Pultorak Sample ITIL V3 OSA

Presentation 1
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2008 Pultorak & Associates, Ltd. All rights reserved. 2112 ITIL V3 OSA Course v1-30
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Presentation 2
When introducing your current role, please describe your primary job responsibility, not just your title, as job titles and the actual work performed vary from organization to organization. Please be sure to ask questions to get a better understanding of the skills and experiences that your fellow students and your instructor bring to this course delivery. Notes _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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Presentation 3
The ITIL Intermediate Qualification: Operational Support and Analysis (OSA) Certificate is a freestanding qualification, but is also part of the ITIL Intermediate Capability stream, and one of the courses that leads to the ITIL Expert in IT Service Management Certificate. The purpose of this course and the associated exam and certificate is, respectively, to impart, test, and validate the knowledge on industry practices in Service Management as documented in the ITIL Service Lifecycle core publications. The ITIL Certificate in Operational Support and Analysis is intended to enable the holders of the certificate to apply the practices in resolution and support of the Service Management Lifecycle. These course objectives are our expectations from you after you have completed this course. What about you, what are your expectations from this course? From the instructor and from your fellow participants?
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Presentation 4
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Presentation 5
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Presentation 6
Each process module incorporates a lesson that includes an introduction , process activities, and the process in information management. Module 7 covers the Service Desk Function including an introduction, organizational structures and staffing options, and metrics. Module 8 covers functions, including roles, objectives, and activities. Notes _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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Presentation 7
There are four levels within the ITIL scheme: 1. Foundation level focuses on knowledge / comprehension to provide a good grounding in the key concept, terminology, and processes of ITIL 2. Intermediate level assesses an individual's ability to analyze and apply the concepts of ITIL. This is composed of two streams: a) Intermediate lifecycle stream five individual certificates built around the five core OGC titles: Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement b) Intermediate capability stream four individual certificates focusing on detailed process implementation and management within cluster groupings: Operational Support and Analysis (OS&A); Service Offerings and Agreements (SO&A), Release, Control and Validation (RC&V), and Planning, Protection and Optimization (PP&O) Operational Support and Analysis (OS&A) Event, Incident, Request, Problem, Access, Service Desk, Technical, IT Ops, Application Mgmt. Service Offerings and Agreements (SO&A) Portfolio, Service Level, Catalog. Demand, Supplier and Financial Mgmt. Release, Control and Validation (RC&V) Change, Release & Deployment, Validation & Testing, Service Asset & Configuration, Knowledge, Request Mgmt. / Service Evaluation Planning, Protection and Optimization (PP&O) Capacity, Availability, Continuity, Security, Demand and Risk Mgmt. 3. ITIL expert certifies that the individual has successfully completed a number of Intermediate units in addition to the mandatory Foundation Level and the Managing Across the Lifecycle capstone course 4. ITIL master assesses an individual's ability to apply and analyze the ITIL concepts in new areas (currently under development)
2008 Pultorak & Associates, Ltd. All rights reserved. 2112 ITIL V3 OSA Course v1-30 www.pultorak.com
Presentation 8
You can check these references for additional information on the course. Notes _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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Presentation 9
The following materials should be provided to you at the start of this course: A participant binder which contains reference materials for this course such as the official syllabus, job aids, handouts, and a sample exam A hard copy of the presentation slides with notes A course evaluation form which you can use to provide feedback on the instructor and the course materials used. Your feedback is greatly appreciated and will go a long way towards further improving this course. Some of the key ground rules for this course that we would like to emphasize are the following: Have fun learning. Lets make this an engaging learning experience. Good vibrations. Please turn off or put in silent mode all mobile phones, pagers, and other electronic devices that may distract you and the class. There are breaks scheduled throughout the day during which you can conduct your personal or business activities. Ground cover. This is an intense course so well be moving fast, but please dont hesitate to ask for additional time to cover points of interest to you, to ask clarifying questions, or share an experience that the rest of the class can benefit from. Parking lot. We may decide to record and 'park' your questions that will be covered later during the course. We also have an online forum that you can use to continue the discussions well beyond the duration of this class.
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Presentation 10
This unit introduces you to the concepts and terminology of the Service Lifecycle and the role of OSA within the Lifecycle. To meet the learning outcomes and examination level of difficulty, you must be able to understand and describe: the concept of Service Management as a practice (SS 2.1, ST 2.1) the concept of Service, its value proposition and composition (SS 2.2 , ST 2.2) the functions and processes across the Lifecycle (SS 2.6, ST 2.3) the role of processes in the Service Lifecycle (SS 2.6.2. 2.6.3) how Service Management creates business value (SS 3.1, ST 2.4.3, SO 2.4.3, CSI 3.7.2) how Operational Support and Analysis supports the Service Lifecycle (SO 2.2, SO 2.4) Notes _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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Presentation 11
What specific objectives do you have for these topics? Notes _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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Presentation 12
2.1 WHAT IS SERVICE MANAGEMENT? Service management capabilities are influenced by the following challenges that distinguish services from other systems of value creation such as manufacturing, mining and agriculture: Intangible nature of the output and intermediate products of service processes: difficult to measure, control, and validate (or prove). Demand is tightly coupled with customers assets: users and other customer assets such as processes, applications, documents and transactions arrive with demand and stimulate service production. High-level of contact for producers and consumers of services: little or no buffer between the customer, the front-office and back-office. The perishable nature of service output and service capacity: there is value for the customer in receiving assurance that the service will continue to be supplied with consistent quality. Providers need to secure a steady supply of demand from customers.
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Presentation 13
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Presentation 14
Formal schemes that exist for the education, training and certification of practicing organizations and individuals influence its quality. Industry best practices, academic research and formal standards contribute to its intellectual capital and draw from it. Solutions to business problems and support for business models, strategies and operations are increasingly in the form of services. The popularity of shared services and outsourcing has contributed to the increase in the number of organizations who are service providers, including internal organizational units. This in turn has strengthened the practice of service management, at the same time imposing greater challenges on it.
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Presentation 15
WHAT ARE SERVICES? 2.2.1 The value proposition Service Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints. Broadly speaking, services facilitate outcomes by enhancing the performance and by reducing the grip of constraints. The result is an increase in the possibility of desired outcomes. While some services enhance performance of tasks, others have a more direct impact. They perform the task itself. 2.2.2 Value composition From the customers perspective, value consists of two primary elements: utility or fitness for purpose and warranty or fitness for use. Customers cannot benefit from something that is fit for purpose but not fit for use, and vice versa. It is useful to separate the logic of utility from the logic of warranty for the purpose of design, development and improvement . Considering all the separate controllable inputs allows for a wider range of solutions to the problem of creating, maintaining and increasing value. Take the case of the business unit utilizing the high performance online storage service. For them the value is not just from the functionality of online storage but also from easy access to no less than one terabyte of fault tolerant storage, as and when needed, with confidentiality, integrity, and availability of data. Chapter 3 of Service Strategy provides further detail on the concepts of utility and warranty.
Presentation 16
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Presentation 17
WHAT ARE SERVICES? 2.2.1 The value proposition Service Services are a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. Outcomes are possible from the performance of tasks and are limited by the presence of certain constraints. Broadly speaking, services facilitate outcomes by enhancing the performance and by reducing the grip of constraints. The result is an increase in the possibility of desired outcomes. While some services enhance performance of tasks, others have a more direct impact. They perform the task itself. The preceding paragraph is not just a definition, as it is a recurring pattern found in a wide range of services. Patterns are useful for managing complexity, costs, flexibility and variety. They are generic structures useful to make an idea work in a wide range of environments and situations. In each instance the pattern is applied with variations that make the idea effective, economical, or simply useful in that particular case. Take, for example, the generalized pattern of a storage system. Storage is useful for holding, organizing or securing assets within the context of some activity, task or performance. Storage also creates useful conditions such as ease of access, efficient organization or security from threats. This simple pattern is inherent in many types of storage services each specialized to support a particular type of outcome for customers
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Presentation 18
FUNCTIONS AND PROCESSES ACROSS THE LIFECYCLE 2.6.1 Functions Functions are units of organizations specialized to perform certain types of work and be responsible for specific outcomes. They are self-contained with capabilities and resources necessary for their performance and outcomes. Capabilities include work methods internal to the functions. Functions have their own body of knowledge, which accumulates from experience. They provide structure and stability to organizations. Functions are a way of structuring organizations to implement the specialization principle. Functions typically define roles and the associated authority and responsibility for a specific performance and outcomes. Coordination between functions through shared processes is a common pattern in organization design. Functions tend to optimize their work methods locally to focus on assigned outcomes. Poor coordination between functions combined with an inward focus lead to functional silos that hinder alignment and feedback critical to the success of the organization as a whole. Process models help avoid this problem with functional hierarchies by improving cross-functional coordination and control. Well-defined processes can improve productivity within and across functions.
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Presentation 19
Processes have the following characteristics: They are measurable. We are able to measure the process in a relevant manner. It is performance driven. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity. They have specific results. The reason a process exists is to deliver a specific result. This result must be individually identifiable and countable. While we can count changes, it is impossible to count how many service desks were completed. They deliver to customers. Every process delivers its primary results to a customer or stakeholder. They may be internal or external to the organization but the process must meet their expectations. They respond to a specific event. While a process may be ongoing or iterative, it should be traceable to a specific trigger. Functions are often mistaken for processes. For example, there are misconceptions about capacity management being a Service Management process. First, capacity management is an organizational capability with specialized processes and work methods. Whether or not it is a function or a process depends entirely on organization design. It is a mistake to assume that capacity management can only be a process. It is possible to measure and control capacity and to determine whether it is adequate for a given purpose. Assuming that is always a process with discrete countable outcomes can be an error.
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Presentation 20
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Presentation 21
ITIL V3 Processes and Functions Mapping. This diagram shows how the different processes and functions are mapped within the different Service Lifecycle processes.
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OSA01 the functions and processes across the Lifecycle (SS 2.6, ST 2.3) RCV01 the functions and processes across the Lifecycle (ST 2.3) PPO01 The functions and process across the Lifecycle (SD 2.3.1, 2.3.2, 2.3.3) SOA01 the functions and process across the Lifecycle (SS 2.6, ST 2.3)
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Presentation 22
The combination of multiple perspectives allows greater flexibility and control across environments and situations. The lifecycle approach mimics the reality of most organizations where effective management requires the use of multiple control perspectives. Those responsible for the design, development and improvement of processes for Service Management can adopt a process-based control perspective. For those responsible for managing agreements, contracts and services may be better served by a lifecycle-based control perspective with distinct phases. Both these control perspectives benefit from systems thinking. Each control perspective can reveal patterns that may not be apparent from the other.
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Presentation 23
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Presentation 24
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Presentation 25
Value to the business Effective Service Transition can significantly improve a service providers ability to handle high volumes of change and releases across its customer base. It enables the service provider to: Align the new or changed service with the customers business requirements and business operations Ensure that customers and users can use the new or changed service in a way that maximizes value to the business operations.
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Presentation 26
Once a service has been designed and tested, it is expected to run within the budgetary and Return on Investment targets established earlier in the lifecycle. In reality, however, very few organizations plan effectively for the costs of ongoing management of services. It is very easy to quantify the costs of a project, but very difficult to quantify what the service will cost after three years of operation. It is difficult to obtain funding during the operational phase, to fix design flaws or unforeseen requirements since this was not part of the original value proposition. In many cases it is only after some time in operation that these problems surface. Most organizations do not have a formal mechanism to review operational services for design and value. This is left to Incident and Problem Management to resolve as if it is purely an operational issue.
It is difficult to obtain additional funding for tools or actions (including training) aimed at improving the efficiency of Service Operation. This is partly because they are not directly linked to the functionality of a specific service and partly because there is an expectation from the customer that these costs should have been built into the cost of the service from the beginning. Unfortunately, the rate of technology change is very high. Shortly after a solution has been deployed that will efficiently manage a set of services, new technology becomes available that can do it faster, cheaper and more effectively.
Once a service has been operational for some time, it becomes part of the baseline of what the business expects from the IT services. Attempts to optimize the service or to use new tools to manage it more effectively are seen as successful only if the service has been very problematic in the past. In other words, some services are taken for granted and any action to optimize them is perceived as fixing services that are not broken. This publication suggests a number of processes, functions and measures which are aimed at addressing these areas.
Presentation 27
It is important to identify which of the above reasons is driving the measurement effort. Too often, we continue to measure long after the need has passed. Every time you produce a report you should ask: Do we still need this?
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Presentation 28
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Presentation 29
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Presentation 30
2.2 WHAT ARE SERVICES? 2.2.1 The value proposition Services are a means of delivering value to customers by facilitating outcomes customers want to achieve, without the ownership of specific costs and risks. Services facilitate outcomes by enhancing the performance of associated tasks and reducing the effect of constraints. The result is an increase in the probability of desired outcomes. 2.4 SERVICE OPERATION FUNDAMENTALS 2.4.1 Purpose/goal/objective The purpose of Service Operation is to coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service Operation is also responsible for the ongoing management of the technology that is used to deliver and support services. Well-designed and well-implemented processes will be of little value if the day-to-day operation of those processes is not properly conducted, controlled and managed. Nor will service improvements be possible if day-to-day activities to monitor performance, assess metrics and gather data are not systematically conducted during Service Operation.
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Presentation 31
Service Operation includes the execution of all ongoing activities required to deliver and support services. The scope of Service Operation includes: The services themselves - Any activity that forms part of a service is included in Service Operation, whether it is performed by the Service Provider, an external supplier or the user or customer of that service Service Management processes - The ongoing management and execution of many Service Management processes are performed in Service Operation, even though a number of ITIL processes (such as Change and Capacity Management) originate at the Service Design or Service Transition stage of the Service Lifecycle, they are in use continually in Service Operation. Some processes are not included specifically in Service Operation, such as Strategy Definition, the actual design process itself. These processes focus more on longer-term planning and improvement activities, which are outside the direct scope of Service Operation; however, Service Operation provides input and influences these regularly as part of the lifecycle of Service Management. Technology - All services require some form of technology to deliver them. Managing this technology is not a separate issue, but an integral part of the management of the services themselves. Therefore a large part of this publication is concerned with the management of the infrastructure used to deliver services. People - Regardless of what services, processes and technology are managed, they are all about people. It is people who drive the demand for the organizations services and products and it is people who decide how this will be done. Ultimately, it is people who manage the technology, processes and services. Failure to recognize this will result (and has resulted) in the failure of Service Management projects
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Presentation 32
2.4.4 Optimizing Service Operation performance Service Operation is optimized in two ways: Long-term incremental improvement. This is based on evaluating the performance and output of all Service Operation processes, functions and outputs over time. The reports are analyzed and a decision made about whether improvement is needed and, if so, how best to implement it through Service Design and Transition. Examples include the deployment of a new set of tools, changes to process designs, reconfiguration of the infrastructure, etc. This type of improvement is covered in detail in the Continual Service Improvement publication. Short-term ongoing improvement of working practices within the Service Operation processes, functions and technology itself. These are generally smaller improvements that are implemented without any change to the fundamental nature of a process or technology. Examples include tuning, workload balancing, personnel redeployment and training, etc. Although both of these are discussed in some detail within the scope of Service Operation, the Continual Service Improvement publication will provide a framework and alternatives within which improvement may be driven as part of the overall support of business objectives.
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Presentation 33
There are a number of key Service Operation processes that must link together to provide an effective overall IT support structure. The overall structure is briefly described here and then each of the processes is described in more detail in Chapter 4. Event Management monitors all events that occur throughout the IT infrastructure, to monitor normal operation and to detect and escalate exception conditions. Incident and Problem Management Incident Management concentrates on restoring unexpectedly degraded or disrupted services to users as quickly as possible, in order to minimize business impact. Problem Management involves: root-cause analysis to determine and resolve the cause of incidents, proactive activities to detect and prevent future problems/incidents and a Known Error sub-process to allow quicker diagnosis and resolution if further incidents do occur. Request Fulfillment the process for dealing with Service Requests many of them actually smaller, lower-risk, changes initially via the Service Desk, but using a separate process similar to that of Incident Management but with separate Request Fulfillment records/tables where necessary linked to the Incident or Problem Record(s) that initiated the need for the request. To be a Service Request, it is normal for some prerequisites to be defined and met (e.g. needs to be proven, repeatable, preapproved, proceduralized). In order to resolve one or more incidents, problems or Known Errors, some form of change may be necessary. Smaller, often standard, changes can be handled through a Request Fulfillment process, but larger, higher-risk or infrequent changes must go through a formal Change Management process. Access Management the process of granting authorized users the right to use a service, while restricting access to non-authorized users. It is based on being able accurately to identify authorized users and then manage their ability to access services as required during different stages of their Human Resources (HR) or contractual lifecycle. Access Management has also been called Identity or Rights Management in some organizations.
Presentation 34
Service Desk the primary point of contact for users when there is a service disruption, for Service Requests, or even for some categories of Request for Change. The Service Desk provides a point of communication to the users and a point of coordination for several IT groups and processes Technical Management provides detailed technical skills and resources needed to support the ongoing operation of the IT Infrastructure. Technical Management also plays an important role in the design, testing, release and improvement of IT services. In small organizations, it is possible to manage this expertise in a single department, but larger organizations are typically split into a number of technically specialized departments. IT Operations Management executes the daily operational activities needed to manage the IT Infrastructure. This is done according to the Performance Standards defined during Service Design. In some organizations this is a single, centralized department, while in others some activities and staff are centralized and some are provided by distributed or specialized departments. Application Management responsible for managing Applications throughout their lifecycle. The Application Management function supports and maintains operational applications and also plays an important role in the design, testing and improvement of applications that form part of IT services. Application Management is usually divided into departments based on the application portfolio of the organization, thus allowing easier specialization and more focused support.
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Presentation 35
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