Itil certification course

ITIL® 2011 Foundation Certification
Module 1: ITIL Introduction
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©2015 MakeMeWise. All Rights Reserved.
Based on AXELOS ITIL® material. Material is reproduced under license from AXELOS. All rights reserved.
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Why ITIL
1
MakeMeWise. All Rights Reserved
• ITIL is the most widely recognized framework for ITSM in the world.
• ISO/IEC 20000 provides a formal and universal standard for organizations seeking to have their
service management capabilities audited and certified.
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ITIL Qualification Scheme
2
• The Qualification Scheme, as
approved by the ITIL Qualification
Board, is based on content of the
core ITIL Service Management
Practices publications, namely
service strategy, service design,
service transition, service
operation and continual service
improvement.
• With completion of ITIL foundation
you become eligible to go for ITIL
intermediate level certification.
• ITIL foundation gives you 2 credits
and you need minimum 22 credits
to be called as qualified ITIL
Expert.
Based on AXELOS ITIL® material. Reproduced under licence from AXELOS. All rights reserved

ITIL Foundation Exam Details
3
• The target group of the ITIL Foundation certificate in IT Service Management is drawn from
individuals who require a basic understanding of the ITIL framework and IT professionals who
have adopted and adapted ITL.
Questions Multiple Choice 40 Questions, No Negative Marking
Total Time Allowed 60 Minutes (75 Minutes if candidates are appearing for exam in a
language other than native language)
Maximum Marks 40
Exam Closed Book / Supervised
Passing Scores 65%
Major Examination Bodies EXIN, APMG, PEOPLECERT, ISEB, TUV

ITIL Core and Complementary Publications
4
•The ITIL core consists of five lifecycle publications. Each provides part of the
guidance necessary for an integrated approach as required by the ISO/IEC
20000 standard specification:
•ITIL Service Strategy
•ITIL Service Design
•ITIL Service Transition
•ITIL Service Operation
•ITIL Continual Service Improvement
Core Publications
•Complementary ITIL publications provide flexibility to implement the core in
a diverse range of environments
•Complementary set of ITIL publications providing guidance specific to
industry sectors, organization types, operating models and technology
architectures.
Complementary Publications

Why ITIL is so successful
5
•ITIL service management practices are applicable in any IT organization because
they are not based on any particular technology platform or industry type.
Vendor Neutral
•ITIL offers robust, mature and time-tested practices that have applicability to all
types of service organization. It continues to be useful and relevant in public and
private sectors, internal and external service providers, small, medium and large
enterprises, and within any technical environment.
Non-Prescriptive
•ITIL represents the learning experiences and thought leadership of the world’s
best-in-class service providers.
Best Practice
•ITIL is owned by the UK government and is not tied to any commercial proprietary
practice or solution.
Public Framework

IT Service Management
6
•The result of carrying out an activity, following a process, or delivering an IT
service
Outcome
•A means of delivering value to customers by facilitating outcomes customers
want to achieve without the ownership of specific costs and risks.
Service
•A set of specialized organizational capabilities for providing value to customers
in the form of services.
Service Management
•The implementation and management of quality IT services that meet the needs
of the business.
IT Service Management

Types of Services
7
•Core Services deliver the basic outcomes desired by one or more customers. They
represent the value that the customer wants and for which they are willing to pay.
•Core services anchor the value proposition for the customer and provide the basis
for their continued utilization and satisfaction
Core
•These are services that are needed in order for a core service to be delivered.
•These may or may not be visible to the customer, but the customer does not
perceive them as services in their own right. They are ‘basic factors’ which enable
the customer to receive the ‘real’ (core) service.
Enabling
•Enhancing services are services that are added to a core service to make it more
exciting or enticing to the customer.
•These are not essential to the delivery of a core service, and are added to a core
service as ‘excitement’ factors, which will encourage customers to use the core
service more (or to choose core service of one company over its competitors).
Enhancing

Stakeholders
8
•Those who buy goods or services. The customer of an IT service provider is the
person or group who defines and agrees the service level targets.
•This term is also sometimes used informally to mean user – for example, ‘This is a
customer-focused organization.’
Customers
•Those who use the service on a day-to-day basis.
•Users are distinct from customers, as some customers do not use the IT service
directly
Users
•Third parties responsible for supplying goods or services that are required to
deliver IT services.
•Examples of suppliers include commodity hardware and software vendors,
network and telecom providers, and outsourcing organizations.
Suppliers

Types of Service Providers and Customers
9
•An internal service provider that is
embedded within a business unit.
Internal Service Providers
•An internal service provider that
provides shared IT services to more
than one business unit.
Shared Service Providers
•A service provider that provides IT
services to external customers.
External Service Provider
Internal Customers
• These are
customers who
work for the
same business as
the IT Service
Provider
• If IT charges for its
services, the
money paid is an
internal
transaction in the
organization’s
accounting
system, not real
revenue.
External
Customers
• These are
customers who
work for a
different business
from the IT
service provider.
• External
customers
typically
purchase
services from the
service provider
by means of a
legally binding
contract or
agreement.

Sources and Enablers for Best Practices
10

Service Assets
11
Capabilities
Management
Organization
Process
Knowledge
People
Resources
Financial
Capital
Infrastructure
Applications
Information
People
• Any resource or capability used by organizations to create
value in the form of goods and services.
• Customer Assets are the assets used by used by a customer
to achieve a business outcome.
• Service Assets are the assets used by a service provider to
deliver services to a customer.
Assets
• Resources are direct inputs for production.
• It is relatively easy to acquire resources compared to
capabilities
Resources
• Capabilities represent an organization’s ability to
coordinate, control and deploy resources to produce value.
• Capabilities are typically experience-driven, knowledge-
intensive, information-based and firmly embedded within an
organization
Capabilities

Service Utility-Warranty, Value Creation
2
Value creation from utility and warranty becomes the basis of differentiation in market space
UTILITY
WARRANTY
T/F
T/F
T/F
Fit for
purpose?
Fit for use?
OR
AND
Performance supported?
Constraints removed?
Available enough?
Capacity enough?
Continuous enough?
Secure enough?
T: True
F: False
Value-createdAND
Business Outcome &
Customer Perception &
Customer Preference
Utility
•Functionality offered by produce or
service from customer perspective
•What customer gets
•Fit for purpose
•Increases performance average
Warranty
•Promises that the product or service will
meet agreed requirements
•How service is delivered
•Fit for Use
•Reduces performance variation
Based on AXELOS ITIL® material. Reproduced under licence from AXELOS. All rights reserved.

Service Value Creation
13
Values are defined by customers. A service should have an affordable and best mix of features
How value of service gets defined
•Defined in terms of business outcome, customer preferences and customer’s perception
•Changes over time and circumstances
What Value of service helps you answer
•What services does IT provide
•What di service achieve
•What is the cost of a particular service
What factors influences customer’s perception of value
•Service features
•Present or past experiences
•Self image
•Peers
•Position in the market

Service Management Technology Automation
14
Automation is considered to improve the utility and warranty of services. It can particularly
significant impact on the performance of service assets such as management, organization,
people, process, knowledge and information.
Areas of Automation
• Design and modelling
• Service catalogue
• Pattern recognition and analysis
• Classification, prioritization and routing
• Detection and monitoring
• Optimization
Benefits of Automation
• Capacity adjustment in response to
demand variation
• Serve demand across time-zones by
automated responses
• Measure and improve service
processes
• Measure cost-quality impact due to
varying capability
• Capture the knowledge that is
consistent and distributable
• Address optimizations beyond human
capacity

Process
15
• A process is a structured
set of activities designed
to accomplish a specific
objective. A process
takes one or more
defined inputs and turns
them into defined
outputs.
• Processes define actions,
dependencies and
sequence.
• Well-defined processes
can improve productivity
within and across
organizations and
functions

Process Characteristics
16
•It is performance driven. Variables such as cost, quality, duration and productivity
are used to measure the process in a relevant manner.
•process is considered effective if it can be repeated, measured and managed to
achieves the required outcome. If the activities of the process are carried out
with a minimum use of resources, the process can be considered efficient
Measurability
•Process deliver a specific result which is individually identifiable and countable.
• Process output conforms to operational norms derived from business objectives
Specific results
•Every process delivers its primary results to a customer or stakeholder to meet their
expectations. Customers may be internal or external to the organization.
Customers
•A process may be ongoing or iterative, it has traceable trigger (input or event)
Specific Trigger

Functions
17
A function is a team or group of people and the tools or other resources they use to carry out one
or more processes or activities. Functions give structure to the organization.
In larger organizations, a function may be broken out and performed by several
departments, teams and groups, or it may be embodied within a single organizational unit
In smaller organizations, one person or group can perform multiple functions – e.g. a
technical management department could also incorporate the service desk function
For the service lifecycle to be successful, an organization will need to clearly define the roles
and responsibilities required to undertake the processes and activities involved in each
lifecycle stage
These roles will need to be assigned to individuals, and an appropriate organization structure of
teams, groups or functions will need to be established and managed

Roles
18
• A role is a set of responsibilities, activities and authorities granted to a person or team.
• A role is defined in a process or function.
• One person or team may have multiple roles
•A role accountable for managing one or more services throughout their entire
lifecycle.
•Service owners are instrumental in the development of service strategy and
are responsible for the content of the service portfolio.
Service Owner
•Service manager is a generic term for any manager within the service
provider.
•The term is commonly used to refer to a business relationship manager, a
process manager or a senior manager with responsibility for IT services overall.
Service Manager

Roles
19
•This role is accountable for ensuring that a process is fit for purpose.
•This role is often assigned to the same person who carries out the process
manager role, but the two roles may be separate in larger organizations.
•This role is accountable for ensuring that process is performed according to the
agreed and documented standard and meets the aims of the process definition.
Process Owner
•This role is accountable for operational management of a process.
•There may be several process managers for one process, for example regional
change managers or IT service continuity managers for each data centre.
•The process manager role is often assigned to the person who carries out the
process owner role, but the two roles may be separate in larger organizations.
Process Manager
•This role is responsible for carrying out one or more process activities.
•In some organizations, and for some processes, the process practitioner role may
be combined with the process manager role, in others there may be large
numbers of practitioners carrying out different parts of the process
Process Practitioner

RACI
20
 Roles are accountable or responsible for an activity. They may also be consulted or informed.
 The RACI model, provides a useful way of defining and communicating roles and responsibilities
 RACI models should be designed in the service design lifecycle stage, and tested and deployed
in service transition. In service operation, people assigned to specific roles will perform the
activities in the RACI matrix.
Responsible
•The person or
people
responsible for
correct execution
– for getting the
job done
Accountable
•The person who
has ownership of
quality and the
end result. Only
one person can
be accountable
for each task
Consulted
•The people who
are consulted and
whose opinions
are sought. They
have involvement
through input of
knowledge and
information
Informed
•The people who
are kept up to
date on progress.
They receive
information about
process execution
and quality

Service Lifecycle
21

End of Module 1:
ITIL Introduction
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without the written permission of MakeMeWise Education
Services Pvt Ltd. and AXELOS Limited
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licensing@AXELOS.com.
For more information:
Visit our website
www.makemewise.org
Email us at
support@makemewise.org

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