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Itil v3-foundation symbiosis
1.
2. Define Service
Explain the concept of Service Management
Describe Service Lifecycle phases
Describe processes within Service Lifecycle
phases
3. First published by OGC for UK Government in
late 1980s
Updated to V2 in 2000/2001
◦ Process oriented approach: Service Support &
service Delivery
Updated to V3 in 2007
◦ Service Lifecycle model, customer oriented
approach
◦ Greater focus on strategy and business outcomes
Collection of ‗Best Practices‘ across IT
industry
4. It integrates with CoBIT, CMMI, ISO20000, Six
Sigma
It is a guideline not a cook book
It is not an out of the box solution
8. V3: REVIZED V2
ITIL V2 : A linear
process model
ITIL V3: An iterative
Service Lifecycle
model
9. SKMS
◦ Incorporates existing databases like Known error
& the CMDB
Expanded scope to cover knowledge
Management
Service Requests are no longer a part of
Incident Management
Addition of Request Management as a
process treated as a standard change
request
Release Management widened to better
reflect hardware lifecycle
15. Good practices: Practices that are widely used by
companies belonging to a particular Industry
segment.
Benefits: Easy Benchmarking against competitors
operating in same domain; thus enabling closing
gaps in capabilities
Sources: Public frameworks, standards,
proprietary knowledge of individuals and
organizations, etc
Good practices are highly customized for the
context unlike best practices which can be
adopted & replicated across industry segments
17. A means of delivering value to
customers by facilitating outcomes
the customers want to achieve
without the ownership of specific
cost or risk
A discrete bundle of components
(processes, enabling technology,
skilled people, organizational
resources & capabilities)
Services can be bundled into
offerings which have meaning and
value to the customer
“Wisdom begins
with the
definition of
terms”
Socrates
19. IT Service Management is a set of specialized
organizational capabilities for providing value
to customers in the form of services
A set of Functions and Processes for
managing Service over their Lifecycle
Services may be defined by Specifications, but
Customer outcomes are the genesis of
services
22. A system is a group of interacting,
interrelating components that form a unified
whole, operating together for a common
purpose
Examples of system
◦ Service Lifecycle
◦ Organization
◦ Process
◦ Function
23. A function is a subdivision of an organization
that is specialized in fulfilling a specific type
of work & is responsible for specific end
results
Functions have their own practices & their
own knowledge body
A team or group of people and the tools they
use to carry out one or more processes or
activities
24. Process is a structured set of activities
designed to accomplish a specific objective.
A process takes defined inputs and turns
them into defined outputs & ultimately into
an outcome.
A process may include roles, responsibilities,
tools and management controls required to
deliver the outputs
Process can be further decomposed into
procedures & work instructions
Process utilizes feedback for self-enhancing
& self correcting actions
25. Activity 1 Activity 2 Activity 3
Service Quality
Control
Suppliers Customers
Desired
outcome
Data, information
& knowledge Process
Trigger
26. An end to end Process can span across many
departments doing various activities
Highly functional organization has functions
working in ‗silos‘ which hinders the optimum
process flow across departments thus
affecting services to customer
27.
28. It is measurable & performance oriented
It delivers specific results
Results are delivered to customers or
stakeholders
It responds to specific events- Always
originates from a certain event
Optimum process = Effective + Efficient
29. Procedure: A specified way to carry out an
activity or a process
Work Instructions: A set of work instructions
defines how one or more activities in a
procedure should be carried out in detail
30. RACI model is used to help define roles and
responsibilities
It identifies the activities that must be performed
alongside the various individuals and roles
involved
RACI is on acronym for the four main roles of:
◦ Responsible – The person or people responsible for
getting the job done (the ―doer‖)
◦ Accountable – Only one person can be accountable for
each task (the ―Manager‖)
◦ Consulted – The people who are consulted and whose
opinions are sought (the ―Subject Matter Experts‖)
◦ Informed – The people who are kept up-to-date on
progress (the ―keep in the loop‖ types)
36. ‗Service Strategy‘ focuses on the
―identification of market opportunities‖ for
which services could be developed in order to
meet a requirement on the part of internal or
external customers. The output is a strategy
for the design, implementation, maintenance
and continual improvement of the service as
an organizational capability and a strategic
asset.
Service
Strategy
Financial
Management
Service
Portfolio
Management
Demand
Management
37.
38. Perspective: Having a clear vision & focus
◦ Convictions, values, goals & clear direction for goal
achievement
Position: Take a clearly defined stance.
Positioning based on
◦ Diversity, need, accessibility etc
Plan:
◦ Form a precise notion about how the organization
should develop itself
Pattern:
◦ Maintain consistency in decisions & actions
39. To develop the capacity to achieve and
maintain a strategic advantage
40. Service Value = Utility + Warranty
Utility
◦ Fitness for purpose
◦ Increase of a possible profit
◦ It is what the customer receives
Warranty
◦ Fitness for use
◦ Decline in possible losses
◦ It affirms how the services will be delivered
◦ Capacity, Availability, Service continuity, Security
etc.
42. Resources: Direct input for production
◦ Capital
◦ Infrastructure
◦ Applications
◦ Information
Capabilities: Developed over number of years
◦ Management
◦ Organization
◦ Processes
◦ Knowledge
43. Insourcing
Outsourcing
Co-Sourcing
Partnership or Multi-
Sourcing
Business Process
Outsourcing (BPO)
Application Service
Provision
Knowledge Process
Outsourcing (KPO)
Utilizing internal organizational resources for all stages in the lifecycle.
Utilizing the resources of an external organization or organizations.
The combination of Insourcing and Outsourcing to co-source key elements
Within the lifecycle.
Formal arrangement between 2 or more organizations to work together.
Focus on strategic partnership to leverage expertise or market opportunity..
Formal arrangement between 2 organizations to relocate and manage an
Entire business function (for example payroll, call-centre) from a low-cost location
Formal agreement with an Application Service Provider ASP) to provide
Shared computer based services over a network (sometimes called ‘on-demand’
Software/application
Provision of domain based processes and business expertise requiring
Advanced analytical and specialist skills from the outsourcer.
44. Internal outsourcing
◦ Type I: Internal
◦ Type II: Shared services
Traditional outsourcing
◦ Single outsourcing contract with one service
provider
Multi vendor outsourcing
◦ Consortium
◦ Selective outsourcing
◦ Co-sourcing
Integrating internal & external service providers
45. Business Process Outsourcing (BPO)
◦ Entire business process or function outsourced
Application Service Provision (ASP)
◦ Applications on demand
Knowledge Process Outsourcing (KPO)
◦ Domain-based processes and business expertise
46. Type I: Internal Service Provider
◦ Embedded in the business unit it serves
◦ Advantages
Short communication lines
Customer Oriented
◦ Disadvantages
Limited scale of operations
BU1 BU2 BU3
Organization A
HR1 HR2 HR3
F&A1 F&A2 F&A3
47. Type II: Shared Services Unit
◦ Provide service to multiple business units
◦ Advantages
Lower prices
Possibility for standardization
◦ Disadvantages
Limited scale of operation
BU1 BU2 BU3
Organization A
HR
F&A
48. Type III: External Service Provider
◦ Provide service to many customers
◦ Advantages
More Flexibility
Competitive prices
Minimizing of system risks
◦ Disadvantages
Greater risk for customers
BU1 BU2 BU3
Organization A
Org.B Org.C
49. Business metrics
◦ Financial savings
◦ Service level improvements
◦ Business process efficiency
Customer metrics
◦ Availability & Consistency of Services
◦ Service Quality
50.
51. Core Services
◦ Deliver the basic results to the customer
◦ Represent the value for which the customers are
willing to pay
◦ Form the basis for the value proposition to the
customer
Supporting Services
◦ Enable the value proposition (Basic Factors)
◦ Improve the value proposition (Excitement Factors)
Core & Support processes are bundled to
develop differentiated offerings
52. 5 phases in Organizational development
◦ Phase 1: Network
Fast, informal & ad-hoc provision of services
Flat organization
◦ Phase 2: Directive
Formal, basic processes are used, centralized decision
making
Functional (Line Management) ownership
◦ Phase 3: Delegation
Decentralized organizational structure
Shift of responsibility from functional ownership to
process ownership
53. ◦ Phase 4: Co-ordination
Formal systems achieves better co-ordination
Improved response time to market demands
◦ Phase 5: Collaboration
Improved cooperation with the Business
Matrix organization
Process focus improves as organization
moves from phase 1 to phase 5
55. Enables organization to provide full
justification of expenditures
Allocates expenditures directly to services
Ensures transparency of IT service costs via
the service Catalogue
Benefits of Financial Management are
◦ Improved Financial compliance & control
◦ Improved operational control
◦ Value cashing & creation
◦ Improved decision making
56. Prime objective is to ensure that the right
financing is obtained for the delivery &
purchase of services
57.
58. Accounting
◦ Service oriented bookkeeping function
◦ Detailed understanding in regard to the delivery &
consumption of services
◦ Cost Center allocation per service
◦ Defining cost types for easy allocation
◦ Cost Categories
Capital/ Production Costs
Direct/Indirect Costs
Fixed/Variable Costs
59. Analyzing & understanding of variables that
influence service costs
◦ Useful for analyzing anticipated impact of events
such as acquisitions, disinvestments, or changes to
service portfolio
◦ Examples of variable cost components
Number & Type of users
Number of Software licenses
Number & type of resources
60. Rolling Plan Funding
◦ A Constant Funding cycle
Trigger Based Plans
◦ Critical Triggers activate planning for a specific
event
Zero Based Funding
◦ Only includes actual costs of a service
61. Basis for planning Business Continuity
Understanding the financial cost implications
of Service Failure
◦ Cost of Service Failure = Value of Lost productivity
+ Income for a specific period
62. A Business Case is a decision making,
support & planning instrument that plans for
the likely consequences of a business action
A typical Business case will have the following
segments:
63. Capital Budgeting: Invest money now to make
money in future
Two aspects analyzed
◦ Net Present Value (NPV)
◦ Internal Rate of Return (IRR)
Quantitatively analyses investments in
Service Management
64. Retroactively analyses investments in Service
Management.
ROI = Average increase in profits /
Investment
ROCE = Net profit before interest & tax /
(Total assets – liabilities)
66. Defined as a dynamic method to govern
investments in Service Management across
the enterprise in terms of financial values
Enables assessment of quality requirements &
accompanying costs
Documents the standardized services of the
organization
In essence SPM is a Governance Method
The Service Portfolio functions as a basis of
the decision making framework
67. To create an efficient Service Portfolio in
order to realize & create maximum value
(Optimal ROI) while at the same time keeping
a lid on risks & costs (Using limited resources
& capabilities)
68. The Service Portfolio represents the
opportunities & readiness of a service
provider to serve the customers & the market
71. Service offerings are developed based on
value
Service offerings are represented based on
Service Portfolio
Service Portfolio has three subsets
◦ Service Catalogue
◦ Service Pipeline
◦ Retired Services
72. The Service Catalogue is the expression of
the operational capacity of the service
provider within the context of a customer or
market outlet
Two aspects of a Service Catalogue
◦ Business Service Catalogue
Mapping of critical business processes to underlying IT
Services
Customer view
◦ Technical Service Catalogue
Details of technical composition of services
Not visible to customer
73. The service Catalogue also contains the policy,
guidelines & accountability, prices & service level
agreements etc
Consists of only active services approved by
service operation
The services are divided into components
Catalogue items are clustered in lines of
service
The approval of service Transition is
necessary in adding or deleting services from
the Catalogue
74. Consists of services that are still in
development for a specific market or
customer
It represents the growth & strategic
anticipation for the future
The Service Pipeline element can enter the
production phase only after entering through
the Service Transition phase
Good financial management is necessary to
finance the pipeline
75. Services being phased out or withdrawn
Out-phasing of services is a component of
service Transition
Phased out service assets no longer have any
contractual obligations
76. Offerings are created
from services
Services are created
from components
Offerings are
presented to
customers
Services can be
presented to
customers or
regrouped to provide
customized offerings
Services
Components
Offerings
78. Information on all existing & proposed
services
Validate the portfolio data over & over again
Each service in the portfolio should have a
business case
79. Maximizing the portfolio value
Tuning, prioritizing & balancing supply &
demand
Analyzing long term goals of the service
organization
Analyzing which services are required to realize
these goals
Analyzing which capabilities & resources are
necessary to attain these services
Service investments decisions in 3 categories
◦ Run the Business (RTB)
◦ Grow the Business
◦ Transform the Business
80. Finishing the proposed portfolio
Authorizing the services
Making decisions for the future based on 6
different outcomes
◦ Retain
◦ Replace
◦ Rationalize
◦ Re-factor
◦ Renew
◦ Retire
81. Communicating decisions in tune with budget
& financial plans
Allocating resources
Chartering Services
◦ New proposed services advance to Service Design
◦ Existing services are renewed in the Service
Catalogue
83. Understand customer requirements for
services and how these vary over the business
cycle
Ensure the provision of appropriate level of
service by varying provision or influencing
customer demand
Ensure that the Warranty and Utility we offer
matches the customer needs
84. Challenges in managing Service Demand
◦ Aligning supply against demand
◦ Too much capacity results in increased costs
without any value addition
◦ Inadequate capacity affects service quality & limits
service growth
◦ Biggest challenge is synchronous production &
consumption i.e. a pull system
85.
86. Patterns of demand are identified, analyzed &
recorded based on customer‘s business
Patterns of Business Activity (PBAs) have an
impact on Demand pattern
◦ Workload profile of one or more business activities
◦ Varies over time
◦ Represents changing business demand.
PBAs form a basis for Capacity Management
87.
88. A Service Package is a detailed description of
an IT service that can be delivered to
customers.
A Service Package consists of a Service Level
Package (SLP) & one or more core services
and supporting services
A Service Level Package is a defined level of
utility & warranty for a particular Service
Package
◦ Gold, Silver or Bronze service
◦ Mobile providers rate plans
89. SLPs are associated with a set of service
levels, a pricing policy & a Core Service
Package (CSP)
A CSP is a detailed description of a core
service that may be shared by 2 or more
Service Level Packages
90. A Core or Supporting Service that has
multiple Service Level Packages
A line of Service is managed by a product
Manager
Each Service Level Package is designed to
support a particular market segment
A combination of CSPs & SLPs loosely
bundled are used to serve customer
segments with differentiated values
91. I am Steve, I am the ‗Business
Relationship Manager‘. I am
responsible for
◦ Documenting PBAs and user profiles
◦ Identifying correct service level
packages for customers
◦ Identifying unmet customer need
◦ Negotiating with Product Managers for
creation of new services
93. Service Design focuses on the activities that
take place in order to develop the strategy
into a ―design document‖ which addresses all
aspects of the proposed service, as well as
the processes intended to support it
‗Service Design‘ includes the design of new or
modified services for introduction into a
production environment.
Service
Design
Service
Catalogue
Management
Service Level
Management
Capacity
Management
Availability
Management
IT Service
Continuity
Management
Information
Security
Management
Supplier
Management
94. Service Design phase in the lifecycle starts
with the demand for the new or modified
requirements from the customer & originates
from Service Strategy
Service Design phase in the lifecycle ends
with the design of service solution
It then proceeds to the Service Transition
phase
Success of Service Design depends on 4 P‘s of
ITIL
102. The Service Catalogue has two aspects
◦ Business Service Catalogue
Details of all of the IT services delivered to customers
Visible to the customers
◦ Technical Service Catalogue
Details of all supporting services
Not usually visible to customers
103.
104. Service Catalogue Manager
◦ Produce and maintain the Service Catalogue
◦ Ensure all operational services and those being
prepared for operational running are recorded
◦ Ensure all information in the Service Catalogue is
accurate and up to date
◦ Ensure all information is consistent with the
information in the Service Portfolio
◦ Ensure all information is adequately protected and
backed-up
109. The objective of SLM process is to ensure that
the agreed level of IT Service provision is
attained both for present & future services
The Goals are
◦ Negotiate, agree and document service levels
◦ Measure, report, improve & control service levels
◦ Improve the relations & communication with
business and customers
◦ Develop specific & measureable targets
◦ Set client expectations in agreement with the
service
110. Design SLM frameworks
◦ Service based SLAs
◦ Customer based SLAs
Identify, Negotiate, agree & document SLAs
against Service Level Requirement (SLRs) of
customer
Negotiate and document, review & revise
Operational Level Agreements (OLAs) and
Underpinning Contracts (UCs) with suppliers
Monitor service performance against SLA
111. Measure and improve Customer Satisfaction
Produce service reports
Conduct service reviews and instigate
improvements
Develop contacts and relationships
Manage complaints and compliments
112.
113. Number and % of targets being met
Number and severity of service breaches
Number and % of up to date SLAs
Improvements in Customer Satisfaction
114. Hi, I am Richard, I am
the ‗Service Level
Manager‘. I am
responsible for
◦ Understanding
Customers
◦ Creating and Maintaining
SLAs
◦ Reviewing and Reporting
◦ Ensuring that Changes
are Assessed for impact
on service levels
115. Overcoming Escalation mode & constant
firefighting
Identifying exact level of ticket priority
Coping up with sudden surges in demand
without sacrificing on the quality of service
delivery
Syncing increased demand with the
resource availability
Managing different Service windows
118. To provide an IT Capacity coinciding with the
current & future needs of the customers against
justifiable costs
To produce and maintain a Capacity Plan
To provide advice and guidance on capacity and
performance related issues
To ensure services meet or exceed performance
targets
To assist in diagnosing and resolving capacity
related problems and incidents
To assess the impact of changes on the Capacity
Plan
Proactive capacity and performance improvement
measures
119. Network & server support
Capacity of space & environment systems
Capacity planning in terms of number of
personnel supporting the service, their
development of knowledge & skill sets etc; in
line with customer service requirements
120. Balancing costs against resources needed
Balancing supply against demand
Should be involved at all stages of the
lifecycle
Forward looking, regularly updated Capacity
Plan
121. Reactive activities
◦ Monitoring IT usage & response time
◦ Measuring, analyzing data
Proactive activities
◦ Predicting future requirements & predicting trends
by using modeling methods like
Baseline model
Trend Analysis
Analytical model
Simulation model
122.
123. This sub-process is used in
◦ Support while verifying, approving & establishing
SLAs
◦ Designing & changing service configurations for
new or modified services
◦ Tracking all IT processes in terms of relevant
capacity aspects in the event of service changes
124. This sub-process focuses on managing,
controlling & predicting the performance and
capacity of operational IT services
125. This sub-process focuses on managing,
controlling & predicting the performance and
capacity of individual IT components like
◦ Processors
◦ Network
◦ Bandwidth
126. Hi, I am Peter. I am the Capacity
Manager.
I do Proactive planning for resources
& I always try to optimize capacity.
I interact with Service Level Manager
who provides capacity requirements
through discussions with the
Business users.
I also interact with Technical and
Application Manager for Day– to–
day capacity management activities
& tackle capacity incidents and
problems
129. Ensure provision of level of availability as per
agreed SLA, in a cost effective manner
Continuously optimize and improve availability of
◦ IT Infrastructure
◦ Services
◦ Supporting organization
Provide cost effective availability improvements
that can deliver business and customer benefits
Produce and maintain an availability plan
Take pro-active measures to improve availability
130. Availability
◦ The ability of a service, component or configuration
item to perform its agreed function when required
◦ Often measured and reported as a percentage
Availability (%) =
(Agreed Service Time (AST) – Downtime)
Agreed Service Time (AST)
Most important measurements are those that
reflect availability from the business and user
perspective
X 100 %
131. Reliability
◦ Measure of how long a service, component or CI
can perform its agreed function without
interruption
Maintainability
◦ Measure of how quickly and effectively a service,
component or CI can be restored to normal working
after a failure
Serviceability
◦ Ability of a third party supplier to meet the terms
of their contract
132. Reactive activities
◦ Service failure analysis
◦ Unavailability analysis
◦ Monitoring availability of services & components
Pro-active activities
◦ Identifying Vital Business functions
◦ Component Failure Impact analysis
◦ Single point of failure analysis
◦ Fault tree analysis
◦ Designing for availability
133. Uptime
Incident
start
Incident
start
Uptime Uptime (availability)
Availability
Mean time to restore (MTRS)
Availability
Downtime
Time scale
Mean Time between system
incidents (MTBSI)
Mean Time between failures
(MTBF)
Detect
Diagnose Recover
Repair Restore
Service
available
Service
available
Service
available
Service
unavailable
Service
unavailable
Incident
start
134. MTBF: Factor of Reliability
MTRS: Factor of Maintainability
MTBSI: Mean Time between system incidents
Detection/ Recording: Time between
occurrence of an incident & it‘s being logged
Diagnose: Initial analysis about possible
causes
Repair: Time required for physical repair
Recover: Time required to get system backup
Restore: Time required to restore the service
in full to the customer
135. Redundancy
◦ Active Redundancy for absolutely essential services
Example: Mirrored disks in a server computer
◦ Passive Redundancy
Example: Standby servers or clustered systems
◦ Diverse or Heterogeneous Redundancy
Various types of service assets sharing the same
capabilities (Share the risk)
◦ Homogeneous Redundancy
Using extra capacity of same type of service assets
136.
137. Vital Business Function (VBF)
◦ A function of a Business Process which is critical to
the success of the Business.
Fault Tolerance
◦ Ability of an IT service, component or CI to operate
correctly after component failure
138. Continuous Operation
◦ Approach or design to eliminate unplanned
downtime of a service
Continuous Availability
◦ Approach or design to achieve 100% availability
◦ An IT service that has no planned or unplanned
downtime
139. Hi, I am Ron, I am the Availability
Manager. I am responsible for
◦ Ensuring service delivers agreed levels of
availability
◦ Creation and maintenance of an availability
plan
◦ Assessing changes
◦ Monitoring and reporting availability
◦ Proactive improvement of service availability
and optimization of the IT infrastructure to
optimize costs
◦ Assisting with investigation and diagnosis of
incidents and problems which cause
availability issues
142. To maintain Service Continuity and IT
Recovery plans that support the Business
Continuity plans
◦ Appropriate protection and recovery measures
◦ Written recovery plans
To complete regular Business Impact
Analysis exercises to ensure that plans are
current and relevant
To conduct regular risk assessment and
management activities
143. To provide advice and guidance on issues
related to Service Continuity
To implement measures to meet or exceed
Business Continuity targets
To check the impact of changes on existing
plans
To negotiate necessary contracts with
suppliers
144. Common Recovery Options include
◦ Do nothing
◦ Manual workarounds like returning to paper based
system
◦ Reciprocal Arrangements
◦ Gradual Recovery (Cold Standby) > 72 hrs
◦ Intermediate Recovery (Warm Standby) 24 – 72 hrs
◦ Fast Recovery (Hot Standby) 0 – 8 hrs
◦ Immediate Recovery – mirroring, load balancing or
split site
145. Business impact analysis
◦ The purpose of a Business Impact Analysis is to
quantify the impact to the business that loss of
service would have
Disaster
◦ An event that affects a service or system such that
‗significant effort‘ is required to restore the original
performance level
146. Service Continuity Manager
◦ Process Owner for ITSCM
◦ Responsible for producing, testing and maintaining
service continuity plans
◦ Part of overall Business Continuity Team
149. To protect the interests of those relying on
information
To protect the systems and communications
that deliver the information
Specifically related to harm resulting from
failures of:
◦ Availability
◦ Confidentiality
◦ Integrity
The ability to do business with other
organizations safely
150. Risk analysis and risk management
◦ in conjunction with Availability and IT Service
Continuity Management
Security controls
◦ Security not a step in the life cycle of services and
systems, rather it must be an integral part of all
services and systems and is an ongoing process
151. Information Security Policy
◦ Use and misuse of IT assets, access and password
control, email, internet and anti-virus, document
classification, remote access, etc
Information Security Management System
(ISMS)
◦ containing the standards, management procedures
and guidelines supporting the ISP. ISO 27001 is the
formal standard
152. Sr. No Policy Name
1 Rules for the Workplace / Use of Work Resources
2 Rules for Managers
3 Rules for the Operation of IT Systems, Networks, Services, and
Applications
4 Protection of Corporate Proprietary Information
5 Secure Use of E-mail
6 Passwords
7 System/Data Access Control for IT Systems
8 Computer Viruses
9 Data Backup
10 Co-operation and data communication with business partners
11 Mobile Security
12 Secure Network Topologies
154. Confidential
Information that is
sensitive within the
company and is
intended for use only
by specified groups of
employees.
For Internal Use
Non-sensitive
information available
for Internal release.
Public
Non-sensitive
information available
for external release.
Strictly Confidential
Information that is
extremely sensitive
and is intended for
use only by named
individuals within the
company.
155. Hi, I am Sylvester. I am the Security
Manager. I am responsible for
◦ Developing and maintaining Information
Security Policy
◦ Communication and publicizing security
awareness and policy
◦ Performing security risk analysis and risk
management
◦ Monitoring and managing security
breaches and incidents.
158. Manage supplier relationship and
performance
Negotiate and agree contracts
◦ In conjunction with Service Level Management
(SLM)
◦ Ensure that contracts and agreements are aligned
to business needs and support SLAs
Manage contracts throughout lifecycle
Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD)
159. Service Knowledge
Management System
(SKMS)
Supplier strategy
& policy
Evaluation of new
suppliers & contracts
Supplier categorization &
maintenance of the
SCD
Establish new
suppliers & contracts
Supplier & contract
management &
performance
Contract renewal
and/or termination
Supplier & contract
database SCD
Supplier reports and
information
160. Supplier
A third party responsible for supplying goods or
services
These are required by the service provider to enable
them to deliver services
Underpinning Contract
A legally binding agreement between the service
provider & the external supplier for the supply of
goods or services
161. Hi, I am Anne, I am the Supplier
Manager. I am responsible for
◦ Maintaining & reviewing
Supplier and Contracts Database (SCD)
Processes for contract disputes, expected
end, early end or transfer of a service
◦ Assisting in development and review of
SLAs, contracts, agreements etc.
Performing supplier, Underpinning
contract, SLA and OLA reviews
162. I am also responsible for
◦ Identifying improvement actions and
ensure these are implemented
◦ Assessing changes for impact on
suppliers, supporting services and
contracts
164. ‗Service Transition‘ includes the management
& coordination of the processes, systems &
functions required for the testing, building &
deployment of a ―Release‖ into production &
establish the service specified in the
customer & stake-holder requirements
Service
Transition
Change
Management
Service Asset &
Configuration
Management
Release &
Deployment
Management
Knowledge
Management
165. Plan and implement the deployment of all
releases to create a new service or improve an
existing service
Ensure that the proposed changes in the
Service Design Package are realized
Successfully steer releases through testing;
into live environment
Transition services to/from other
organizations
Decommission or terminate services
166. Management and coordination of processes,
systems and functions to:
Package, build, test and deploy a release into
production
Establish the service specified in the customer and
stakeholder requirements
167. Ability to react quickly to give ‗competitive edge‘
Management of mergers, de-mergers,
acquisitions, transfer of services
Higher success rate of changes and releases
Better prediction of service levels and warranties
More confidence in governance and compliance
Better estimating of resource plans and budgets
Improved productivity of business and IT
Timely saving following disposal or de-
commissioning
Reduced level of risk
168. V Model
Configuration Item ( CI )
Configuration Management System ( CMS)
Knowledge Management
Data Information Knowledge Wisdom (DIKW)
Service Knowledge Management System
(SKMS)
Definitive Media Library (DML)
169.
170. Plan & coordinate people
Ensure that everyone applies same
frameworks & Standards
Report Service Issues
Support Transition teams & others involved
Controlled Planning of changes
Report issues, risks & other deviations
171. Design specifications & product requirements
in the Transition Plans
Manage supporting processes & tools,
changes, issues, risks, deviations, Transition
progress etc
Communicate with clients, users &
stakeholders
Monitor service transition achievements
172. Set up Transition Strategy
Prepare Service Transition
Plan & coordinate Service Transition
Advise & support all stakeholders
Monitoring of Service Transition activities
173. Inputs
◦ Authorized RFCs
◦ Service Design Package
◦ Definition of the Release package & design
specifications
◦ Acceptance criteria for the service
Outputs
◦ Transition Strategy
◦ Integral collection of Service Transition Plans
175. ―The objective of the Change Management
process is to ensure that changes are
◦ Recorded
◦ Evaluated
◦ Authorized
◦ Prioritized,
◦ Planned
◦ Tested
◦ Implemented
◦ Documented
◦ Reviewed in a controlled manner.
176. Response to changing business requirements
◦ Respond to Business and IT requests to align
Services with business needs
Minimize impact of implementing changes
◦ Reduce incidents, disruption and rework
Optimize business risk
Implement changes successfully
Implement changes in times that meet
business needs
Use standard processes
Record all changes
177. Prioritizing and responding to requests
Implementing changes in required times
Meet agreed service requirements while
optimizing costs
Reducing failed changes and rework
Correctly estimating quality, time and cost
Assessing and managing risk
178. Normal changes
◦ Types are specific to the organization
◦ Type determines what assessment is required
Standard changes
◦ Pre –authorized with an established procedure
◦ Tasks are usually well documented & low risk
Emergency changes
◦ Business criticality means there is insufficient time
for normal handling
◦ Should use normal process but speeded up
◦ Impact can be high, more prone to failure
179. Change, configuration, release and
deployment
◦ Should be planned together
◦ Should have coordinated implementation
Remediation plans
◦ Every change should have a back-out plan
◦ Sometimes a change can‘t be backed out
Must still have a plan for what to do
180. Who submitted the Change (Raised)
What is the change‘s reason (Reason)
What is its result (Result)
What is the change‘s risk (Risk)
What resources does it require (Resources)
Who are responsible for build, testing and
implementation (Responsibility)
Which relationships exist between this and
other changes (Relationship)
This is used in the Impact Analysis of a
change
181.
182. Hello, I am Bob, I am the Change
Manager. I am responsible for
◦ Ensuring that process is followed
◦ Authorizing minor changes
◦ Coordinating & running CAB meetings
◦ Producing change schedule
◦ Coordinating change/ built/ test/
implementation
◦ Reviewing (Post Implementation Review)
/ Closing Changes
183. Hi, We together form the Change
Advisory Board (CAB), which is a
constitution, membership varying
depending on specific Change. We
are responsible for
◦ Supporting Bob, the change manager
◦ Doing impact analysis of major &
significant changes & approving them
In case of emergency CRs whoever
is available amongst us, constitutes
the Emergency CAB (ECAB) which is
considered as a subset of the
standard CAB
184. Compliance
◦ Reduction in unauthorized changes
◦ Reduction in emergency changes
Effectiveness
◦ Percentage of changes which met requirements
◦ Reduction in disruptions, defects and re-work
◦ Reduction in changes failed/ backed out
◦ Number of incidents attributable to changes
Efficiency
◦ Benefits (value compared to cost)
◦ Average time to implement (by urgency / priority
/type)
◦ Percentage accuracy in change estimates
186. Service Asset & Configuration Management
Objectives
◦ For service assets, configuration items, and (where
appropriate) customer assets
Protect integrity throughout their lifecycle
Provide accurate information to support business and
service management
◦ Establish and maintain a Configuration
Management System
As part of an overall Service Knowledge Management
System
187. Anything that needs to be managed in order to
deliver an IT Service
CI information is recorded in the Configuration
Management System
CI information is maintained throughout its
Lifecycle by Configuration Management
All CIs are subject to Change Management
control
CIs typically include
◦ IT Service, hardware, software, buildings, people and
formal documentation such as Process documentation
and SLAs
188. Service Lifecycle CIs
◦ Business case, Release & Change plans etc
Service CIs like Service assets
◦ Management, organization, process, knowledge,
people, information, applications, infrastructure,
financial capital
Organizational CIs
◦ Documentation relating to organizational strategy
Internal CIs like internal individual projects
External CIs like specifications of customer
agreements
189. People
Users, Customers,
Who, Where, What
Skills, Characteristics,
Experience, Roles
Documentation
Designs; Reports;
Agreements; Contracts;
Procedures; Plans; Process
Descriptions; Minutes;
Records; Events (Incident,
Problems, Change Records);
Proposals; Quotations
Data Files
What, Where,
Most Important Environment
Accommodation; Light,
Heat, Power; Utility
Services (Electricity,
Gas, Water, Oil); Office
Equipment; Furniture;
Plant & Machinery
Hardware
Computers, Computer
components, Network
components & cables
(LAN, WAN),
Telephones, Switches
Services
Desktop Support,
E-mail, Service Desk,
Payroll, Finance,
Production Support
Software
Network Mgmt Systems;
In-house applications; O/S;
Utilities (scheduling, B/R);
Packages; Office systems;
Web Management
190. Information about all Configuration Items
◦ CI may be entire service, or any component
◦ Stored in one or more databases (CMDB)
◦ Processes and procedures in place
CMS stores attributes
◦ Any information about the CI that might be
needed
CMS stores relationships
◦ Between CIs
◦ With incident, problem, change records etc.
CMS has multiple layers
◦ Data source and tools, information integration,
knowledge processing, presentation
191. All Configuration Items
Attributes, relationships and status
Historical information
Integration with incident, problem and
change management data
192. Provide information about configuration
items when and where it is needed
Helps to prevent out-of-date information
being used
Improves efficiency and effectiveness of all
service management processes
Assists in the integration of service
management processes
193. Master copies of all software assets
◦ In house, external software assets
◦ Scripts as well as code
◦ Management tools as well as applications
◦ Including licenses
Quality checked
◦ Complete, correct, virus scanned…
The only source for build and distribution
194.
195.
196. Hi, I am Sam, I am the Configuration
Manager. I am responsible for
◦ Implementing policy and standards
◦ Procuring and managing finances
◦ Agreeing scope, processes and
procedures
◦ Defining and producing tools
◦ Recruiting and training staff
◦ Overseeing collection and management of
data
◦ Managing audits
◦ Providing management reports
198. Clear, comprehensive release and
deployment plans
◦ Supporting customer and business change
projects
Release packages can be built, installed,
tested and deployed
◦ Efficiently, successfully and on schedule.
◦ With minimal impact on production services ,
operations, and support teams
◦ Enabling new or changed services to deliver
agreed service requirements
199. Release Unit
◦ CIs that are normally released together
◦ Typically includes sufficient components to perform
a useful function. For example
Fully configured desktop PC, payroll application
Considerations include
Ease and amount of change needed to deploy
Resources needed to build, test and deploy
Complexity of interfaces
200. Big bang versus phased approach
◦ Phased approach can be by users, locations,
functionality…
Push versus Pull deployment
Automated versus manual deployment
Release Package
◦ Single release or many related releases
◦ Can include hardware, software, documentation,
training
201. Release and deployment models
◦ Standard approach for a release
◦ Overall structure for building the release
◦ Exit and entry criteria for each stage
◦ Build and test environments to use
◦ Roles and responsibilities
◦ Configuration baseline model
◦ Template schedules
◦ Release and deployment steps
◦ Supporting systems
◦ Handover activities
202. Hello, I am Gary, I am the ‗Release
package and build manager‘. My
responsibility is to
◦ Establish final release configuration
◦ Build final release
◦ Test final delivery prior to independent
testing
◦ Establish and report known errors and
workarounds
◦ Provide input to final implementation
sign-off
203. Hello, I am John, I am the Deployment
Manager. My responsibility is to
◦ Ensure the Final physical delivery of the
service implementation
◦ Coordinate documentation and
communications Including training to
customer, service management and
technical release notes
◦ Plan deployment with Change, SKMS and
SACM
◦ Give Technical and application guidance and
support Including known errors and
workarounds.
◦ Give Feedback on effectiveness of the
release
◦ Record metrics for deployment
205. The process responsible for gathering,
analyzing, storing and sharing knowledge
and information within an organization.
The primary purpose of Knowledge
Management is to improve efficiency by
reducing the need to rediscover knowledge. ‖
Wisdom cannot be managed by tools
206.
207. Data:
◦ is a set of discrete facts about events
◦ Metrics supply quantitative data
Information
◦ comes from providing context to data or by asking
questions on the data
◦ Data is transformed into information by CSI
208. Knowledge
◦ is composed of the concepts, tacit experiences, ideas,
insights, values and judgments of individuals
◦ Application of information with experience, context,
interpretation & reflection
Wisdom
◦ gives the ultimate discernment of the material and
guides a person in the application of knowledge
◦ being able to make correct assessments & informed
decisions based on knowledge
CSI takes the organization on the path of
wisdom
209.
210. Documents, Records and Content
Capture, storage, analysis, searching,
sharing, presenting, reviewing of knowledge
and information
All processes and service
All stages of the Service Lifecycle
213. ―Execution is a ‗Systematic process‘ of
rigorously discussing how's and what's,
tenaciously following through, and ensuring
accountability.‖ —Larry Bossidy & Ram Charan
/ Execution: The Discipline of Getting Things
Done
―We have a ‗strategic‘ plan. It‘s called doing
things.‖—Herb Kelleher, founder, Southwest
Airlines
214. Coordinate and carry-out day-to-day
activities and processes to deliver and
manage services at agreed levels
Ongoing management of the technology that
is used to deliver and support services
Where the plans, designs and optimizations
are executed and measured
215. Ongoing management of:
The services themselves
The service management processes
Technology
People
219. Service Operation is required consistently to
deliver the agreed level of IT Service to its
customers and users, while at the same time
keeping costs and resource utilization at an
optimal level
222. Event definition
◦ An event is a random measureable or observable
event that has meaning for the management of the
IT infrastructure or delivery of an IT service, as well
as for the evaluation of the impact that a deviation
may have on the service
Examples of an event
◦ An alert or notification created by any IT Service,
Configuration Item or monitoring tool. For example
a batch job has completed.
Events typically require IT Operations
personnel to take actions and often lead to
Incident being logged.
223. Alert
◦ Something that happens that triggers an event or
a call for action or human intervention after the
event is filtered e.g. Fire or smoke triggering an
alarm
◦ All Alerts are Events; but not all Events trigger
Alerts
224. Event Management objective is to
◦ Detect events
◦ Analyze those events
◦ Determine the right management action
Event Management is the basis for
Operational Monitoring and Control
225. Services, Applications, Software, Hardware,
Environment
Active and passive monitoring
◦ Active – Ongoing Interrogation of a device or
system to determine its status
◦ Passive – generating and transmitting events to a
listening device or monitoring agent. Depends on
successful definition of events and instrumentation
of the system being monitored
226. Management consoles
◦ Observation and monitoring of the IT infrastructure
from a centralized console – to which all system
events are routed E.g.. Operations Bridge
Integration with Service Management tools
◦ Event mgt tool may not be from the same vendor as
Service Management tool, so it may have to be
integrated
Dashboards and reporting
◦ Good reporting functionality to allow feedback into
design and transition phases
227. Faster response to incidents
More data available at early stages of
incident
Prevent incident from being missed
Proactively notify users of incidents
Ensure standards and rules are followed
Ensure current status of service and
infrastructure is always known
228.
229.
230.
231.
232. Event management roles are filled by people
in the following functions
◦ Service Desk
◦ Technical Management
◦ Application Management
◦ IT Operations Management
234. To restore normal service operation as
quickly as possible and minimize adverse
impact on the business
235. Managing any disruption or potential
disruption to live IT services
Incidents are identified
◦ Directly by users through the Service Desk
◦ Through an interface from Event Management to
Incident Management tools
Reported and/or logged by technical staff
237. An Incident
◦ An unplanned interruption or reduction in the
quality of an IT Service
◦ Any event which could affect an IT Service in the
future is also an Incident
Timescales
◦ Must be agreed for all incident handling stages
238. Incident Models
◦ A template with predefined steps to be followed
when dealing with a known type of incident
Major Incidents
◦ Dealt through a separate procedure
◦ Priority = Impact X Urgency
239.
240. Total number of incidents (as a control
measure)
Number of incidents at each stage (for
example, logged, WIP, Closed etc.)
Mean elapsed time to resolution
% resolved by the Service Desk (first-line fix)
241. % handled within agreed response time
% resolved within agreed Service Level
Agreement target
No. and % of Major Incidents
No. and % of Incident correctly assigned
Average cost of incident handling
242. Incident Manager
◦Monitoring & driving the efficiency & effectiveness of
Incident Management process.
◦ Managing work of Incident support staff (first and
second line support).
◦ Managing Major incidents.
First- Line Support
◦ Usually Service Desk Analysts
Second-Line Support
Third- Line Support
◦ Technical Management, IT Operations, Application
Management, Third-party suppliers
243. Ability to detect incidents as quickly as
possible (dependency on Event Management)
Ensuring all incidents are logged
Ensuring previous history is available
(Incidents, Problems, Known Errors, Changes)
Integration with Configuration Management
System, Service Level Management and
Known Error Database (CMS,SLM,KEDB)
245. To provide a channel for users to request and
receive standard services for which a pre defined
approval and qualification process exists
To provide information to users and customers
about the availability of service and the
procedure for obtaining them
To source and deliver the components of
requested standard services (for example
licenses and software media)
To assist with general information, complaints or
comments
246.
247. Service Request
◦ A request from a User for information or advice, or
for a Standard Change. For example
◦ To reset a password, or to provide standard IT
Service for a new User.
Request Model
◦ A predefined process-flow to service frequently
recurring requests
248. Not usually dedicated staff
Service Desk staff
Incident Management staff
Service Operations teams
251. To prevent problems and recurring Incidents
from happening
To eliminate recurring incidents
To minimize the impact of incidents that
cannot be prevented
252. Problem
◦ The cause of one or more incidents
Problem Models
Workaround
Known Error
Known Error Database
253.
254.
255.
256.
257. Problem Manager
◦ co-ordinates all problem management activities, liaison
with all problem resolution groups to ensure swift
resolution of problem within SLA targets.
◦ Owns & protects Known Error Database
◦ Gatekeeper for inclusion of all Known Errors &
management of search algorithms /key words.
◦ Formal closure of Problem records.
◦ Documenting and follow-up review for Major Problems.
Supported by technical groups
◦ Technical Management
◦ IT Operations
◦ Applications Management
◦ Third-party suppliers
259. To help in protecting the Confidentiality,
Integrity and Availability of Assets by
◦ Ensuring that only authorized Users are able to
access or modify the Assets.
The Process responsible for allowing Users to
make use of IT Services, data, or other
Assets.
Access Management is sometimes referred to
as Rights Management or Identity
Management.
260.
261. Not usually dedicated staff
Access management is an execution of
Availability Management and Information
Security management
Service Desk staff
Technical Management staff
Application Management staff
IT operations staff
264. TMF – Technical Management Function
◦ Custodian of technical knowledge and expertise
related to managing the IT
AMF – Application Management Function
◦ Custodian of technical knowledge and expertise
related to managing applications
◦ Overlaps with Application development
265. ITOMF – IT Operations Management Function
◦ Responsible for the daily operational activities
needed to manage the IT infrastructure
◦ Has IT Operations control & Facilities Management
Job scheduling
Backup & restore
Print & output
SDF – Service Desk Function
◦ Single Point of Contact
◦ Focus on Service restoration
266. The groups, departments or teams that
provide technical expertise and overall
management of the IT Infrastructure
◦ Custodians of technical knowledge and expertise
related to managing the IT Infrastructure
◦ Provide the actual resources to support the IT
Service Management Lifecycle
◦ Perform many of the common activities already
outlined
◦ Execute most ITSM processes
267. Technical teams are usually aligned to the
technology they manage
Can include operational activities
Examples
◦ Mainframe Management
◦ Server Management
◦ Internet/Web Management
◦ Network Management
◦ Database Administration
268. Manages Applications throughout their
Lifecycle
Performed by any departments, group or
team managing and supporting operational
Applications
Role in the design, testing and improvement
of Applications that form part of IT Services
Custodian of expertise for Applications
Provides resource throughout the lifecycle
Guidance to IT Operations Management
269. The department, group or team of people
responsible for performing the organization‘s
day-to-day operational activities, such as:
◦ IT Operations Control
Console Management
Job Scheduling
Backup and Restore
Print and output management
Performance of maintenance activities
Operations Bridge
Network Operations Center
Monitoring the infrastructure, applications and
services
270. ◦ Facilities Management
Management of physical IT environment
(Datacenters, computer rooms, etc including vendors for
facilities and relevant contracts)
271. Primary point of contact
Deals with all user issues (incidents, requests,
standard changes)
Coordinates actions across the IT
organization to meet user requirements
Different options (Local, Centralized, Virtual,
Follow-the-Sun, specialized groups)
274. Customer Site
1
Customer Site
3
Customer Site
2
Service Desk
Second Line
Support
Request
Fulfillment
3rd Party
Support
IT Operations
Management
Application
Management
Technical
Management
276. Logging and categorizing Incidents, Service
Requests and some categories of change
First line investigation and diagnosis
Coordinating second line & third line support
Monitoring & escalation procedures relative
to the appropriate SLAs
Communication with Users and IT Staff
Closing calls
Customer satisfaction
Update the CMS if so agreed
277. Correct number and qualifications at any
given time, considering:
◦ Customer expectations and business requirements
◦ Number of users to support, their language and
skills
◦ Coverage period, out-of-hours, time zones/
locations, travel time
◦ Processes and procedures in place
278. Minimum qualifications
◦ Interpersonal skills
◦ Business understanding
◦ IT understanding
◦ Skill sets
Customer and Technical emphasis, Expert
279. First- line resolution rate
◦ Average time to resolve and/ or escalate an incident
◦ Response time
280. Reduced time and effort to manage
incidents, problems and changes
Ensure standards and rules are followed
Enable high volumes to be managed
Provide historical reporting and dashboards
Assists integration of service management
processes. For example
◦ Linking incident to change, change to problem
284. Most of you probably said the gazelle, but….
…..some of you might have said lion
285. In reality both are at risk, why so?
Because……
286. …African Proverb
◦ ―Every morning a gazelle wakes up, it knows it must
run faster than the fastest lion or it will be killed.
◦ Every morning a lion wakes up, it knows it must run
faster than the slowest gazelle or it will starve to
death.
◦ It doesn‘t matter whether you are a lion or a
gazelle, when the sun comes up, you better start
running.‖
287. Improve effectiveness & efficiency of IT
Services
Measure & analyze service level achievement
against SLA requirement
Recommend improvements in all phases of
lifecycle
Ensure Process compliance
Quality: Ensure process steps meet their
quality goals
Performance: Measure process efficiency &
elapsed times
288. In the Deming PDCA Cycle,
◦ PLAN preventive measures by finding the causes of
variations
◦ DO the plans
◦ CHECK by observing the results
◦ ACT by analyzing the results, noting the lessons
learned
289.
290. Create a sense of urgency
Form a leading coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for & create quick wins
Consolidate improvements & create more
change
Institutionalize the changes
This is known as 8 steps principle for transforming
organizations, discovered by John Kotter of Harvard
Business school.
291. The ability to predict and report service
performance against targets of an end-to-
end service
◦ Will require someone to take the individual
measurements and combine them to provide a view
of the customer experience
◦ This data can be analyzed over time to produce a
trend
◦ This data can be collected at multiple levels (for
example, CIs, processes, service)
292. Why do we measure ?
To Validate
Strategic Vision
To Justify
Factual Evidence
To Intervene
Changes,
Corrective actions
To Direct
Targets and Metrics
Your Measurement Framework
293. Technical metrics: Measure the performance
and availability of components and
applications
Process metrics: Measure the performance of
service management processes based on Key
Performance Indicators (KPIs) which stem
from Critical Success Factors (CSFs)
Service metrics: end-to-end service metrics
294. CSI improvement process or The 7 Step
Improvement Process
Service Reporting
295. It describes how to measure & report
The 7 Step Improvement Process is designed
to provide this measurement
It results in a service improvement plan (SIP)
296. The 7 Step Improvement Process
Goals
5. Analyze the data.
Relationships ,trends,
according to plan,
4. Process the data
Frequency,
format, system,
accuracy
3. Gather the data.
Who, how,when.
Integrity
on the data?
2. Define what
you can
measure.
1. Define what
you should
measure
6. Present and use
the information
assessment
summary action
plans, etc.
7. Implement
corrective
action.
Identify
- Vision
-Strategy
- Tactical goals
- Operational goals
297. Step 1
7 Step improvement Process
Define what you should measure
Step 3
Step 4
Step 7
Step 6
Step 5
Step 2 Define what you can measure
Gather the data.
Who? How? When? Integrity of data?
Process the data
Frequency? Format? System? Accuracy?
Analyze the data
Relations? Trends? According to plan?
Targets met?
Present and use the information
assessment
summary action plans, etc.
Implement corrective action.
298.
299. Generation & distribution of reports
◦ Gather Data
◦ Process & apply Data
◦ Publish Information
◦ Tune the reporting to the Business
301. Hello, I am Susan, I am responsible for
◦ the success of all improvement activities
◦ Communicating the CSI vision across the IT
organization
◦ Defining &reporting on CSI critical success factors,
Key Performance Indicators and CSI activity metrics
◦ Coordinating CSI throughout the service lifecycle
◦ Building effective relationships with the business
and IT managers
◦ Ensuring monitoring is in place to gather data
◦ Working with process and service owners to
identify improvements and improve quality
