ITIL VERSION 3 FOUNDATION

New Horizons CLC of South Florida Glen Victor

ITIL, MCITP (SA), MCTS, MCDBA, MCSE, MCSA, CCISP

Module 1:
Review of ITSM & ITIL
Course Agenda

Course Design
Introductions Review of ITIL ITIL Review ITIL V2 Books Review Why ITIL for Service Management Complementary Guidance Qualification Scheme Exin Accredited More Complementary Material

Course Agenda
Introductions

Review of IT Service Management (ITSM) and IT

Infrastructure Library (ITIL) ITIL v3, a look at the Lifecycle

Service Lifecycle Approach Service Strategy Service Design Service Transition Service Operations Continual Service Improvement

Introductions
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 class?

Course Design
Coverage of Service Lifecycle strategy within ITIL v3 Lecture Simulation Case Study Practice Exams Foundations Certification Exam (Optional)

Review of ITIL
Conceived in Mid 1980s Centralized distributed computing Geographically distributed resources Led to inconsistent process delivery & support OGC: UK Office of Government Commerce CCTA (Central Computer and Telecommunications Agency) Evolution V1: 30 Titles V2: 7 9 Titles
SM broke into Service Support & Service Delivery

V3: 5 titles

Standard for Service Management Best Practice across many industries itSMF (IT Service Management Forum)

ITIL v2 Books Review

2001: v2 SAM & Security Mgt Added Later

2007: v3 Mostly used for Service Desks

Why ITIL for Service Management?

Best Practices

Non-Proprietary/Non-Prescriptive
Guidance, not regulations Innovative
Examples: Just In Time Delivery Automatic Updates Blogging/SEO/SEM Software Web Design UN Best Practices Can you name any?

Best Practices Lead to Good Practices

Good Practices Lead to Best Practices

Complementary Guidance
Commonly known frameworks and standards that have synergy with ITIL:
COBIT Project Management

ISO/IEC 20000
ISO/IEC 15504 ISO/IEC 19770:2006

CMMI
6 Sigma Other ITSM

Management of Risk
MOF

Publications ITIL Live

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 Partner with The APM Group Limited (APMG) who won the rights to administer the ITIL accreditation, certification and examination needs for the OGC

International certification for IT Standards ITIL ISO/IEC 20000:SQM MOF ASL BiSL Tmap

More Complementary Material

Pocket Guides
itSMF (updated May 2009) Foundation Handbook

Quick Wins
Details of potential quick wins and

Standards Alignment with ISO Knowledge and Skills

information on the experience and

benefits that can be obtained from the adoption of ITIL practices

Qualifications
A set of qualifications based around the

knowledge needed to exploit (and gained through) ITIL

Case Studies Scalability
How to scale service management

core publications and their use within the industry

Templates Study Aids
Additional guides that can be used by

students studying ITIL, particularly on implementation for specific accredited training courses organizations, such as very small or very large businesses update service: Specialty Topics a web-based service providing regular Specific areas of interest, such as updates outsourcing

Benefits of ITIL
Alignment with business needs. ITIL becomes an asset to the business when IT can proactively

recommend solutions as a response to one or more business needs. The IT Strategy Group recommended in Service Strategy and the implementation of Service Portfolio Management gives IT the opportunity to understand the business current and future needs and develop service offerings that can address them. Negotiated achievable service levels. Business and IT become true partners when they can agree upon realistic service levels that deliver the necessary value at an acceptable cost. Predictable, consistent processes. Customer expectations can beset and are easier to meet with through the use of predictable processes that are consistently used. As well, good practice processes are foundational and can assist in laying the groundwork to meet regulatory compliance requirements. Efficiency in service delivery. Well-defined processes with clearly documented accountability for each activity as recommended through the use of a RACI matrix can significantly increase the efficiency of processes. In conjunction with the evaluation of efficiency metrics that indicate the time required to perform each activity, service delivery tasks can be optimized. Measurable, improvable services and processes. The adage that you cant manage what you cannot measure rings true here. Consistent, repeatable processes can be measured and therefore can be better tuned for accurate delivery and overall effectiveness. For example, presume that a critical success factor for incident management is to reduce the time to restore service. When predictable, consistent processes are used key performance indicators such as Mean Time To Restore Service can be captured to determine whether this KPI is trending in a positive or negative direction so that the appropriate adjustments can be made. Additionally, under ITIL guidelines, services are designed to be measurable. With the proper metrics and monitoring in place, IT organizations can monitor SLAs and make improvements as necessary. A common language terms are defined.

Module 2: Lifecycle

Overview of ITIL Key Concepts Five Core Books Lifecycle: Terms of Interest Capabilities and Resources Value Creation Lifecycle: Five Phases Benefits of ITIL to the IT Provider Benefits of ITIL to the Customer RACI and Organizational Structure Governance Continual Service Improvement Process Model The 4 Ps of Design Review Questions

Overview of ITIL Key Concepts

ITIL (IT Infrastructure Library) provides a framework of

Best Practice guidance for IT Service Management and since its creation, ITIL has grown to become the most widely accepted approach to IT Service Management in the world. A Framework for IT governance

5 Core Books
Service Management Lifecycle Phases
Service validation and testing Service Strategy Transition planning (Release Understanding who the IT customers are Production) The service offerings that are required to Users meet the customers needs Support personnel The IT capabilities and resource that are Production environment required to develop these offerings The requirements for executing successfully Service Operation Cost of delivery is consistent with the value Delivers the service delivered.

Service Design Assures new and change services are designed effectively Technology and architecture Processes required to manage services Service management systems and tools
Monitor and support Measuring service levels

Overall day-to-day health Manage disruptions

Rapid restoration Determine the root cause Detect trends Handle daily routine end user requests Manage service access

Service Transition The design is built, tested and moved into production Manage changes Control assets and configuration items

Continual Service Improvement Measure and improve efficiency & effectiveness

Service levels Technology Processes

Lifecycle
Terms of Interest
Service Management

Service
Service Owner Process Process Owner Function Capability Resource Service Asset

Continual Service Improvement

Business Service Examples

Telecommunications Telephone Pager Voice mail Intranet paging Resource Scheduling Conference rooms Equipment Training rooms Finance/Accounting General ledger Accounting functions Decision support Reporting Budgeting Revenue Travel Meeting Requests Expense Reports Procurement/Supply Chain

Requisitioning Purchase orders Warehouse Inventory control Reporting Dispensing? Payroll Job Postings Benefits Professional Development/Education Time & Attendance Staff Scheduling Performance Management

Shrink wrapped Incidents & Service Requests

Remote Access VPN Remote Desktop Tokens
End User Tech Install Hw/Sw Move Hw Change Sw Network Access (Physical) Mobile devices Disposal Lifecycle

Human Resources

System Access (Security) Grant, Request, biometric IT Training Desktop System Service Desk

Management

Technology Service Examples

Network

Database

Data transport Network equipment: switches/routers Data transport Network equipment Data transport Network equipment Network monitoring Network management Secure access to external and internal resources Secure access to and from Internet Data transport - wired network installation Data transport - wired network maintenance Data transport - wired network decommissioning Data transport - wireless network installation Data transport - wireless network maintenance Data transport - wireless network decommissioning Cable Head In - Maintenance and Repair Cable Head In Administration Cable Relocates (Physical) Cable TV Fiber Setup/Teardown

Database installation Database tuning Database backup/restore Database account management Database schema changes Database consulting Database management Database monitoring Research Account management Server management Server monitoring SAN Enterprise Storage Area management SAN Enterprise Storage Area configuration Internet Security and Connection service Active Directory management Server provisioning Infrastructure application maintenance

Server

Application Development (Design, Development, Documentation) Incident management Consulting (Internal Software Evaluations) Implementation coordination Money Transfers Report Development (Crystal Reports, batch, etc.) Web Development and Administration GIS Development and Administration Web Content Management Research Application Monitoring Application Management (maintenance, patch management) Training (early life support) Access Database Development Testing Requirements Gathering Forms Development

Applications Development

Continual Service Improvement

Capabilities & Resources

Capabilities Resources

Management Organization Processes Knowledge People

Financial Capital Infrastructure Applications Information People

Value Creation

Lifecycle:
5 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
Manage the services currently utilized by the business

Continual Service Improvement

Implemented as part of every process

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

Benefits of ITIL Whitepaper

From a business perspective, the adoption of ITIL practices by IT service providers whether in-

house providers or external suppliers ensures many benefits, including:

IT services which align better with business priorities and objectives, meaning that the business achieves more in terms of its strategic objectives Known and manageable IT costs, ensuring the business better plans its finances Increased business productivity, efficiency and effectiveness, because IT services are more reliable and work better for the business users Financial savings from improved resource management and reduced rework More effective change management, enabling the business to keep pace with change and drive business change to its advantage Improved user and customer satisfaction with IT Improved end-customer perception and brand image.
A nationwide retail organization made savings in excess of 600,000 per annum by adopting service strategy practices for its financial management. An organization identified that most of the cost of delivering IT support came from resolving customer issues. By adopting ITIL approaches to knowledge-based information and self-help, it was able to reduce costs of support by over 75% while at the same time increasing user satisfaction with the service, and improving user productivity. A medium-sized IT service organization invested e2.6m in a two-year program to improve its IT service management. It recouped the investment within the first year, and achieved annual savings of e3.5m mainly through rationalizing unused and under-used resources (people, software licenses, IT hardware etc). It also reduced IT incident resolution times and improved customer satisfaction by over 11%. A large multinational company made annual savings of 5m by introducing ITIL service design practices to its IT supplier management
From whitepaper: Executive Briefing: The Benefits of ITIL by Maggie Kneller, Independent Consultant

Real organizations have benefited from ITIL practices in a number of ways for example:

Benefits of ITIL to the Customer

Focus on Business Needs

Services Aligned to Business Activity

Services Designed to Meet Business Requirements

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

Typical Steps in RACI Process

Identify all Processes

Identify all Roles

Fill in chart, identifying RACI for each Process

RACI Example

Governance
Enterprise Governance

Corporate Governance
Ie. Conformance

Business Governance
Ie Performance

Accountability Assurance

Value Creation Resource Utilization

IT Governance
IT Governance is the responsibility of the Board of Directors and Executive Management

IT Governance

IT Governance

Process Model
Measureable

Deliver specific Results

Customers/Stakeholders

expectations must be met Respond to event or trigger

Process Model

The 4 Ps of Design
People, Process, Products, Partners

People
Processes Partners/ Suppliers Products/ Tech

Process by Lifecycle

Process by Lifecycle (SS)

Process by Lifecycle (SD)

Process by Lifecycle (ST)

Process by Lifecycle (SO)

Process by Lifecycle (CSI)

Service Lifecycle Stages

Sample Questions

Module 3: Service Strategy

Service Strategy Service Strategy Key Concepts Strategy Key Activities Strategy Terms of Interest Utility and Warranty = Value Service Provider Types Service Strategy Processes Financial Management Service Value Service Justification: Business Case Service Portfolio Management Demand Management Demand and Capacity Review Questions

Service Strategy
ITSM Starting Point

Explore Business Needs,

Plans Align IT Strategies to Business Strategies Focus on Services as Value to business Source Appropriately

How do you become not optional? William D Green, CEO Accenture

Service Strategy Key Concepts

Business Service

Management Who, What, When Where & How

Who are the

Stakeholders/Customers
What are the Services,

Infrastructure, ROI/VOI
When will they be delivered

Where will they be delivered

(Marketspace)
How to implement, operate,

feedback to improve

Strategy Key Activities

Define the Market Competition and Marketspace Develop the Offerings Service Value (Assets, Networks, Creation & Capture) Develop Strategic Assets Technical, Business, Informal/Formal ITIL Prepare for Execution Securing Financial Management Integrate into Service Portfolio Management

Strategy Terms of Interest

Warranty Usability of a service Is it user-friendly? Fit for Use Utility Functionality of a service It does what it was designed to do Fit for Purpose Open-loop Systems Perform activity regardless of environment conditions, ie Backup scheduled Closed-loop Systems Monitor environment and respond to changes, ie load balancing Trigger Event that launches a process, ie a call to the Service Desk begins Incident Management Activities Used for Closed-Loop Systems

Open-Looped vs. Closed-Looped

Difference: Capacity Management via over/under provisioning vs. Load Balancer detecting congestion/failure and redirecting traffic

Warranty & Utility = Service Value

Service Models

Service Provider Types

Type I Internal Type II Shared Services (Internal) Type III External Provider

Service Provider Decision Matrix

From/To Type I Type I Functional Reorganization Type II Disaggregation Type III Outsourcing

Type II

Aggregation

Corporate Reorganization

Outsourcing

Type III

Insourcing

Insourcing

Value Net Reconfiguration

Choosing Provider Type

Does the activity require assets that are highly specialized?
Will those assets be idle or obsolete if that activity is no longer performed?

(If yes, then disaggregate.)

How frequently is the activity performed within a period or business

cycle?
Is it infrequent or sporadic? (If yes then disaggregate.)

How complex is the activity?

Is it simple and routine? Is it stable over time with few changes? (If yes, then disaggregate.)

Is it hard to define good performance? (If yes, then aggregate.)

Is it hard to measure good performance? (If yes, then aggregate.)

Is it tightly coupled with other activities or assets in the business?
Would separating it increase complexity and cause problems of

coordination? (If yes, then aggregate.)

Service Strategy Processes

Financial Management

Service Portfolio Management

Demand Management

Financial Management
Service Valuation ROI (and VOI) Funding (Budgeting) Accounting Chargeback

Elements of Financial Management

Service Valuation

Demand Modeling
Service Portfolio Management Service Provisioning Optimization Planning Confidence Service Investment Analysis Accounting Compliance

Business case structure

Introduction Presents the business objectives addressed by the service Methods and assumptions Defines the boundaries of the business case, such as time period, whose costs and whose benefits

Business impacts The financial and non-financial business case results

Risks and contingencies The probability that alternative results will emerge Recommendations Specific actions recommended.

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 Portfolio Management Methods

Service Portfolio 1

Service Portfolio 2

Demand Management

Demand and Capacity

User Profiles
User Profile Senior executive (UP1) Highly mobile executive (UP2) Office-based staff (UP3) Payment processing system (UP4) Customer assistance process (UP5) Applicable Patterns of Business Activity (PBA) Moderate travel-domestic and overseas; highly sensitive information; zero latency on service requests; high need for technical assistance; need to be highly available to the business Extensive travel-domestic and overseas; sensitive information; low latency on service requests; moderate need for technical assistance; high customer contact; need to be highly available to customers Office-based administrative staff; low travel-domestic; medium latency on service requests; low need for technical assistance; full-featured desktop needs; moderate customer contact; high volume of paperwork; need to be highly productive during work hours Business system; high volume; transaction-based; high security needs; low latency on service requests; low seasonal variation; mailing of documents by postal service; automatic customer notification; under regulatory compliance; need for low unit costs; need to be highly secure and transparent (audit control) Business process; moderate volume; transaction-based; moderate security needs; very low latency on service requests; medium seasonal variation; mailing of replacement parts by express; automatic customer notification; need to be highly responsive to customers PBA Code 45F 45A 35D 45A 35D 22A 22A 14B 3A 12F

24G 10G

Module 4: Service Design

Service Design Service Design Key Concepts Service Design Terms of Interest Business Change Process Design Management 5 Aspects of Service Design 4 Ps Design Constraints Service Design Processes Service Catalog Management Service level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management

Service Design
Design of Services to meet

Business Needs Design of Processes to maximize Service Management Design of Measurements and Metrics to assist in Service Management and Improvement

Service Design Quote

The common mistake that people make when trying to

design something completely foolproof is to underestimate the ingenuity of complete fools

--Douglas Adams

Service Design Key Concepts

The Main purpose of Service Design stage is the design

of new or changed services for introduction into the live environment.

Service Design Terms of Interest

Service Provider

Service Level Agreement

Operational Level Agreement Contract Service Design Package Availability Supplier

Operational Level Agreement

Support Service Description Scope of Agreement Service Hours Service Targets Contact Points & Escalation Service Desk & Incident Response Times & Responsibilities Problem response times and Responsibilities Change Management Release Management Configuration Management Information Security Management Availability Management Service Continuity Management Capacity Management Service Level Management Supplier Management

Business Change Process

Role of Project Team

Design Management

5 Aspects of Service Design

Design of Service Solutions

Design of Service Management Systems & Tools Especially the Service Portfolio
Design of Technology Architectures and Management

Systems Design of Processes Design of Measurement methods and Metrics of the Service

Design of Service Solution

Focus on Business Needs

Designed to meet Functional Requirements

Development of Resources and Capabilities

Design of Service Portfolio

Service Portfolio Content

Service Name SLR references

Service Description
Service Status Classification & Criticality Applications used Data used Business processes

Supporting Services
Supporting Resources OLAs, Contract &

agreements Costs Metrics

supported Business owners Business Users IT owners

Services
Email Calendaring Conference Room Printing & Scanning Security (via CCTV) Fire Physical
Access Iprotect

Supporting Apps

Logical Encryption Access

Telecommunication Phone
Landlines Mobile

Fax

File Storage & Maintenance Desktop Maintenance

Data Protection BU DR Clustering Bus Continuity Content Mgt/Collaboration Db Tuning Hosting Admin App Support / Admin Policy & Guidelines Risk Assessment Governance Compliance Records Management

Design of Technology Architectures and Management Systems

Architectural Relationships

Design of Process

Design of Measurement Methods and Metrics of Service

Design Constraints

Service Design Processes

Service Catalog Management

Availability Management
Capacity Management IT Continuity Management Service Level Management

Service Catalog Management

Dependent on Service Portfolio

Details of all LIVE and APPROVED-FOR-LIVE services

2 versions Business Service Catalog Technical Service Catalog

Service Design
The Big Picture

Service Catalog

Service Level Management

Design SLA framework

Gather, Document SLRs

Monitor Performance against SLAs Produce appropriate reports Conduct Reviews (could lead to SIP) Manage contacts and relationships

Agree, Monitor, Report, Review

Scope of SLM
Service Level Agreements

Service Level Requirements

Availability Targets Operational Level Agreements Contracts Reporting and Reviewing Service Improvement

SLA Structures
Service-based SLA Covers 1 service and all customers Common service levels for all customers Customer-based SLA Covers 1 customer group and all services Customer prefers this
Only 1 signature

Customer
All SLM issues to 1 customer

Service
All SLM issues for 1 service to 1

customer

Multi-level SLA Corporate

All customers and all services

Availability Management
Produce Availability Plan

Provide Guidelines on Availability Issues

Ensure Availability Targets Assist on Availability Incidents and Problems Assess Change Plans Proactive Improvements of Availability

Availability Management Responsibilities

Availability Management Key Components

Service Availability

Component Availability
Reliability Maintainability

Availability Management Process

Monitor using events, alarms, escalation and scripts for

recovery
Availability
MTBF: Mean Time between Failure Uptime

Reliability
MTBSI: Mean Time between Service Incident Average Reliability

Maintainability
MTTR: Mean Time between Repair/Replace/Recovery/Resolve MTRS: Mean Time between Restore Service Downtime

Availability Management Calculations

Availability Management Calculation Example

A situation where a 24x7 service has been running for a

period of 5,020 hours with only 2 breaks

1x 6 hours 1x 14 hours

Availability = (5,020-(6+14))/5,020 x 100 = 99.6%

Reliability (MTBSI)= 5,020/2 = 2,510 Hours Reliability (MTBF) = 5,020 (6+14) / 2 = 2,500

Hours Maintainability (MTRS) (6+14) /2 = 10 Hours

Vital Business Functions

High Availability Masks effects of failure Fault Tolerance: Service, component or CI to operate correctly after failure of component part

Continuous Operations Eliminate planned downtime CIs may be down, but not service
Continuous availability No planned downtime

Measurements
Impact by user minutes lost Duration of downtime x no. of users impacted Impact by business transaction No. of transactions that could NOT be processed during downtime

Availability Activities & Methods

Identify Vital Business Unavailability Analysis

Functions Component Failure Impact Analysis Modeling SPOF Fault Tree Analysis Management_of_Risk Testing & Maintenance Produce Projected Service Outage Document

Plan & Design for

new/changed services
Redundancy High Availability

Monitor, Measure, Analyze,

Report, Review on Component Availability Expanded Incident Lifecycle Service Failure Analysis (SFA)

Capacity Management
Business Capacity Management

Service Capacity Management

Component Capacity Management Capacity Management Information System Capacity Plan

Capacity Management Responsibilities

Capacity Plan

Guidance and Assistance on Capacity-related issues

Ensure Capacity Targets Ensure Proactive Improvements

Capacity Management
Provides information on current and planned resource

utilization of individual components to enable organization to decide, with confidence:

Which components to upgrade
More memory, faster storage/processors, more bandwidth

When to upgrade
Not too early (over capacity) Not too late (bottlenecks)

How much upgrade will cost

Capacity Management IS

Continuity Management
Service Continuity Plans

Business Impact Analysis

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

ITSCM Lifecycle

Initiation
Policy Setting

Terms of Reference and Scope

Allocate Resources Define Project organization and control structure Agree Project and quality plans

Risk Profile Example

Information Security Management

IT Information Security Policy (ISP)

Ensure Security Requirements

Document & 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

5 Elements of Security Framework

Information Security Key Concepts

Passwords (Access Management)

Email
Virus Control Encryption Remote Access Information Security Management System

Supplier Management
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 Database

Supplier Management Components

Supplier Management Partner Relationships

Strategic alignment

Integration
Information Flow Mutual Trust Shared Risk/Reward Openness Collective Responsibility

Supplier Management Partner Relationship Example

Supplier Categorization
Strategic Partnering relationships Senior Management Tactical Commercial Activities Middle Management Operational ISP, CoLo Junior Level Commodity Paper, Printer consumables

The Supplier and Contract Db

Service Transition
Service Transition

Service Transition Key Concepts

Service Transition Terms of Interest Service Transition Processes Change Management Assets & Configuration Management Knowledge Management Release & Deployment Management Transition Planning & Support Validation and Testing Evaluation

Service Transition
Enable Effective Business

Change Manage Change & Risk Guide New IT Service into Operation
Ensure Service Quality Minimize adverse impact of

Change

Service Transition Purposes

Plan & Manage resources required to package, build, test and

deploy a release into production Evaluate service capability and risk profile prior to new or changed service is release or deployed Provide good-quality knowledge and information so Release & Deployment Management can expedite effective decisions through test environment and into production Provide efficient repeatable build and installation mechanisms to deploy releases to test and production environments and rebuild/restore if necessary Goals
Set Customer Expectations as to the use and performance Reduce variations Reduce Known Errors

Objectives Meet predicted cost, quality and time estimates

Service Transition Key Concepts

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 Processes

Complete Lifecycle Change Management Asset & Configuration management Knowledge Management Within ST Transition Planning and Support Release and Deployment Management Service Testing and Validation Evaluation

Change Management
Focus on Changes to assets and Cis across whole

lifecycle Change Activities

Planning and Controlling Changes Change & Release Scheduling

Communications
Change Decisions and Authorizations Measurement & Reporting

Change Scope

Change Management Roles & Resources

Request for Change

Change Advisory Board (CAB)

Emergency Change Advisory Board (ECAB) Schedule of Change (SC) Projected Service Outage Document (PSO) Post Implementation Review (PIR)

Example Types of Request

Type of Change RFC Service Portfolios -New item -Predicted Scope, Bus Case, Baselining -Service Pipeline Doc work Proc Service Change Management SS X S D ST SO CSI

RFC to Service or Service Definition -Existing or planned attributes -Impacts SD -Service Improvement
Project Change Proposal -Business Change -No Impact on Service User Access Request Operational Activity Tuning

Service Change Management

Project Change Management Procedure User Access Procedure Local Procedure PreAuthorized

X X

Normal Change

Standard Change

7 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?

Change Impact & Risk Matrix

Asset & Configuration Management

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

Asset and Configuration Management Key Components

Configuration Items

Configuration Management Systems Configuration Management Databases

Definitive Media Library Configuration Baseline Configuration Model

Configuration Model

Asset Management
Manage / Details Inventory of Assets Owner / Responsible party for Asset Lifecycle steps form Acquisition to Disposal Financial Information

Configuration Management Information Systems

Logical Model of the IT Infrastructure

Data from multiple sources or federated CMDBs

References Definitive Media Libraries, Spares Store and

Asset Stores (staging area)

Knowledge Management
Service Knowledge Management System (SKMS)

Right Information to the right people at the right time

Knowledge Sharing

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

Release and Deployment Activities

Planning

Preparation
Build and test Service and Pilots Plan and Prepare for Deployment Transfer. Deploy/ Retire Verify Early Life Support Review and Close Deployment Review and Close Transition

Transition Planning and Support

Determine Capacity and Resources

Support transition teams

Ensure integrity of Assets

Validation and Testing

Validation Is the change fit for purpose (Utility)? Is the change fit for use (Warranty)? Testing Is the change going to achieve its intended result (Utility)? Is the change going to work without adverse effects (Warranty)

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

Module 6: Service Operations

Service Operation

Service Operation Key Concepts

Service Operation Terms of Interest Service Operations Processes Incident Management Problem Management Event Management Request Fulfillment Access Management Service Operations Function

Service Operations
Manage Day to Day

Activities
Operations

Provide Value to Customer Communication Support

Service Operation Key Concepts

Services that are operational

Services that are utilized

Technology used to deliver services And processes People

Service Operations
An interesting daily dichotomy Services vs. Components (External vs. Internal) Manage the customer desires and needs (external) while

working with an ever changing IT architecture (internal).

Stability vs. Responsive

Attempt to keep the environment stable while at the same

time being responsive to user needs

Quality vs. Cost

Managing expectations within a finite budget Reactive vs. Proactive Balance hard to achieve if environment routinely

undergoes massive change

Service Dichotomies

Service Operation Terms of Interest

Incident

Alert
Event Service Request Problem Known Error Workaround Impact, Urgency, Priority

Service Operation Processes

Incident Management

Problem Management
Event Management Access Management Request Fulfillment

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

Incident Management Workflow

Information Needed
Unique reference number Incident categorization (often Call-back method (telephone,

broken down into between two and four levels of sub-categories) Incident urgency Incident impact Incident prioritization Date/time recorded Name/ID of the person and/or group recording the incident Method of notification (telephone, automatic, e-mail, in person, etc.) Name/department/phone/location of user

mail, etc.) Description of symptoms Incident status (active, waiting, closed, etc.) Related CI Support group/person to which the incident is allocated Related problem/Known Error Activities undertaken to resolve the incident Resolution date and time Closure category Closure date and time.

Incident Level Matrices

Impact High High Urgency Medium Low 1 2 3 Medium 2 3 4 Low 3 4 5

Priority Code 1 2 3 4 5 Critical High Medium Low Planning

Desc

Target Resolution 1 Hour 8 Hours 24 Hours 48 Hours Planned

Incident Closure
Closure Categorization

User satisfaction survey

Incident documentation Ongoing or recurring? Formal closure Auto Manual

Incident Management interfaces with

Problem Management
Incidents are caused by problems Report problems to Problem

Change Management
Workaround or resolution Logged as RFC PM detects and resolves incidents

Management
Configuration Management
Assist in finding faulty equipment

arising from failed changes

Capacity Management
IM provides trigger for

Impact assessment
Hold information about which

categories should be assigned to which support group Availability Management Audit infrastructure as comparison Relies on IM for availability of SLM services and improvement paths Helps define measurable response Release & Deploy Management Helps identify weak services

performance monitoring Workarounds

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 Informational Warning Exceptions

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

Event Management Scope

CI Constant State
Switches/Routers

Status changes
Updating file server

Environmental conditions Fire/smoke detection Sw licensing monitoring Security Intrusion Normal Activity Application usage Server Performance

Access Management
Access Rights Verification of Legitimacy of requests Monitoring Identity Status Logging and Tracking access Granting/Removing/Restricting
Privileges predetermined (Availability & Security

Physical Access control NOT within scope Facilities

Value to Business
Maintain Confidentiality of Information

Reduces errors by unskilled users

Audit services to trace abuses Revoke access when needed Regulatory compliance (SOX, HIPAA)

Requesting Access
Standard Request

Request for Change

Service Request Pre-Authorized Script Filling form to download application

Service Operation Functions

Service Desk

Technical Management
Application Management IT Operations

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

Service Desk Organizational Structures

Local Service Desk

Centralized Service Desk

Virtual Service Desk May be structured as Follow the Sun Service Desk

Local Service Desk

Reasons for having

Local desk when call volumes dont justify it

Language, Cultural,

Political Time zones Specialized group Specialized services VIP/critical user status

Centralized Service Desk

Advantages Costs are reduced. Resources are optimized. Management is simplified. Disadvantages

Users are spread across

several geographical locations, with different languages, products and services. Maintenance services need to be delivered on site.

Virtual Service Desk

Knowledge is centralized.

Unnecessary duplication

is avoided, with the consequent cost savings. A "local service" can be offered without incurring extra costs. The quality of service is uniform and consistent.

Service Desk Metrics

First Line Resolution Rate

Average time to resolve an incident

Average time to escalate 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

Technical Management
Custodian of Technical Knowledge Provides the Resources to support the ITSM Lifecycle Starts in SS Expands in SD Executed in SO Ongoing in CSI Activities Documentation of skills (current and future) Design training
Defined in SD, executed in SO

Recruiting/contracting people with skills Define standards used in Design of new Architectures (SO/SD) Design Performance Standards

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

Application Management Lifecycle

IT Operations Management
Operations Control Console Management Job Scheduling Back-up and Restore Print & Output Management Maintenance Activities Facilities Management IT Environment
Ie Data Center

Continual Service Improvement

Continual Service Improvement

Continual Service Improvement Key Concepts

Continual Service Improvement Key Terms Continual Service Improvement Activities Constant Improvement: Deming Seven Steps of Improvement CSI Model Role of Measurements Focus on Business Needs Methods & Techniques of Continual Service Improvement

Continual Service Improvement

Continual Re-

Alignment of IT to meet Business Requirements Improve Services Assist/Guide growth & maturity of Service Management Processes
Manage, Analyze,

Review

Continual Service Improvement Key Concepts

Main Areas Overall Health of ITSM Continual alignment of Service Portfolio to Business Needs Maturity of IT Processes Guiding principles You cannot manage what you cannot control You cannot control what you cannot measure You cannot measure what you cannot define

Continual Service Improvement Key Terms

Baseline

7 Steps of Improvement
CSI Model Metrics Technology Process Service

Continual Service Improvement Activities

Key Activities
Collect data and analyze trends compared to baselines, targets, SLAs and benchmarks. This would include output from services and service management processes Set targets for improvement in efficiency and cost effectiveness throughout the entire service lifecycle Set targets for improvements in service quality and resource Utilization

Key Roles
CSI Manager, Service Manager, Service Owner, IT Process Owner CSI Manager, Service Manager CSI Manager, Service Manager, Service Owner, Business Process

Consider new business and security requirements

CSI Manager, Service Manager, Business Process Owner

CSI Manager, Service Manager, Business Process Owner

Consider new external drivers such as regulatory requirements

Create a plan and implement improvements

CSI Manager, Service Manager, Service Owner, Process Owner

CSI Manager, Service Manager

Provide a means for staff members to recommend improvement opportunities

Constant Improvement: Deming

7 Steps of Improvement

CSI Model

Role of Measurements

Focus on Business Needs

Methods & Techniques of CSI

Assessments Gap Analysis Balanced Scorecard SWOT Deming Cycle Plan Do Check Act

Demand and Capacity

Pattern of Business Activity (PBA)