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Itil Mind Maps


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ITIL Mind maps

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Itil Mind Maps

  1. 1. ITIL Books Models Fixed Components Organisations Information Technology Generic framework to manage IT Infrastructure Library (ITIL) Certification Exams infrastructure and services. Consultants Variable Components Trainers details the process of planning and managing a defined level of security for information Suppliers and IT services, including all aspects associated with reaction to security Incidents. It Security Management: also includes the assessment and management of risks and vulnerabilities, and the covers the processes required for the planning and delivery of implementation of cost justifiable countermeasures. Service Delivery: quality IT services and looks at the longer term processes associate with improving the quality of IT services delivered. provides advice and guidance to help IT personnel to Service Support: describes the processes associated with the day-to day support and maintenance activities associated with the provision of IT services understand how they can contribute to the business The Business Perspective: Core of ITIL objectives and how their roles and services can be better aligned and exploited to maximise that contribution. 06/03/2005 - v4 ICT Infrastructure covers all aspects of ICT Infrastructure Management from Management (ICT IM): identification of business requirements through the tendering process, to the testing, installation, deployment, and ongoing operation and optimisation of the ICT components and IT services. describes how to manage applications from the initial business need, through all stages in the application lifecycle, up to and including retirement. It places emphasis on ensuring that IT projects and strategies are tightly aligned with Application Management: examines the issues and tasks involved in planning, implementing Planning to Implement those of the business throughout the application lifecycle, to ensure that the and improving Service Management processes within an business obtains best value from its investment. Service Management: organisation. It also addresses the issues associated with addressing Cultural and Organisational Change, the development of a vision and strategy and the most appropriate method of approach.
  2. 2. Good IT infrastructure in terms of tools and technology Well defined organisation mission, Service management is a methodical approach to delivering services objectives and policies Success(13) by structuring the firms relationships with its internal customers and Providing high quality, reliable Competent and trained people to What (2) multiple service providers to ensure business objectives are met. The main objective of ITSM is to and cost effective services improve the service culture A service level and a cost target ensure that the IT services are Maintaining effective IT Effective and efficient ITSM process combine to define an SLA aligned to the business needs (5) customer-supplier relationships Mission Statement Continuously improving the quality of IT services Organisational Strategies & Policies Considerations (15) Using the IT services effectively to meet the current and changing business requirements Objectives Productivity enhancement of the IT staff by increasing their skill levels Enhanced Quality of business Better communication between IT departments Organisational Culture (16) operations by ensuring IT services (Shared values) support business processes Shift from a product culture towards a service culture Business Benefits Improved Working Relationships between Improvement of the relationships customers and IT service organisation between users and IT specialists Increased Productivity of A logically related set of activities needs to be defined. Organisation should have a business and customer staff Activities to be measured at every process orientated approach to implemented changes stage to ensure the objectives are met facilitate changes (17) Financial Benefits Cost justification for estimated capacity requirements If targets are not achieved, org should Organisational planned IT services continuity expenditure modify its plans and policies Approach to What is the objective of the process ITSM (12) Clear understanding of required IT services for Vision and business objective ITSM has the following benefits (6) better Delivery What is the expected results of the process Increased flexibility and adaptability of IT services Assessments Innovation Benefits Process to coexist with each other What are the criteria to determine whether the Questions (18) process has delivered the desired results IT Service Improved ability to recognised and adapt Process improvements to changing business trends Management What is the impact of the output of the Increased productivity of IT staff Metrics process on other processes Increased transparency between Each process has a clear objective and is defined through a series of activities Process Employee Benefits management and employees of the firm leading to highly motivated staff Each activity has a defined input and output Processes(19) Better motivated staff through Activities are executed using a set of procedures and working instructions improved job satisfaction Responsibility of executing these procedures is assigned to appropriate role(s) Responsible for results/output of the process. Defines Quality is defined by 'all the characteristics of a product or service that has Process Owner the ability to satisfy the stated and implied needs of the customer'(26) the activities in the process and determines that the actual performance matches the expected results Overall quality of the service is determined by the effectiveness of its component processes Responsible for structuring the process - controls Process Roles (20) These component processes form a chain of activities that need to the day to day activities and operations. Also Process Manager Principles of Quality(29) be well coordinated to deliver consistent quality. generates the reports to help the process owner in comparing actual and expected results. Control and coordinate these activates the following principles should be applied: Quality Management, Quality Assurance and Quality Systems Responsible for executing the defined activities. Process Operatives Principle involves the cost effective and systematic management of all the Report to the process manager organisational activities such as design, development and implementation Aim is to direct these activities to efficiently meet Quality Management(30) the organisational and user requirements Specifies continuous identification, modification and implementation of the quality improvement activities Procedures help the organisations to ensure that In hierarchically structured firms the departments, Principles specify the complete set of measures the IT services continuously and consistently Department Orientated processes and tasks are usually based on specific Quality Assurance(31) and procedures for ensuring quality. fulfil the expectations of the customer customers, products, disciplines or regions. Two Approaches to Delivering Measures help in identifying the improvement Service(22) steps needed to enhance service quality. In process orientated firms several departments together Quality within ITSM perform different activities of one process. Roles and Process Orientated Quality Requirements responsibilities are assigned according to the activities Principles specify the Steps for meeting these requirements defined to deliver a particular service. organisation wide processes Procedures for improving the quality standards Principles Quality Systems(32) Methods for assuring the service quality levels Principle defines the responsibilities, procedures and resources required to implement quality management Plan Do Deming Circle(34) Check Act Quality Improvement Tools(33) Model is used to determine the European Foundation for Quality maturity of the organisation Management (EFQM) Model(35) Organisational maturity is defined by the levels of:
  3. 3. 1. Objectives 2. Benefits to the IT Organisation 3. Concepts Input Output 4. Process Activities 5. Roles Model Demonstrates the relationships SEMI Model 6. Relationships with other ITIL Processes and interrelationships between all of the ITIL processes 7. Bottlenecks 8. KPI'S 9. Critical Success Factors Service Management Covers the processes required for the planning and delivery of quality IT services and looks at Describes the processes associated with the day-to-day support longer term processes for improving the quality of IT services delivered and maintenance activities for the provision of IT services Capacity Service Aims to consistently provide the required IT This function facilitates quick resolution  Management  Desk (SD) resources at an acceptable cost and in line with the of user queries by serving as a Single current and future requirements of the customer Point Of Contact for the user Availability Incident Helps manage the IT resources and services and deliver  Management_1 Helps to resolve errors that interrupt or  Management the quality of service expected by the customer reduce the quality of the business processes with minimal impact on the business Service Continuity ITSCM enables firms to continue to provide the Configuration  Management Database contains the relationships pre-determined and agreed level of IT services even  Management Service Delivery Service Support of the IT components to provide after a calamity or disaster accurate information to the business Financial Helps the firm plan and implement their Problem  Management business objectives by keeping in mind the  Management Database contains the r-relationships of the IT costs associated with providing each service components to provide accurate info to the business Service Two key components Change Bridges gap between customer requirements and Standard method for implementing  Level Management  Management quality of service provided by firm by drafting an change with minimum errors in the agreement on the services to be provided infrastructure and IT services Security Release Bridges gap between customer requirements and Ensures a stable production environment by using  Management  Management quality of service provided by firm by drafting an formal procedures and checks for implementing agreement on the services to be provided new versions of software and hardware
  4. 4. Users should be able to access the Service Desk Users should be encouraged to approach Service Desk 9. Critical Success Users should be discouraged from Factors bypassing the Service Desk Users should clearly understand Service Desk Provide a Single Point of Contact (SPOC) Function e.g. Provision of SLA, Service Ensure Restoration of Service Catalogues, Product Catalogues etc. Guarantee access for all users to IT Organisation 1. Objectives Average duration and answer time per call. Reduce workload on other IT departments by Average time to resolve routing only specific and relevant queries to each % of incidents resolved - first call fix 8. KPI'S department Number of calls processed per workstation Total number of calls to the Service Desk SPOC reduces the time and effort spent by Users resolving issues 2. Benefits to the IT Organisation Provides an Information source to other IT departments Limited understanding of Business needs Provides Long Term Customer Retention through Inadequate investment in training efficiency of Service Provision Unrealistic Service Levels 7. Bottlenecks Insufficient Significance attributed to the Service Desk Cost & resource constraint Organisation hierarchy Considerations Expertise of service desk staff Incident Management 6. Relationships with Functional Skill of Users Change/ Release Management other ITIL Processes Configuration Management Integrated Service Desk: Business Operations are Service Level Management part of the Overall Service Desk Centralised Service Desk Split Function Centralised Service Desk: Business Service Desk/Centralised Service Desk where users Service can go to either Service Desk for support Record the call - don't provide a solution - route call to Call centres Desk (SD) Departments e.g. automated. (Potentially no human Central Point of Contact All Users phone the SPOC. SPOC then routes the interaction - therefore no skill required) call to the appropriate Service desk. Record the call details in general terms - route Structure Deals with Queries of Local Users to departments - often seen as the most Acts as a single cost centre Unskilled SD Distributed Service Desk: Multiple Service Local Point of Contact efficient/cost effective SD Type - Requires Desks across various locations Interacts with Central Point of Contact for Standard Procedure Scripts. (Basic human recording incidents interaction with script - minimal skill required) 5. Roles SPOC but voice activated Use previous experience - usually resolve - otherwise route call to departments Skilled SD Call Centre Routes calls to specific teams for resolution (human interaction, skill & experience 3. Concepts Provides local language benefits required) Widespread Network of Service Desks Have specialist knowledge of IT Around the Clock Support Infrastructure - Resolve the call Expert SD Virtual Service Desk single-handedly. (Human interaction End User is unaware of multiple Desks and highly skilled individuals required) No on-site support to Users Enhances the interaction between Monitoring Progress the Service Desks and the Users. Providing Metrics Objective Tracks the users data for input Resolving Complaints into the ITIL processes CTI (Computer Telephony Integration) Responding to User Calls 4. Process VOIP (Voice Over Internet Protocol) Providing Info to Users Technology IVR (Interactive Voice Response) Communicating with Suppliers Activities Internet Gateways Performing Ops Management Tasks Includes Automated System Management Tools Monitoring Infrastructure Networking Tools Call Forwarding Facilities Emails, Faxes, Telephones etc
  5. 5. An up-to-date CMDB that is a must to estimate the impact and urgency of Incidents A Knowledge Base, which is necessary to record 9. Critical Success Timely Solutions to incidents Incidents, their solutions or workarounds Factors Correct identification of incidents An automated system that is necessary for 1. Objectives Monitoring of Incidents recording, tracking and monitoring Incidents Increased Productivity Close ties with Service Level Business Management Info Number of recorded Incidents Improved monitoring, allowing performance against Average time to resolve the prioritized SLAs to be accurately measured and not prioritized Incidents Accurate recording of Incidents and service requests Number of resolved Incidents per work station or per Service Elimination of lost or incorrect Incidents and service Desk, within the time duration specified in the SLAs 8. KPI'S requests Percentage of Incidents resolved by the First-line support 2. Benefits to the IT Organisation Organized and efficient use of personnel for resolving Average support cost per Incident Incidents Total Incidents solved without the Support Groups Availability of information on IT errors for effective needing to visit the User's location management Users bypass Incident Management procedures More accurate CMDB information for ongoing audit while registering Incidents Overload of Incidents Improved User and Customer satisfaction Increase in escalation of Incidents 7. Bottlenecks Incident Service Level Agreements not clearly defined Management Applications Categories of Incidents Hardware Change in culture in the organization Service Requests Configuration Management Impact - High, Medium, Low Problem Management Criteria for solving Incidents Urgency - High, Medium, Low Change Management 6. Relationships with 3. Concepts Priority Service Level Management other ITIL Processes 1st Line - SD, Report, Monitor, Close Availability Management Support Groups 2nd, 3rd, 4th Line - Management Department, Capacity Management software, architects, suppliers Creating Process Reports Service Desk Hierarchical - lack of resources or authority Organising Management Information Escalation Developing and maintaining incident mgmt system Incident Manager Functional - 1st line to 2nd line Monitoring responsibility of IM support Incidents from different parts of the Inputs: groups infrastructure Recording reported incidents Outputs: Infomation about the incidents and their solutions Classifying and matching incidents Routing incidents to other support groups First line & Service Desk 5. Roles Accepting and Recording Incidents Resolving incidents Classifying Incidents and providing First-line Support Closing solved incidents Support Groups 4. Process Matching new Incidents with the previously Handling incidents not solved by 1st line recorded Incidents Activities Investigating incident details Investigating and Diagnosing Incidents Other Support Groups Diagnosing the cause of incidents Resolving and Recovering Incidents Recovering solved incidents Monitoring and tracking the progress of the Incidents Closing the Incidents
  6. 6. Configuration Management Database (CMDB: Details: Numbers, Versions, Values, Locations of IT components etc Providing reliable and up-to-date details about CM provides information about the IT infrastructure and services Identifying clear process objectives components of IT Infrastructure and Ensuring implementation of all stages in the helps Organisations by providing: Managing the economic value of the IT 1. Objectives services (customer requirements, quality, and process costs) Deleting the existing records before 9. Critical Success Effective Management of IT Components introducing the process to avoid duplicate data Providing accurate information and Factors documentation to support the other ITIL Provision of High-quality Commercial Services Ensuring that the Configuration Management processes team has the required skills and attitude Effective Problem-solving Rapid Implementation of Changes Close coordination with the Change 2. Benefits to the IT Management process to ensure accuracy of the Better Control of Software and Hardware information in the CMDB Organisation Improved Security Number of unauthorised Configuration Items Compliance with Legal Requirements Number of refused RFC's as a result of incomplete CMDB data Effective Expenditure Planning CI's and CMDB Identification of Hidden Costs Number of changes to CMDB per month Support for Other ITIL Processes Number of unauthorised IT components detected in use 8. KPI'S Hardware and software Ratio of calls resolved immediately Documentation, such as agreements, Average Time and cost of diagnosis and resolution of Service Desk procedures, and manuals Hardware, Software, Network Components, Service Desk Calls Scope Servers, Processors, Documents, Procedures, Technical specifications Services and other IT Components Environments CI - Configuration Items Cycle Time for Change Approvals Organization charts and project plans CI's must be: Uniquely Identifiable, Changeable, ITIL processes Manageable Wasted Licences Environment The CI Baseline consists of Configuration frozen CI's (CI attributes are not Level of detail in CMDB Management 3. Concepts CI Baseline changed) ; Baseline is used for: Configuration Audit, Release, Change, Product Catalogue, Collection of Standard CI's for costing, Testing new Configurations, Manual Systems Backout Problems, Standard Supply to Users Urgent Changes Over ambitious schedules CMDB - Configuration Item Information is Component and version, CI affected by a Unrealistic Expectations 7. Bottlenecks Information about changes in the organization logged in the CMDB as follows Schedule, CI purchased by Supplier, CI history, Inputs Location of CI info, Schedules for upgrading, CI Lack of Commitment Information about the new IT components affected by a problem Bureaucratic Process Reports to other processes and to the IT management Isolated Implementation Outputs New and updated records in the CMDB Inflexible Tools Defining the strategy, policy, and objectives of the process Incident Management Analyzing the information that is available for the process Problem Management 1. Planning Identifying the tools and resources required for the process Release Management Creating interfaces with other ITIL processes, 6. Relationships with projects, and third parties like the suppliers Service Level Management other ITIL Processes Financial Management Define the scope of the Configuration Availability Management Management process Service Continuity Management Specify the level of detail for recording the information Capacity Management 2. Identification Identify the relationships of the Configuration Items (CIs) Determine the depth of information that needs to be recorded 4. Process Create Naming Conventions Attributes Making proposals on the scope of Configuration Management Activities Planning and populating the Configuration 3. Status Monitoring A status code is assigned to each of the Management Database (CMDB) statuses for easy identification Evaluating existing and implementing new Configuration Management systems Record the details of the hardware and software in the CMDB Developing identification system and naming Configuration Manager 4. Control 5. Roles Changes made to the IT infrastructure and IT conventions for the Configuration Items (CIs) components Developing interfaces to other processes Automatically analyze workstations using audit tools report Creating reports and audits on the Current situation and status of the IT infrastructure 5. Verification Communicating the process and conducting training Check and update the CMDB Assess the efficiency and effectiveness of the process 6. Reporting Review of the expected growth of the demand of the process activities are scheduled on a regular basis
  7. 7. Detect causes of errors or Incidents in the IT infrastructure 1. Objectives Eliminate Problems in the IT infrastructure Provide permanent solutions to Problems Prevent the recurrence of Problems Manual Systems are Error Prone In terms of IT Service Quality - Effective Automated Incident Documents and eliminates errors Registration System Automated Systems save time and improve the 2. Benefits to the IT quality of Service Delivery Reduces the number of Incidents Organisation 9. Critical Success Factors Provides permanent solutions to Feasible objectives problems in the IT Infrastructure. Dedicated team required (not part-time) Higher First Line Resolution Rate Effective Coordination of Incident Resolution and Problem Prevention Identify the root cause of the Problem Problem Control Activities Provide the Service Desk with information Number of Incidents by resolving problems and advice on workarounds Time needed to resolve problems 8. KPI'S Spot, monitor, and eliminate Costs (people, material resources) incurred during resolving a Problem Scope Implement solutions as suggested Changes by Error Control Activities following the Change Management process errors Poor link between the Incident Management Evaluate Changes to ensure effective process and the Problem Management process resolution and prevention of problems Inefficient communication of Known Errors from the 7. Bottlenecks Known Errors - Known Root Causes development environment to the Live environment Workarounds - Temporary Fixes, Lack of commitment on the management's part no disruption to the Client 3. Concepts Reactive PM Activities - Finding Root Configuration Management Problem Cause to aid in Permanent Solutions Change Management Management 6. Relationships with Proactive PM Activities - Prevention Incident Management before the errors/incidents occur other ITIL Processes Service level Management Incident details from the Incident Management process Capacity Management Workarounds defined by the Incident Availability Management Management process Developing and maintaining the Problem Configuration details from the Configuration Control and Error Control processes Inputs Management Database (CMDB) Assessing the effectiveness of the Problem Details of products (hardware and software) Control and Error Control activities used in the IT infrastructure from the suppliers Providing Problems-related information to the management Details about the IT infrastructure and its behaviour, for Problem Manager example, registration of capacity and performance monitoring Managing the Problem support staff Allocating resources for the support activities Known Errors Evaluating the effectiveness of the Proactive Requests for Changes (RFCs) Problem Management process Up-to-date Problem records Outputs Identifying and recording Problems by Closed Problem records for resolved Problems analyzing Incident details 5. Roles Management information to help monitor the Investigating Problems based on their priority effectiveness of the Problem Management process Submitting RFCs to remove errors Reactive Monitoring the resolution of Known Errors 4. Process Identification and reporting Advising the Incident Management team about Support Group Personnel Classifying - Category (Hardware or Software), workarounds and quick fixes Impact, Urgency, Priority Problem Control - Trend Analysis Investigation & Diagnosing - Diagnosis by Identifying trends and potential sources of Problems recreating error in a test environment, Diagnosis Submitting RFCs to prevent the recurrence of Problems Proactive examples: Hardware, Software, Document Error, Human Error, Procedural Error Preventing the replication of Problems across multiple systems Error Identification and recording Activities Error Assessment Error Resolution recording & raising Error Control - Monitoring Known Errors and RFC's RCFs Error Closure Problem/error resolution monitoring Incident Management team Providing Information - Solution to Problems Service Desk End User