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ITIL v3 Foundation
Muhammad Wajahat Rajab
ITIL Core Concepts
• Services
• Service Management
• ITIL as a Good Practice Framework
• Processes
• Functions
• Roles
• S...
Services
• Means of delivering value to customers without requiring
the customer to own specific costs and risks!
Service Management
• Set of specialized capabilities for delivering value to
customers in the form of services
• ITIL is t...
ITIL – Good Practice Framework
• What are good practices?
– Practices widely accepted and adopted
– Have withstood the tes...
Processes
• Structured set of activities
– Designed to achieve a specific objective
• Four basic characteristics
– Transfo...
Processes (2)
Process
Owner
Process
Policy
Process
Objectives
Process
Documentation
Process
Feedback
Activities Metrics Im...
Functions
• Self contained subsets of an organization
– Intended to accomplish specific tasks
• Takes the form of a team o...
Roles
• Collections of specific responsibilities and privileges
– Held by individuals or teams
• Standard roles include…
–...
Roles (2)
• Service Owner
– Accountable for the overall design, performance,
integration, improvement, and management of a...
Roles (3)
• Service Manager
– Accountable for the development, performance, and
improvement of all services in the environ...
Roles (4)
ITIL Functions
• Service Desk
• Technical Management
• Application Management
• IT Operations Management
Service Desk
• Provides a single point of contact
– Between users and IT
• Processes inbound incidents, service requests, ...
Service Desk (2)
• Configurations…
– Local
– Centralized
– Virtual
– Follow the Sun
Service Desk (3)
• Local
– Users and support staff are located on the same premises
or campus
• Centralized
– Multiple use...
Service Desk (4)
• Follow the Sun
– Identical to a virtual service desk, but organized in such a
way as to utilize support...
Technical Management
• Charged with procurement, development, and
management of the technical skill sets and resources
– R...
Application Management
• Concerned with the end to end management of
applications
• Seeks specialized skill sets required ...
IT Operations Management
• Deals with the day to day maintenance of the IT
infrastructure and facilities
• Divided into tw...
IT Operations Management (2)
• Operations Control
– Involves regular maintenance cycles associated with
infrastructure man...
The RACI Model
• Ensures that roles are appropriately filled in processes
• R = Responsible
– Execute or perform the task
...
Application Development Project
Service Strategy
Overview
• Concerned with selection of services to be offered to
customers
• Based on…
– Provide value to customers
– Enab...
Business Value
• Offers value to both customers and Service Providers by…
– Ensuring services offered align with business ...
Concepts and Models
• Business Case
– Structured and documented justification for investment in
something expected to deli...
Concepts and Models (2)
– Utility also called 'fitness for purpose' involves the ability
of the service to remove constrai...
Concepts and Models (3)
• Service Assets
– Resources and capabilities which Service Provider allocates to
offer a service
...
Concepts and Models (4)
– Service in the Service Portfolio may be:
• Under consideration, In design, In development, In te...
Concepts and Models (5)
• Service belt
Processes
• Service Strategy
• Service Portfolio Management
• Demand Management
• IT Financial Management
Service Strategy
• Concerned with development of service concepts in
preparation for selection of services to be provided
...
Service Strategy (2)
– Develop strategic assets
• What resources would be required to offer the services
identified?
• Wha...
Service Portfolio Management
• Concerned with management of the information…
– Concerning services in the Service Portfoli...
Demand Management
• Concerned with understanding and influencing customer
demand
• Unmanaged demand is a source of both co...
IT Financial Management
• Provides means of understanding and managing costs
and opportunities associated with services in...
Service Design
Overview
• Concerned with design of services and all supporting
elements for introduction into the live environment
Business Value
• Offers value by ensuring that…
– Services are aligned with business objectives
– Services are able to pro...
Business Value (2)
– Services are designed so as to be implemented efficiently
– Services are designed so that their perfo...
Concepts and Models
• Built-in quality
– Supports building quality into IT services, processes, and
other aspects
– Includ...
Concepts and Models (2)
• Service Catalog
– Subset of Service Portfolio
• Contains services currently available to custome...
Concepts and Models (3)
• Four P’s of Service Design
– Represent areas which should be taken into consideration
when desig...
Concepts and Models (4)
• Five aspects of Service Design
– Areas which should also receive design focus...
• New or change...
Processes
• Service Catalog Management
• Service Level Management
• Availability Management
• Capacity Management
• IT Ser...
Service Catalog Management
• Involves management and control of the Service Catalog
– Which includes information about ser...
Service Level Management
• Process charged with securing and managing agreements
between customers and the service provide...
Service Level Management (2)
Availability Management
• Concerned with management and achievement of
agreed availability requirements as established in ...
Capacity Management
• Concerned with ensuring that cost effective capacity
exists at all times which meets or exceed the a...
Capacity Management (2)
• Business Capacity Management
– Addresses capacity factors which exist at the business level such...
IT Service Continuity Management
• Responsible for ensuring that Service Provider can always
provide minimum agreed Servic...
IT Security Management
• Concerned with protection of IT assets from security
threats
• Handles development and management...
IT Security Management (2)
– Availability
• Asset is only utilized when required
– Authenticity
• Transactions and identit...
Supplier Management
• Charged with obtaining value for money from third party
suppliers
• Similar role to that of Service ...
Service Transition
Overview
• Concerned with management of change and with the
introduction of new and changed services in the live
environme...
Business Value
• Provides value to the business by…
– Enabling business change
– Minimizing impact to business which might...
Concepts and Models
• Service V - Model
Concepts and Models (2)
• Change
– Addition, removal, or modification of anything that could
have an effect on an IT servi...
Concepts and Models (3)
• Change Types
– Normal changes
• Meeting predefined criteria that qualify them for handling
via n...
Concepts and Models (4)
– Emergency changes
• Meeting predefined criteria that qualify them for handling
via emergency cha...
Concepts and Models (5)
• Change Advisory Board
– Group of experts convened by Change Manager
– Advise on approval/rejecti...
Concepts and Models (6)
• Release
– Collection of changes implemented together in order to
accomplish a specific objective...
Concepts and Models (7)
• Configuration Management System
– Controlled repository for management of Configuration Items
– ...
Processes
• Change Management
• Service Asset and Configuration Management
• Release and Deployment Management
• Minor Ser...
Change Management
• Concerned with recording, evaluating, approving, testing, and
reviewing changes to services, systems, ...
Change Management (2)
– Assessment and evaluation of RFCs
• Involves further review and consideration of the RFC, usually ...
Service Asset and Configuration
Management
• Involves the following activities...
– Planning
– Identification
– Control
– ...
Release and Deployment Management
• Transition Planning and Support
– Provides broader support for large scale transitions...
Release and Deployment Management (2)
• Evaluation
– Provides support for post release evaluation and
confirmation of cust...
Service Operation
Overview
• Concerned with ensuring that services operate within
agreed parameters
• Charged with restoring service as quic...
Business Value
• Phase in which value is actually realized by customers
• Further adds business value by...
– Ensuring tha...
Concepts and Models
• Balance
– Strives to achieve and maintain balance during Service
Operation in the form of specific b...
Concepts and Models (2)
• Between different processes, functions, teams, etc. within IT
service provider
• Between IT serv...
Concepts and Models (3)
• Event
– Any change of state of an infrastructure or other item
which has significance for the de...
Processes
• Incident Management
• Problem Management
• Event Management
• Service Request Fulfillment
• Access Management
Incident Management
• Concerned with rapid restoration of services with minimal of
impact to the business
• Consists of fo...
Incident Management (2)
– Investigation and initial diagnosis -- Additional details
regarding the incident are gathered an...
Problem Management
• Concerned with identification and correction of flaws or
errors in the environment which cause incide...
Problem Management (2)
• Uses techniques such as Kepner - Tregoe, Ishikawa
diagramming and Fault Tree Analysis to identify...
Event Management
• Concerned with detection of events in the infrastructure
and with selection of appropriate response act...
Event Management (2)
– Warning -- An infrastructure item is approaching a
predefined performance or capacity threshold whi...
Service Request Fulfillment
• Charged with assisting users in situations where no
service degradation or interruption is i...
Access Management
• Charged with providing authorized parties with
appropriate access to service and information as
specif...
Process Integration
Continual Service Improvement
Overview
• Concerned with alignment and realignment of services,
processes, functions, etc. with changing business needs
•...
Business Value
• Offers business value by ensuring that...
– Services, processes, and other aspects of the service
managem...
Concepts and Models
• Measurements
– Measurement plays a critical role within ITIL as a part of
Continual Service Improvem...
Concepts and Models (2)
• Objectives, CSFs, KPIs, Metrics, and Measurements
– Measurements are end result of following hie...
Concepts and Models (3)
• Deming Cycle is an improvement model
– Created y W. Edwards Deming
– Consists of four simple ste...
Concepts and Models (4)
• Continual Service
Improvement Model
– Simple set of guiding
questions
– Used to organize and
per...
Concepts and Models (5)
• Service Improvement Plan
– Maps specific improvement objectives for an identified
time period be...
Processes
• Seven Step Improvement Process
• Service Level Management
Seven Step Improvement Step
• Provides means of using measurement to guide the
improvement and correction of service perfo...
Seven Step Improvement Step (2)
Service Level Management
• Emphasize regular measurement and review of services
and other aspects of the service managemen...
Technology and Architecture
The Role of Automation
• ITIL introduces the concept of ‘bounded rationality
– Refers to the limits which constrain human ...
The Role of Automation (2)
• Use of automation to accurately record high volumes of
detailed data, e.g. incident logs
• Us...
Automation Tips
• ITIL most essential recommendations include...
– Process definition should precede attempts to purchase ...
Information Systems in ITIL
• ITIL information systems which represent the application
of technology/automation to the IT ...
Service Knowledge Management System
Thank you… 
• Any Questions…
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Transcript of "ITIL v3 Foundation Presentation"

  1. 1. ITIL v3 Foundation Muhammad Wajahat Rajab
  2. 2. ITIL Core Concepts • Services • Service Management • ITIL as a Good Practice Framework • Processes • Functions • Roles • Service Lifecycle
  3. 3. Services • Means of delivering value to customers without requiring the customer to own specific costs and risks!
  4. 4. Service Management • Set of specialized capabilities for delivering value to customers in the form of services • ITIL is the framework for IT Service Management
  5. 5. ITIL – Good Practice Framework • What are good practices? – Practices widely accepted and adopted – Have withstood the test of time – May come from a number of sources including: • Standards • Public frameworks • Academic research • Proprietary knowledge
  6. 6. Processes • Structured set of activities – Designed to achieve a specific objective • Four basic characteristics – Transform inputs into outputs – Deliver results to specific customer or stakeholder – Measurable – Triggered by specific events
  7. 7. Processes (2) Process Owner Process Policy Process Objectives Process Documentation Process Feedback Activities Metrics Improvements Procedures Work Instructions Roles Resources Capabilities Process Control Process Itself Process Enablers Process Inputs Process Outputs
  8. 8. Functions • Self contained subsets of an organization – Intended to accomplish specific tasks • Takes the form of a team or group of people and the tools being used • Add structure and stability to organizations • Supported by budget and reporting structures
  9. 9. Roles • Collections of specific responsibilities and privileges – Held by individuals or teams • Standard roles include… – Service owner – Process owner – Service manager – Product manager
  10. 10. Roles (2) • Service Owner – Accountable for the overall design, performance, integration, improvement, and management of a single service • Process Owner – Accountable for the overall design, performance, integration, improvement, and management of a single process
  11. 11. Roles (3) • Service Manager – Accountable for the development, performance, and improvement of all services in the environment • Product Manager – Accountable for development, performance, and improvement of a group of related services
  12. 12. Roles (4)
  13. 13. ITIL Functions • Service Desk • Technical Management • Application Management • IT Operations Management
  14. 14. Service Desk • Provides a single point of contact – Between users and IT • Processes inbound incidents, service requests, change requests, etc. • Owns and executes incident management process • Acts as a hub for all communications internal to IT Service Provider
  15. 15. Service Desk (2) • Configurations… – Local – Centralized – Virtual – Follow the Sun
  16. 16. Service Desk (3) • Local – Users and support staff are located on the same premises or campus • Centralized – Multiple user locations are serviced by a single support location • Virtual – Multiple user locations are serviced by multiple support locations which by virtue of call routing and other technology are able to appear and respond to user requests as a single entity
  17. 17. Service Desk (4) • Follow the Sun – Identical to a virtual service desk, but organized in such a way as to utilize support staff shifts working during normal daylight hours for all user requests coming from any time zone
  18. 18. Technical Management • Charged with procurement, development, and management of the technical skill sets and resources – Required to support the infrastructure and the ITSM effort • Primary task is to ensure… – Service Provider has the right skill sets available to deliver the offered services! • Seeks and represents different specialized teams or functions within an IT organization – Networking, Security, Storage, Database, Servers, etc.
  19. 19. Application Management • Concerned with the end to end management of applications • Seeks specialized skill sets required to support organization’s applications • Executes and is supported by different ITIL core processes
  20. 20. IT Operations Management • Deals with the day to day maintenance of the IT infrastructure and facilities • Divided into two sub-functions – Operations Control – Facilities Management
  21. 21. IT Operations Management (2) • Operations Control – Involves regular maintenance cycles associated with infrastructure management • Console management, Backup and restore operations, Media management, Batch job execution • Facilities Management – Involves maintenance of the facilities housing IT operations – Looks after… • HVAC, Fire suppression, Facilities access, Power, etc.
  22. 22. The RACI Model • Ensures that roles are appropriately filled in processes • R = Responsible – Execute or perform the task • A = Accountable – Own the task and answerable for outcomes • C = Consulted – Review and provide advice and authorization for the task • I = Informed – Receive updates as the task progresses
  23. 23. Application Development Project
  24. 24. Service Strategy
  25. 25. Overview • Concerned with selection of services to be offered to customers • Based on… – Provide value to customers – Enable the Service Provider to capture value – Fall within cost parameters acceptable to the Service Provider – Fall with risk parameters acceptable to the Service Provider • Deals with establishment and management of the broadest policies and standards which govern the way a Service Provider operates
  26. 26. Business Value • Offers value to both customers and Service Providers by… – Ensuring services offered align with business objectives – Ensuring services offered are likely to offer value – Ensuring customers can be charged for the services – Ensuring Service Provider handles costs and risks associated with the offered services!
  27. 27. Concepts and Models • Business Case – Structured and documented justification for investment in something expected to deliver value in return, e.g. an IT Service – Evaluate the feasibility and desirability of creating and providing various IT services – ROI / VOI • Value – Value of service consists of two components: utility and warranty
  28. 28. Concepts and Models (2) – Utility also called 'fitness for purpose' involves the ability of the service to remove constraints or increase the performance of the customer – Warranty also called ‘fitness for use’ is the ability of the service to operate reliably
  29. 29. Concepts and Models (3) • Service Assets – Resources and capabilities which Service Provider allocates to offer a service – Resources are raw materials which contribute to a service • Money, Equipment, Time, Staff, etc. – Capabilities are specialized skills or abilities an organization applies to resources to create value • Skills, Organization, Processes, Management, etc. • Service Portfolio – Entire set of services under management by a Service Provider – Consists of three major parts:… • Service Pipeline, Service Catalog, Retired Services
  30. 30. Concepts and Models (4) – Service in the Service Portfolio may be: • Under consideration, In design, In development, In testing, In operation, Retired!
  31. 31. Concepts and Models (5) • Service belt
  32. 32. Processes • Service Strategy • Service Portfolio Management • Demand Management • IT Financial Management
  33. 33. Service Strategy • Concerned with development of service concepts in preparation for selection of services to be provided • Consists of four major activities – Understand the market • Who is the customer? • What do they value? • How do they define value? – Develop the offerings • What service offering would provide value to customers as defined above? • How can we as a service provider offer unique or distinctive value?
  34. 34. Service Strategy (2) – Develop strategic assets • What resources would be required to offer the services identified? • What capabilities would be needed to offer the services identified? – Prepare for execution • How can we prepare to build or develop the service? • What are our specific objectives for the service? • What specific critical success factors must we meet in order to achieve those objectives?
  35. 35. Service Portfolio Management • Concerned with management of the information… – Concerning services in the Service Portfolio • Organizes the process by which services are… – Identified, described, evaluated, selected, and chartered
  36. 36. Demand Management • Concerned with understanding and influencing customer demand • Unmanaged demand is a source of both cost and risk to Service Providers • Demand management models demand in terms of… – User profiles • Which characterize different typical groups of users for a given service – Patterns of business activity • Which represent the way that users in different user profiles access a service over the course of a given time period
  37. 37. IT Financial Management • Provides means of understanding and managing costs and opportunities associated with services in financial terms • Provides clear means of generating data useful for decision support around management of services • Includes three basic activities • Budgeting -- Planning how money will be spent by a Service Provider • Accounting -- Tracking how money is actually spent by a Service Provider • Charging -- Securing payment from customers for services provided
  38. 38. Service Design
  39. 39. Overview • Concerned with design of services and all supporting elements for introduction into the live environment
  40. 40. Business Value • Offers value by ensuring that… – Services are aligned with business objectives – Services are able to provide the utility and warranty required for them to meet the objectives outlined during Service Strategy – Service management systems and tools are capable of supporting service offerings – Service management processes are capable of supporting service offerings – Services are constructed according to agreed architectural standards
  41. 41. Business Value (2) – Services are designed so as to be implemented efficiently – Services are designed so that their performance can be measured
  42. 42. Concepts and Models • Built-in quality – Supports building quality into IT services, processes, and other aspects – Includes processes for clear specification of quality targets • Service Level Management – Includes processes for achieving major warranty ingredients of quality • Availability, Capacity, IT Service Continuity, Security Management – Targeting quality during Service Design ensures that quality can be delivered during Service Operations
  43. 43. Concepts and Models (2) • Service Catalog – Subset of Service Portfolio • Contains services currently available to customers • Often the only portion visible to customers • Implemented as a database and is often web-accessible • Acts as the entry portal for information regarding services in the live environment
  44. 44. Concepts and Models (3) • Four P’s of Service Design – Represent areas which should be taken into consideration when designing a service • People – Human resources and organization structures required • Processes – Service management processes required • Products – Technology and other infrastructure required • Partners – Third parties which provide services required
  45. 45. Concepts and Models (4) • Five aspects of Service Design – Areas which should also receive design focus... • New or changed service itself -- With special attention to service requirements • Service management processes required to support the service • Service management systems and tools required to support the service • Technology architectures used or referenced by the service • Measurement systems and metrics necessary to understand the performance of the service
  46. 46. Processes • Service Catalog Management • Service Level Management • Availability Management • Capacity Management • IT Service Continuity Management • IT Security Management • Supplier Management
  47. 47. Service Catalog Management • Involves management and control of the Service Catalog – Which includes information about services currently available to customers for use… • Features of the service • Guidelines for appropriate use of the service • Means of accessing the service • Pricing information • Key contact information • Service level agreement information
  48. 48. Service Level Management • Process charged with securing and managing agreements between customers and the service provider regarding the levels of performance (utility) and levels of reliability (warranty) associated with specific services – Results in the creating of Service Level Agreements (SLAs) between customers and the provider • Operational Level Agreements are performance agreements which exist between parts of the service provider organization – For supporting upstream SLAs which require dependable performance by multiple business units, functions, or teams within the service provider organization
  49. 49. Service Level Management (2)
  50. 50. Availability Management • Concerned with management and achievement of agreed availability requirements as established in SLAs – Availability is the ability of a system, service, or configuration item to perform its function when required • Availability Management may assist with… – Developments of availability service level targets which make part of an overall SLA – Design of services capable of meeting or exceeding agreed availability requirements – Measurement and monitoring of availability achievements – Responses to availability related incidents
  51. 51. Capacity Management • Concerned with ensuring that cost effective capacity exists at all times which meets or exceed the agreed needs of the business as established in SLA – Capacity is defined as the maximum throughput a service, system, or device can handle • Divided into three categories…
  52. 52. Capacity Management (2) • Business Capacity Management – Addresses capacity factors which exist at the business level such as mergers, acquisitions, plans for new facilities, reductions in force, etc. • Service Capacity Management – Addresses capacity factors at the service level – Translates business capacity factors into capacity requirements for service • Component Capacity Management – Addresses capacity factors at the level of components or configuration items – Translates service capacity factors into capacity requirements for individual components or configuration items
  53. 53. IT Service Continuity Management • Responsible for ensuring that Service Provider can always provide minimum agreed Service Levels • Concerned with management of risks and with planning for the recovery of IT services in the event of disaster • Uses techniques such as BIA and MoR – Driven by larger Business Continuity Management effort – Results in the production of overall IT Service Continuity Plan which is an aspect of the overall Business Continuity Plan
  54. 54. IT Security Management • Concerned with protection of IT assets from security threats • Handles development and management of IT security policy • Focuses on protection of five basic qualities of information assets – Confidentiality • Asset is only available to appropriate parties – Integrity • Asset is not modified by unauthorized parties
  55. 55. IT Security Management (2) – Availability • Asset is only utilized when required – Authenticity • Transactions and identities of parties involved are genuine – Non – repudiation • Completed transactions are not reversed / denied
  56. 56. Supplier Management • Charged with obtaining value for money from third party suppliers • Similar role to that of Service Level Management – With respect to external suppliers • Handles supplier evaluation, contract negotiations, performance reviews, renewals and terminations
  57. 57. Service Transition
  58. 58. Overview • Concerned with management of change and with the introduction of new and changed services in the live environment
  59. 59. Business Value • Provides value to the business by… – Enabling business change – Minimizing impact to business which might result from unmanaged change – Enabling business to make use of new and changed services – Ensuring that designs for services are implemented as intended – Ensuring that Service Management organization is prepared to support new and changed services – Reducing number of defects introduced into live environment
  60. 60. Concepts and Models • Service V - Model
  61. 61. Concepts and Models (2) • Change – Addition, removal, or modification of anything that could have an effect on an IT service – All changes involve risk • Request for Change – Documented request to alter a service or other Configuration Item – Can be issued by anyone • Customers, IT staff, Users, etc. – Received by Service Desk and handled via the Change Management process
  62. 62. Concepts and Models (3) • Change Types – Normal changes • Meeting predefined criteria that qualify them for handling via normal change management process – Standard changes • Pre-approved changes for implementation • Low risk and occur frequently in the environment • Examples include… – Password resets – New hire procedures – Office moves
  63. 63. Concepts and Models (4) – Emergency changes • Meeting predefined criteria that qualify them for handling via emergency change management process • Changes which are not foreseen • Reviewed by ECAB (Emergency Change Advisory Board) • Change Authority – Charged with approval of request for change – Identity of change authority varies with type of change under consideration • Change manager (For ordinary changes) • Executive or Board of Directors (For large changes)
  64. 64. Concepts and Models (5) • Change Advisory Board – Group of experts convened by Change Manager – Advise on approval/rejection and planning for specific change • Emergency Change Advisory Board – Special group convened by Change Manager – Advise on approval/rejection and planning for emergency change • Change Model – Pre-defined set of steps, procedures, and guidelines for executing a specific change – Minimize risk, save costs, and improve consistency of execution around changes
  65. 65. Concepts and Models (6) • Release – Collection of changes implemented together in order to accomplish a specific objective or set of objectives • Release Unit – Set of Configuration Items released together for specific deployment effort • Baseline – Documented and validated configuration of a component, system, service, etc.
  66. 66. Concepts and Models (7) • Configuration Management System – Controlled repository for management of Configuration Items – Provides accurate and current information regarding how environment is configured – Stores records of configuration items in configuration management database – Gives information regarding how Configuration Items are related to each other • Configuration Item – Anything that has significance for the delivery of IT service – Can include hardware, software, documentation, process definitions, facilities, etc.
  67. 67. Processes • Change Management • Service Asset and Configuration Management • Release and Deployment Management • Minor Service Transition Processes
  68. 68. Change Management • Concerned with recording, evaluating, approving, testing, and reviewing changes to services, systems, and other configuration items • Concerned with managing risk associated with change • Major activities making up change management include: – Recording of RFCs • Involves logging of the RFC in the change management system • Recording must include all details required to assess the RFC – Review of RFCs • Involves checking to see if the RFC is complete and free of obvious defects which would make it impractical or impossible to implement
  69. 69. Change Management (2) – Assessment and evaluation of RFCs • Involves further review and consideration of the RFC, usually by the Change Advisory Board, for the purpose of determining the desirability and feasibility of the requested change – Authorization of RFCs • Involves identification of the appropriate Change Authority and the determination by the Change Authority to approve or deny the RFC – Planning • Involves identification and scheduling of the activities required to implement the change, including any testing which may be required to manage risk associated with the change – Implementation – Coordination
  70. 70. Service Asset and Configuration Management • Involves the following activities... – Planning – Identification – Control – Status Accounting – Verification and Audit
  71. 71. Release and Deployment Management • Transition Planning and Support – Provides broader support for large scale transitions and releases – Helpful for an organization anticipating unusual volume of change • Service Validating and Testing – Provides separate and more focused support for testing prior to release – Quality and error control are of paramount importance
  72. 72. Release and Deployment Management (2) • Evaluation – Provides support for post release evaluation and confirmation of customer acceptance of new and changed services • Knowledge Management – Provides support for the capture and effective publishing of knowledge which surfaces during the Service Transition lifecycle phase and elsewhere
  73. 73. Service Operation
  74. 74. Overview • Concerned with ensuring that services operate within agreed parameters • Charged with restoring service as quickly as possible and with minimal impact to the business
  75. 75. Business Value • Phase in which value is actually realized by customers • Further adds business value by... – Ensuring that services are operated within expected performance parameters – Restoring services quickly in the event of service interruption – Minimizing impact to the business in event of service interruption – Providing a focal point for communication between users and Service Provider organization
  76. 76. Concepts and Models • Balance – Strives to achieve and maintain balance during Service Operation in the form of specific balances between... • Reactive and proactive focus • Internal and external focus • Cost and quality • Stability and flexibility • Communication – ITIL stresses the importance of communication • Between users and IT service provider • Between customers and IT service provider
  77. 77. Concepts and Models (2) • Between different processes, functions, teams, etc. within IT service provider • Between IT service provider in its suppliers • Incident – Any occurrence which causes or may cause interruption or degradation to an IT service • Problem / Error – The unknown underlying cause of one or more incidents • Known Error – Known cause of incident for which workaround also exists
  78. 78. Concepts and Models (3) • Event – Any change of state of an infrastructure or other item which has significance for the delivery of service
  79. 79. Processes • Incident Management • Problem Management • Event Management • Service Request Fulfillment • Access Management
  80. 80. Incident Management • Concerned with rapid restoration of services with minimal of impact to the business • Consists of following activities… – Detection -- The incident becomes known by any mechanism, e.g. user call, system alert, etc. – Logging -- Details of the incident are recorded in the incident management system – Classification -- The incident is categorized according to the predefined criteria for the purpose of facilitating diagnosis and prioritizing its handling relative to other incidents – Prioritization -- The impact and urgency of the incident are determined and factored together to determine its relative priority among other incidents
  81. 81. Incident Management (2) – Investigation and initial diagnosis -- Additional details regarding the incident are gathered and used along with tools such as the Known Error Database to attempt resolution – Escalation -- If necessary. the incident maybe forwarded to the appropriate handling group – Resolution and Recovery -- Service is restored and users are provided assistance to allow them to resume work – Closure -- Successful resolution of the incident is verified with the user, the incident resolution details are recorded, and the incident is flagged as being closed in the incident management system
  82. 82. Problem Management • Concerned with identification and correction of flaws or errors in the environment which cause incidents – Helps reduce and prevent incidents • Two major sub processes – Reactive Problem Management -- Charged with responding to problems as they arise in the environment, usually driven by the incident management process – Proactive Problem Management -- Charged with proactively seeking out improvements to services and infrastructure before incidents occur
  83. 83. Problem Management (2) • Uses techniques such as Kepner - Tregoe, Ishikawa diagramming and Fault Tree Analysis to identify the root cause of incidents • Once the root cause is determined, RFC is issued to initiate action towards implementation of a permanent fix for underlying cause or if a permanent solution is not feasible assists in the development of a work around for use in restoring service and minimizing the impact of associated incidents • Production and maintenance of Known Error Database (KEDB) is one of the most important outputs
  84. 84. Event Management • Concerned with detection of events in the infrastructure and with selection of appropriate response actions • Facilitates early detection of incidents – Helps reduce number of incidents which impact users and can greatly improve the performance of the Incident Management process • Three basic types… – Informational -- No action is required. Event information is logged.
  85. 85. Event Management (2) – Warning -- An infrastructure item is approaching a predefined performance or capacity threshold which could cause an incident or require intervention. – Exception -- An infrastructure item has exceeded a threshold or is no longer operating within defined parameters. Intervention is required.
  86. 86. Service Request Fulfillment • Charged with assisting users in situations where no service degradation or interruption is involved • Provides a mean of addressing common user requests for non incident support, new equipment, training, etc. • Frequently makes use of standard changes and automation to meet user requests
  87. 87. Access Management • Charged with providing authorized parties with appropriate access to service and information as specified in the information security policy • Executes the information security policy as defined by the information security management process – Does not itself set the policy!
  88. 88. Process Integration
  89. 89. Continual Service Improvement
  90. 90. Overview • Concerned with alignment and realignment of services, processes, functions, etc. with changing business needs • Deals with the consistent application of quality management methods to the overall service management effort
  91. 91. Business Value • Offers business value by ensuring that... – Services, processes, and other aspects of the service management effort are aligned with business objectives – Services meet agreed levels of performance – Efficiency of service delivery improves steadily – All aspects of the service management effort undergo regular and consistent reviews
  92. 92. Concepts and Models • Measurements – Measurement plays a critical role within ITIL as a part of Continual Service Improvement • Also within Service Level Management and as an essential part of all processes – Measurements can be used for four basic purposes... • To JUSTIFY a proposed course of action • To DIRECT activity • To INTERVENE when corrective action is required • To VALIDATE actions which have already been taken
  93. 93. Concepts and Models (2) • Objectives, CSFs, KPIs, Metrics, and Measurements – Measurements are end result of following hierarchy of activities • Objectives -- Establish the reason for measurement • Critical Success Factors -- Define specific things that must happen if objectives are to be achieved • Key Performance Indicators -- Indicate progress or performance around or toward Critical Success Factors • Metrics -- Define what and how it would be measured • Measurements -- Readings taken based upon a specific metric
  94. 94. Concepts and Models (3) • Deming Cycle is an improvement model – Created y W. Edwards Deming – Consists of four simple steps – Plan, Do, Check, Act
  95. 95. Concepts and Models (4) • Continual Service Improvement Model – Simple set of guiding questions – Used to organize and perpetuate an improvement program
  96. 96. Concepts and Models (5) • Service Improvement Plan – Maps specific improvement objectives for an identified time period between one service review and the next
  97. 97. Processes • Seven Step Improvement Process • Service Level Management
  98. 98. Seven Step Improvement Step • Provides means of using measurement to guide the improvement and correction of service performance • The steps are... – Decide what should be measured – Decide what can be measured – Gather the data – Process the data – Analyze the data – Present and use the data – Implement corrective action
  99. 99. Seven Step Improvement Step (2)
  100. 100. Service Level Management • Emphasize regular measurement and review of services and other aspects of the service management effort
  101. 101. Technology and Architecture
  102. 102. The Role of Automation • ITIL introduces the concept of ‘bounded rationality – Refers to the limits which constrain human ability to entertain more than a few factors at a time when seeking to make decisions in complex situations • Automation and technology help human decision makers confront complex scenarios – Some examples include • Use of automation to identify patterns and trends in large data sets such as event logs, incident logs, etc. • Use of automation to help guarantee consistency during design efforts
  103. 103. The Role of Automation (2) • Use of automation to accurately record high volumes of detailed data, e.g. incident logs • Use of automation to avoid arbitrary assignment of priority to incidents, problems, changes, etc. • Use of automation to respond to events in real time
  104. 104. Automation Tips • ITIL most essential recommendations include... – Process definition should precede attempts to purchase or apply technology to processes – Processes should be simplified prior to automating them
  105. 105. Information Systems in ITIL • ITIL information systems which represent the application of technology/automation to the IT Service Management effort include... – Service Knowledge Management System (SKMS) – Service Portfolio / Catalog – Availability Management Information System (AMIS) – Configuration Management System / Configuration Management Database (CMS / CMDB) – Capacity Database / Capacity Management Information System (CDB / CMIS) – Known Error Database (KEDB) – Security Management Information System (SMIS)
  106. 106. Service Knowledge Management System
  107. 107. Thank you…  • Any Questions…
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