless of environment conditions, i.e. Backup scheduled Closed-Loop System Monitor environment and respond to changes, i.e. load balancing Trigger Event that launches a process, i.e. a call to the Service Desk begins Incident Management activities Service Strategy

Utility and Warranty = Value Service Strategy Performance supported? Constraints removed? Available enough ? Capacity enough? Continuous enough? Secure enough? UTILITY OR AND T/F Fit for purpose? Fit for use? T/F Value Created T: True F: False WARRANTY Crown copyright 2007. Reproduced under license from the Cabinet Office.

Service Provider Types Type I Internal Service Provider Type II Shared Services (internal) Type III External Service Provider Service Strategy

Service Strategy Processes Service Strategy

Service Justification: Business Case Business Case Structure A.Introduction Presents the business objectives addressed by the service B.Methods and Assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits C.Business Impacts The financial and non-financial business case results D.Risks and Contingencies The probability that alternative results will emerge E.Recommendations Specific actions recommended Service Strategy Crown copyright 2007. Reproduced under license from the Cabinet Office.

Service Portfolio Management The Providers collection of services available to the customer Services defined in terms of business value Repository detailing information about the services throughout the lifecycle Means for comparing service competitiveness Why should a customer buy from this provider? What is a fair rate for the service? What are the strengths, weaknesses, priorities, risks? Service Strategy

Business Relationship Management Business Relationship Management (BRM) is the process that enables business relationship managers to provide links between the service provider and customers at the strategic and tactical levels. The purpose of BRM is establish and maintain a business relationship between the service provider and the customer based on understanding the customer and their business needs and to identify customer needs and ensure that the service provider is able to meet these needs as business needs change over time and between circumstances. Service Strategy

Business Relationship Management vs. Service Level Management Business Relationship Management Service Level Management Purpose To establish and maintain a business relationship between the service provider and the customer based on understanding the customer and their business needs. To identify customer needs (utility and warranty) and ensure that the service provider is able to meet these needs. To negotiate service level agreements (warranty terms) with the customers and ensure that all service management processes, operational level agreements and underpinning contracts are appropriate for the agreed service level targets. Focus Strategic and tactical the focus is on the overall relationship between the service provider and their customer, and which services the service provider will deliver to meet customer needs. Tactical and operational the focus is on reaching agreement on the level of service that will be delivered for new and existing services, and whether the service provider was able to meet those agreements. Primary Measure Customer satisfaction, also an improvement in the customers intention to better use and pay for the service. Another metric is whether customers are willing to recommend the service to other (potential) customers. Achieving agreed levels of service (which leads to customer satisfaction). Service Strategy Crown copyright 2011. Reproduced under license from the Cabinet Office.

Review Questions Service Strategy ITIL Foundation Examination: Service Strategy Sample Questions

1.Where would you find the answer to a question about how IT resources and capabilities should be allocated across the service lifecycle? a)Definitive media library b)Service portfolio c)Schedule of change d)Performance review Service Strategy Answer: B

2.In which phase of the service lifecycle is it decided what services should be offered and to whom they will be offered? a)Continual service improvement b)Service operation c)Service design d)Service strategy Service Strategy Answer: D

3."Warranty of a service" means? 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 Service Strategy Answer: D

4.Which statement about value creation through services is CORRECT? a)The customer's perception of the service is an important factor in value creation b)The value of a service can only ever be measured in financial terms c)Delivering service provider outcomes is important in the value of a service d)Service provider preferences drive the value perception of a service Service Strategy Answer: A

Service Design Design of Services to meet Business Needs Design of Processes to maximize Service Management Manage Risk Design of Measurements and Metrics to assist in Service Management and Improvement Service Design

Service Design Key Concepts Service Design

Service Design Terms of Interest Service Provider Customer vs. User/Consumer vs. Stakeholder Service Level Agreement Operational Level Agreement Underpinning Contract Service Design Package Availability Supplier Vital Business Function (VBF) Service Design

Business Change Process Service Design Business Process Change Business Requirements and Feasibility Business Process Development Business Process Implementation Business Benefits Realization IT Service Requirement IT Service IT Service Lifecycle Crown copyright 2011. Reproduced under license from the Cabinet Office.

Design Management Strategy Governance Functionality Schedule Resources Business functionality Management requirements Legislative requirements Regulatory requirements etc Service Design Crown copyright 2007. Reproduced under license from the Cabinet Office.

Five Aspects of Service Design Design of Service Solutions Design of Service Management Systems and Tools Especially the Service Portfolio Design of Technology Architectures and Management Systems Design of Processes Design of Measurement Methods and Metrics of the Service Service Design

Design of Service Solutions Focus on Business Needs Designed to meet Functional Requirements Development of Resources and Capabilities Service Design

Design of Service Portfolio Service Design Service Knowledge Management System Service Portfolio Service Pipeline Service Catalogue Retired Services Customer/support team viewable section of the service portfolio (the service catalogue, with selected fields viewable) Service Lifecycle Service Status Requirements Definition Analysis Approved Chartered Design Development Build Test Release Operational/Live Retiring Retired Crown copyright 2011. Reproduced under license from the Cabinet Office.

Design of Technology Architectures and Management Systems Service Design Enterprise Architecture Business/Organization Architecture Service Architecture Application Architecture Data/Information Architecture Environmental Architecture IT Infrastructure Architecture Management Architecture Product Architecture Enterprise Architecture Crown copyright 2011. Reproduced under license from the Cabinet Office.

Design of Processes Service Design Process Control Process Owner Process Policy Process Objectives Process Documentation Process Feedback Process Activities Process Metrics Process Roles Process Procedures Process Improvements Process Work Instructions Process Resources Process Capabilities Process Process Enables Triggers Process Inputs Process Outputs Including Process Reports and Reviews Crown copyright 2007. Reproduced under license from the Cabinet Office.

Design Constraints Service Design Design is the art of gradually applying constraints until only one solution remains. Level of warranty Resource constraints including schedules Copyrights, patents and trademarks Values and ethics Technology constraints Comparative unit costs Capability constraints Other constraints: policy, governance etc. Existing commitments Compliance with standards and regulations Utility to be provided Acceptable service solution Desired service solution Crown copyright 2011. Reproduced under license from the Cabinet Office.

Service Design Processes Service Design

Design Coordination Process Objectives: Ensure the consistent design of the Five Aspects of Service Design Coordinate all design activities Plan and coordinate the resources and capabilities required to design new or changed services Produce Service Design Packages (SDP) Ensure SDPs are produced and handed over to transition Manage the quality criteria, requirements and handover points between Service Design, Service Strategy and Service Transition Ensure alignment with strategic, architectural, governance and other corporate requirements Improve the effectiveness and efficiency of Service Design Insure adoption of common framework of standard, reusable design practices Monitor and improve the performance of the design stage Service Design Crown copyright 2011. Reproduced under license from the Cabinet Office.

Design Coordination Activities Service Design For the overall service design lifecycle stage Define and maintain policies and methods Plan design resources and capabilities Coordinate design activities Manage design risks and issues Improve service design Coordinate individual designs Monitor individual designs Review designs and ensure handover of service design package Plan individual designs For each design Crown copyright 2011. Reproduced under license from the Cabinet Office.

Service Catalog Management Dependent on Service Portfolio Details of all live and approved-for-live services Two versions Business Service Catalog Technical Service Catalog Service Design

Service Level Management Design SLA framework Gather, document SLRs Monitor performance against SLAs Produce appropriate reports Conduct Service Reviews (could lead to SIP) Manage contacts and relationships Agree, Monitor, Report, Review Service Design

Scope of Service Level Management Service Level Agreements Service Level Requirements Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement Service Design

Service Level Manager Role Negotiates Ensures Targets Reviews Manages Relationships Guides Improvement Service Design

Service Level Manager Interfaces Business Relationship Management Service Catalog Management Incident Management Supplier Management Availability, Capacity, IT Service Continuity and Information Security Management Financial Management for IT Services Design Coordination Service Design

Availability Management Objectives: Produce Availability Plan Provide Guidance on Availability Issues Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability Service Design Crown copyright 2011. Reproduced under license from the Cabinet Office.

Availability Management Key Components Service Availability Component Availability Reliability Maintainability Serviceability Service Design

Availability Activities and Methods Identify Vital Business Functions Component Failure Impact Analysis Modeling Single Point of Failure Analysis Fault Tree Analysis Management of Risk (M_o_R) Testing and Maintenance Produce Projected Service Outage Document Plan and Design for new/changed services Redundancy High Availability Monitor, Measure, Analyze, Report, Review on Component Availability Unavailability Analysis Expanded Incident Lifecycle MTRS and MTBF Service Failure Analysis (SFA) Service Design

Capacity Management Business Capacity Management Service Capacity Management Component Capacity Management (replaces Resource Capacity Management) Capacity Plan Service Design

Capacity Management Objectives Capacity Plan Guidance and Assistance on Capacity-related Issues Ensure Capacity Targets Ensure Proactive Improvements Assist with incidents and problems related to performance and capacity Assess the impact of change on the capacity plan and all services and resources Service Design

IT Service Continuity Management Objectives IT Service Continuity Plans Business Impact Analysis (BIA) Management of Risk (M_o_R) Guidance on Continuity and Recovery Ensure Continuity and Recovery Measures in Place Assess Impact of Change on Continuity Plans Ensure Proactive Measures Negotiate with Suppliers for Continuity Needs Service Design

Information Security Management IT Information Security Policy (ISP) Ensure Security Requirements Document and Implement Security Controls Manage Supplier Access to Systems Manage Security Breaches and Security- related Incidents Proactive Improvements of Security Integrate Security Aspects within other ITSM processes Service Design

Information Security Key Components Information Security Policy: Passwords (Access Management) Email Virus Control Encryption Remote Access Information Security Management System Service Design

Supplier Management Objectives Supplier Policy Obtain Value from Suppliers Ensure Supplier Contracts are Business- aligned Manage Supplier Relationships and Performance Negotiate Supplier Contracts and Manage them through their lifecycle Supplier and Contract Management Information System (SCMIS) Service Design

Review Questions Service Design ITIL Foundation Examination: Service Design Sample Questions

1.Input from which processes could be considered by service level management when negotiating service level agreements (SLA)? a)All other ITIL processes b)Capacity and availability management only c)Incident and problem management only d)Change management, and release and deployment management only Service Design Answer: A

2.Which process would assist with the identification and resolution of any incidents and problems associated with service or component performance? a)Capacity management b)Supplier management c)Technology management d)Change management Service Design Answer: A

3.Which two processes will negotiate and agree the necessary contracts for the provision of recovery capability to support all continuity plans? a)Service level management and capacity management b)Supplier management and service level management c)IT service continuity management and service level management d)IT service continuity management and supplier management Service Design Answer: D

4.Which of the following are valid elements of a service design package (SDP)? 1.Agreed and documented business requirements 2.A service definition for transition and operation of the service 3.Requirements for new or changed processes 4.Metrics to measure the service a)1 only b)2 and 3 only c)1, 2 and 4 only d)All of the above Service Design Answer: D

Service Transition Enable Effective Business Change Manage Change and Risk Guide New IT Services into Operation Ensure Service Quality Minimize adverse impact of Change Service Transition

Service Transition Key Concepts Service Transition

Service Transition: Terms of Interest Service Knowledge Management System Configuration Item Configuration Management System Definitive Media Library Change Normal, Standard, Emergency Seven Rs of Change Management Release Unit Release Policy Service Transition

Service Transition Processes Service Transition

Change Management Focus on changes to assets and CIs across the whole lifecycle Change Activities: Planning and Controlling Changes Change and Release Scheduling Communications Change Decisions and Authorizations Ensuring that remediation plans are in place Measurement and Control Management Reporting Continual Improvement Service Transition

Change Management Roles and Resources Request For Change (RFC) Change Proposals The Change Advisory Board (CAB) The Emergency Change Advisory Board (ECAB) The Schedule of Changes (SC) The Projected Service Outage Document (PSO) Post Implementation Review (PIR) Service Transition

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

Change Management Interfaces Service Transition Interfaces with the business and partners/suppliers Integration with business change processes Programme and project management Organizational and stakeholder change Sourcing and partnering Interfaces with service management processes Service asset and configuration management Problem management IT service continuity management Information security management Capacity and demand management Service portfolio management

Service Asset and Configuration Management Service Asset Management focus: Service Assets during Service Lifecycle Configuration Management focus: Manage Logical Model of Infrastructure Show how Assets and Components interrelate Service Transition

Service Asset and Configuration Management Key Components: Configuration Items Configuration Management System Configuration Management Databases Definitive Media Library Configuration Baseline Configuration Model Service Transition

Knowledge Management Service Knowledge Management System (SKMS) Right information to the right people at the right time. Service Transition Crown copyright 2011. Reproduced under license from the Cabinet Office.

Release and Deployment Management Deliver change faster, at lower cost, with reduced risk Assure the changed or new service supports the business and its customers Ensure consistency in implementing changes Ensure traceability Service Transition

Release and Deployment Objectives Define and agree release and deployment plans Create and test release packages Ensure the integrity of the release packages and their CIs and ensure they are stored in the DML and recorded in the CMS Deploy release packages from the DML Ensure release packages can be tracked, installed, tested, verified and/or uninstalled or backed out Ensure organization and stakeholder change is managed during a release Ensure that the new or changed service is capable of delivering the utility and warranty agreed Record and mange deviations, risks and issues and take necessary corrective action Ensure there is knowledge transfer to enable the user and customer to optimize use of the new or changed service Ensure there is skill and knowledge transfer to the operations function so they can effectively and efficiently deliver, support and maintain the service as agreed Service Transition

Transition Planning and Support Determine capacity and resources Support transition teams Ensure integrity of assets Service Transition

Service Validation and Testing Service Validation Is the change fit for purpose (Utility)? Is the change of good quality (Warranty)? Testing Is the change going to achieve its intended results (Utility)? Is the change going to work without adverse affects (Warranty)? Service Transition

Change Evaluation Determines a means of answering these two questions: What was the expected result? Did the change succeed? Service Transition

Review Questions Service Transition ITIL Foundation Examination: Service Transition Sample Questions

1.Which activities does service asset and configuration management ensure are performed on configuration items (CIs)? 1. CIs are identified 2. Baselines of configuration are kept 3. Changes to CIs are controlled a)All of the above b)1 and 2 only c)1 and 3 only d)2 and 3 only Service Transition Answer: A

2.What types of changes are NOT usually included within the scope of change management? a)Changes to a mainframe computer b)Changes to business strategy c)Changes to a service level agreement (SLA) d)The retirement of a service Service Transition Answer: B

3.Which of the following does service transition provide guidance on? 1. Introducing new services 2. Decommissioning services 3. Transfer of services between service providers a)1 and 2 only b)2 only c)All of the above d)1 and 3 only Service Transition Answer: C

4.Which of the following are the purposes or objectives of the release and deployment management process? 1. To define and agree release and deployment plans 2. To ensure release packages can be tracked 3. To authorize changes to support the process a)1 and 2 only b)All of the above c)2 and 3 only d)1 and 3 only Service Transition Answer: A

Service Operation Manage Day to Day IT Activities Operations Provide Value to Customer Communication Support Service Operation

Service Operation Key Concepts Service Operation

Service Operation: Terms of Interest Incident Alert Event Service Request Problem Known Error Known Error Database (KEDB) Workaround Impact, Urgency, Priority Service Operation

The Role of Communication in Operations Service Operation Good communication is needed with other IT teams and departments, with users and internal customers, and between the service operation teams and departments themselves. The types of communication that take place include: Routine operational communication Communication between shifts Performance reporting Communication in projects Communication related to changes Communication related to exceptions Communication related to emergencies Training on new or customized processes and service designs Communication of strategy, design and transition to service operation teams

Service Operation Processes Service Operation

Incident Management Restore Service as Soon as Possible Standard Incident Model Assist in speedy Incident Management Major Incident Management Problem Management may be asked to assist Service Operation

Incident Management Interfaces Service Level Management Information Security Management Capacity Management Availability Management Service Asset and Configuration Management Change Management Problem Management Access Management Service Operation

Problem Management Eliminate Problems and Incidents in the IT Infrastructure Minimize impact of incidents that cannot be prevented Problem Models Used to enable quick elimination for similar problems Major Problem Review Service Operation

Proactive and Reactive Problem Management Problem management has both proactive and reactive activities: Reactive activities are concerned with solving problems in response to one or more incidents Proactive activities are concerned with identifying and solving problems and known errors before further incidents related to them can occur again. Examples include conducting periodic reviews of incident date, event data, operations logs etc. to identify trends possible root cause Service Operation

Problem Management Interfaces Financial Management for IT Services Availability Management Capacity Management IT Service Continuity Management Service Level Management Change Management Service Asset and Configuration Management Release and Deployment Management Knowledge Management The Seven-Step Improvement Process Service Operation

Event Management Scope focused on specific events vs. general monitoring Early Detection Preventative Basis for key automated operations Detect Make sense of Act on Classifications based on significance: Informational Warnings Exceptions Service Operation

Request Fulfillment Handles non-incident requests: Service Requests RFCs (Standard Changes) Request Models Self-Help Opportunities Service Operation

Access Management Access Rights Verification of legitimacy of requests Monitoring Identity Status Logging and Tracking Access Granting/Removing/Restricting Privileges predetermined (Availability and Security) Physical Access control not within scope Facilities Service Operation

Service Operation Functions Service Operation

Service Desk Single Point of Contact for User Community Manages Incidents and Service Requests First level of support Escalates as agreed Keeps users informed Closes Conducts Satisfaction Surveys Communicates with Users Updates CMS Service Operation

Service Desk Organizational Structures Local Service Desk Centralized Service Desk Virtual Service Desk May be structured as Follow the Sun Service Desk Service Operation

Service Desk Metrics First line resolution rate Average time to resolve an incident Average time to escalate an incident Average cost of handling an incident Specific to Service Desk Percentage of user updates as agreed by SLA Average time to review and close a resolved call Average number of calls per day and per week Service Operation

Technical Management Custodian of Technical Knowledge and Expertise Provides the Resources to Support the ITSM Lifecycle Service Operation

Application Management Assists in application sizing and workload forecasts Assists in identifying ongoing operational costs of applications Assists in determining support skills required Assists in determining costs of customization Assists in determining to build or buy Assists in data access requirements Service Operation

Application Management vs. Application Development Service Operation Application DevelopmentApplication Management Nature of Activities One-time set of activities to design and construct application solutions Ongoing set of activities to oversee and manage applications throughout their entire lifecycle Scope of Activities Performed mostly for applications developed in housePerformed for all applications, whether purchased from third parties or developed in house Primary Focus Utility focus Building functionality for their customer What the application does is more important than how it is operated Both utility and warranty focus What the functionality is as well as how to deliver it Manageability aspects of the application, i.e. how to ensure stability and performance of the application Management Mode Most development work is done in projects where the focus is on delivering specific units of work to specification, on time and within budget This means that it is often difficult for developers to understand and build for ongoing operations, especially because they are not available for support of the application once they have moved on to the next project Most work is done as part of repeatable, ongoing processes. A relatively small number of people work in projects This means that it is very difficult for operational staff to get involved in development projects, as that takes them away from their ongoing operational responsibilities Measurement Staff are typically rewarded for creativity and for completing one project so that they can move on to the next project Staff are typically rewarded for consistency and for preventing unexpected events and unauthorized functionality (e.g. bells and whistles added by developers) Cost Development projects are relatively easy to quantify because the resources are known and it is easy to link their expenses to a specific application or IT service Ongoing management costs are often mixed in with the costs of other IT services because resources are often shared across multiple IT service and applications Lifecycles Development staff focus on software development lifecycles, which highlight the dependencies for successful operation, but do not assign accountability for these Staff involved in ongoing management typically only control one or two stages of these lifecycles operation and improvement. Crown copyright 2011. Reproduced under license from the Cabinet Office.

IT Operations Management Operations Control Console Management Job Scheduling Back-up and Restore Print and Output Management Maintenance Activities Facilities Management IT Environment i.e. Data Center Service Operation

Review Questions Service Operation ITIL Foundation Examination: Service Operation Sample Questions

1.Which of the following activities is carried out by facilities management? a)The management of IT services that are viewed as "utilities", such as printers or network access b)Advice and guidance to IT operations on methodology and tools for managing IT services c)The management of the physical IT environment such as a data centre d)The procurement and maintenance of tools that are used by IT operations staff to maintain the infrastructure Service Operation Answer: C

2.Which of the following is the BEST example of a workaround? a)A technician installs a script to temporarily divert prints to an alternative printer until a permanent fix is applied b)A technician tries several approaches to solve an incident. One of them works, although the technician does not know why c)After reporting the incident to the service desk, the user works on alternative tasks while the problem is identified and resolved d)A device works intermittently, allowing the user to continue working at degraded levels of performance while the technician diagnoses the incident Service Operation Answer: A

3.Which of the following should be treated as an incident? 1.A user is unable to access a service during service hours 2.An authorized IT staff member is unable to access a service during service hours 3.A network segment fails and the user is not aware of any disruption to service 4.A user contacts the service desk about slow performance of an application a)All of the above b)1 and 4 only c)2 and 3 only d)None of the above Service Operation Answer: A

4.Which of the following areas would technology help to support? 1. Self help 2. Reporting 3. Release and deployment 4. Process design a)1, 2 and 3 only b)1, 3 and 4 only c)2, 3 and 4 only d)All of the above Service Operation Answer: D

Continual Service Improvement Continual Re-alignment of IT to Meet Business Requirements Improve Services Assist/Guide growth and maturity of Service Management Processes Measure, Analyze, Review Continual Service Improvement

Continual Service Improvement (CSI) Key Concepts Continual Service Improvement

Continual Service Improvement Key Terms Baseline CSI Model Metrics Technology Process Service CSI Register Used to record, categorize and prioritize all the improvement opportunities. The CSI Register should be stored as part of the SKMS. Continual Service Improvement

Methods and Techniques of Continual Service Improvement Assessments Gap Analysis Balanced Scorecard SWOT Strengths Weaknesses Opportunities Threats Deming Cycle of Improvement Plan Do Check Act Continual Service Improvement

Review Questions ITIL Foundation Examination: Continual Service Improvement Sample Questions Continual Service Improvement

1.Which is the first activity of the continual service improvement (CSI) model/approach? a)Understand the business vision and objectives b)Carry out a baseline assessment to understand the current situation c)Agree on priorities for improvement d)Create and verify a plan Answer: A Continual Service Improvement

2.What are the four stages of the Deming Cycle? a)Plan, Measure, Monitor, Report b)Plan, Check, React, Implement c)Plan, Do, Act, Audit d)Plan, Do, Check, Act Answer: D Continual Service Improvement

3.Which of the following does continual service improvement (CSI) provide guidance on? 1.How to improve process efficiency and effectiveness 2.How to improve services 3.Improvement of all phases of the service lifecycle a)1 and 2 only b)1 and 3 only c)2 and 3 only d)All of the above Answer: D Continual Service Improvement

4.Which of the following is NOT a type of metric described in continual service improvement (CSI)? a)Process metrics b)Service metrics c)Personnel metrics d)Technology metrics Answer: C Continual Service Improvement

Questions and Wrap-up

Notes RACI Example from Graphic Simple Map SKMS Details Overlay

ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.

Documents

Transcript of ITIL Foundation IT Service Management Lifecycle Instructor: Tom Vorves.