ITIL 2011 Foundation Overview

ITIL 2011 Foundation Overview
Supreme Mandal
IT Infrastructure Operation Process Consultant
GE Capital ANZ

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GE Title or job number
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 In April 2001 the CCTA was merged into the Office of Government Commerce (OGC), an office of the UK Treasury.
 In 2006, the ITIL v2 glossary was published.
 In May 2007, this organisation issued version 3 of ITIL (also known as the ITIL Refresh Project) consisting of 26 processes and
functions, now grouped into only 5 volumes, arranged around the concept of Service lifecycle structure. Version 3 is now known as ITIL
2007 Edition.
 In 2009, the OGC officially announced that ITIL v2 certification would be withdrawn and launched a major consultation as per how to
proceed.
 In July 2011, the 2011 edition of ITIL was published, providing an update to the version published in 2007. The OGC is no longer listed
as the owner of ITIL, following the consolidation of OGC into the Cabinet Office. The 2011 edition is owned by HM Government.
Service Support (blue book) - core book
Service Delivery (red book) - core book
Security Management
Business Perspectives
ICT Infrastructure Management (Vol. I and II)
Application Management
Planning and Implementation
Software Asset Management
Version 3 released May 30, 2007 has 5 books

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 It aligns with IT business goals and service objectives
 It is process driven, scale-able and flexible
 Reduce IT cost yet providing optimal services
 Increase relationship and communication among different departments, employees, customers and users
 Successfully adapted by HP, IBM, PG, Shell Oil, Boeing, Microsoft, Proctor and Gamble, State of CA

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ITILv3
Set of concepts and practices for ITSMF
Proposed by Central computer and Telecommunication Agency UK recognized without standard practices , Govt Agencies and private
sector contracts were independently creating own IT management practices.
“Specialized set of organizational Capabilities which includes all of the process, methods, functions, roles & activities
that Service provider uses to enable them to deliver services to their customers.”
Service
A way of delivering value to customers, by facilitating outcomes, that customer wants to achieve, without ownership of specific costs
and risks.
Service Management
A set of specialized organizational capabilities for providing values to customers in the form services.
Resource
Capability
Service
Management
Lifecycle
Service/ Goods
Warranty
Utility

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Resource – It’s a generic term that includes Financial, Infrastructure, Applications, Information, People, and
Money or anything else that might help to deliver an IT service.
Capability – The Ability of a service organization (person, process, application, configuration item or IT service
to carry out an activity capabilities are intangible assets of an organization
Service Provider Type I – Exists with an organization solely to deliver service to one specific BAU
Type II – Services multiple BU within same org.
Type III – Operators as an external service provider with multiple external customers
Process -- A set of co-ordinated activities combining Resources and Capabilities to produce an outcome that creates value for customer
Characteristics of every process include:
•They are measurable,
•They deliver specific results
•They deliver outcomes to customers or stakeholders
•They respond to specific events (triggers)
Functions—units of organization specialized to perform certain types of work and responsible for specific outcomes
Role – A position, responsibility or duty within a process or function.
Key Functions
Application Management Function
Application Management includes all the people who provide technical expertise and management of applications. As such they carry out
a very similar role to Technical Management, but with a focus on software applications rather than infrastructure.
Activities carried out by Application Management are similar to those described above for Technical Management.
IT Operations Management Function
IT Operations Management is responsible for the management and maintenance of the IT infrastructure required to deliver the agreed
level of IT services to the business.

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SERVICE STRATEGY
SERVICEDESIGN
SERVICE TRANSITION
SERVICEOPERATION
CONTINUAL SERVICE IMPROVEMENTS
ITIL
CONTINUALSERVICEIMPROVEMENTS
CONTINUAL SERVICE IMPROVEMENTS
CONTINUALSERVICEIMPROVEMENTS

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FINANACIAL MANAGEMENT
SERVICE PORTFOLIO MANAGEMENT
DEMAND MANAGEMENT
STRATEGY GENERATION
BUSINESS RELATIONSHIP MANAGEMENT

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What services should be offered;
How service performance will be measured.
Who the services should be offered to
The existing and potential competition in these marketplaces, and the objectives
that will differentiate the value of what you do or how you do it;
How the customer(s) and stakeholders will perceive and measure value, and how
this value will be created
How visibility and control over value creation will be achieved through financial
management
How the allocation of available resources will be tuned to optimal effect across the
portfolio of services

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FINANACIAL MANAGEMENT
Financial Management
Financial Management covers the function and processes responsible for managing an IT service provider’s budgeting, accounting and
charging requirements. It provides the business and IT with the quantification, in financial terms, of the value of IT services, the value of
the assets underlying the provisioning of those services, and the qualification of operational forecasting.
Input cost units recommended by ITIL
Equipment Cost
Units (ECU)
i.e. Hard ware
Organization Cost
Units (OCU) Staff
ware
Transfer Cost Units
(TCU) i.e. costs which
IT incurs acting as an
agent for the
customer they do not
appear as a cost
against the IT
department’s budget
Accommodation
Cost Units (ACU)
i .e. Buildings
Software Cost
Units (SCU)
i.e. software

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Fixed unaffected
by the level of
usage
Variable -
varying
according to the
level of usage
direct - usage
specific to one
service
Indirect/
Overhead –
usage not
specific to
one service
Capital – not
diminished by
usage
Revenue/ Running –
diminish with usage
Different Cost Types:
Budgeting
The process of predicting and controlling the spending of money within the enterprise and consists of periodic negotiation cycle to set
budgets (usually annual) and the day-to-day monitoring of the current budgets.
Key influence on strategic and tactical plans.
IT Accounting
IT Accounting: The set of processes that enable the IT organization to fully account for the way its money is spent (particularly the ability to
identify costs by customer, by service, by activity).

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Charging
Charging: The set of processes required to bill a customer for the services applied to them. To achieve this requires sound IT
Accounting, to a level of detail determined by the requirements of the analysis, billing, and reporting procedures.
• Recover from customers the full costs of the IT services provided
• Ensure that customers are aware of the costs they impose on IT
SERVICE PORTFOLIO MANAGEMENT
Service Portfolio Management
SPM involves proactive management of the investment across the service lifecycle, including those services in the concept,
design and transition pipeline, as well as live services defined in the various service catalogues and retired services.
DEMAND MANAGEMENT
Demand management
Demand management is a critical aspect of service management. Poorly managed demand is a source of risk for service providers
because of uncertainty in demand. Excess capacity generates cost without creating value that provides a basis for cost recovery.
The purpose of Demand Management is to understand and influence customer demand for services and the provision of capacity
to meet these demands.

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Develop Strategic Assets
Prepare for execution
STRATEGY GENERATION
Strategy Generation
It’s intended to define the business market for new IT services by understanding the needs and problems of business customers, and
then offering services that meet those needs and solve those problems. The end goal is to have the enterprise treat IT service
management as a strategic Asset.

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BUSINESS RELATIONSHIP MANAGEMENT

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SERVICE CATALOGUE
SERVICE LEVEL MANAGEMENT
CAPACITY MANAGEMENT
AVAILABILITY MANAGEMENT
IT SERVICE CONTINUTY MANAGEMENT
INFORMATION SECURITY MANAGEMENT
SUPPLIER MANAGEMENT

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“The design of appropriate and innovative IT services, including their architectures, processes, policies and documentation, to meet
current and future agreed business requirements.”
Service Design starts with a set of business requirements, and ends with the development of a service solution designed to meet documented
business requirements and outcomes and to provide a Service Design Package (SDP) for handover into Service Transition.
Main deliverable in this service lifecycle phase is the Service Design Package (SDP). It defines all aspects of an IT service and its
requirements through each stage of its lifecycle. An SDP is produced for each new IT service, major change, or IT service retirement.
 Design services to meet agreed business outcomes;
 Identify and manage risks;
 Design secure and resilient IT infrastructures, environments, applications and data/information resources and capability;
 Design measurement methods and metrics;
 Produce and maintain documentation to support the design of quality IT solutions;
 Develop skills and capability within IT;
 Contribute to the overall improvement in IT service quality.
Design
Service
SERVICE
TRANSITION
Operation
Servic
e
 Good service design is dependent upon a holistic approach ensuring consistency and integration in all IT activities and processes and
the effective and efficient use of the 4P ‘s of Design

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People: the
people, skills and
competencies
involved in the
provision of IT
services
Products: the
technology and
management systems
used in the delivery of
IT services
Processes: the
processes, roles
and activities
involved in the
provision of IT
services
Partners: the
vendors,
manufacturers
and suppliers
used to assist and
support IT service
New or changed service solutions;
Service management systems and tools
Technology architectures and management systems
Processes, roles and capabilities
Measurement methods and metrics
There are 5
individual
aspects to
Service Design

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SERVICE LEVEL MANAGEMENT
Service Level Management (SLM)
SLM negotiates, agrees and documents appropriate IT service targets with the business, and then monitors and produces reports
on delivery against the agreed level of service.
Business-like relationship between customer and supplier
Improved specification and understanding of service requirements
Greater flexibility and responsiveness in service provision
Balance customer demands and cost of services provision
Measurable Service
Quality improvement (continuous review)
Objective Conflict Resolution
SERVICE CATALOGUE MANAGEMENT
Service Catalogue Management (SCM)
The Service Catalogue provides a central source of information on the IT services delivered to the business by the service provider
organization, ensuring that business areas can view an accurate, consistent picture of the IT services available, their details and status.
The purpose of Service Catalogue Management (SCM) is to provide a single, consistent source of information on all of the agreed
services, and ensure that it is widely available to those who are approved to access it.

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Service Level Agreement
Operational Level Agreements (OLA) and
Contracts Internal Levels
External Levels
Underpinning
Contracts
External Organisation Levels
Supplier Management
Minimum Requirements for an Agreement
Period
Availability
Throughput
Service Catalogue
Service Level Requirements
Customer Relationship Management Monitor, Review and Report
Service Specification Sheet
Response Times
Service Quality Plan
Service Improvement Programs
Service Description
Signature

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CAPACITY MANAGEMENT
Capacity Management
Capacity Management includes business, service and component capacity management across the service lifecycle. A key success
factor in managing capacity is ensuring that it is considered during the design stage.
The purpose of Capacity Management is to provide a point of focus and management for all capacity and performance-related issues,
relating to both services and resources, and to match the capacity of IT to the agreed business demands.
Right Capacity, Right Time, Right Cost!
Demand
Management
Business
Capacity
Management
Workload
Management
Service
Capacity
Management
Resource
Management
Resource Capacity
Management/
Application Sizing
Performance
Management
Internal &
External
Financial
Data
Usage
Data
SLM Data/
Response Times /
Threshold
monitoring
To determine the right, cost justifiable, capacity of IT resources such that the Service Levels agreed with the business are achieved
at the right time.

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CDB – Capacity Data Base – Contains all Metrics, etc. Used to create a Capacity Management Plan. Performance Management Data
populates
Metrics
Metrics
Metrics
Metrics
Metrics
CAPACITY
DATABASE
MODELLING
ANALYTICAL
MODELLING
SIMULATION
MODELLING
BASELINE
MODELS
TREND
ANALYSIS
AVAILABILITY MANAGEMENT
Availability Management
The purpose of Availability Management is to provide a point of focus and management for all availability-related issues, relating to
services, components and resources, ensuring that availability targets in all areas are measured and achieved, and that they match or
exceed the current and future agreed needs of the business in a cost-effective manner.
There are two key aspects:
 Reactive activities: monitoring, measuring, analysis and management of events, incidents and problems involving service
unavailability;
 Proactive activities: proactive planning, design, recommendation and improvement of availability

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 To predict, plan for and manage the availability of services by ensuring that:
 All services are underpinned by sufficient, reliable and properly maintained CIs
 Where CIs are not supported internally there are appropriate contractual agreements with third party suppliers
 Changes are proposed to prevent future loss of service availability
 Aspects of Availability
 Only then can IT organizations be certain of delivering the levels of availability agreed with customers
Aspects of Availability
Reliability
Maintainability Resilience/
Redundancy
Resilience
Serviceability/ Maintenance done by
someone else
Availability Information is stored in an Availability Database (ADB). This information is used to create the Availability Plan. SLAs provide
an input to this process
AVAILABILITY
DATABASE

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Unavailability Lifecycle
MTTR: Mean Time to Repair (Downtime) – Time period that elapses between the detection of an Incident and it’s Restoration. Includes:
Incident, Detection, Diagnosis, Repair, Recovery, and Restoration.
MTBF: Mean Time between Failures (Uptime) – Time period that elapses between Restoration and a new Incident.
MTBSI: Mean Time between System Incidents – Time period that elapses between two incidents. MTTR + MTBF.
“An IT service is not available to a customer if the functions that customer requires at that particular location cannot be used although the
agreed conditions under which the IT service is supplied are being met”
Simplistic Availability Calculation:
Agreed Service Hours – Downtime
------------------------------------------ X 100
Agreed Service Hours 1
IT SERVICE CONTINUTIY MANAGEMENT
IT Service Continuity Management (ITSCM)
As technology is a core component of most business processes, continued or high availability of IT is critical to the survival of the
business as a whole. This is achieved by introducing risk reduction measures and recovery options.
Continuity Management is the process by which plans are put in place and managed to ensure that IT Services can recover and
continue should a serious incident occur. It is not just about reactive measures, but also about proactive measures - reducing the risk
of a disaster in the first instance
Some Facts
Continuity Management is the process by which plans are put in place and managed to ensure that IT Services can recover and
continue should a serious incident occur. It is not just about reactive measures, but also about proactive measures - reducing the risk
of a disaster in the first instance
It is also a fact that many organizations that have been involved in a disaster where their contingency plan failed, ceased trading
within 18 months following the disaster

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Prioritizing the
businesses to be
recovered by
conducting a
Business Impact
Analysis (BIA)
Performing a Risk
Assessment (aka
Risk Analysis) for
each of the IT
Services to identify
the assets, threats
vulnerabilities and
countermeasures
for each service.
Evaluating the
options for recovery
Producing the
Contingency Plan
Testing,
reviewing,
and revising
the plan on a
regular basis
Why plan?
Increases Business dependency on
IT
Reduced cost and time of recovery
Cost to customer relationship
Survival

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Value of Assets
Threats
Vulnerabilities
Countermeasures
Planning for potential disasters
Managing a disaster
Risk
Management
Risk Analysis: Based on the CCTA Computer Risk Analysis and Management Methodology (CRAMM) Options
Do nothing
Manual workarounds
Reciprocal Arrangements
Hot start = cold start + computing equipment
and software
Cold start = accommodation. Environmental
controls; power and communications
Immediate Recovery (hot standby)
Intermediate Recovery (warm standby)
Gradual Recovery (cold standby)

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7 Sections of the Plan:
1. Administration
2. The IT Infrastructure
3. IT Infrastructure management & Operating procedures
4. Personnel
5. Security
6. Contingency site
7. Return to normal
Test and Review:
• Initially then every 6 to 12 months and after each disaster
• Test it under realistic circumstances
• Move / protect any live services first
• Review and change the plan
• All changes made via the CAB – Change Advisory Board
Contingency Plan:
• Assists in fast, controlled recovery
• Must be given wide but controlled access
• Contents (incl. Admin, Infrastructure, People, Return to normal)
• Options (incl. Cold & Hot Start)
• Must be tested regularly – without impacting the live service Capacity Management

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INFORMATION SECURITY MANAGEMENT
Information Security Management (ISM)
The purpose of the ISM process is to align IT security with business security and ensure that information security is effectively managed in
all service and Service Management activities, such that:
 Information is available and usable when required (Availability)
 information is observed by or disclosed to only those who have a right to know (Confidentiality)
 Information is complete, accurate and protected against unauthorized modification (Integrity)
 Business transactions, as well as information exchanges, can be trusted (Authenticity)

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The Supplier and Contract Database (SCD) is a vital source of information on suppliers and contracts and should contain all of the
information necessary for the management of suppliers, contracts and their associated services.
SUPPLIER
CONTRACT
DATABASE
SUPPLIER MANAGEMENT
Supplier Management
The Supplier Management process ensures that suppliers and the services they provide are managed to support IT service targets and
business expectations.
The purpose of the Supplier Management process is to obtain value for money from suppliers and to ensure that suppliers perform to
the targets contained within their contracts and agreements, while conforming to all of the terms and conditions.

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CHANGE MANAGEMENT
SERVICE ASSET & CONFIGURATION MGMT.
KNOWLEDGE MANAGEMENT
RELEASE & DEPLOYMENT MANAGEMENT
The role of Service Transition is to deliver services that are required by the business into operational use. Service Transition delivers
this by receiving the Service Design Package from the Service Design stage and delivering into the Operational stage every necessary
element required for ongoing operation and support of that service.
Service Transition focuses on implementing all aspects of the service, not just the application and how it is used in ‘normal’
circumstances. It needs to ensure that the service can operate in foreseeable extreme or abnormal circumstances, and that support for
failure or errors is available

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Key Principles
Service Transition is supported by underlying principles
that facilitate effective and efficient use of new/changed
services which includes:
 Understanding all services, their utility and
warranties
 Establishing a formal policy and common
framework for implementation of all required
changes;
 Supporting knowledge transfer, decision
support and re-use of processes, systems and
other elements;
 Anticipating and managing ‘course corrections’;
 Ensuring involvement of Service Transition and
Service Transition requirements throughout the
service lifecycle.
CHANGE MANAGEMENT
Change Management
Change Management ensures that changes are recorded, evaluated, authorized, prioritized, planned, tested, implemented,
documented and reviewed in a controlled manner. The purpose of the Change Management process is to ensure that standardized
methods are used for the efficient and prompt handling of all changes that all changes are recorded in the Configuration Management
System and that overall business risk is optimized.
A Service Change is the addition, modification or removal of an authorized, planned or supported service or service
component and its associated documentation.
 Respond to customers changing business requirements
 Respond to business and IT requests for change that will align the services with the business needs
 Roles
 Change Manager
 Change Authority
 Change Advisory Board (CAB)
 Emergency CAB (ECAB)
Request For Change (RFC) or, in older terminology, Change
Request (CR): a form used to record details of a request for a
change and is sent as an input to Change Management by the
Change Requestor

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Normal Non-urgent, requires approval
Standard Non-urgent follows established path, no approval needed
Emergency Requires approval but too urgent for normal procedure
Change Advisory Board
Change Advisory Board
 Change Manager (VITAL)
 One or more of
 Customer/User
 User Manager
 Developer/Maintainer
 Expert/Consultant
 Contractor
 Service Level Manager
Change
Types:
RAISED?,REASON RETURNRISKS RESOURCES RESPONSIBLE RELATIONSHIPS

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SERVICE ASSET & CONFIGURATION MANAGEMENT
Service Asset and Configuration Management (SACM)
SACM supports the business by providing accurate information and control across all assets and relationships that make up an
organization’s infrastructure. The purpose of SACM is to identify, control and account for service assets and configuration items (CI),
protecting and ensuring their integrity across the service lifecycle.
To manage large and complex IT services and infrastructures, SACM requires the use of a supporting system known as the Configuration
Management System (CMS).
The Configuration Management System is a coherent logical model of the IT Organization’s infrastructure, typically made up of several
Configuration Management Databases (CMDB)
It is used to store information of all Configuration Items (CI)
Configuration Management Database (CMDB) is a database that contains all relevant information about the components of the
information system used in an organization's IT services and the relationships between those components.
A Configuration Item (CI) can be any component of an IT Infrastructure, including a documentary item such as a Service Level
Agreement or a Request For Change, which is (or is to be) under the control of Configuration Management and therefore subject to formal
Change Control vary widely in complexity, size and type, from an entire service (including all its hardware, software, documentation, etc.)
to a single program module or a minor hardware component. All existing or potential service Problems will be capable of being linked to
one or more CI
CI
CI
CI
CI
CI
CI
CMS
CMDB
CMDB
CMDB
CMDB
CMDB
CMDB

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DEFINITIVE MEDIA LIBRARY
Definitive Media Library
 Definitive Media Library (DML) is a secure repository in which an organization's definitive, authorized versions of media Configuration
Items (CIs) are stored and protected
 It should contain master copies of controlled software media that have passed appropriate quality assurance checks, typically
including both procured and bespoke application and gold build source code and executable.
DEFINITIVE SOFTWARE LIBRARY
Definitive Software Library
 Definitive Software Library (DSL) is a secure location, that can consist of physical media or a software repository located on a network
file server, in which the definitive authorized versions of all software Configuration Items (CIs) are stored and protected
 The Definitive Software Library is separate from development, Quality Assurance or Production software storage areas
 The DSL contains Master copies of all controlled software and includes definitive copies of purchased software, as well as licensing
information for software developed on site or purchased from an external vendor
 All related documentation, related to any software stored in the DSL, is also stored in the DSL

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CONFIGURATION
MANAGEMENT
DATABASE
(CMDB)
Incident Management
Problem Management
Event Management
Release Management
Change Management

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KNOWLEDGE MANAGEMENT
Knowledge Management
The purpose of Knowledge Management (KM) is to ensure that the right person has the right knowledge, at the right time to deliver and
support the services required by the business.
Knowledge Management comprises a range of strategies and practices used in an organization to identify, create, represent, distribute,
and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or
embedded in organizational processes or practice.
Data Information Knowledge Wisdom
Transition Planning and Support
The goals of Transition Planning and Support are to:
 Plan and coordinate resources to ensure that the requirements of Service Strategy encoded in Service Design are effectively
realized in Service Operations;
 Identify, manage and control the risks of failure and disruption across transition activities.

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RELEASE & DEPLOYMENT MANAGEMENT
Release and Deployment Management
The goal of the Release and Deployment Management process is to assemble and position all aspects of services into production
and establish effective use of new or changed services.
Release and Deployment Management covers the whole assembly and implementation of new/changed services for operational
use, from release planning through to early life support
 Phased or Big Bang approach
 Phased release is less painful but more work
 Deployment can be manual or automatic
 Release Manager will produce a release policy
 Release MUST be tested with proper UAT guidelines
Service Validation and Testing
Successful testing depends on understanding the service holistically – how it will be used and the way it is constructed. All services –
whether in-house or bought-in – will need to be tested appropriately, providing validation that business requirements can be met in the
full range of expected situations, to the extent of agreed business risk. The key purpose of service validation and testing is to provide
objective evidence that the new/changed service supports the business requirements, including the agreed SLAs.
Evaluation
Ensuring that the service will be useful to the business is central to successful Service Transition and this extends into ensuring that the
service will continue to be relevant by establishing appropriate metrics and measurement techniques.
Evaluation considers the input to Service Transition, addressing the relevance of the service design, the transition approach itself, and
the suitability of the new or changed service for the actual operational and business environments encountered and expected.

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Customer Business
Requirements
Service Transition V Model
Design Service
Release
Service
Release
Package Test
Validate service
Packages, Offerings
and Contracts
Design
Service
Solution
SPECIFICATIONS VALIDATION
Service Component
Build & Test
Internal & External
Suppliers
Service
Requirements
Service
Acceptance Test
Service
Operational
Readiness Test
Develop Service
Solution
Component &
Assembly
Test
Service Review Plan
Service Acceptance
Service
Operational
Test Plan

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EVENT MANAGEMENT
REQUEST FUFILLMENT PROCESS
INCIDENT MANAGEMENT
PROBLEM MANAGEMENT
ACCESS MANAGEMENT

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The GOAL of Service Operation is to deliver agreed levels of service to users and customers, and to manage the
applications, technology and infrastructure that support delivery of the services.
It is only during this stage of the lifecycle that services actually deliver value to the business, and it is the responsibility
of Service Operation staff to ensure that this value is delivered.
Key Processes and Activities
Request
Fulfilment
Access
Management
Event Management
Incident
Management
Problem
Management
IT
Operations
Manageme
nt
Application
Manageme
nt
Application
services
Technical
Managem
ent IT
componen
ts
Service Operation Function
Service Operation Process

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EVENT MANAGEMENT
Event Management Process
 An event is a change of state that has significance for the management of a configuration item or IT service
 An event may indicate that something is not functioning correctly, leading to an incident being logged. Events may also indicate
normal activity, or a need for routine intervention such as changing a tape
 The objective of Even Management is to filter and categorize Events and decide appropriate actions
EVENTS
EXCEPTION
WARNING
INFORMATION
EVENT3
EVENT
1
EVENT
2
CATEGORIZATION

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INCIDENT MANAGEMENT
Incident: Any event which is not part of the standard operation of a service and which causes or may cause an interruption to or a
reduction in the quality of that service.
Incident Management Process
 An incident is an unplanned interruption to an IT service, or a reduction in the quality of an IT service
 The purpose of Incident Management is to restore normal service as quickly as possible, and to minimize the adverse impact on
business operations
 Incidents are categorized and prioritized according to urgency and business impact
 If an incident cannot be resolved quickly, it may be escalated. Functional escalation passes the incident to a technical support team
with appropriate skills; hierarchical escalation engages appropriate levels of management
 An Incident Management tool is essential for recording and managing incident information.
To restore normal service as quickly as possible
Minimize the adverse impact on business operations
Ensuring that the best possible levels of service quality and availability are maintained according to SLAs

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 Work-Around: Method of avoiding an Incident or Problem.
 Service Request: Every Incident not being a failure in the IT Infrastructure.
 Problem: The unknown root cause of one or more incidents.
Known Error: A condition that exists after the successful diagnosis of the root cause of a problem when it is confirmed that a
CI (Configuration Item) is at fault. Known error will be stored in Known Error Database (KEDB).
KEDB blending with CMS (configuration Management Systems) subsequently forms i.e.
Service Knowledge Management System (SKMS)

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CI
CI
CI
CI
CI
KNOWN ERROR
DATABASE (KEDB)
Configuration Management Systems
SERVICE KNOWLEDGE
MANAGEMENT SYSTEM
 Impact on the business + Urgency / Effect upon business deadlines = Priority
 Category: Classification of a group of Incidents (Application, Hardware, etc.)
 Escalation (Vertical Escalation): escalates up the management chain.
 Referral (Horizontal Escalation): escalates to a different knowledge group. Routing.
Accept Service
Event
Register and Consult
the CMDB
Classification
Solve
Closure
Daily reviews of individual Incident and Problem status
against service levels
Weekly Management Reviews
Proactive Service Reports
Monthly Management Reviews
Incident
Manageme
nt Life-
Cycle

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REQUEST FULFILLMENT PROCESS
Request Fulfillment Process
The purpose of Request Fulfillment is to enable users to request and receive standard services; to source and deliver these services; to
provide information to users and customers about services and procedures for obtaining them; and to assist with general information,
complaints and comments.
ACCESS MANAGEMENT
Access Management Process
The purpose of the Access Management process is to provide the rights for users to be able to access a service or group of
services, while preventing access to non-authorized users
Access Management helps to manage confidentiality, availability and integrity of data and intellectual property
Access Management is concerned with identity (unique information that distinguishes an individual) and rights (settings that
provide access to data and services).
PROBLEM MANAGEMENT
Problem Management Process
A problem is a cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problem
management process is responsible for further investigation
The key objectives of Problem Management are to prevent problems and resulting incidents from happening, to eliminate recurring
incidents and to minimize the impact of incidents that cannot be prevented
Problems are categorized in a similar way to incidents, but the goal is to understand causes, document workarounds and request
changes to permanently resolve the problems. Workarounds are documented in a Known Error Database, which improves the efficiency
and effectiveness of Incident Management.

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Problem:
A Problem describes an undesirable situation, indicating the unknown root cause of one or more existing or potential incidents
Known Error:
Problem for which the root cause is known and for which a workaround has been identified
Request for Change:
RFC to propose change and eliminate error

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Minimizing the consequences of incidents
Removal of the root causes of incidents
Prevention of incidents and problems
Prevention of incidents and problems
Prevent recurrence of Incidents related to errors
Improving productive use of resources
• Problem Control
• Error Control (including raising RFCs – Request for Change)
• Proactive Prevention
• Identifying Trends
• Management Information
• Posit Implementation Review (PIR)
Goal is to get from reactive or proactive. Stop problems from occurring / recurring.
Incident details
Configuration details
Defined workarounds
Known Errors
Updated Problem Records including workarounds
and/or solutions
Requests for Change
Response to Incident Management from Matching
Management Information solutions

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Service Desk Function
The Service Desk provides a single central point of contact (SPOC) for all users of IT but not the first point of Contact (FPOC). The
Service Desk usually logs and manages all incidents, service requests and access requests and provides an interface for all other
Service Operation processes and activities.
SERVICE DESK
single point of contact (SPOC) and not
necessarily the first point of contact (FPOC)
single point of entry
single point of exit
easier for customers
data integrity
streamlined communication channel

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Specific Service Desk responsibilities include:
Logging all incidents and requests, categorizing and prioritizing them
First-line investigation and diagnosis
Keeping users informed of the status of services, incidents and requests
Managing the lifecycle of incidents and requests, escalating as appropriate and closing them when the user is satisfied
Service Desk as per actual ITIL Process Service Desk without ITIL Process

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IT Operations Management Function
Application Management Function
Technical Management Function
Technical Management includes all the people who provide technical expertise and management of the IT infrastructure.
Technical Management helps to plan, implement and maintain a stable technical infrastructure and ensures that required
resources and expertise are in place to design, build, transition, operate and improve the IT services and supporting
technology.
Activities carried out by Technical Management include:
 Identifying knowledge and expertise requirements
 Defining architecture standards
 Involvement in the design and build of new services and operational practices
 Contributing to service design, service transition or continual service improvement projects
 Assistance with service management processes, helping to define standards and tools, and undertaking activities
such as the evaluation of change requests
 Assistance with the management of contracts and vendors.
IT Operations Management is responsible for the management and maintenance of the IT infrastructure required to deliver the
agreed level of IT services to the business.
Application Management includes all the people who provide technical expertise and management of applications. As such they
carry out a very similar role to Technical Management, but with a focus on software applications rather than infrastructure.
Activities carried out by Application Management are similar to those described above for Technical Management.

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Continual Service Improvement (CSI) is concerned with maintaining value for customers through the continual evaluation and
improvement of the quality of services and the overall maturity of the ITSM service lifecycle and underlying processes.
CSI combines principles, practices and methods from quality management, Change Management and capability improvement, working to
improve each stage in the service lifecycle, as well as the current services, processes, and related activities and technology.
CSI is a new concept and for most organizations the concept has not moved beyond the discussion stage.
Key processes and activities
7-Step Improvement Process
The 7-step improvement process covers the steps required to collect meaningful data, analyze this data to identify trends and issues,
present the information to management for their prioritization and agreement, and implement improvements.
Each step is driven by the strategic, tactical and operational goals defined during Service Strategy and Service Design:
Step 1 - Define what you should measure
A set of measurements should be defined that fully support the goals of the organization.
Step 2 - Define what you can measure
Organizations may find that they have limitations on what can actually be measured, but it is useful to recognize that such gaps exist and
what risks may be involved as a result.
Step 3 - Gather the data
This covers monitoring and data collection. A combination of monitoring tools and manual processes should be put in place to collect the
data needed for the measurements that have been defined. CSI is not only interested in exceptions. If a Service Level Agreement is
consistently met over time, CSI is also interested in determining whether that level of performance can be sustained at a lower cost or
whether it needs to be upgraded to an even better level of performance.
Step 4 - Process the data
Raw data is processed into the required format, typically providing an end- to-end perspective on the performance of services and/or
processes.
CONTINUAL SERVICE IMPROVEMENT

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Step 5 - Analyze the data
Data analysis transforms the information into knowledge of the events that are affecting the organization. Once the data is processed into
information, the results can be analyzed to answer questions such as: are we meeting targets? Are there any clear trends? Are corrective
actions required? What is the cost?
Step 6 - Present and use the Information
The knowledge gained can now be presented in a format that is easy to understand and allows those receiving the information to make
strategic, tactical and operational decisions. The information needs to be provided at the right level and in the right way for the intended
audience. Often there is a gap between what IT reports and what is of interest to the business. Although most reports tend to concentrate
on areas of poor performance, good news should be reported as well.
Step 7 - Implement corrective action
The knowledge gained is used to optimize, improve and correct services, processes, and all other supporting activities and technology.
The corrective actions required to improve the service should be identified and communicated to the organization. The 7-Step
Improvement Process is continual and loops back to the beginning.
Service Measurement
There are four basic reasons to monitor and measure, to:
 validate previous decisions that have been made
 direct activities in order to meet set targets
 justify that a course of action is required, with factual evidence or proof
 intervene at the appropriate point and take corrective action.
 Monitoring and measurement underpins CSI and the 7-Step Improvement Process, and is an essential part of being able to manage
services and processes, and report value to the business.
There are three types of metrics that an organization needs to collect to support CSI activities as well as other process activities.
Technology metrics
Process metrics
Service metrics

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Service Reporting
A significant amount of data is collated and monitored by IT in the daily delivery of quality service to the business, but only a small subset
is of real interest and importance to the business.
It is not enough to present reports depicting adherence or otherwise to SLAs. IT needs to build an actionable approach to reporting, i.e.
what happened, what IT did, how IT will ensure it doesn’t impact again and how IT are working to improve service delivery generally.
A reporting ethos which focuses on the future as strongly as it focuses on the past also provides the means for IT to market its offerings
directly aligned to the positive or negative experiences of the business.
A key characteristic of a process is that all related activities need not necessarily be limited to one specific organizational unit. Since
processes and their component activities run through an entire organization, individual activities should be mapped to defined roles.
To assist with this task an authority matrix is often used within organizations indicating roles and responsibilities in relation to processes and
activities. The RACI Model is such a matrix

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Process Owner is responsible for ensuring that all activities defined within the process are undertaken.
Responsibilities:
Define the process strategies
Assist with process design
Ensure that appropriate process documentation is available and current
Define appropriate policies and standards to be employed throughout the process
Periodically audit the process to ensure compliance to policy and standards
Periodically review the process strategy to ensure that it is still appropriate and change as required
Communicate process information or changes as appropriate to ensure awareness
Provision of process resources to support activities required throughout the Service Management lifecycle
Ensure process technicians have the required knowledge and the required technical and business understanding to deliver the process, and
understand their role in the process
Review opportunities for process enhancements and for improving the efficiency and effectiveness of the process
Address issues with the running of the process
Provide input to the on-going Service Improvement Program
Utility - the functionality offered by a product or service from the customer's perspective (What the customer gets / fitness for purpose)
Warranty a promise or guarantee that a product or service will meet its agreed requirements (How it is delivered / fitness for use)
ITIL has two key roles that assist in the delivery of quality services:
Service Owner
Process Owner
Service Owners provide focus for their Services. The Service Owner is responsible to the customer for the initiation, transition, and ongoing
maintenance and support of a particular service
Responsibilities:
Act as prime customer contact for all service related enquiries and issues
Ensure that the ongoing service delivery and support meet agreed customer requirements
Will identify opportunities for Service Improvements, discuss with the customer, and will raise the RFC (Request For Comments) for
assessment if appropriate
Will liaise with the appropriate Process Owners throughout the Service Management lifecycle
Will solicit required data, statistics and reports for analysis and to facilitate effective service monitoring and performance
Will be accountable to the IT Director for the delivery of the service

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Plan (Project
Plan)
Act (New
Actions)
Check
(Audit)
Do
(Project)

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 The Official ITIL Site
 http://www.ogc.gov.uk/
 ITSMF — ITIL global forum
 http://www.itsmf.com/
 ITIL COMMUNITY FORUM
 http://www.itilcommunity.com

ITIL 2011 Foundation Overview

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