2. 2
Course Hours & Breaks
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HOUSEKEEPING
3. 3
• Name
• Company or Organisation
• Work Role
• ITIL Experience or Knowledge
• Course Objectives
INTRODUCTION AND BACKGROUND
4. 4
The purpose of the ITIL 4 Foundation course is to introduce attendees to the
ITIL 4 Foundation publication and prepare them for the examination.
• This course introduces attendees to the management of modern IT enabled services, provide
them with an understanding of the common language and key concepts and show them how
they can improve their work and the work of their organisation with ITIL 4 guidance.
• Provide an understanding of the ITIL 4 framework and how it has evolved to adopt modern
technologies and ways of working.
• Explain the concepts of the service management framework to support candidates studying
for the ITIL Foundation exam.
• Act as a reference guide that practitioners can use in their work, further study and professional
development.
LEARNING OBJECTIVES
5. 5
• Understanding the fundamentals:
• Key concepts of Service Management
• Key Concepts of Creating Value with Services
• Key Concepts of Service Relationships
• Four Dimensions
• Service Value System
• Guiding Principles
• Service Value Chain
• ITIL Practices
• ITIL Terms and Definitions
LEARNING OBJECTIVES
6. 6
Exam Details
• Closed book
• 1 hour
• 40 multiple choice
questions
• Pass mark 26/40 = 65%
ITIL FOUNDATION EXAM
Exam Registration
Step 1: Visit http://www.peoplecert.org/
Step 2: Create your PEOPLECERT profile. If you already have one,
please log in and use the exam voucher code sent to you by
PeopleCert (check you spam folder if you haven’t received it)
Step 3: Select your time zone and time for the exam
Step 4: Download the run file and check out your device prior to the
exam time. You will need a working webcam, microphone and
speakers and admin access
Step 5: The exam will be proctored by a PeopleCert person over your
webcam
7. 7
MAINTAINING YOUR ITIL KNOWLEDGE AFTER THE EXAM
One year’s subscription to ITIL Membership is included with your ITIL Foundation certificate.
What is ITIL Membership?
ITIL Membership is an online subscription enabling you to apply what you’ve learnt in your ITIL
Foundation course into the workplace, as well as developing your skills and knowledge in line
with future innovations in IT service management.
What are the benefits?
Access to the ITIL 4 official guidance and templates
Exclusive industry white papers
CPD tools to map out a professional development path
Professional endorsement through a digital badge aligned to your ITIL Foundation certificate.
Did you know?
8. 8
HOW DO YOU CLAIM ITIL MEMBERSHIP?
• When you register for the exam, make sure you opt-in to AXELOS’ Successful
Candidates Register
• If you have already registered for the exam, log back into your PeopleCert online
portal to amend this or contact PeopleCert directly
• Successful candidates will be contacted by AXELOS with a discount code and
joining instructions.
Any questions?
Contact membership@axelos.com or visit
www.axelos.com/membership for more information.
11. 11
• Information Technology Infrastructure Library
• Trademarked
• Often referred to as IT Service Management
• Best practice
• ITIL represents the learning experiences and thought leadership of the world’s best-in-class service
providers. These practices are applicable to any IT organisation.
WHAT IS ITIL?
12. 12
• Created in late 1980’s by CCTA (became OGC) on contract to the UK Government.
• 44 publications, describing IT management best practice
• 1999/2000 (v2) release introduced (books become chapters)
• 8 publications, focussing on processes from a Business Perspective to ICT Infrastructure
Management
• 2007 (v3) release based on the Service Lifecycle,
• 5 core publications (books)
• Service Lifecycle introduced
• 2011 updated edition of v3
• 2016 ITIL Practitioner released
• 2019-2020 ITIL 4 publications released
• Guiding Principles
• Service Value System
• Alignment to DevOps, Agile and Cloud solutions
ITIL® is a Registered Trade Mark of AXELOS Limited .
ITIL HISTORY
13. 13
Technology is advancing faster than ever before. Developments such as cloud computing,
infrastructure as a service, machine learning and blockchain have opened fresh opportunities for
value creation and led to IT becoming an important business driver and source of competitive
edge.
• Almost all organisations are IT dependent.
• Almost all services are IT enabled.
• ITIL 4 provides organisations with comprehensive guidance for the management of IT-enabled
services in the digital economy.
THE NEED FOR SERVICE MANAGEMENT
14. 14
Service Management definition
A set of specialised organisational capabilities for enabling value for customers in the form of
services.
• Developing these specialised organisational capabilities requires an understanding of:
• The nature of value
• The nature and scope of the stakeholders involved
• How value creation is enabled through service
SERVICE MANAGEMENT AS A PRACTICE
15. 15
• A service: is a means of enabling value co-creation to customers by facilitating outcomes that
the customers want to achieve without the customer having to manage specific costs and
risks.
• Output: is a tangible or intangible deliverable of an activity.
• e.g. photo album
• Outcome: is a result for a stakeholder enabled by one or more outputs.
• e.g. preservation of memories and facilitating ease of recall
WHAT IS A SERVICE?
17. 17
Service relationship:
A co-operation between a service provider and a service consumer. Includes:
• Service relationship management
• Service offering
• Service provision
• Service consumption
SERVICE RELATIONSHIPS
18. 18
Service relationship management:
• Joint activities performed by a service provider and service consumer to ensure continual
value co-creation based on agreed and available service offerings.
Service offering:
• A description of one or more services, designed to address the needs of a target consumer
group. A service offering may include goods, access to resources and service actions.
SERVICE RELATIONSHIPS
19. 19
Service provision:
Activities by an organisation to provide services. Includes:
• Management of the providers resources, configured to deliver the service
• Access to these resources for users
• Fulfillment of the agreed service action
• Service level management and continual improvement
SERVICE RELATIONSHIPS
20. 20
Service consumption:
Activities by an organisation to consume services. Includes:
• Management of the consumers’ resources, needed to use the service
• Service use actions performed by users including:
• Utilising the provider’s resources
• Requesting service actions to fulfil
SERVICE RELATIONSHIPS
21. 21
Organisation: A person or group of people that has its own functions, responsibilities, authorities
and relationships to achieve its objectives.
Organisations:
• Vary widely in complexity and size
• Depend on other organisations for their operation and development
ORGANISATION
.
22. 22
Consumer: A generic term that could refer to a sponsor, customer or user
• Sponsor: The role that authorises budget for service consumption.
• Customer: The role that defines the requirements for a service and takes responsibility for
the outcomes of service consumption.
• User: The role that uses services.
SERVICE CONSUMER
Who has teenage children?
Do they have a mobile phone?
Who uses the phone?
Who decides the payment plan?
Who authorises funding?
24. 24
COSTS
Cost: is the amount of money spent on a specific activity or resource.
.
Costs removed (part of value proposition):
Costs of staff, technology and other resources the consumer does not need to provide.
Costs imposed:
Costs of the price charged for the service and other associated costs such as staff
training, procurement costs, network costs.
25. 25
• Risk is defined as a possible event that could cause harm or loss, or make it more difficult to
achieve objectives.
• Risk can also be defined as uncertainty of outcome and can be used in the context of
measuring the probability of positive as well as negative outcomes.
• Managing risks needs to consider:
• Risks removed from a consumer (part of the value proposition)
• Risks imposed on a customer
• Risk management will include analysing likelihood of a risk occurring and the impact if it does
occur.
RISK
27. 27
The service consumer contributes to the reduction of risk by:
• Definition of requirements
• Clarification of required outcomes
• Communicating critical success factors (CSFs)
• Communicating constraints
• Ensuring service provider access to necessary resources
RISK
28. 28
UTILITY AND WARRANTY
Utility (fit for purpose):
• Functionality offered by a product or service
• What the service does
Warranty (fit for use):
• Assurance that a product or service will meet agreed requirements
• Often relates to service levels very closely linked to Service Level Management
30. 30
Confirmation of understanding:
Provide a non-IT related scenario that explains Utility and Warranty.
• Decide on a non-IT related service (Avoid anything with a manufactured outcome).
• Identify the Utility (or Utilities) that the service provides to customers
• Identify issues around the assurance of levels of service that the customer might expect.
• Duration: 15 minutes
• Discuss results in class
EXERCISE 1
31. 31
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
• The winner is eligible to receive an ALC Achievement Award | Digital Badge
KAHOOT! SESSION 1
Kahoot! and the K! logo are trademarks of Kahoot! AS.
33. 33
The complexity of organisations is growing, and it is important to ensure that the way an
organisation is structured and managed, as well as its roles, responsibilities, and systems of
authority and communication, is well defined and supports its overall strategy and operating model.
• Positive leadership styles
• Motivate people to work in desired way
• Promote culture of trust and transparency
• Promote communication and collaboration
• Individuals understand their roles and contribution
• Well defined roles and responsibilities, skills and competencies
FOUR DIMENSIONS – ORGANISATIONS AND PEOPLE
34. 34
• When applied to the Service Value System (SVS), the information and technology dimension
includes the information and knowledge necessary for the management of services, as well as
the technologies required. It also incorporates the relationships between different components
of the SVS, such as the inputs and outputs of activities and practices.
• Information managed as part of service provision
• Use of information
• Security requirements, including how they are protected
• Policies and architectures
• Technology used by services
• Compliance to organisation architectures
• Futureproof levels
• Other opportunities for use of systems
FOUR DIMENSIONS – INFORMATION AND TECHNOLOGY
35. 35
The partners and suppliers dimension encompasses an organisation’s relationships with other
organisations that are involved in the design, development, deployment, delivery, support and/or
continual improvement of services. It also incorporates contracts and other agreements between
the organisation and its partners or suppliers.
• Type of relationship needs to be established
• Goods supply – Supplier responsible for outputs, customer responsible for outcomes.
• e.g. procurement of PCs
• Service delivery – Provider responsible for outputs , customer responsible for outcomes.
• e.g. cloud infrastructure as a service
• Service partnership – Shared responsibility between provider and customer for outputs and
outcomes.
• e.g. employee onboarding shared between HR and IT
FOUR DIMENSIONS – PARTNERS AND SUPPLIERS
36. 36
A value stream is a series of steps that an organisation uses to create and deliver products and
services to a service consumer. A value stream is a combination of the organisation’s value chain
activities.
Definition: Value Stream
• A series of steps an organisation undertakes to create and deliver products and services to
consumers.
Definition: Process
• A set of interrelated or interacting activities that transform inputs into outputs. A process takes
one or more defined inputs and turns them into defined outputs. Processes define the
sequences of actions and their dependencies.
FOUR DIMENSIONS – VALUE STREAMS AND PROCESSES
37. 37
The ITIL SVS describes how all the components and activities of the organisation
work together as a system to enable value creation.
Each organisation’s SVS has interfaces with other organisations, forming an
ecosystem that can in turn facilitate value for those organisations, their customers
and other stakeholders.
SERVICE VALUE SYSTEM (SVS)
39. 39
Opportunity and demand trigger activities within the ITIL SVS, and these activities
lead to the creation of value. Opportunity and demand are always entering into
the system, but the organisation does not automatically accept all opportunities
or satisfy all demand.
SVS – OPPORTUNITY/DEMAND AND VALUE
40. 40
A guiding principle is a recommendation that guides an organisation in all
circumstances, regardless of changes in its goals, strategies, type of work, or
management structure. A guiding principle is universal and enduring.
SVS - GUIDING PRINCIPLES
Guiding Principles are reflected in many other frameworks.
41. 41
Agile
• Software development methods that focus on delivering incremental changes to software
products while responding to the evolving needs of the users.
ITIL & Agile work together to:
• Streamline practices such as change enablement.
• Establish procedures to prioritise the management of unplanned interruptions (incidents) and
to investigate the causes of failure.
• Separate interactions between systems of record from systems of engagement.
OTHER FRAMEWORKS - ITIL & AGILE
42. 42
DevOps
• A cultural movement that focuses on communication, collaboration and integration between
professionals involved in the development and technical operations.
ITIL & DevOps work together to:
• Create fast feedback loops from delivery and support to support development and technology
operations.
• Streamline value chain activities and value streams so that demand can be converted to
value.
• Differentiate deployment management from release management.
• Advocate a “systems view” that emphasises close collaboration between enterprise
governance, service teams, software development and technology operations.
OTHER FRAMEWORKS ITIL & DEVOPS
44. 44
Focus on value:
• Everything should map to value for the stakeholders
• Includes the experiences of customers and users
Steps
1. Understand who is the service consumer
2. Understand the consumer’s perspective of value
3. Define the customer experience
4. Apply the principle
SVS - GUIDING PRINCIPLES
45. 45
Start where you are:
• Do not start from scratch
• Fully understand the current state
• Utilise existing assets that are useful
Steps
1. Assess where you are
2. Understand the role of measurement to support, not replace, what is observed
3. Apply the principle
SVS - GUIDING PRINCIPLES
46. 46
Progress iteratively with feedback:
• Organise work into smaller manageable sections
• Review after each iteration to identify improvements
• Faster responses to customer and business needs
• Ability to discover and respond to failures earlier
Steps
1. Understand the role of feedback
2. Iterate and time box with feedback loops
3. Apply the principle
SVS - GUIDING PRINCIPLES
47. 47
Collaborate and promote visibility:
• Work together across organisational boundaries (internal and external)
• Understand and trust all collaborators
• Avoid hidden agendas
• Results in better information available for decision making
Steps
1. Identify who to collaborate with
2. Communicate for improvement to each stakeholder group
3. Increase urgency through visibility
4. Apply the principle
SVS - GUIDING PRINCIPLES
48. 48
Think and work holistically:
• No service can exist in isolation
• Consider the end to end life of a service
• Coordinate the four dimensions of service management
• Coordinate the following to provide a defined value
• Information
• Technology
• Organisation
• People
• Practices
• Partners
• Agreements
SVS - GUIDING PRINCIPLES
49. 49
Keep it simple and practical:
• Remove anything that fails to add value – eliminate waste
• Every activity should contribute to the creation of value
• Use minimum numbers of steps while still achieving objective
• Use practical solutions
Steps
1. Judge what to keep – everything should add value
2. Manage conflicting objectives – the organisation should balance between these
3. Apply the principle – avoid over complicated solutions
SVS - GUIDING PRINCIPLES
50. 50
Optimise and automate:
Using automation
• Typically refers to the use of technology
• Identify standard and repetitive tasks as opportunities
Applying the principle
• Simplify and/or optimise as much as possible before automating (streamline)
• Define your metrics
• Use the other guiding principles when applying this one
SVS - GUIDING PRINCIPLES
51. 51
Optimise and automate:
The road to optimisation
• Understand and agree the context in which the proposed optimisation exists.
• Assess the current state of the proposed (start where you are).
• Agree what the future state and priorities of the organisation should be, focusing on
simplification and value.
• Ensure the optimisation has the appropriate level of stakeholder engagement and
commitment
• Execute the improvements in an iterative way (progress iteratively with feedback).
• Continually monitor the impact of optimisation.
SVS - GUIDING PRINCIPLES
52. 52
Optimise and automate:
• Eliminate anything that is truly wasteful (keep it simple and practical)
• Where possible use technology (to improve efficiency)
• Human intervention should add value
SVS - GUIDING PRINCIPLES
53. 53
A new joint venture has just been formed between three separate companies, (namely: Space
Aromatics, Tubular Galactic and Red Origins) with the purpose of enabling human habitation and
exploitation of Mars.
Each company has both a one third share in the joint venture and a veto capability for any
strategic decision.
In your teams identify one point from each of the ITIL guiding principles that will be relevant in
the formative period of this joint venture.
Prepare to discuss the results in class
Duration: 15 minutes in teams
EXERCISE 2 – GUIDING PRINCIPLES
54. 54
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
KAHOOT! SESSION 2
55. 55
Every organisation is directed by a governing body, i.e. a person or group of
people who are accountable at the highest level for the performance and
compliance of the organisation.
All sizes and types of organisations perform governance activities; the governing
body may be a board of directors or executive managers who take on a separate
governance role when they are performing governance activities.
The governing body is accountable for the organisation’s compliance with
policies and any external regulations.
SVS - GOVERNANCE
56. 56
Evaluate:
Regular evaluation of the organisation strategy, portfolio and relationships with other parties.
Direct:
Set the direction of priorities for organisation activity and future investment.
Define policies for expected organisational behaviour.
Monitor:
Monitor organisation performance to ensure it is in line with policies and direction.
SVS - GOVERNANCE
57. 57
The six SVC activities represent the steps an organisation takes in the creation of value
and acts as an operating model for an IT organisation.
• Each activity contributes to the value chain by transforming specific inputs into outputs when
activated by triggers
• Inputs could be demand from inside the value chain
• Customer requirements are an external input to the service value chain
• Each service value chain activity uses a combination of practices
• Each practice could be used across a number of service value chain activities
SVS - SERVICE VALUE CHAIN (SVC)
59. 59
Plan:
The purpose of the plan value chain activity is to ensure a shared understanding of the vision,
current status, and improvement direction for all four dimensions and all products and services
across the organisation.
Improve:
The purpose of the improve value chain activity is to ensure continual improvement of products,
services, and practices across all value chain activities and the four dimensions of service
management.
SVS – SERVICE VALUE CHAIN
60. 60
Engage:
The purpose of the engage value chain activity is to provide a good understanding of stakeholder
needs, transparency, and continual engagement and good relationships with all stakeholders.
Design and transition:
The purpose of the design and transition value chain activity is to ensure that products and
services continually meet stakeholder expectations for quality, costs, and time to market.
SVS – SERVICE VALUE CHAIN
61. 61
Obtain/build:
The purpose of the obtain/build value chain activity is to ensure that service components are
available when and where they are needed, and meet agreed specifications.
Deliver and support:
The purpose of the deliver and support value chain activity is to ensure that services are delivered
and supported according to agreed specifications and stakeholders’ expectations.
SVS – SERVICE VALUE CHAIN
62. 62
• Continual improvement applies to all areas and levels of an organisation
• Each person should consider and identify improvement opportunities
• Improvement initiatives should use the guiding principles
• Continual improvement model can be used to guide improvement initiatives
SVS – CONTINUAL IMPROVEMENT
64. 64
SVS – CONTINUAL IMPROVEMENT MODEL
What is the vision?:
• Improvement initiatives should support the organisation’s goals and objectives
• First step is to define the vision of the initiative at a high level
Where are we now?:
• Define the starting point of the improvement initiative (assess current state)
• Measures give a baseline
• Subsequent improvements can then be quantified
65. 65
SVS – CONTINUAL IMPROVEMENT MODEL
Where do we want to be?:
• Define target state of improvement
• Define target measures
• Perform a gap analysis
How do we get there?:
• Plan improvement actions
• If unclear plan series of iterations
• Review after each iteration
66. 66
SVS – CONTINUAL IMPROVEMENT MODEL
Take action:
• Execute improvement plan
• Regular measurements showing movement towards target
Did we get there?:
• Measure to ensure targets have been achieved
• Identify future actions if objectives not achieved
67. 67
SVS – CONTINUAL IMPROVEMENT MODEL
How do we keep the momentum going?:
• Communicate successes
• Reinforce new methods
• Review lessons learned
• Improve for next iteration
68. 68
Your company uses cloud service provider AusPayNow for its payroll services. The IT
organisation manages the relationship with AusPayNow.
In your teams identify which service chain activities will be relevant for your IT organisation when
one of the payroll staff contacts the Service Desk to report a fault with the service.
Prepare to discuss the results in class
Duration: 15 minutes in teams
EXERCISE 3 – SERVICE VALUE CHAIN / VALUE STREAMS
70. 70
A practice is a set of organisational resources designed for performing work or accomplishing an
objective. These resources are grouped into the four dimensions of service management.
SVS - PRACTICES
Practice types:
• General management
• Service management
• Technical management
71. 71
SVS - PRACTICES
General management practices:
Adopted/adapted from general business management domains
Service management practices:
Developed in service management and ITSM industries
Technical management practices:
Adopted/adapted from technology management domains
72. 72
ITIL PRACTICES
General management:
Architecture management
Continual improvement
Information security management
Knowledge management
Measurement and reporting
Organisation change management
Portfolio management
Project management
Relationship management
Risk management
Service financial management
Strategy management
Supplier management
Workforce and talent management
Technical management:
Deployment management
Infrastructure and platform
management
Software development and
management
Service management:
Availability management
Business analysis
Capacity and performance management
Change enablement
Incident management
IT asset management
Monitoring and event management
Problem management
Release management
Service catalogue management
Service configuration management
Service continuity management
Service design
Service desk
Service level management
Service request management
Service validation and testing
Practices in bold have their purpose statements covered included in the foundation syllabus.
Practices in bold italics and underlined are covered in more detail in the syllabus.
73. 73
The purpose of IT asset management is to plan and manage the full lifecycle of all IT
assets, to help the organisation:
• Maximise value
• Control costs
• Manage risks
• Support decision-making about purchase, reuse and retirement of assets
• Meet regulatory and contractual requirements
IT ASSET MANAGEMENT
74. 74
An IT asset is defined as any financially valuable component that can contribute to delivery of an
IT product or service.
IT ASSET MANAGEMENT
75. 75
The purpose of service configuration management is to ensure that accurate and reliable
information about the configuration of services and the configuration items (CIs) that
support them is available when and where it is needed.
A configuration item is defined as any component that needs to be managed in order to deliver an
IT service.
SERVICE CONFIGURATION MANAGEMENT
76. 76
A set of tools, data and information that is used to support service configuration management.
• Holds all the information for CIs within the designated scope.
• Maintains the relationships between all service components and any related incidents,
problems, known errors, change and release documentation.
• May also contain corporate data about employees, suppliers, locations and business units,
customers and users.
• At the data level, may take data from several physical Configuration Management Databases
(CMDBs), which together constitute a federated solution.
• Is of benefit to all other practices.
CONFIGURATION MANAGEMENT SYSTEM (CMS)
78. 78
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
KAHOOT! SESSION 3
79. 79
The purpose of the Service Desk is to capture demand for incident resolution and service
requests.
The Service Desk
• Is a vitally important part of an organisation’s IT Department.
• Shall be the single point of contact for IT users on a day-by-day basis.
• Handles all incidents and service requests, usually using specialist software tools to log and
manage all such events.
• Needs to work in close collaboration with support and development teams.
SERVICE DESK
80. 80
Incident analysis skill is most important and includes a practical competency in:
• Interpersonal – empathy is important
• Technical – NOT specialised / detailed technical knowledge
• Business
SERVICE DESK STAFF SKILLS
81. 81
• Phone calls
• Service portals and mobile applications
• Live chat and chatbots
• Email
• Walk-in
• Text
• Social media and discussion forums
SERVICE DESK ACCESS CHANNELS
82. 82
• Centralised
• In a single location
• Virtual
• Geographically dispersed
• Requires more sophisticated technology
SERVICE DESK STRUCTURES
83. 83
• Intelligent telephony
• Computer telephone
• Interactive voice response
• Automatic call distribution
• Workflow systems
• Knowledge base
• Call recording and quality control
• Remote access tools
• Dashboard and monitoring tools
• Configuration management system
SERVICE DESK TECHNOLOGIES
84. 84
The purpose of monitoring and event management is to systematically observe services
and service components and record and report on changes of state as an event.
Establish the appropriate response to these events, including responding to conditions
that could lead to potential faults or incidents.
MONITORING AND EVENT MANAGEMENT
85. 85
An event is defined as any change of state which has significance for the management of a
configuration item (CI) or IT service. Events are typically recognised through notifications created
by an IT service, CI or monitoring tool.
• Events typically require automatic management by operational tools or operations personnel
to take actions. They often lead to incidents being logged, which may be automatic via
configured tools.
MONITORING AND EVENT MANAGEMENT
86. 86
The purpose of incident management is to minimise the negative impact of incidents by
returning normal service as quickly as possible.
Scope
• Any event which disrupts, or which could disrupt a service.
• Includes events which are communicated directly by users, either through the Service Desk,
through an interface or from the Monitoring and Event Management practice to Incident
Management tools.
INCIDENT MANAGEMENT
87. 87
An incident is defined as an unplanned interruption to a service or a reduction in the quality of a
service.
Incidents need appropriate management:
• Low impact incidents should be managed efficiently to avoid over consumption of resources.
• Larger impact incidents may require more resources and complex management.
• Major and information security incidents usually have a separate process or procedure.
• Resolution targets setting customer and user expectations.
INCIDENT MANAGEMENT
88. 88
• Some incidents are resolved by the user with the aid of self-help tools. Use of self-help
records should be captured for improvement activities.
• The service desk will resolve some incidents.
• More complex incidents are usually passed to a support team (2nd and 3rd level).
• Categorisation will help identify the correct support team.
• Support teams could be internal or external (suppliers or partners) to the organisation.
• Major and complex incidents may require a temporary team for management and resolution.
• In extreme cases the disaster recovery plan may be invoked.
Typically scripts will be in place for initial incident logging and resolution of simple incidents.
Complicated incidents require knowledge and expertise rather than detailed procedure steps.
INCIDENT RESOLUTION
89. 89
• Collaboration between groups will enable more efficient and effective management
• Service Desk
• Technical support
• Application support
• Third party vendors and partners
INCIDENT RESOLUTION
90. 90
• Incidents should be fully logged with information stored in a suitable tool.
• Ideally tools provide ability to log:
• Symptoms.
• Business impact (in collaboration with Service Level Management) used to assess priority.
• Links to related Configuration Items, Incidents, Problems and Known Errors.
• Automated matching of incidents to other incidents, problems and known errors.
INCIDENT TOOLS
91. 91
Do the following questions from Official Sample Paper 1
2, 5, 6, 7, 9,
11, 12, 14, 16, 17
18, 21, 22, 24, 25
27, 28, 29, 33, 34,
35, 37, 38, 39, 40.
DAY 1 HOMEWORK
92. 92
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
KAHOOT! SESSION 4
93. 93
The purpose of problem management is to reduce the likelihood and impact of incidents
by identifying the actual and potential cause of incidents, and managing workarounds and
known errors.
• Prevent problems and resulting incidents from happening;
• Essential for continual improvement.
• Minimise the impact of incidents that cannot be prevented.
PROBLEM MANAGEMENT
94. 94
• Problem: A cause, or potential cause, of one or more incidents (could be prior, current or
future).
• Known Error: A Problem that has been analysed but has not been resolved.
• Workaround: A solution that reduces or eliminates the impact of an incident or problem for
which a full resolution is not yet available.
• Some workarounds reduce the likelihood of an incident.
• The effectiveness of a workaround should be assessed each time it is used.
• Workarounds can be documented at any stage in the life of a problem.
DEFINITIONS
96. 96
• Trend analysis of incident records
• Detection of duplicate and recurring issues
• Major incidents
• Analysing information from internal teams
• Analysing supplier and partner information
• Other information sources (e.g. forums)
PROBLEM IDENTIFICATION
97. 97
• Problem analysis
• Initial documenting of workarounds and known errors.
• Problems are prioritised based on risk and are managed as risks
• Impact
• Probability
• Consider all four dimensions (i.e. root cause may not be technical).
PROBLEM CONTROL
98. 98
• Initial analysis is complete, faulty components have usually been identified.
• Identification of potential permanent solution and raising change request.
• Periodic re-assessment of workarounds and unresolved known errors.
ERROR CONTROL
100. 100
The purpose of service request management is to support the agreed quality of a service
by handling all pre-defined, user initiated service requests in an effective and user-friendly
manner.
A service request is defined as a request from a user or user’s authorised representative that
initiates a service action that has been agreed as a normal part of service delivery.
SERVICE REQUEST MANAGEMENT
101. 101
Typical Service Requests:
• Request for service delivery action
• Provide a report
• Replace a toner cartridge
• Providing standard IT Services for a new User
• Access to file, folder or service
• Request for a standard change e.g.:
• Provision of phone or laptop
• Standard software on the desktop
• Assist with general information
• Feedback; compliments and complaints
SERVICE REQUEST MANAGEMENT
102. 102
The activities vary depending upon what is requested. Each type of request will have these pre-
defined.
Typical flow:
• Menu selection (user self-help)
• Financial approval
• Other approval
• i.e. wider business approval
• Fulfilment of defined procedure that is well-known and proven
• Closure
SERVICE REQUEST MANAGEMENT
103. 103
For success these guidelines should be followed:
• Standardised and automated to greatest possible degree.
• Policies defined on which can be fulfilled with limited or no approval.
• Realistic fulfillment times clearly set enabling the setting of user expectation.
• Improvement opportunities identified.
• Policy definition stating what is a service request compared to incidents or changes.
• New service requests should leverage existing workflows where possible.
SERVICE REQUEST MANAGEMENT
104. 104
In your own words describe in either IT or Non IT
• An Event
• An Incident
• A Problem
• A Known Error
Duration 5 minutes
And if you are feeling adventurous:
• A Workaround that will address the Incident
• A Change that will address the Problem / Known Error
EXERCISE 4
105. 105
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
KAHOOT! SESSION 5
106. 106
The purpose of change enablement is to maximise the number of successful service and
product changes by ensuring that risks have been properly assessed, authorising changes
to proceed and managing a change schedule.
A change is defined as the addition, modification or removal of anything that could have a direct
or indirect effect on services.
CHANGE ENABLEMENT
107. 107
Scope:
• Each organisation will define what is in the scope of change enablement.
• Typically included:
• Infrastructure
• Documentation
• Processes
• Supplier relationships
• Anything else that can directly or indirectly impact a product or service
Organisation change management (people aspects) is outside the scope of change enablement.
CHANGE ENABLEMENT
108. 108
Balance:
The need to make beneficial changes that will create additional value should be balanced against
the need to protect customers and users from the potential adverse effect of change.
The risk of making a change needs to be assessed against the risk of not making the change.
CHANGE ENABLEMENT
109. 109
Change authority:
A person or group of people who authorises a change is known as the change authority.
Correct change authorities will ensure:
• Change enablement is efficient and effective.
• Unnecessary delays are not introduced.
• Risks are managed.
• Communicate change information.
CHANGE ENABLEMENT
110. 110
Normal Change
• Follows a set process of scheduling, assessment and authorisation based on change priority. These
changes are authorised by the appropriate change authority.
Emergency Change
• Reserved for changes intended to repair an error in an IT service that is negatively impacting the
business to a high degree.
• Expedited assessment and authorisation by the appropriate change authority.
Standard Change
• A change for which the approach is pre-authorised.
• An accepted and established procedure exists to meet a specific change requirement.
• No risk assessment is needed after the standard change procedure has been ratified. i.e. risk
assessment is done as part of approval as a standard change.
CHANGE TYPES
111. 111
Change schedule:
• Document that outlines when changes are planned.
• Helps communication, avoiding conflicts and resource planning.
• Typically features normal changes although some standard may appear.
• Provides useful information to incident and problem management.
CHANGE ENABLEMENT
112. 112
The purpose of deployment management is to move new or changed hardware, software,
documentation, processes, or any other component to live environments. It may also be
involved in deploying components to other environments for testing or staging.
Deployment management works closely with release management and change enablement.
DEPLOYMENT MANAGEMENT
113. 113
The purpose of release management is to make new and changed services and features
available for use.
A release is defined as the version of a service or other configuration item, or a collection of
configuration items, that is made available for use.
RELEASE MANAGEMENT
115. 115
The purpose of service level management is to set clear business-based targets for service
performance, so that the delivery of a service can be properly assessed, monitored and
managed against these targets.
Service level management involves the definition, documentation and active management of
service levels.
A service level is defined as one or more metrics that define expected or achieved service quality.
SERVICE LEVEL MANAGEMENT
116. 116
End to end visibility of services:
To achieve this:
• Establish a shared view of the services and target service levels with customers.
• Ensure the organisation meets the defined service levels through the collection, analysis,
storage and reporting of the relevant metrics for the identified services.
• Performs service reviews to ensure the current set of services continues to meet the needs of
the organisation and its customers.
• Captures and reports on service issues; includes performance against defined service levels.
SERVICE LEVEL MANAGEMENT
117. 117
A Service Level Agreement (SLA) is a documented agreement between a service provider and a
customer that identifies both services required and the expected level of service.
Requirements for successful SLAs include
• They must be related to a defined service in the service catalogue.
• They should relate to defined outcomes and not simply operational metrics.
• They should reflect an agreement between a service provider and the service consumer.
• They must be simply written and easy to understand and use for all parties.
SERVICE LEVEL AGREEMENT
119. 119
Focus and effort is required to engage and listen to the requirements, issues, concerns and daily
needs of customers. These are skills needed to enable this effectively;
• Interpersonal
• Relationship management
• Business liaison and analysis
• Commercial management
SERVICE LEVEL MANAGEMENT – SKILLS AND COMPETENCIES
120. 120
Customer engagement:
Listening, discovery and information capture using open questions:
• What does your work involve?
• How does technology help you?
• What are your key business times, areas, people, and activities?
• What differentiates a good day from a bad day for you?
• Which of these activities is most important to you?
• What are your goals, objectives, and measurements for this year?
• What is the best measure of your success?
• How do you base your opinion and evaluation of a service or IT/technology?
• How can we help you more?
SERVICE LEVEL MANAGEMENT
121. 121
Customer feedback:
Gathered from numbers of sources:
• Surveys
• Key business-related metrics
Operational metrics:
• System availability
• Incident response and fix times
Business metrics:
• Successful passenger check-ins
• Point of sale terminal availability during key business hours
SERVICE LEVEL MANAGEMENT
122. 122
Kahoot! is an interactive quiz tool:
To Join in:
• Open a new web browser window and use url ‘Kahoot.it’
• If possible use a separate device and that saves switching screen during the quiz (i.e. mobile
phone)
• Enter the session ID and your name
Once started:
• The question will appear in the training window (Zoom/ Webex / Teams)
• Select your answer in the Kahoot! session on your web browser or mobile phone
• Questions have a time limit
• You will see how you are doing against other course attendees
KAHOOT! SESSION 6
123. 123
The purpose of supplier management is to ensure that the organisation’s suppliers and
their performance are managed appropriately to support the provision of seamless, quality
products and services.
This can include creating closer, more collaborative relationships with key suppliers to
uncover and realise new value and reduce the risk of failure.
SUPPLIER MANAGEMENT
125. 125
The purpose of information security management is to protect the information needed by
the organisation to conduct its business.
This includes understanding and managing risks to confidentiality, integrity, availability,
authentication and non-repudiation.
INFORMATION SECURITY MANAGEMENT
126. 126
Confidentiality: Information is only available to those authorised to access it.
Integrity: Information is accurate and up to date.
Availability: Information is available when needed.
Authentication: Someone is who they claim to be.
Non-repudiation: Someone cannot deny that they took an action.
INFORMATION SECURITY MANAGEMENT
127. 127
The purpose of relationship management is to establish and nurture the links between the
organisation and its stakeholders at strategic and tactical levels.
RELATIONSHIP MANAGEMENT
Relationships with
and between
stakeholders
Identification
Monitoring
Continual
Improvement
Analysis
128. 128
The purpose of continual improvement is to align the organisation’s practices and services
with changing business needs through the ongoing identification and improvement of
services, service components, practices or any element involved in the efficient and
effective management of products and services.
CONTINUAL IMPROVEMENT
129. 129
Key activities:
• Encouraging continual improvement across the organisation
• Securing time and budget for continual improvement
• Identifying and logging improvement opportunities
• Assessing and prioritising improvement opportunities
• Making business cases for improvement action
• Planning and implementing improvements
• Measuring and evaluating improvement results
• Coordinating improvement activities across the organisation
CONTINUAL IMPROVEMENT
130. 130
Methods, models and techniques:
• Lean methods to eliminate waste
• Agile methods on making improvements incrementally
• DevOps methods working holistically and ensuring efficient application
• SWOT (strengths, weaknesses, opportunities, threats) analysis
• Maturity assessments
• Balanced scorecard reviews (financial, customer, internal, people)
• Quick wins
• Continual improvement register
An organisation needs to develop competence in the methods that meet its needs
CONTINUAL IMPROVEMENT
138. 138
• Read the question carefully
• Careful with words such as correct and incorrect
• Read all answers
• Think of an answer before looking at the alternatives
• Delete the obviously incorrect answers
• When faced with two “correct” answers, select the one that will always be correct
• The first impression is often the best
• Ensure you answer all questions
• Start with the easy questions/do not get stuck on a hard question but return to it later
• Later questions can sometimes give you a clue to the answer of an earlier question
• At the end, take a guess if you don’t know, there are no negative scores for wrongs
answers
ANSWERING QUESTIONS
Prompt delegates to Follow ALC on Facebook and LinkedIn
The ethos behind the development of ITIL is the recognition that organisations are becoming increasingly dependent on IT in order to satisfy their corporate aims and meet their business needs. This leads to an increased requirement for high quality IT services.
Discuss that good practice is about moulding best practice frameworks to the suit the organisation and improve the orgs capabilities in Service Management. Good practice allows the Industry to create standards relating to good practice, an example of this is ISO 20000 the Standard for IT Service management
Syllabus 1.1.f
Syllabus 1.1.f
Syllabus 1.1 a 1.2 b, d, e
Syllabus 1.3
Syllabus 1.3a
Syllabus 1.3a,b
Syllabus 1.3c
Syllabus 1.3d
Syllabus 1.1 a 1.2 b, d, e
Syllabus 1.1 d, e, g
Syllabus 1.2.b
Syllabus 1.1 a 1.2 b, d, e
Syllabus 1.2f
Syllabus 1.2f
Syllabus 1.2f
Syllabus 1.1b,c 1.2g,h
Syllabus 1.1b,c 1.2g,h
Syllabus 3.1
Syllabus 3.1.a
Syllabus 3.1.b
Syllabus 3.1.c
Syllabus 3.1.d
Syllabus 4.1
Syllabus 3.1
Syllabus 2.2 4.1
Syllabus 2.2 4.1
Syllabus 2.2 4.1
Syllabus 2.2.1 2.2.2 4.1
Syllabus 2.2.1 2.2.2 4.1
Syllabus 2.2.3 2.2.4 4.1
Syllabus 2.2.3 2.2.4 4.1
Syllabus 2.2.5 4.1
Syllabus 2.2.6 2.2.7 4.1
Syllabus 2.2.6 2.2.7 4.1
Syllabus 2.2.6 2.2.7 4.1
Syllabus 2.2.6 2.2.7 4.1
Syllabus 4.1
Syllabus 4.1
Syllabus 4.1 5.1
Syllabus 41 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1 7.1a
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Syllabus 4.1
Syllabus 4.1 5.1
Syllabus 4.1 5.1
Note: The transition processes 15-17 are not discusses in detail on this course as they are not examinable.
Service reporting
Official Publisher Complementary Material ITIL V3 Titles
ITIL V3 Foundation Handbook - Pocketbook from the Official Publisher of ITIL
ITIL V3 Guide to Software Asset Management
ITIL V3 Small-Scale Implementation
Release, Control and Validation ITIL V3 Intermediate Capability Handbook
Operational Support and Analysis ITIL V3 Intermediate Capability Handbook
Building an ITIL-based Service Management Department
.
Not in syllabus but referred to by other practices
Syllabus 6.1.e
Syllabus 7.1.c
Syllabus 7.1.c
Syllabus 7.1.c
The ethos behind the development of ITIL is the recognition that organisations are becoming increasingly dependent on IT in order to satisfy their corporate aims and meet their business needs. This leads to an increased requirement for high quality IT services.
Discuss that good practice is about moulding best practice frameworks to the suit the organisation and improve the orgs capabilities in Service Management. Good practice allows the Industry to create standards relating to good practice, an example of this is ISO 20000 the Standard for IT Service management
7.1.d 6.1.l
Syllabus 6.2.f,g
7.1.d
7.1.d
7.1.d
7.1.d
Syllabus 7.1.d
Syllabus 6.1.m 7.1.f
Syllabus 7.1.f
Syllabus 67.1.f
Syllabus 6.1.j 6.2.d
Syllabus 7.1b
Syllabus 7.1b
Syllabus 7.1b
Syllabus 7.1b
Syllabus 7.1b
Syllabus 6.1.h
Syllabus 6.1.f
Syllabus 6.1.f
Syllabus 6.1.o 7.1.g
Syllabus 7.1g
Not in syllabus but useful information
Syllabus 7.1g
Syllabus 7.1g
Syllabus 6.1.c
Not in syllabus but useful diagram. It comes from itil v3 so 2014 is correct copyright statement
Syllabus 6.1.a
Syllabus 6.1a
Syllabus 6.1.b
Syllabus 6.1.a
Syllabus 7.1a
Syllabus 7.1a
Syllabus 4.1 5.1 7.1a
Not in syllabus but useful diagram
Syllabus 7.1a
RCV02 ST 4.2.2
Scope of Event Management
The diagram is the same as used when discussing Service Level Management and the different degrees of communication that we need to be aware of. The important element here is to remind students that as the IT Service Provider we act as the “Change Manager” that needs to account for business/internal needs and delivery; BUT ALSO factors in the impact of change as related to our SUPPLIERS.
Remember that this is a program on IT Service Provision and associated change control. This is NOT a business transformation program and overall organisational change is not part of this course (read Kotter for organisational change management considerations).
The ethos behind the development of ITIL is the recognition that organisations are becoming increasingly dependent on IT in order to satisfy their corporate aims and meet their business needs. This leads to an increased requirement for high quality IT services.
Discuss that good practice is about moulding best practice frameworks to the suit the organisation and improve the orgs capabilities in Service Management. Good practice allows the Industry to create standards relating to good practice, an example of this is ISO 20000 the Standard for IT Service management
