The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses key concepts in ITIL such as the service lifecycle, processes, roles, and frameworks. The service lifecycle includes five stages: service strategy, service design, service transition, service operation, and continual service improvement. Each stage aims to ensure high-quality and effective IT service management.

1. BASEFARMITIL v3 2011 Edition
2015 - 06 - 09/10

3. ITIL V3 2011 EDITION FOUNDATION AWARENESS
3
Phillip Smith
Principal Consultant
Strategic Business Solutions
Basefarm Professional Services

4. PHILLIP SMITH
• Konsulent 25 years
• BA (mus) Musician 12 yrs
• Dip Ed. Teacher 6 years
• MBA (2000)
• ITIL masters v2 (2004)
• Itil expert v3 (2012)
• Aus – Norge 2005 (16990 kms)
• N =>A 2010
• A => N 2012
• Basefarm jan 2013
• Principal Consultant, Strategic Business Solutions
4

5.
AGENDA FOR THE SESSION
• What is ITIL?
• What about v3 (2011)?
• Key Concepts
• Service Management & Service Delivery Models
• The Service Lifecycle
• The Five Stages of the lifecycle
• ITIL Roles
• Process and Function
• The RACI matrix
• The Problem with Processes
• Then we start!
5

6. WHAT IS ITIL?
• Systematic approach to high quality IT service delivery
• Documented best practice for IT Service Management
• Provides common language with well-defined terms
• Developed in 1980s by what is now The Office of Government Commerce
• itSMF also involved in maintaining best practice documentation in ITIL
− itSMF is global, independent, not-for-profit
− ITIL and Service Management both have one objective…
6
• Information
Technology
Infrastructure
Library

7. THE ITIL SERVICE MODEL
7

8. A LITTLE HISTORY
• ITIL started in 80s.
• 40 publications!
• v2 came along in 2000-2002
• Still Large and complex
• 8 Books
• v3 in 2007
• Much simplified and rationalised to 5 books
• Much clearer guidance on how to provide service
• Easier, more modular accreditation paths
• Keeps tactical and operational guidance
• Gives more prominence to strategic ITIL guidance relevant to senior staff
• Aligned with ISO20000 standard for service management
8

9. SERVICE LIFECYCLE STAGES
• ITIL service strategy - specifies that each stage of the service lifecycle must stay focused upon the business case, with
defined business goals, requirements and service management principles.
• ITIL service design - provides guidance for the production and maintenance of IT policies, architectures and
documents.
• ITIL service transition - focuses upon change management role and release practices, providing guidance and
process activities for transitioning services into the business environment.
• ITIL service operation - focuses upon delivery and control process activities based on a selection of service support
and service delivery control points.
• ITIL continual service improvement - focuses upon the process elements involved in identifying and introducing
service management improvements, as well as issues surrounding service retirement.
9

10. FOCUS ON PEOPLE AND OUTCOMES
• Service: a means of delivering value to customers (by facilitating outcomes customers want to achieve without
ownership of the specific costs and risks)
• Management is the function that coordinates the efforts of people (to accomplish goals and objectives using available
resources efficiently and effectively)
• Therefor, IT Service Management coordinates the efforts of people to accomplish goals and objectives using
available IT resources efficiently and effectively to deliver value to customers by facilitating outcomes the customer’s
business wants to achieve.
10

11. FOCUS ON FAYOL
• Henri Fayol (1841–1925) the most influential contributor to the modern concept of “Business Administration” and
father of Strategic Management
• at 19 began working as an engineer for a mining company in France, Compagnie de Commentry-Fourchambault-
Decazeville eventually becoming its Director in 1888 (10,000 employees) until 1918
• 1916 published 14 principles and the 6 functions of management. One of the earliest but still considered the most
comprehensive theory of management
• Division of work, Authority, Discipline, Unity of Command, Unity of Direction, General Interests ahead of
individual, Remuneration, Centralisation, Scalar chain, Order, Equity, Stability of Tenure, Initiative, Esprit de Corps
(team spirit and unity)
• Forecast and Plan, Organise, Command or Direct, Coordinate.
11

12. IT SERVICE MANAGEMENT
• IT service management is often equated to ITIL, an official publication of the Cabinet Office in the United Kingdom.
However, while a version of ITSM is a component of ITIL, ITIL also covers a number of related but distinct disciplines
and the two are not synonymous.
• The current version, edition 2011, published in July 2011, is a revision of the previous edition known as ITIL version 3
(published in June 2007).It was a major upgrade from version 2 (2001).
• Whereas version 2 was process oriented (split into two groups: service support and service delivery), version 3 is service
lifecycle oriented.
• The implementation of ITIL is a difficult exercise. ITIL may be considered a “best practice” but few successful
organisations are truly organised according to the ITIL framework.
• In most cases ITIL is used as a reference framework or terminology, but not as a best practice. Defenders of the ITIL
framework will claim that this is the only right way to organise IT based services. Alternative approaches can be found in
general service delivery theory.
• IT services should always be considered as a part of a bigger, business focused picture.
12

13. SERVICE DELIVERY STRATEGIES
13
Strategy Features
In-sourcing All parts internal
Out-sourcing External resources for specific and
defined areas (e.g. Contract cleaners)
Co-Sourcing Mixture of internal and external
resources
Knowledge Process Outsourcing
(domain-based business expertise)
Outsourcing of particular processes,
with additional expertise from provider
Application Outsourcing External hosting on shared computers
– applications on demand (e.g. Survey
Monkey, Meet-o-matic)
Business Process Outsourcing Outsourcing of specific processes e.g.
HR, Library Circulation, Payroll
Partnership/Multi-sourcing Sharing service provision over the
lifecycle with two or more
organisations (e.g. Shared IT Corpus/
Oriel)

14. KEY CONCEPTS - SLM
• Service Level
• Measured and reported achievement against one or more service level targets
• E.g.
− Red = 1 hour response 24/7
− Amber = 4 hour response 8/5
− Green = Next business day
• Service Level Agreement
• Written and negotiated agreement between Service Provider and Customer documenting agreed service levels and
costs
14

15. KEY CONCEPTS - 2
• Configuration Management System (CMS)
• Tools and databases to manage IT service provider’s configuration data. Contains Configuration
ManagementDatabase (CMDB)
− Records hardware, software, documentation and anything else important to IT provision
• Release
• Collection of hardware, software, documentation, processes or anything else required to implement one or more
approved changes to IT Services
• Service Design Package
• (SDP): defines all aspects of an IT service and its requirements through each stage of its lifecycle. An SDP is
produced for each new IT service, major change, or IT service retirement.
15

16. KEY CONCEPTS - 3
• Incident
• Unplanned interruption to an IT service or an unplanned reduction in its quality
• Work-around
• Reducing or eliminating the impact of an incident without resolving it
• Problem
• Unknown underlying cause of one or more incidents
• Change
• To move from one KNOWN state or condition to another KNOWN state or condition
16

17. 4P'S OF SERVICE MANAGEMENT
• People – skills, training, communication
• Processes – actions, activities, changes, goals
• Products – tools, monitor, measure, improve
• Partners – specialist suppliers
17

18. HOW THE LIFECYCLE STAGES FIT TOGETHER
18

19. 19

20. 20Copyright
©
Phillip
Smith
2012

21. ITIL ROLES
• Process Owner (A)
• Ensures Fit for Purpose
• Process Manager (R)
• Monitors and Reports on Process
• Process Practitioner
• responsible for carrying out the activities of a process
• Service Owner (A)
• Accountable for Delivery
• Service Manager (R)
• Responsible for initiation, transition and maintenance. Lifecycle!
21

22. MORE ROLES
• Business Relationship Manager
• is this the same as a customer relationship manager?
• Service Asset & Configuration
− Service Asset Manager
− Service Knowledge Manager
− Configuration Manager
− Configuration Analyst
− Configuration Librarian
− CMS tools administrator
22

23. PROCESS AND FUNCTION
• Process
• Structured set of activities designed to accomplish a defined objective
• Inputs & Outputs
• Measurable
• example??
• Function
• Team or group of people and tools they use to carry out one or more processes or activities
• Own practices and knowledge body
• example??
23

24. UNDERSTAND THE RACI MATRIX
• RACI
-­‐
English
• (ITIL
Service
Design)
A
model
used
to
help
define
roles
and
responsibiliGes.
• RACI
stands
for
responsible,
accountable,
consulted
and
informed.
• HUKI
-­‐
Norsk
• (ITIL
Service
Design)
En
modell
som
benyMes
for
å
definere
roller
og
ansvarsområder.
• HUKI
står
for
hovedansvarlig,
uRørende,
konsulteres
og
informeres.
24

25. THE PROBLEM WITH PROCESSES
• Processes help to organise work better
• They are aligned to activity and output, not necessarily to value
• You have to know what you want to achieve, or else assume that the customer does
• Processes are not strategic
• Bottom line: Managing IT services needs more than just a set of processes, people and tools
• It requires a systematic approach and a deep understanding of the customer and their business needs…and why is that?
25

26. ABOUT THE EXAM
• The certification exam is NOT part of this course
• You will be doing some sample questions tomorrow
• If we have time, you will sit a trial exam
• The exam is 40 multiple choice questions
• You need 26 correct answers to pass
• I will give you a hand out on the Semantics of the foundation exam
26

27. THE ITIL SERVICE LIFECYCLE
27

28. 28

29. 29

30. SERVICE STRATEGY
• What are we going to provide?
• Can we afford it?
• Can we provide enough of it?
• How do we gain competitive advantage?
• Lets discuss this a moment?
• Perspective
− Vision, mission and strategic goals
• Position
• Plan
• Pattern
− Must fit organisational culture
30
SS

31. SERVICE STRATEGY - BENEFITS
• A portfolio of IT services that support the business strategy and align with business objectives.
• IT investment decisions result in tangible and quantifiable business value.
• Focus on the value of IT services in relation to business objectives.
• IT costs (one-off project costs and ongoing costs of ownership) planned, understood, agreed with the business and kept
under control.
• Priorities, demand, resources and costs managed in line with business needs.
• IT services benefit from industry knowledge and corporate learning, through applying a strategic approach to service
development.
• What business am I talking about?
31
SS

32. SERVICE STRATEGY HAS FOUR ACTIVITIES
32
SS

33. SERVICE ASSETS
• Resources
− Things you buy or pay for
− IT Infrastructure, people, money
− Tangible Assets
• Capabilities
− Things you grow
− Ability to carry out an activity
− Intangible assets
− Transform resources into Services
33
SS

34. SERVICE PORTFOLIO MANAGEMENT
• Prioritises and manages investments and resource allocation
• Proposed services are properly assessed
− Business Case
• Existing Services Assessed. Outcomes:
− Replace
− Rationalise
− Renew
− Retire
34
SS

35. DEMAND MANAGEMENT
• Ensures we don’t waste money with excess capacity
• Ensures we have enough capacity to meet demand at agreed quality
• Patterns of Business Activity to be considered
− E.g. Economy 7 electricity, Congestion Charging
35
SS

36. 36

37. 37

38. SERVICE DESIGN
• How are we going to provide it?
• How are we going to build it?
• How are we going to test it?
• How are we going to deploy it?
38
SD

39. SERVICE DESIGN - BENEFITS
• IT services designed to meet business objectives.
• Services designed to be both fit for purpose and fit for use.
• Services deliver measurable Service Value (next slide)
• Cost of ownership planned to achieve return on investment
• Balanced functionality, cost and performance.
• Potential risk mitigated, so the IT service is protected from security threats.
• IT services more stable and predictable.
39
SD

40. SERVICE VALUE
• Service
value
is
defined
by:
fit
to
purpose
(u2lity)
and
fit
to
use
(warranty)
• Fit
to
purpose,
or
uGlity,
means
that
service
needs
to
fulfil
customer
needs.
It
doesn't
maMer
that
you
rent
a
high
specialised
black-­‐and-­‐white
printer
for
half
of
average
market
price
if
the
user
really
needs
a
colour
printer.
• Fit
for
use,
or
warranty,
means
that
service
is
available
when
a
user
needs
it.
A
good
example
for
this
is
a
cell
phone,
it
needs
to
be
ready
to
use
wherever
you
want
to
place
a
call.
If
connecGon
keeps
dropping
every
Gme,
it
is
worthless.
Warranty
can
be
measured
by
availability,
capacity,
conGnuity
and
security.
40
SD

41. PROCESSES IN SERVICE DESIGN
• Availability Management
• Capacity Management
• ITSCM (disaster recovery)
• Supplier Management
• Service Level Management
• Information Security Management
• Service Catalogue Management
41
SD

42. SERVICE CATALOGUE
42
Keeps service information away from the business information.
Provides accurate and consistent information enabling a true service
focus.
SD

43. SERVICE LEVEL MANAGEMENT
• Service Level Agreement
• Can be an annexe to a contract
• Should be clear and fair and written in easy-to-understand, unambiguous language
• Success of SLM (KPIs)
• How many services have SLAs?
• How does the number of breaches of SLA change over time (we hope it reduces!)?
• Operational Level Agreements
• Internal
• Underpinning Contracts
• External Organisation
• Supplier Management
43
SD

44. THINGS YOU MIGHT FIND IN AN SLA
44
SD

45. TYPES OF SLA
• Service-based
− All customers get same deal for same services
• Customer-based
− Different customers get different deal (and different cost)
• Multi-level
− These involve corporate, customer and service levels and avoid repetition
45
SD

46. RIGHT CAPACITY, RIGHT TIME, RIGHT COST!
• This is capacity management
• Balances Cost against Capacity so minimises costs while maintaining quality of service
• Three sub-processes are:
• Business Capacity Management
• Service Capacity Management
• Component Capacity Management
46
SD

47. IS IT AVAILABLE?
• Ensure that IT services matches or exceeds agreed targets
• Lots of Acronyms
− Mean Time Between Service Incidents
− Mean Time Between Failures
− Mean Time to Restore Service
• Resilience increases availability
− Service can remain functional even though one or more of its components have failed
47
SD

48. ITSCM – WHAT?
• IT Service Continuity Management
• Ensures resumption of services within agreed timescale
• Business Impact Analysis informs decisions about resources
− E.g. Stock Exchange can’t afford 5 minutes downtime but 2 hours downtime probably wont badly affect a
departmental accounts office or a college bursary
48
SD

49. STANDBY FOR LIFTOFF...
• Cold
− Accommodation and environment ready but no IT equipment
• Warm
− As cold plus backup IT equipment to receive data
• Hot
− Full duplexing, redundancy and failover
49
SD

50. INFORMATION SECURITY MANAGEMENT
• Confidentiality
− Making sure only those authorised can see data
• Integrity
− Making sure the data is accurate and not corrupted
• Availability
− Making sure data is supplied when it is requested
50
SD

52. 52

53. 53

54. 54

55. Thank you. See you tomorrow
kl0930 start

56. ITIL 2011 Foundation Awareness Course
DAY 2
kl0930 start

57. ITIL V3 2011 EDITION FOUNDATION AWARENESS
57
Phillip Smith
Principal Consultant
Strategic Business Solutions
Basefarm Professional Services
Welcome back …

58. DAY TWO
• First, lets re-cap.
• Service Lifecycle
• Management
• Process Practitioner
− 30 processes
− 4 Functions
• What is a RACI Matrix
− When is it useful?
• Types of Service Desk
− p. 242
• Service Asset
58

59. 59

60. 60

61. SERVICE STRATEGY
• What are we going to provide?
• Can we afford it?
• Can we provide enough of it?
• How do we gain competitive advantage?
• Perspective
− Vision, mission and strategic goals
• Position
• Plan
• Pattern
− Must fit organisational culture
61

62. SERVICE STRATEGY - BENEFITS
• A portfolio of IT services support business strategy and align with business objectives.
• IT investment decisions result in tangible and quantifiable business value.
• Focus on the value of IT services in relation to business objectives.
• IT costs (one-off project costs and ongoing costs of ownership) planned, understood, agreed with the business and kept
under control.
• Priorities, demand, resources and costs managed in line with business needs.
• IT services benefit from industry knowledge and corporate learning, through applying a strategic approach to service
development.
62
SS

63. 63

64. 64

65. SERVICE DESIGN
• How are we going to provide it?
• How are we going to build it?
• How are we going to test it?
• How are we going to deploy it?
65

66. SERVICE DESIGN - BENEFITS
• IT services designed to meet business objectives.
• Services designed to be both fit for purpose and fit for use.
• Cost of ownership planned to achieve return on investment
• Balanced functionality, cost and performance.
• Potential risk mitigated, so the IT service is protected from security threats.
• IT services more stable and predictable.
66

67. 67

68. 68

69. SERVICE TRANSITION
• Build
• Deployment
• Testing
• User acceptance
• Bed-in
69
ST

70. SERVICE TRANSITION BENEFITS
• IT changes managed and controlled.
• Failures and service disruptions resulting from change are reduced.
• Unexpected impact to day-to-day business operations avoided.
• Cycle time for change reduced significantly.
• More change achieved faster and cheaper, driving additional value.
• Pace of change creates and leads organisational agility.
70
ST

71. GOOD SERVICE TRANSITION
• Set customer expectations
• Enable release integration
• Reduce performance variation
• Document and reduce known errors
• Minimise risk
• Ensure proper use of services
• Some things excluded
− Swapping failed device
− Adding new user
− Installing standard software
71
ST

72. KNOWLEDGE MANAGEMENT
• Vital to enabling the right information to be provided at the right place and the right time to the right person to enable
informed decision
• Stops data being locked away with individuals
• Obvious organisational advantage
72
ST

73. DATA-INFORMATION-KNOWLEDGE-WISDOM
73
ST
00011101 00001000

74. DATA-INFORMATION-KNOWLEDGE-WISDOM
74
ST
29 8

75. DATA-INFORMATION-KNOWLEDGE-WISDOM
75
ST
Room 29
8th floor

76. DATA-INFORMATION-KNOWLEDGE-WISDOM
76
Wisdom
cannot
be
acquired
by
technology
alone
–
it
only
comes
with
experience!
The
Service
Knowledge
Management
System
(SKMS)
is
crucial
to
retaining
this
extremely
valuable
information
ST

77. CRITICAL POINT
• There are two principal Data sources
• SKMS, Service Knowledge Management System
• CMS, Configuration Management System
• The CMS is PART of the SKMS…not the other way around
77

78. SERVICE ASSET AND CONFIGURATION
• Managing these properly is key
• Provides Logical Model of Infrastructure and Accurate Configuration information
• Controls assets
• Minimised costs
• Enables proper change and release management
• Speeds incident and problem resolution
78
ST

79. CONFIGURATION MANAGEMENT SYSTEM
79
ST

80. PAINTING THE HARBOUR BRIDGE...
• A Baseline is a “last known good configuration”
• But the CMS will always be a “work in progress” and probably always out of date. But still worth having
• Current configuration will always be the most recent baseline plus any implemented approved changes
80
ST

81. CHANGE MANAGEMENT – OR WHAT WE ALL GET WRONG!
• Respond to customers changing business requirements
• Respond to business and IT requests for change that will align the services with the business needs
• Roles
− Change Manager
− Change Authority
− Change Advisory Board (CAB)
− Emergency CAB (ECAB)
• More than 83% of service interruption are caused by operator error or poor change control (Gartner - CIO Survey 2013)
81
ST

82. CHANGE TYPES
• Normal
− Non-urgent, requires approval
• Standard
− Non-urgent, follows established path, no approval needed
• Emergency
− Requires approval but too urgent for normal procedure
82
ST

83. CHANGE ADVISORY BOARD
• Change Manager (VITAL)
• One or more of
− Customer/User
− User Manager
− Developer/Maintainer
− Expert/Consultant
− Contractor
• CAB considers the 7 Rs
− Who RAISED?, REASON, RETURN, RISKS, RESOURCES, RESPONSIBLE, RELATIONSHIPS to other changes
83
ST

84. RELEASE MANAGEMENT
• Release is a collection of authorised and tested changes ready for deployment
• A rollout introduces a release into the live environment
• Full Release
− e.g. Office 2007
• Delta (partial) release
− e.g. Windows Update
• Package
− e.g. Windows Service Pack
84
ST

85. PHASED OR BIG BANG?
• Phased release is less painful but often more work
• Deploy can be manual or automatic
• Automatic can be push or pull
• Release Manager will produce a release policy
• Release MUST be tested and NOT by the developer or the change instigator
• Who can verify that the release will meet the customers expectations?
85
ST

86. 86

87. 87

88. SERVICE OPERATION
• Maintenance
• Management
• Realises Strategic Objectives and is where the Value is seen
88
SO

89. SERVICE OPERATION - BENEFITS
• Live IT services delivered and supported to meet business needs and expectations.
• IT services operated securely and reliably, avoiding failures and unexpected disruptions.
• Business customers able to achieve expected benefits and get required value from their IT services.
• Incidents and problems dealt with professionally, responsively, so the root cause is addressed.
• Costs kept under control and managed.
89
SO

90. PROCESSES IN SERVICE OPERATION
• Incident Management
• Problem Management
• Event Management
• Request Fulfilment
• Access Management
90
SO

91. FUNCTIONS IN SERVICE OPERATION
• Service Desk
• Technical Management
• IT Operations Management
• Applications Management
91
SO

92. SERVICE OPERATION BALANCES
92
SO

93. INCIDENT MANAGEMENT
• Deals with unplanned interruptions to IT Services or reductions in their quality
• Failure of a configuration item that has not impacted a service is also an incident (e.g. Disk in RAID failure)
• Reported by:
− Users
− Technical Staff
− Monitoring Tools
93
SO

94. EVENT MANAGEMENT
• 3 Types of events
− Information
− Warning
− Exception
• Examples??
• Need to make sense of events and have appropriate control actions planned and documented
• Event Management should be automated where possible and practical
94
SO

95. REQUEST FULFILMENT
• Information, advice or a standard change … how come?
• Should not be classed as Incidents or Changes … thats confusing?
• Examples?
95
SO

96. PROBLEM MANAGEMENT
• Aims to prevent problems and resulting incidents
• Minimises impact of unavoidable incidents
• Eliminates recurring incidents
• Proactive Problem Management
− Identifies areas of potential weakness
− Identifies workarounds
• Reactive Problem Management
− Identifies underlying causes of incidents
− Identifies changes to prevent recurrence
96
SO

97. ACCESS MANAGEMENT
• Right things for right users at right time
• Concepts
− Access
− Identity (Authentication, AuthN)
− Rights (Authorisation, AuthZ)
− Service Group
− Directory
97
SO

98. SERVICE DESK
• Local, Central or Virtual
• Examples?
• Single point of contact
• Skills for operators
− Customer Focus
− Articulate
− Interpersonal Skills (patient!)
− Understand Business
− Methodical/Analytical
− Technical knowledge
− Multi-lingual
• Service desk often seen as the bottom of the pile
− Bust most visible to customers so important to get right! 98
SO

99. TECHNICAL MANAGEMENT FUNCTION
• Role
• Custodian of technical knowledge and expertise
• Provides resources needed to support services and manage the IT infrastructure
• Objectives
• Plan, implement and maintain a stable infrastructure Well-designed, resilient, cost-effective
• Use technical skills to quickly diagnose and resolve failures
• May overlap
• IT Operations Management – managing and maintaining the IT infrastructure
• Application Management – designing, testing and improving services
99
SO

100. APPLICATION MANAGEMENT FUNCTION
• Role
• Manages applications throughout their lifecycle Helps design, test and improve applications
• Objectives
• Identify functionality and manageability requirements for application software
• Assist in the design and deployment of applications Provide application support and improvements
Apply application skills to quickly resolve incidents
• May overlap
• IT Operations Management – providing application support
• Technical Management – designing, testing and improving services
100
SO

101. IT OPERATIONS MANAGEMENT FUNCTION - 1
• Role
• IT Operations Control
• Console management
• Job scheduling
• Backup and restore
• Print and output
• May use an Operations Bridge or Network Operations Center (NOC)
• Facilities Management
• Data center
• Recovery sites
• Data center outsourcing contract management
101
SO

102. IT OPERATIONS MANAGEMENT FUNCTION - 2
• Objectives
• Maintain day-to-day process and activity stability
• Identify ways to improve service, maintain stability and security and reduce costs
• Apply operational skills to quickly diagnose and resolve failures
• May Overlap
• Technical and Application Management
102
SO

103. 103

104. 104

105. CONTINUAL SERVICE IMPROVEMENT
• Focus on Process owners and Service Owners
• Ensures that service management processes continue to support the business
• Monitor and enhance Service Level Achievements
• Plan – do –check – act (Deming)
105
CSI

106. CONTINUAL SERVICE IMPROVEMENT - BENEFITS
• Learning from experience.
• IT services reviewed regularly to ensure they remain aligned with changing business priorities.
• Focus on improving quality, reducing costs, improving effectiveness and efficiency of IT services.
• IT services adapted to changing business needs.
• Advantage taken of technology improvements where appropriate.
• Organisational agility created through improving quality and reliability of critical IT services.
106
CSI

107. SERVICE MEASUREMENT
• Technology (components, MTBF etc)
• Process (KPIs - Critical Success Factors)
• Service (End-to end, e.g. Customer Satisfaction)
• Why?
− Validation – Soundness of decisions
− Direction – of future activities
− Justify – provide factual evidence
− Intervene – when changes or corrections are needed
107
CSI

108. 7 STEPS TO IMPROVEMENT
108
CSI

109. 109

110. 110

111. THE ITIL SERVICE MODEL
111

112. ITIL IN BASEFARM
112

113. SUB PROCESSES IN ”SERVICE MANAGEMENT”
113
The
figure
explains
the
framework
with
Configuration
Management
as
the
center
topic.
Incident,
Problem,
Change,
Capacity,
Continuity
and
Availability
uses
and
deploys
information
to
Configuration
Management.
Service
Level
Management
covers
all
processes,
including
Release
and
Information
Security
Management
covers
Confidentiality,
Integrity
and
Availability
regarding
all
processes.

114. ITIL PROCESSES
114

115. FURTHER LEARNING
• Do a 3-day course (Foundation Certificate)…except we’ve done it!
• Many training companies run these courses and you can take online learning and examination
• ITSMF provides the full books
• ITSMF Norge - very active
• Internet forums and Groups
− Linkedin Group
− Facebook Group
• Video: http://cf.ilxgroup.com/itilv3pres/main.html
115

116. ACCREDITATION
• This two day Foundation Awareness course is not accredited
• You can take the Foundation exam on-line
• AXELOS manages accreditation and certification
• BCS/ISEB is accredited by AXELOS
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117. ACCREDITATION
Operational Support and Analysis (OS&A)
Planning, Protection and Optimization (PP&O)
Release, Control and Validation (RC&V)
Service Offerings and Agreements (SO&A)
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118. ITIL CAPABILITY STREAM
The ITIL Capability stream consists of four individual qualifications, which focus on a series of clustered process activities, their execution
and use throughout specific phases of the ITIL Service Lifecycle as follows:
Service Offerings and Agreements (SO&A)
Primarily covering Service Strategy and Design processes, including; Portfolio, Service Level, Service Catalogue, Demand, Supplier and
Financial Management
Release, Control and Validation (RC&V)
Primarily covering Service Transition and Operation processes, including; Change, Release and Deployment, Service Validation and
Testing, Service Asset and Configuration, Knowledge, Request Management and Service Evaluation
Operational Support and Analysis (OS&A)
Primarily covering Service Operation and Continual Service Improvement processes, including; Event, Incident, Request, Problem,
Access, Service Desk, Technical, IT Operations and Application Management
Planning, Protection and Optimization (PP&O)
Primarily covering Service Design processes Capacity, Availability, Continuity, Security, Demand and Risk Management
Show: https://www.axelos.com/qualifications/itil-qualifications
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119. CERTIFICATE AND BADGES
119
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120. Thank you for your attention and attendance
good luck in your Itil future