1 itil v3 overview ver1.8

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  • 1. IT Infrastructure Library (ITIL) V3 Overview Shivakumar
  • 2. Page 2  What is ITIL all about?  Origin & History of ITIL  ITIL’ s Benefits and Risks  ITIL V2 – Processes & Function / ITIL V3 – Life Cycle Phases  Overview of Incident, Problem and Change Management  Questions Agenda
  • 3. Page 3 What is ITIL all about?  ITIL is the acronym for the Information Technology Infrastructure Library (ITIL)  A non-proprietary, vendor-neutral, set of best practices  ITIL is a descriptive framework, NOT a standard, method or tool  ITIL Provides descriptions of IT Process and controls  ITIL aligns IT services with business requirements  ITIL is about providing optimal service at a justifiable cost  Deliverables of ITIL are higher availability, increased reliability and greater stability of the infrastructure
  • 4. Page 4 Origin of ITIL  Emerged in 1980s  ITIL was published between 1989 and 1995 by Her Majesty’s Stationery Office (HMSO) in the UK on behalf of the Central Communications and Telecommunications Agency (CCTA) – now considered within the Office of Government Commerce (OGC).  Its early use was principally confined to the UK and Netherlands.  The original intent of the library was to promote effective IT service management practices within the government.  It has been available to public for years.
  • 5. Page 5 The History of ITIL  ITIL V1 (GITIM) - Library of 31 associated books covering all aspects of IT service provision.  ITIL V2 - Seven more closely connected and consistent books  In 2007, ITIL V2 was superseded by an enhanced and consolidated third version of ITIL, consisting of five core books covering the service lifecycle
  • 6. Page 6 ITIL an Architectural Journey
  • 7. Page 7 ITIL Goals  Align IT Services with the business needs (current and future)  Improve the quality of IT services  Reduce the long-term cost of provisioning IT services
  • 8. Page 8 Benefits and Risks  Benefits: – Provision of IT services becomes more customer-focused – Continuous improvement in the delivery of quality IT services  Services are described better  Better management of quality – Improved communication and better working relationships between IT and the business – The ability to absorb a higher rate of Change with an improved, measurable rate of success – Processes and procedures that can be audited for compliance to “best practice” guidelines  Risks: – Can take a long time and require significant effort – Over-engineered procedures can be seen as bureaucratic obstacles – No real benefit if there is a fundamental lack of understanding
  • 9. Page 9 Keep in Mind  ITIL describes what needs to be done but NOT how it should be done  ITIL does NOT define:  Every role, job or organisation design  Every tool, every other equipment, every required customisation  Every process, procedure and task required to be implemented  ITIL does NOT claim to be a comprehensive description of everything within IT, but it instead contains “best practices” that have observed and accepted in the industry
  • 10. Page 10 People, Process & Technology People Having the right people/mix of people, skill set, attitudes, roles and responsibilities, and leadership abilities in place to be successful in achieving expected results. Process To achieve high availability, processes should be • Appropriately documented, followed and enforced • Able to be measured and reported on • Have clear ownership, communicated, and updated accordingly. Technology • Redundancy, resilience, repeatability, flexibility, capacity in order to support the goals for achieving high availability. • In addition, technology needs to always be on/available and be easily supported and maintained. The fundamental principle of People, Process and Technology is the foundation for a successful ITIL implementation.
  • 11. Page 11 ITIL – Key Level in an Organization  Most of the organization work on three levels: – Strategic : This is the level where decision are made, policies and financial level are set – Tactical : Decision are implemented, policy become reality and financial levels are confirmed. – Operational : Implemented decision become active and is monitored Mission Statement Strategy Tactics Planning Operations day-to-day Business IT Alignment Service Delivery Service Support
  • 12. Page 12 ITIL V2 – Processes & Function  The first two ITIL versions grouped content according to process.  In V2 there are 12 main concepts ( 11 process and 1 function) which are divided between Service Delivery and Service Support set.  Service Support Set – Service desk ( the only function in ITIL V2) – Configuration Management – Incident Management – Problem Management – Change Management – Release Management  Service Delivery Set – Service Level Management – Availability Management – Capacity Management – Security Management – IT Service Continuity Management – Financial Management for IT Services
  • 13. Page 13 ITIL V2: The Good and the Bad  Service Delivery: – Service-level management – Financial management – Capacity management – IT service continuity – Availability management  Service Support: – Incident management – Problem management – Change management – Configuration management – Release management  Service Desk Core Benefits:  Standard process language  Emphasis on process vs. technology  Process integration  Standardization enables cost and quality improvements  Focus on customer Limitations: – Not a process improvement methodology – Specifies "what" but not "how" – Doesn't cover all processes – Doesn't cover organization issues
  • 14. Page 14 ITIL V3  ITIL Version 1 – Stability and control of IT infrastructure – IT Infrastructure Management process IT BusinessValue Maturity ITIL Version 3 Business Partner ITIL Version 2 Service Provider ITIL Version 1 Technology Provider  ITIL Version 2 – Business-IT alignment – Quality and efficiency of IT processes  ITIL Version 3 – Business-IT service integration and value generation – Service Management for business and technology
  • 15. Page 15 ITIL V3 – Life Cycle Phases  ITIL v3 focuses on the entire service life cycle, taking the ultimate consumer of the services – the business – into consideration.  All the original concepts of V2 has remained in V3 and are divided between 5 life cycle phases. – Service Strategy – Service Design – Service Transition – Service Operation – Continual Service Improvement  In addition to the original 12 concepts, there are additional 14 new concepts ( 3 Functions and 11 Process)  In total, ITIL V3 has 26 Process and 4 Functions.
  • 16. Page 16 Objectives, CSFs, KPIs, Metrics, and Measurements  Objectives: Establish the reason for measurement. Measurement in itself has no value. Rather, it only has value in as much as it supports achievement of specific objectives.  Critical Success Factors: Define specific things that must happen if objectives are to be achieved.  Key Performance Indicators: Are metrics which specifically indicate progress or performance around or toward Critical Success Factors.  Metrics: Are the definitions of what will be measured and how it will be measured.  Measurements: Are the actual readings taken based upon a specific metric. Objectives Critical Success Factor Key Performance Indicators Metrics
  • 17. Page 17 Service Design Service ITIL Service Strategy Service Operation Service Design Continual Service Improvement Service Transition ITIL V3 Core Framework Service Strategy  Planning and implementation of IT Service Management practices and their alignment to business needs. Service Design  Design of appropriate and innovative IT infrastructure services Service Transition  Validates the service design against service requirements Service Operation  Day to day delivery and control process activities for required stable IT services. Continual Service Improvement  Continuous search for improvements as part of the promised service quality
  • 18. Page 18 Service Strategies (SS)  SS will appeal to those who have the need to understand strategic analysis, planning, positioning, and implementation with respect to service models, strategies and strategic objectives.  It provides guidance on how to leverage service management capabilities that can effectively deliver value to customers and capture value for service providers.  Decisions about service portfolios, capability development, operational effectiveness, organizational models and the importance of knowledge assets are some of what Service Strategies will provide guidance on. Main Target Audience: – Senior Leadership of customers and service providers. Main Influencers: – Service Managers and operations managers.
  • 19. Page 19 Service Design (SD)  SD translates strategic plans and objectives and creates the design and specifications for execution through service transition and operations.  SD will appeal to those whose role is to bring together the infrastructure, applications, systems, and processes, along with partners and suppliers, to make feasible a superior service offering. Main Target Audience: – Service Managers and providers. Main Influencers: – IT operational staff, service owners, service providers, vendors.
  • 20. Page 20 Service Transition (ST)  ST will ensure that the design will deliver the intended strategy and that it can be operated and maintained effectively.  ST is concerned with managing change, risk & quality assurance and has an objective to implement service designs so that service operations can manage the services and infrastructure in a controlled manner. Main Target Audience: – IT Service Managers, Service Owners, operational staff. Main Influencers: – Customers, Service owners, support staff.
  • 21. Page 21 Service Operation (SO)  SO will manage a service through its production life of day-to-day management. Main Target Audience: – Service owners, operational staff, vendors and service providers. Main Influencers: – Customers, end users, business and IT Management.
  • 22. Page 22 Continual Service Improvement (CSI)  CSI will ensure that a service delivers the maximum benefits and measure its performance through its life, suggesting improvements along the way.  CSI has an overall view of all other elements and looks for ways that the overall process and service provision can be implemented. Main Target Audience: – Service planners, service designers, business ad IT leaders, IT service managers, service owners, operational staff. Main Influencers: – Business leaders, IT leaders, customers and users, service owners, quality and conformance managers.
  • 23. Page 23 ITIL V3 Processes  Service Strategy (4) – Demand Management – Strategy Generation – Service Portfolio Management – IT Financial Management  Service Design (7) – Service Level Management – Service Catalog Management – Capacity Management – Availability Management – Service Continuity Management – Information Security Management – Supplier Management
  • 24. Page 24 ITIL V3 Processes  Service Transition (7) – Transition Planning and Support – Change Management – Release and Deployment Management – Service Asset and Configuration Management – Service Validation and Testing – Evaluation – Knowledge Management  Service Operation (5) – Event Management – Incident Management – Request Fulfillment – Problem Management – Access Management
  • 25. Page 25 ITIL V3 Processes  Continual Service Improvement (3) – Service Measurement – Service Reporting – Service Improvement (The Seven-step improvement Process)
  • 26. Page 26 ITIL V3 Functions  Service Desk  Three new functions – Technical Management – Application Management – IT Operations Management
  • 27. Page 27 ITIL V3 – The Structure Core Complementary Web Customized implementation Core Best Practice Guidance Support for particular market sector or technology Value added products, process maps, templates, studies Key Element Guides
  • 28. Page 28 Service Lifecycle Processes Service Operation ProcessesService Transition ProcessesService Design ProcessesService StrategyProcesses Continual Service Improvement Processes Service Lifecycle Processes Strategy Generation IT Financial Management Service Portfolio Management Demand Management Service Catalogue Management Service Level Management Availability Management Capacity Management Service ContinuityManagement Information Security Management Supplier Management Change Management Transition Planning Service Asset and Configuration Management Knowledge Management Release and Deployment Management Evaluation and Early Life Support Access Management Common Service Operation Activities Event Management Incident Management Problem Management Request Fulfilment Seven Step Improvement Process Service Level Management ( Service Lifecycle Governance Processes Operational Service Lifecycle Processes
  • 29. Page 29 Questions  Questions
  • 30. Page 30 Concepts of Service Management Service “A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. “People want a quarter inch hole, not a quarter inch drill.” -Prof T.Levitt, Harvard Business School
  • 31. Page 31 Service Management  Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services.  Service Management is also a professional practice supported by an extensive body of knowledge, experience, and skills.
  • 32. Page 32 Function – Process - Role  Function – A team or group of people and the tools they use to carry out one or more process or activities. – Functions are Self-Contained units of an organization  Process – A structured set of activities designed to accomplish a specific objectives. – A process may include any of the roles, responsibilities, tools and management controls required to reliably deliver the desired output.  Role – A set of responsibilities, activities and authorities granted to a person or team. – A role is defined within a process.  Group, Team, Unit or person perform tasks connected to a relevant processes  Scope of role & trigger is defined by relevant process, agreed by management
  • 33. Page 33 What is a process? AInput Output Procedure Procedure Procedure Work Instruction Work Instruction Work Instruction A A A ....................... etc. ..........etc.
  • 34. Page 34 Process Characteristics  Specific Results ( Why We do it) – Process Exists to produce the desired Outcome  Customers (Whom We Do it For) – Desired Outcome Delivered to its Customer  Measurable (How We Ensure it’s Right) – Performance-Driven to Desired Outcome  Event Specific ( What Kicks it Off) – Something Specific Triggers the process
  • 35. Page 35 Example Step Function Process Role User A calls the Service Desk to report that a email system is not working. Service Desk Incident Management Incident Recording The Service Desk begins following the Incident Management process to restore the service. Service Desk Incident Management Incident Classification Shortly after User A calls, Users B, C, D and so forth, call to report the same Incident. Service Desk Incident Management Incident Classification The Service Desk escalates the Incident to the Technical Support (Chennai Messaging Team) group for resolution. Service Desk Incident Management Incident Escalation The Technical Support group determines that there is an network error causing the email servers to get connected and opens a Problem record. Technical Support Problem Management Problem Control etc. etc. etc. etc.
  • 36. Page 36 Best Practice & Good Practice  Best Practice provides a set of generic guidelines based on the successful experiences of a number of organizations.  Good practice could be either an application of best practice, or it could be an input into best practice.
  • 37. Page 37 How ITIL best practices can help  Faster incident recovery  Fewer unplanned outages  Better communication with users  Information that enables better informed management decisions
  • 38. Page 38 Overview of Incident, Problem and Change Management • How well does IT respond to incidents? • How much does it cost? • Are all incidents logged and tracked? • How is customer satisfaction? • What % of incidents are studied for root causes? • How many FTE? • How quickly is it done? • How much does it cost? • How good are we? • How much does it cost to id a root cause? How many FTE? • What % of problems have identified root causes • How many incidents were caused by changes? • How many changes of each type? • How much do they cost? • How many root causes were eliminated and what % of incidents does that represent?
  • 39. Page 39 Incident Management Goal  Restore normal service operation as quickly as possible and minimize adverse impact on business operations Benefits  Minimize the disruption and downtime for our users  Maintain a record during the entire Incident life-cycle. (This allows any member of the service team to obtain or provide an up-to-date progress report)  Incidents are dealt with quickly, before they become severe.  Building knowledgebase of known issues to allow quicker resolution of frequent Incidents
  • 40. Page 40 Incident Management – Key Concepts  Incident : An unplanned interruption to an IT Service or a reduction in the quality of an IT service  Impact : A measure of the effect of an Incident, problem or Change on Business Processes.  Response Time : A measure of the time taken to complete an Operation  Resolution Time : The time that elapses between acknowledged receipt of an incident and incident resolution.  Priority : A category used to identify the relative importance of an incident, problem or change.  Hierarchical Escalation: Informing or involving more senior levels of management to assist in an escalation  Functional Escalation: Transferring an incident, problem or change to a technical team with a higher level of expertise to assist in an escalation.
  • 41. Page 41 Incident Priority Priority = Urgency x Impact Urgency = Extent to which the resolution can bear delay Impact = Effort upon the Business How quickly does it have to be fixed? – Business Urgency  What does it do to the business? – Business Impact Impact Urgency Priority Estimate  People  Resources  Time high medium low high medium low priority target resolution urgent < 4 hours high < 8 hours medium < 10 days high < 8 hours medium < 10 days low planned medium < 10 days low planned low planned
  • 42. Page 42 ITIL Incident Life-Cycle
  • 43. Page 43 Incident vs Problem  An incident is where an error occurs: something doesn't work the way it is expected. This is often referred to as: – a fault – error – it doesn't work! – a problem  A problem can be: – Occurrence of the same incident many times – An incident that has an impact on many users – Some systems are not operating in the expected way
  • 44. Page 44 Problem Management Goal  Minimize the adverse impact of Incidents and Problems on the business that are caused by errors, and to prevent recurrence of Incidents related to these errors Benefits  A standard way to approach every problem  A reduction in the number of incidents  Learning from experience – the process provides historical data to identify trends, the means of preventing failures and of reducing the impact of failures
  • 45. Page 45 Problem Management – Key Concepts  Problem – “The unknown root cause of one or more Incidents”  Workaround – “ A temporary way of overcoming technical difficulties (i.e., Incidents or problems”)  Known Error – “ Problem that has a documented Root Cause and a workaround”  Known Error Database (KEDB) – “Database containing all Known Error Records”
  • 46. Page 46 Change Management Goal  To ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of Change-related Incidents Benefits  Reduction in incidents and problems caused by unplanned change  Communication with appropriate parties before change occurs  Approval received from appropriate parties before change occurs  Time spent on preparation and prevention rather than fire fighting and downtime
  • 47. Page 47 Change Management– Key Concepts  Change : Addition, modification or removal of anything that could have an effect on IT Services  Request for Change (RFC) : A formal proposal for a change to be made.  Change Window : A regular, agreed time when changes may be implemented with minimal impact on services.  Change Advisory Board (CAB) : A group of people that advices the Change Manager in the assessment, prioritization and scheduling of changes.
  • 48. Page 48 Type of Requests and Changes  An organization needs to ensure that appropriate procedures and forms are available to cover the anticipated requests.  Different types of changes may require different types of change requests. – Normal Changes  Changes to : – Service Portfolios, Service definitions – Project changes, User accesses, Operational Changes – Standard Changes  Change to a service or infrastructure for which the approach is pre- authorized by Change Management.  Has an accepted and established procedure. – Emergency Changes  Changes that will have a high negative impact on the business.
  • 49. Page 49 Standard Change  The crucial elements of a Standard Change are that: – Pre-authorized Changes. – The tasks are well-known, documented and low-risk tasks. – Authority has been in advance. – Budgetary approval is already set or is controller by the requestor  Example – Installing workstation software from an proved list.
  • 50. Page 50 Change Management - Activities – Create & Record – Assess & Evaluate – Authorize Changes – Coordinate Changes – Review & Closure
  • 51. Page 51 Change Advisory Board (CAB)  The Change Advisory Board (CAB) delivers support to the Change Management team by – approving requested changes and – assisting in the assessment and prioritization of changes.  Generally made up of IT and Business representatives that include – Change Manager – User managers and groups – Technical experts – Possible third parties and customers (if required)  CAB is responsible for oversight of all changes in the production environment  CAB is tasked with reviewing and prioritizing requested changes, monitoring the change process and providing managerial feedback  Emergency Change Advisory Board (ECAB): It is a subset of the CAB that considers a RFC tagged as an Emergency Change.
  • 52. Page 52 Change Management – Authorizing Change IT Manageme nt Board Change Advisory Board Local Authorization Decisions,Directions Escalations,RFCs,Issues Level 1 Level 2 Level 3 Level 4 High Cost/Risk Impact on Multiple service or divisions Impact only on Local or service group Standard Changes Business Executives
  • 53. Page 53 Change Management – The 7 R’s  Who RAISED the change?  What is the REASON for the change?  What is the RETURN required from the Change?  What are the RISKS involved with the change?  What RESOURCES are required to deliver the change?  Who is RESPONSIBLE for build, test & implementations of the change?  What is the RELATIONSHIP between this change and other changes?
  • 54. Page 54 Functions of Service Operations  Service Desk  Technical Management  Application Management  IT Operations Management
  • 55. Page 55 Service Desk Service Desk acts as the Single Point of Contact (SPOC) between the users and the IT Services Organization The primary functions of the Service Desk are : Incident Control : life cycle management of all Service Requests Communication : keeping the customer informed of progress and advising on workarounds
  • 56. Page 56 Service Desk - Role  Single point of Contact – Accessibility – Communication – Information  Improved Customer Service  Higher Level of QoS for Customer Requests  Promotion of Internal Teamwork & Communication  Proactive Service Provision  Reduced Negative Business Impact  Improved Infrastructure Management  More effective & Efficient Utilization of Resources  Higher Quality management Reporting
  • 57. Page 57 Service Desk - Objectives  Logging ALL Incidents & Request  First Line – Investigation & Diagnosis  Incident & Request Resolution  Functional and Hierarchal Escalation  Customer Communication – Incident Progress – Pending Changes ( Forward Schedule of Changes) – Agreed Outages ( Projected Service Availability)  Satisfaction Surveys
  • 58. Page 58 Service Desk – Organizational Structures  Local Service Desk – Co-located with User Community  Centralized Service Desk – Consolidation of Fewer or Single Service Desk  Virtual Service Desk – Support Staff Geographically Dispersed  Follow the Sun – Two or More Geographically Dispersed Service Desks  Specialized Service Desk Groups – Direct Access to Technical Functional Specialist
  • 59. Page 59 Service Desk - Local
  • 60. Page 60 Service Desk - Virtual
  • 61. Page 61 Service Desk - Staffing  Staffing Levels – Based on Business Requirements – Customer Service Expectations  Skill Levels – Interpersonal – Business Awareness – Communication – Technical Awareness  Training – New Service Introduction – Business Awareness  Retention – Learning Organization – Team Building  Support Users – User Liaison to Filter Requests
  • 62. Page 62 Service Desk - Metrics  First Line Resolution  Average Time to Resolve  Average Time to Escalate  Cost Per Incident/Request  Customer Updates Completed on Time  Incident/Request Volumes – Hour of Day – Day of week – Week of Month
  • 63. Page 63 ITIL V3 Key Concepts  Service Catalog : A database or structured document with information about all live IT services, including those available for development  Service Portfolio : The complete set of services that are managed by a service provider  Change : The addition, modification or removal of anything that could have an effect on IT Service; scope should include all IT services, Configuration Items, Processes, documentation, etc  Configuration Item (CI) : Any component that needs to be managed in order to deliver an IT service  Build : The activity of assembling a number of Configuration Items to create part of an IT service. It may also refer to a Release  Configuration Management DataBase (CMDB): Is a repository of information related to all the components of an information system
  • 64. Page 64 ITIL Key Concepts  Configuration Management System (CMS) : A set of tools and databases that are used to manage an It Service Provider’s configuration data.  Definitive Media Library (DML) : One or more locations in which the definite and approved versions of all software Configuration Items are securely stored.  Architecture : The structure of a system or IT service, including the relationship of the components to each other and to the environment they are in.  Availability : Ability of a Configuration Item or IT service to perform its agreed function when required.  Contract : A legally binding agreement between two or more parties.
  • 65. Page 65 ITIL Key Concepts  Critical Success Factor (CSF) : Something that must happen if a process, project, plan or IT service is to succeed.  Design: An activity or process that identifies requirements and then defines a solution that is able to meet these requirements.  Downtime : The time when a Configuration Item or IT service is not available during its agreed service time.  Key Performance Indicator (KPI) : A metric that is used to help manage a process, it service or activity.
  • 66. Page 66 ITIL Key Concepts  Service level Requirements (SLR): Is a set of targets and responsibilities documented and agreed witihin and SLR for each proposed new or changed service. SLRs are based on Business Objectives and are used to negotiate agreed Service Level Targets.  Service Level Agreement (SLA) : Is a written agreement between an IT service provider and the IT customer, defining the key service targets and responsibilities of both parties.  Operational Level Agreement (OLA) : An agreement between an IT Service Provider and another part of the same organization.  Underpinning Contract (UC) : A contract between an IT Service Provider and a third party. The third party provides goods or services that support delivery or an IT service to a customer.  Service design Package : Documents defining all aspects of an IT service and its requirements through each state of its lifecycle.
  • 67. Page 67 ITIL Key Concepts  Insourcing: – This approach relies on utilizing internal organizational resources in the design, develop, transition, maintain, operate, and/or support of a new, changed or revised services or data centre operations.  Outsourcing: – This approach utilizes the resources of an external organization or organizations in a formal arrangement to provide a well-defined portion of a service’s design, development, maintenance, operations, and/or support.  Co-sourcing : – Often a combination of insourcing and outsourcing, using a number of outsourcing organizations working together to co-source key elements within lifecycle.  Partnership or Multisourcing: – Formal arrangements between two or more organizations to work together to design, develop, transition, maintain, operate, and/or support IT services.
  • 68. Page 68 ITIL Key Concepts  Business Process Outsourcing (BPO) : – The increasing trend of relocating entire business functions using formal arrangements between organizations where one organization provides and manages the other organization’s entire business processes or functions in a low cost location. – Common examples are accounting, payroll and call centre operations.  Application Service provision : – Involves formal arrangements with an Application Service Provider (ASP) organization that will provide shared computer based services to customer organizations over a network. – Applications offered in this way are also sometimes referred to as On-demand software/applications. – Through ASPs the complexities and costs of such shared software can be reduced and provided to organizations that could otherwise not justify the investment.  Knowledge Process Outsourcing : – KPO is a step ahead of BPO in one respect – KPO organizations provides domain based processes and business expertise rather than just processes expertise and requires advanced analytical and specialized skills from the outsourcing organization.
  • 69. Page 69 ITIL Key Concepts  The RACI diagram splits tasks into four participatory responsibility types, which are then assigned to different roles in the project or process.  Responsible – Those who do work to achieve the task. The role of Responsible includes Support, which is to provide resources to complete the task.  Accountable – Those who are ultimately accountable to the correct and thorough completion of the task. – Accountable is the one to whom "R(s)" are accountable. In other words, A must sign off (Approve) on work that R provides. – There must be only one A specified for each task.  Consulted – Those whose opinions are sought. Two-way communication.  Informed – Those who are kept up-to-date on progress. One-way communication.
  • 70. Page 70 RACI Model Responsible – Those responsible to do the task. Accountable – Only 1 person Consulted – Those who are consulted Informed – Those informed on progress
  • 71. Page 71 Various non-proprietary frameworks and methods
  • 72. Page 72 Sample Questions
  • 73. Page 73 The ITIL V3 core is structured around? a) An Operations Lifecycle b) An IT Management Lifecycle c) A Service Lifecycle d) An Infrastructure Lifecycle
  • 74. Page 74 Functions are BEST described as? a) A body of knowledge b) Closed loop systems c) Self-Contained units of organization d) Project focusing on transformation
  • 75. Page 75 Which of the following BEST describes a Local Service Desk structure? a) A Service Desk that also provides onsite technical support to its users b) A Service Desk where analysts only speak one language c) A Service Desk that is situated in the same location as the users it serves d) A Service Desk that could be in any physical locations but uses telecommunication and IT systems to make it appear that they are in the same location.
  • 76. Page 76 The priority of an Incident is BEST described as? a) The relative importance of the Incident based on impact and urgency b) The speed with which the incident needs to be resolved c) The number of staff that will be assigned to work on the Incident so that it is resolved in time d) The escalation path that will be followed to ensure resolution to the Incident
  • 77. Page 77 ITIL Foundation Exam Format  One Hour Proctored Exam  Closed-book  40 Multiple-choice questions  Pass mark is 65% (26 correctly answered out of 40)  The Foundation Certificate in IT Service Management (ITIL Foundation) guarantees your understanding of the basic terms, concepts, and relationships between ITIL processes.
  • 78. Page 78 ITIL Qualification Scheme