ITIL Foundation Training

ITIL® 2011 FOUNDATION CERTIFICATION E-
LEARNING COURSE

ITIL® Foundation Training Offered by Simplilearn.com
“ITIL® is a Registered Trade Mark of The Cabinet Office in the United Kingdom and other countries”.
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Ver. 2.2

ITIL® 2011 Foundation Course Objectives
2
At the end of the course, you should be able to
 Discuss the ITIL 2011 qualification scheme
 Explain the practice of Service Management
 Describe Service Lifecycle
 Identify key principles and models of ITIL 2011
 Define generic concepts in ITIL 2011
 Discuss the processes, roles and functions in ITIL 2011
 Summarise the use of technology with ITIL 2011
 Successfully clear your ITIL 2011 foundation exam.

©Simplilearn Solutions Pvt. Ltd. 2011 2

ITIL® 2011 Foundation Course Agenda
3

Module 1: Introduction to Service Management Lifecycle
Principles of Service Management, Processes, The ITIL Service Lifecycle
Module 2: Service Strategy
Concepts and Models, Processes
Module 3: Service Design
Concepts and Models, Key Principles, Processes
Module 4: Service Transition
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam


Module 1
4

Introduction
To Service
Management
Lifecycle


Lesson 1.0: What is ITIL ?
5
What is ITIL® ?
 A set of publications for good practices in IT service Management.

 Why ITIL ?
• Focuses on descriptive guidance on IT Service Management that’s
easily adapted.
• Emphasizes Quality Management approach, standards

 ITIL® goals
• Consistent, comprehensive, hygienic set of Best-Practice guidance
• Platform independent discussion of processes
• Common Language, Standardized vocabulary
• Flexible framework, adaptable to different IT environments.


Lesson 1.1: ITIL 2011 Components
6


Lesson 1.2: ITIL Core Publications
7

Each lifecycle phase of ITIL 2011 Core
is represented by a Volume in the
Library

1. Service Strategy
2. Service Design
3. Service Transition
4. Service Operation
5. Continual Service Improvement


Lesson 1.3: ITIL 2011 Qualification
Scheme: Credits System
8

Lifecycle Modules
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement

Capability Modules
Operational Support and Analysis (OSA)
Planning Protection & Optimization (PPO)
Release Control and Validation (RCV)
Service Offerings & Agreements (SOA)

http://www.itil-officialsite.com/Qualifications/ITILV3QualificationScheme.asp


Lesson 1.4: ITIL 2011 Foundation Exam Format
9

Type Online, Multiple choice, 40 questions. The questions are selected from
the full ITIL Foundation in IT Service Management examination
question bank.
Duration Maximum 60 minutes. Candidates sitting the examination in a language
other than their native language have a maximum of 75 minutes
Supervised Yes
Open Book No
Pass Score 65% (26 out of 40)
Where ? AEC Authorized Examination Centers


Lesson 2.0: Principles of IT Service
10
Management
Lesson objectives
At the end of this lesson, you should be able to:
• Explain the concept of good practice

• Define the concepts of service, Service

Management, Functions, Roles &Processes, and
RACI
• The role of IT Governance across the Service
Lifecycle
©Simplilearn Solutions Pvt. Ltd. 2011

Lesson 2.1: ITIL is presented as
Good Practice. What are good Practices?
11

Good Practices are generally commoditized, generally accepted, proven effective ways of
doing things which were previously considered best practices of the pioneering
organizations.

Successful Innovations applied diligently become Best
Practices

Best practice accepted and adopted by others become
common, Good Practices

Good Practices are Commoditized, generally accepted
principles, or regulatory requirements

Lesson 2.2: Why Choose Good
practices over Proprietary ones?
12

Good Practices, Public Standards
Proprietary knowledge
and frameworks
Difficult to adopt
Wide Community Distribution
Difficult to replicate and transfer
Public Training and Certification
Hard to document
Valid in Different applications Highly customized
Peer Reviewed Specific to business needs
Used by different parties Hard to adapt or reuse

Free and publicly available
Owners expect compensation
Labor market skills easy to find


Lesson 2.3: What is a Service?
13

A means of delivering value to customers by facilitating outcomes customer want to
achieve, without the ownership of specific costs or risks.

Costs and Risks are transferred to service provider.
Customers focus on outcomes versus means.

Customer Service Provider
Transfer costs and Risks Takes on Costs and Risks
Retains focus and accountability for Responsible for the means of achieving
outcomes outcomes


Lesson 2.4: What is a Service Management?
14

Business Outcomes
Value

Customer Assets
Performance
Service Management

Services

Capabilities Resources
Service Assets A5 Management Financial Capital
A4 Organization Infrastructure
A3 Processes Applications
Capabilities Resources
A2 Knowledge Information
A1 People


Lesson 2.5: Process, Functions and Roles
15

 Process
- A set of activities designed to accomplish a specific
objective. A process takes defined inputs and turns them
into defined outputs. A process may include roles,
responsibilities, tools and management controls required
to deliver the outputs


Lesson 2.6: A Basic Process
16

Data, Information
and Knowledge

Desired
Process Outcome
Suppliers
Activity 1

Activity 2 Customer

Activity 3

Service Control & Quality
Trigger
16

Lesson 2.7: Process Characteristics
17

• It is measurable

• It delivers specific result

• Primary result are delivered to customers or stakeholders

• It responds to specific events (triggers)


Lesson 2.8: Functions
18

 Function
- A team or group of people and the tools they use to carry
out one or more processes or activities


Lesson 2.9: Processes across the organization
19

CIO

Project
Operations Development Architecture
Management

Website Enterprise
Service desk Project 1
Architecture
HR
Mainframe Applications Project 2

Finance
Application Applications
Project 3

Networks


Lesson 2.10: Service Management Roles :
Service Owner
20

Service Owner :

The person who is accountable for the delivery of a specific IT Service. They are
responsible for continual improvement and management of change affecting Services
under their care. Example: The owner of the Payroll Service

Responsibilities:
To act as prime Customer contact for all Service related enquiries and issues
To ensure that the ongoing Service delivery and support meet agreed Customer
requirements
To identify opportunities for Service Improvements, discuss with the customer
and to initiate changes for improvements if appropriate.
To liaise with the appropriate Process Owners throughout the Service
Management lifecycle
To solicit required data, statistics and reports for analysis and to facilitate effective
Service monitoring and performance


Lesson 2.11: Service Management Roles :
Process Owner
21

Process Owner :
The person responsible for ensuring that the process is fit for the desired
purpose and is accountable for the outputs of that process. Example: The
owner for the Availability Management Process

Responsibilities:
 Assisting with process design

 Documenting the process

 Make sure the process is being performed as documented

 Making sure process meetings it aims

 Monitoring and improving the process over time

Lesson 2.12: Connecting with
Processes and Functions: RACI
22

RACI is an acronym for the four main roles of:

Responsible – the person or people responsible for getting the job done
Accountable – only one person can be accountable for each task
Consulted – the people who are consulted and whose opinions are sought
Informed – the people who are kept up-to-date on progress.

Activities Service Process Security IT Chief Process
owner Owner Manager Head Architect Manager
Create a framework for defining IT services C C C A/R C I

Build an IT service catalogue C A/R I C I I

Define SLA for critical IT services A R C R C I

Monitor and report SL performance I A/R I I I R

Review SLAs, OLAs and UCs A R C R I R

Review and Update IT service catalogue C A/R I C I C

Create service improvement Plan I A/R I C C R

©Simplilearn Solutions Pvt. Ltd. 2011 Example RACI matrix 22

Lesson 2.13: Key Terminology: Service Provider
23

Service Provider :

An Organization supplying Services to one or more Internal Customers or
External Customers. Service provider is often used as an short form for IT
Service provider.

There are three types of business models service providers:
Type I Type II Type III
Internal Service Provider Shared Services Provider External Service Provider
• An internal service provider that • An internal service provider that • Service provider that provides IT
is embedded within a business provides shared IT service to services to external customers
unit e.g. one IT organization more than one business unit i.e. outsourcing
within each of the business e.g. one IT organization to
units. The key factor is that the service all businesses in an
IT Services provide a source of umbrella organization. IT
competitive advantage in the Services typically don’t provide
market space the business a source of competitive
exists in. advantage, but instead support
effective and efficient business
processes.


Lesson 2.14: Key Terminology: Supplier
24

Supplier:

A Third party 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.

Business

Contract:
A legally binding agreement between two or more Service Provider
parties to supply goods or services

Supplier

Fig: A Basic value Chain


25 Lesson 3.0: The Service Lifecycle
Lesson objectives
 Understand the value of the Service Lifecycle

 How the processes integrate with each other,

throughout the Lifecycle
 Explain the relationship between Governance
and IT Service Management


Lesson 3.2: The Lifecycle Interactions
26

The Business / Customers
Requirements
SLP’s from
Requirements
Service Knowledge Management Systems

Resources &
Service Strategy
(SKMS) Including the Service Portfolio &

Policies Constraints
Strategy

SDP’s
Service Design Standards
Service Catalog

Architectures
Solution
Design
SKMS Updated
Service Transition Tested Solutions
Transition plans

Operational
Service Operation Services
Operations Plan

Continual Service
Improvement Improvement
Plans & Actions

Lesson 3.3: Relationship between
Governance and ITSM
27
Relationship between Governance and ITSM
Corporate Governance
Ensures the provision strategy and business Establishes IT policy, Standards and Principles,
plans. Establishes the Corporate policies and Assures alignment of IT strategy to corporate
enables strategic direction, objectives, critical business strategy
success factors and key result areas.

IT Governance
Establishes, enables and executes the IT
Corporate Compliance strategy. Establishes Operations to assure
high-quality, compliant IT service
provisioning. Ensures effective key result
Assures adherence to Legal, Industrial and regulatory Areas.
requirements.

Assures the design and IT Compliance IT Service Management
operability of IT
policies , processes
and key controls


End of Module 1
28
Covered so far…
 What it ITIL
 Process, Function, Technology
 Life Cycle of Service i.e. SS,
SD, ST, SO and CSI
We are covering hereon…
 Lifecycle Phases
 Processes and Functions
 Tools used for ITSM
But before that a quiz !

Module 1: Quiz
29
Sample question 1:
Which of the following is NOT one of the ITIL® 2011 core
publications?

a) Service Operation

b) Service Transition

c) Service Derivation

d) Service Strategy


Module 1: Quiz
30
Sample question 2:
What is the RACI model used for?

a) Documenting the roles and relationships of stakeholders in a
process or activity

b) Defining requirements for a new service or process

c) Analyzing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of
Service Management


Module 1: Quiz
31
Sample question 3:
A service owner is responsible for which of the following?

a) Designing and documenting a Service

b) Carrying out the Service Operations activities needed to
support a Service

c) Producing a balanced scorecard showing the overall status of
all Services

d) Recommending improvements


Module 1: Quiz
32
Sample question 4:

Which of the following statements is CORRECT?
1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity

a) All of the above

b) 1 only

c) 2 only

d) None of the above


Module 1: Quiz
33
Sample question 5:
Which of the following statements are CORRECT about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and resources
3. They rely on processes for cross-functional coordination and control
4. They are costlier to implement compared to processes

a) 1, 2 and 3 only
b) 1, 2 and 4 only
c) All of the above
d) None of the above

Module 1: Quiz
34
Sample question 6:
Which of the following is a characteristic of every process?
1. It is measurable
2. It is timely
3. It delivers a specific result
4. It responds to a specific event
5. It delivers its primary result to a customer or stakeholder
a) 1, 2, 3 and 4 only
b) 1, 2, 4 and 5 only
c) 1, 3, 4 and 5 only
d) All of the above

35 End of Module 1


Module 2
36

Service
Strategy


37 Lesson 1: Service Strategy

Lesson objectives
• Understand the Goals and Objectives of Service
Strategy


Lesson 1.1: Service Strategy Objectives
38

 Shows organization how to transform Service Management into a strategic
asset and then think and act in a strategic manner

Helps clarify the relationship between various services, systems or processes
and the business models, strategies or objectives they support

KEY ROLE: To stop and think about WHY something has to be done, before
thinking HOW.


Lesson 1.2: Key Strategy Questions
39

 The objectives of service Strategy are to answer questions such as :

• What services should we offer and to whom?
• How do we differentiate ourselves from competing alternatives?
• How do we truly create value for our customers?
• How do we capture value for our stakeholders?

 Process in Service Strategy:

• Demand management
• Service portfolio Management, and
• Financial management
• Business Relationship Management


Lesson 2.0: Key concepts of service
40
strategy
Lesson objectives

• Describe basics of Value Creation through
Services
• Explain Business Case


Lesson 2.1 Key Principles and Models
41

Service Value Creation : Utility & Warranty

Performance Supported ?
Fit for Purpose ?
OR
Constraints removed ?

Utility
Value

Available enough ?

Capacity enough ?
AND Fit for Use ?
Continuous enough ?

Secure Enough ?

Warranty


Lesson 2.2: Service Value creation:
Utility & Warranty
42
42

Utility Warranty
Functionality offered by Promise that the product/service will meet agreed requirements
product /service as the
customer views it
What the customer gets How it is delivered
Fitness for purpose Fitness for use
Three Characteristics of warranty
>Provided in terms of availability/capacity of services
>Ensures customer assets continue to receive utility, even if
degraded, through major disruptions
> Ensures Security for value-creating potential of customer
assets
Increases performance Reduces performance variation
average


Lesson 2.3: Basics of Value Creation:
Service Assets
43
43
Service Assets – Resources and capabilities available to an organization.

Resources – the IT infrastructure. People, money and others which
might help to deliver an IT service; the assets of an organization.

Capabilities – ability to co-ordinate, control, deploy resources; the
intangible assets of an organization.

Resources Capabilities
Financial Capital Management
Infrastructure Organization
Applications Processes
Information Knowledge
People


Lesson 2.4: Service Packages
44

Core Services Package Supporting Services
(Basic outcomes desired Package
by the customer.) (Enables or Enhances the
value proposition )

Service Level Packages
(Defines level of utility and warranty provided by Service Package)
Availability Levels Capacity Levels Security Levels
Continuity
Service Features
Service Support


Lesson 2.5: Business Case
45
45 A decision support and planning tool that projects the likely
consequences of a business action

 Justification for a significant item of expenditure.

 Includes Information about costs, benefits, options, issues, risks and
possible problems

Uses qualitative and quantitative terms

Type Business case structure
1. Introduction – business objectives addressed
2. Methods and assumptions- boundaries of the business case
3. Business Impacts – Financial and non financial
4. Risks and Contingencies
5. Recommendations – Specific Actions


Lesson 2.6: Risk
46

Risk

• Risk is defined as uncertainty of outcome, whether positive opportunity
or negative threat.
• There are two distinct phases. Risk Analysis and Risk Management.
• Risk analysis is concerned with gathering information about exposure to
risk so that the organization can make appropriate decisions and
manage risk appropriately.
• Risk management supports critical decision making process, in terms of
evaluating and selecting controls.
• Management of risk covers a wide range of topics, including business
continuity management (BCM), security, program/Project risk
management and operational service management.


Lesson 2.9: Service Management
Technology & Automation
47

 Automation (Tools) are extremely useful to improve utility and warranty of
services:

 Real time and historical data for analysis

 Correlation of data from multiple devices

 Service Impact analysis for prioritization

 Service Performance optimization


48

 Automation of service processes helps improve the quality of service,
reduce costs and reduce risks by reducing complexity and uncertainty, and
by efficiently resolving trade-offs.

 Some of the areas where service management can benefit from automation
 Design and modeling

 Service catalogue

 Pattern recognition and analysis

 Classification, prioritization and routing

 Detection and monitoring

 Optimization.


49
 Service Management Tools functionality include:

 Self Help: a web front-end offering a menu-driven range of Self-Help and
Service Requests – with a direct interface into the back-end process-
handling software.

 Workflow or Process Engine: should allow responsibilities, activities,
timescales, escalation paths and alerting to be pre-defined and then
automatically managed.

 Integrated CMS: CIs, Relationships, Records related to incidents,
problems, KE & Change

 Discovery/Deployment technology: populate or verify CMS data, assist
in license management, ability to deploy new software at target locations

50

 Service Management tools functionality include (contd.)

 Remote Control: allow relevant support groups to take control of the user
desktops
 Diagnostic scripts & utilities
 Reporting & Dashboards


51
Lesson 3.0: Service Strategy
Process
Lesson objectives
At the end of this lesson, you should be able Objectives
and basic concepts of the four processes in Service
Strategy:
 Demand Management,

 Service Portfolio Management

 Financial Management

 Business Relationship Management

Lesson 3.1: Demand Management: Objectives
52

The primary objective of Demand Management is to assist the IT
Service Provider in understanding and influencing Customer demand
for services and the provision of Capacity to meet these demands.

Other objectives include:

• Identification and analysis of Patterns of Business Activity (PBA) and
user profiles (UP) that generate demand.

• Utilizing techniques to influence and manage demand in such a way
that excess capacity is reduced but the business and customer
requirements are still satisfied.


Lesson 3.2: Managing Demand for Services
53

Demand Pattern

Service
Process Capacity
Management
Plan
Service Belt
Patterns of
Business Activity Delivery Schedule

Demand
Management
53

Lesson 3.3: PBA and UP
54

 Pattern of Business Activity (PBA)
 Workload profile of one or more business activities
 Varies over time
 Represents changing business demands

 User Profile
 Pattern of user demand for IT services
 Each user profile includes one or more PBAs


Lesson 3.4: What is a Service Portfolio?
55

Service Portfolio
Service
Improve
-ment
Customer Plan Market
The Service Portfolio 3 Space 1
represents the
commitments and
investments made by a
service provider across Customer Service Market
all customers and market 2 Portfolio Space 2
spaces.

It also includes the
ongoing service Market
Customer
improvement plans and Third Space 3
1
third party services. Party
Services


Lesson 3.5: Components of Service Portfolio
56
Service Portfolio
Components of
Service Service Catalog
Portfolio Service Pipeline

Continual service
Market Improvement Third
Spaces
Party
Catalog

Service Service Retired
Transition Operations Services

Customers Service
Design Return on Assets
earned during Service
Operations Resources
Resources Released
Engaged

Common Pool of resources
56

Lesson 3.6: Financial Management:
Goals and Objectives
57

Business
Opportunities

Business

Technology
Financial
Capabilities
Management

IT


Lesson 3.7: Financial Management: Activities
58

Activities
Predicting the expected future requirements for
Budgeting funds to deliver the agreed upon services and
monitoring adherence to the defined budgets.

Enables the IT organization to account fully for the
Accounting
way its money is spent.

Chargeback Charging customers for their use of IT Services.

Working with the process of Demand Management
Demand to anticipate usage of services by the business and
Modeling the associated financial implications of future
service demand.

Lesson 3.8: Financial Management: Benefits
59

Benefits
• Enhanced decision making.

• Increased speed of change.

• Improved Service Portfolio Management.

• Financial compliance and control.

• Improved operational control.

• Greater insight and communication of the value created by IT
services.

• Increased visibility of IT leading to increased perception of IT

Lesson 3.9: Business Relationship
Management: Purpose
60

The purpose of Business Relationship Management are

• To establish and maintain relationship between the service
provider and customer

• To identify customer needs and ensure that the service provider is
able to meet these needs


Lesson 4.0: Business Relationship Activities
61

Following are the two key activities

• Being the voice of the service provider to the customer

• Being the voice of the customer to the service provider


Lesson 4.1:Business Relationship Mgmt:
Role – Business Relationship Manager
62

• Responsible for the interaction and the communication with
customers

• Could easily combine with the Service level Manager to create
seamless conduit from customer to service provider capabilities
used to ensure value


63 End of Service Strategy Module

• Objectives and Key concepts of Service Strategy
• Service Strategy processes.


Module 2: Quiz
64

Question 1:
Which ITIL® process is responsible for drawing up a charging
system ?

a) Availability Management

b) Capacity Management

c) Financial Management for IT Services

d) Service Level Management


Module 2: Quiz
65

Question 2:
A Service Level Package is best described as?

a) A description of customer requirements used to negotiate a
Service Level Agreement

b) A defined level of utility and warranty associated with a core
service package

c) A description of the value that the customer wants and for
which they are willing to pay
d) A document showing the Service Levels achieved during an
agreed reporting period

Module 2: Quiz
66

Question 3:
The utility of a service is best described as:

a) Fit for design

b) Fit for purpose

c) Fit for function

d) Fit for use


Module 2: Quiz
67

Question 4:
The contents of a service package include:

a) Base Service Package, Supporting Service Package, Service
Level Package
b) Core Service Package, Supporting Process Package, Service
Level Package

c) Core Service Package, Base Service Package, Service
Support Package

d) Core Service Package, Supporting Services Package, Service
Level Packages

Module 2: Quiz
68

Question 5:
Setting policies and objectives is the primary concern of which of
the following elements of the Service Lifecycle?

a) Service Strategy

b) Service Strategy and Continual Service Improvement

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition, Service
Operation and Continual Service Improvement


Module 2: Quiz
69

Question 6:
Which of the following questions does guidance in Service Strategy
help answer?
1: What services should we offer and to whom?
2: How do we differentiate ourselves from competing alternatives?
3: How do we truly create value for our customers?

a) 1 only
b) 2 only
c) 3 only
d) All of the above

Module 3
70

Service
Design


71 Lesson 1.0 Service Design
Lesson objectives

• Understand the Goals and Objectives of
Service Design
• Understand the Value Service Design
provides to the Business.


Lesson 1.1: Service Design Objectives
72

 To convert the strategic objectives defined during Service Strategy
into Services and Service Portfolios.

 To use a holistic approach for design to ensure integrated end-to-
end business related functionality and quality.

 To ensure consistent design standards and conventions are
followed in all services and processes being designed.


Lesson 1.2: Value to Business
73
 Reduced Total Cost of Ownership (TCO)

 Improved quality of service

 Improved consistency of service

 Easier implementation of new or changed services

 Improved service alignment

 More effective service performance

 Improved IT governance

 More effective Service Management and IT processes

 Improved information and decision-making

74
Lesson 2.0: Service Design Key
Concepts
Lesson objectives
• Understand the importance of People, Processes,
Products and Partners for Service Management.
• Understand the five major aspects of Service
Design.
• Explain Service Design Package


Lesson 2.1: 4 P’s in Service Management
75

• Skills • Services
• Organisation • Technology
• Experience People Products • Tools

IT Service Management

• Suppliers • Activities
• Manufacturers • RACI
• Vendor
Partners Processes • Dependencies


Lesson 2.2: Major Aspects of Service Design
76

 New or Changed Service Solutions Design

 Service Management systems and tools design

 Technology and Management architectures design

 Processes design

 Measurement systems design


Lesson 2.3: Service Design Package
77

Defines all aspects of an IT Service and its requirements through each
stage of its lifecycle. A service Design package is produced for every
new IT service, a major change or for retiring a service.

Business requirements Service Acceptance
Criteria
Service Operational
Service Applicability Contents of a Acceptance Plan
Service Design Service Transition
Service Contacts
Package Plan
Service Functional
Requirements Service Program
Service Level Service Design & Organisational
Requirements Topology Readiness

78
Lesson 3.0: Service Design
Processes
Lesson objectives
• State the Objectives and basic concepts of the following processes
• Service Catalog Management
• Service Level Management
• Supplier Management
• Capacity Management
• Availability Management
• IT Service Continuity Management
• Information Security Management
• Design Coordination

Lesson 3.1: Service Catalogue
Management: Objectives
79

Objectives • To provide a single source of consistent
information on all of the agreed services, and
ensure that it is widely available to those who
are approved to access it.
• To ensure that a Service Catalog is produced,
maintained, and kept current, containing accurate
information on all operational services and those
being prepared to be run operationally.

Key terms • Business Service Catalog
• Technical Service Catalog


Lesson 3.2: Service Catalogue
Management: Key Terms
80

Business Service Catalog Details of all the IT services delivered to the customer,
together with relationships to the business units and the
business process that rely on the IT services. This is the
customer view of the Service Catalogue.

Technical Service Catalog Contains the details of all the IT services delivered to
the customer, together with relationships to the
supporting services, shared services, components and
CIs necessary to support the provision of the service to
the business.


Lesson 3.3: Service Level Management:
Objectives
81

Objectives • To ensure an agreed level of IT service is
provided for all current IT services, and future
services have an achievable target.
• To define , document, agree on, monitor
measure, report and review the level of IT
services provided.
• To provide and improve the relationship and
communication with the business and customers.
• Proactive measures to improve the levels of
service delivered are implemented in a cost-
justified manner.
Key terms • Service Level requirements (SLR’s), Service
Catalog, Service Level Agreement (SLA),
Operational Level Agreement (OLA),
Underpinning contract (UPC)

Process Activities
82

Design and Monitor
Plan SLA’s Service
Performance

Determine Negotiate & Continual Service Produce
Service Design Negotiate &
and Document
Agree Service
Requirements Improvement Reports

Conduct Service
SLA review and
Improvement Instigate Service
Improvement


Terminology
83

Service Level • Detailed recording of the Customer’s needs, forming the
requirements (SLR) basis for design criteria for a new or modified service.
• A written statement of available IT services, default
Service Catalog levels, options, prices and identification of which
business processes or customers use them.
• An Agreement between an IT Service Provider and a
Service Level Customer. The SLA describes the IT Service, documents
Agreement (SLA) Service Level targets, and specifies the responsibilities
of the IT Service Provider and the Customer.
• Internal agreement with another function of the same
Operational Level
organization which supports the IT service provider in
Agreement (OLA)
their delivery of services.
Underpinning • Contract with an external supplier that supports the IT
Contract (UPC) organization in their delivery of services.
• A Service Level Agreement Monitoring(SLAM) Chart is
SLAM Chart used to help monitor and report achievements against
©Simplilearn Solutions Pvt. Ltd. 2011 Service Level Targets. 83

Key Terms Illustrated
84

Business Business Business Process
Payroll
Process Process
S
L
A
Network Email Storage Storage
Services Services Services Services

OLA OLA OLA OLA
Service Desk Hardware Software Applications Storage
IT Infrastructure U U U
P P P
C C C
External Supplier

Designing SLA Structures
85

Customer Based vs. Service Based SLA’s Multi Level SLA’s

Customer A Customer B Customer C Corporate

Service Based Corporate Level SLA

Customer Based Customer A Customer B

Service X Service Y Service Z
(Tea) (Coffee) (Juice) Customer Level SLA

Service X Service Y Service Z
(Tea) (Coffee) (Juice)
Service Level SLA

SLA Content
86

Service Level Agreement
for Service XYZ
• Introduction to the SLA.
• Service description
• Mutual Responsibilities
• Scope of SLA
• Applicable Service Hours
• Service Availability
• Reliability
• Customer Support Agreements
• Relationship and Escalation contacts
• Service Performance Metrics
• Security
• Costs and Charging Mechanisms.


Lesson 3.9: Supplier Management: Objectives
87

Objectives • To manage suppliers and the services they supply, to
provide seamless quality of IT service to the
business and ensure that value for money is
obtained.
• Ensure that underpinning contracts and agreements
with suppliers are aligned to business needs.
• Manage relationships with suppliers.
• Negotiate and agree contracts with suppliers.
• Manage supplier performance.
• Maintain a supplier policy and a supporting
Supplier and Contract Database (SCD).
Key terms • Supplier and Contract Database (SCD)


Lesson 3.10: Supplier Management:
Supplier and Contract Database
88

Supplier Supplier and
Strategy Contracts
Evaluation
& Policy
Establish new
suppliers and
Supplier Contracts
&
Supplier categorization and Contract
Maintenance of the SCD
Database
(SCD)
Supplier & Contract
Management &
performance
Contract
Renewal And/or
termination


Lesson 3.11: Supplier Management:
Relationship with Service Level Management
89

Supplier Management
To ensure the UC’s are aligned with
SLR’s and SLA’s by managing
relationships with Supplier.
Service Level Supplier
Management Management
Service Level Underpinning External
Agreements (SLA) Contracts (UC’s) Suppliers


Lesson 3.12: Capacity Management:
Objectives
90

Objectives • To ensure that cost-justifiable IT capacity in all
areas of IT always exists and is matched to the
current and future agreed needs of the business, in
a timely manner.
• Produce and maintain an appropriate and up-to-
date Capacity Plan.
• Provide advice and guidance to the business and IT
on all capacity and performance-related issues
• Ensure that service performance achievements meet
or exceed all of their agreed performance targets.
Key terms • Capacity plan/ CMIS
• Business capacity management
• Service capacity management
• Resource/Component capacity management


A Balancing Act
91

Supply
• Resources
Capacity • Components

Demand
• Performance
Cost


Process Activities
92

Review Current Capacity
and Performance
Capacity Management
Information System (CMIS)

Capacity
performance reports Improve Current service
& data and component capacity

Forecasts

Plan new Capacity Assess, Agree &
Capacity Plans Document new
Requirements & Capacity


Sub Process
93

• Translates business needs and plans into
Business requirements for service and IT infrastructure,
Capacity ensuring that the future business requirements for IT
Management services are quantified, designed, planned and
implemented in a timely fashion.

• Management, control and prediction of the end-to-
end performance and capacity of the live,
Service Capacity operational IT services usage and workloads.
Management • Ensure that the performance of all services, as
detailed in service targets within SLAs and SLRs, is
monitored and measured, and that the collected
data is recorded, analyzed and reported.
Component • Management, control and prediction of the
Capacity performance, utilization and capacity of individual
Management IT technology components.


Lesson 3.16: Availability Management
Process: Objectives
94

Objectives • To ensure that the level of Service Availability
delivered in all services is matched to or exceeds
the current and future business requirements, in a
cost-effective manner.
• To provide a point of focus and management for all
availability-related issues.
• Produce and maintain an appropriate and up-to-
date Availability Plan.
• Ensure that proactive measures to improve the
availability of services are implemented wherever it
is cost-justifiable to do so.
Key terms • Availability, Reliability, Maintainability,
Serviceability
• Vital business Functions (VBF)
• Expanded Incident Lifecycle & MTRS, MTBF, MTBSI


Lesson 3.17: Availability Management:
Key Terms explained
95

Availability • The percent time of agreed service hours the
component or service is available.
• A measure of how long a component or IT
Reliability Service can perform its agreed operation
without interruption.
• A measure of how quickly and effectively a
Maintainability component or IT Service can be restored to
normal working after a Failure.
• The ability of a Third-Party Supplier to meet
the terms of its Contract. This Contract will
Serviceability include agreed levels of Reliability,
Maintainability or Availability for an IT service
or component.


Key Terms explained..contd.
96

• The business critical elements of the business
Vital business process supported by an IT Service.
Functions • Typically this will be where more effort and
(VBF’s) investments will be spent to protect these vital
business functions.
• All aspects of service availability and
Service unavailability and the impact of component
Availability availability, or the potential impact of
component unavailability on service
availability.
Component • All aspects of component availability and
Availability unavailability.


Expanded Incident Lifecycle
97

Uptime
Uptime

Downtime
Incident 2
Recovered
Incident 1

Diagnose

Repaired

Restored
Record
Detect

Mean Time
Time to Time to Time to Time to Time to Time to Between
detect Record Diagnose Repair Recover Restore Failures
(MTBF)
Mean Time to Restore Service (MTRS)

Mean Time to between system incidents (MTBSI)


Lesson 3.20: IT Service Continuity
98

Objectives • To support the overall Business Continuity
Management (BCM) process by ensuring that the
required IT technical and service facilities (including
computer systems, networks, applications, data
repositories, telecommunications, environment,
technical support and Service Desk) can be resumed
within required, and agreed, business timescales.
• Maintain a set of IT Service Continuity Plans and IT
recovery plans that support the overall Business
Continuity Plans (BCPs) of the organization.

Key terms • Business Continuity Planning (BCP)
• Business Impact Analysis (BIA)
• Business Continuity Management (BCM)
• Risk Analysis


Management: Key Terms Explained
99

• Strategies and actions to take place to continue
Business Business Processes in the case of a disaster.
Continuity
Management • It is essential that the ITSCM strategy is
(BCM) integrated into and a subset of the BCM
strategy.
• Quantifies the impact loss of IT service would
have on the business.
Business Impact
Analysis (BIA) • Identifies the most important services to the
organisation and is therefore critical input to
Strategy
• The business critical elements of the business
process supported by an IT Service.
Vital Business
Functions (VBF’s) • Typically this will be where more effort and
investments will be spent to protect these vital
business functions.


Management: Key Terms Explained..contd
100

• Possibility of an event occurring that could cause
harm or loss, or affect the ability to achieve
Objectives.
Risk • A Risk is measured by the probability of a
Threat, the Vulnerability of the Asset to that
Threat, and the Impact it would have if it
occurred.
• Identification & Evaluation of Assets, Threats
Risk and Vulnerabilities that exist to business
Assessment processes, IT services, IT infrastructure and other
assets.

Risk • Identifying appropriate risk responses or cost-
justifiable countermeasures to combating
Management identified risks.


Management: Lifecycle Activities
101

Initiation

Business Continuity
Strategy
Requirements
On Going & Strategy
Invocation Operations

Implementation
Business Continuity
Plans

101

Lesson 3.24: Information Security
102

Objectives • To align IT security with business security and ensure
that information security is effectively managed in
all service and IT Service Management activities.
• To protect the interests of those relying on
information, and the systems and communications
that deliver the information, from harm resulting
from failures of availability, confidentiality and
integrity.

Key terms • Availability, Confidentiality, Integrity
• Information Security policy
• Information Security Management System (ISMS)


Management: Key Terminology
103

• Protecting information against unauthorized
Confidentiality access and use.
• Examples: Passwords, swipe cards, firewalls
• Accuracy, completeness and timeliness of services,
data information, systems and physical locations.
Integrity
• Examples: Rollback mechanisms, test procedures,
audits.
• The information should be accessible at any
agreed time. This depends on the continuity
Availability provided by the information processing systems.
• Examples: UPS, resilient systems, Service desk
hours


Management: Security Framework
104

Information Security Framework

Information
Information Security Management System
Security
Strategy

Information
Security Policy Information Security Processes
Information > Communications Strategy
Security Information Management of Security Risks > Training & Awareness
Organisation Security Controls Strategy


Management: Security Policy
105

Audience for Security Policy Contains….
Security Policy  An overall Information Security Policy
• These policies  Use and misuse of IT assets policy
should be widely  Access control policy
available to all  Password control policy
customers and  E-mail policy
users, and their  internet policy
compliance should  Anti-virus policy
be referred to in  Information classification policy
all SLRs, SLAs,  Document classification policy
contracts and  Remote access policy
agreements.  Policy for supplier access of IT service, information
and components
 Asset disposal policy.


Lesson 3.28: Information Security Mgmt:
Information Security Management System (ISMS)
106

Interested • Service level • Awareness, Interested
Agreements (SLA’s) Classification
Parties • Underpinning • Personnel Security Parties
Contracts (UC’s) • Physical Security
(Customers, • Operational level • Systems Security (Customers,
Suppliers agreements (OLA’s) Plan Implement • Security Incident Suppliers
• Policy Statements Procedures
etc.) etc.)

Information
Control Managed
Security • Organize Information
Requirements & • Establish framework Security
Expectations • Allocate responsibilities

Maintain Evaluate
• Learn • Internal audit
• Improve • External audit
• Plan • Self assessments
• Implement • Security Incidents


Lesson 3.29: Design Coordination - Objectives
107

Design Coordination main objectives are

• Ensuring consistent design of services

• Coordination of all design activities across projects

• Maintaining Governance


Lesson 3.30: Design Coordination - Governance
108

Some aspects of the governance that Design Coordination can bring
includes

• Assisting and supporting each project through all the activities and
processes

• Maintaining policies and guidelines for service design activities

• Planning and forecasting of the resources for future demand

• Ensuring that all the requirements are appropriately addressed in
service designs


Lesson 3.31: Design Coordination - Keywords
109

• Service Design Package

• Service Design Policy


110 End of Module 3


111 Service Design :Quiz


Module 3 : Quiz
112

Question 1:
Which of the following is NOT one of the five individual aspects of
Service Design?
A. The design of the Service Portfolio, including the Service
Catalogue

B. The design of new or changed services

C. The design of Market Spaces

D. The design of the technology architecture and management
systems

Module 3 : Quiz
113

Question 2:
Which of the following is MOST concerned with the design of new
or changed services?

A. Change Management

B. Service Transition

C. Service Strategy

D. Service Design


Module 3 : Quiz
114

Question 3:
Implementation of ITIL Service Management requires preparing
and planning the effective and efficient use of:

A. People, Process, Partners, Suppliers

B. People, Process, Products, Technology

C. People, Process, Products, Partners

D. People, Products, Technology, Partners


Module 3 : Quiz
115

Question 4:
What is the MAIN goal of Availability Management?

A. To monitor and report availability of components

B. To ensure that all targets in the Service Level Agreements
(SLAs) are met

C. To guarantee availability levels for services and components

D. To ensure that service availability matches or exceeds the
agreed needs of the business


Module 3 : Quiz
116

Question 5 :
The Information Security Policy should be available to which
groups of people?

A. Senior business managers and all IT staff only

B. Senior business managers, IT executives and the Information
Security Manager only

C. All customers, users and IT staff

D. Information Security Management staff only

Module 3 : Quiz
117

Question 6 :
Which of the following are activities that would be carried out by
Supplier Management?

1: Management and review of Organisational Level Agreements (OLAs)
2: Evaluation and selection of suppliers
3: Ongoing management of suppliers

A. 1 and 2 only
B. 1 and 3 only
C. 2 and 3 only
D. All of the above

Module 4
118

Service
Transition


2 Lesson 1.0: Service Transition
Lesson objectives

Service Transition
• Explain What value Service Transition
provides to the Business


Lesson 1.1: Service Transition Goals
120

 Assure proposed changes in the Service Design package are realized.
 Plan for and Implement the Deployment of Releases for New or Changed
Services.
 Test Releases so as to minimize the possibility of undesirable impact to
the Production environment.
 Retire or Archive Services.

KEY ROLE: To move Services from Design to Operations, without impacting
the ongoing Services


Lesson 1.2: Service Transition Objectives
121

•Plan and manage the resources to establish successfully a new or
changed service into production within the predicted cost, quality and time
estimates.

•Ensure there is minimal unpredicted impact on the production services,
operations and support organization.

•Increase the customer, user and Service Management staff satisfaction
with the Service Transition practices including deployment of the new or
changed service, communications, release documentation, training and
knowledge transfer.

•Increase proper use of the services and underlying applications and
technology solutions.


122

• The capacity of the business to respond quickly and adequately
to changes in the market improves.
• Changes in the business as a result of takeovers, contracting,
etc. are well managed.
• More successful changes and releases for the business.
• Better compliance of business and governing rules.
• Less deviation between planned budgets and the actual costs
• Better insight into the possible risks during and after the input of
a service into production.
• Higher productivity of customer staff

Lesson 2.0: Service Transition: Key
5
Principles and Models
Lesson objectives

• Understand Configuration Item
• Understand Configuration Management System


Lesson 2.2: Configuration Item (CI)
124
124

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 Services, hardware, software, buildings, people, and formal
documentation such as Process documentation and SLAs


Lesson 2.3: Configuration Management
System (CMS)
125
• Information about all Configuration Items
125

CI may be entire service, or any component
Stored in 1 or more databases (CMDBs)

• 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 sources and tools, information integration, knowledge processing
(scorecards, dashboards etc.), presentation

Lesson 3.0: Service Transition
126
Processes
Lesson objectives
At the end of this lesson, you should be able to understand
Objectives and basic concepts of the four processes in
Service Transition:
• Transition, Planning and Support
• Change Management
• Service Asset and Configuration Management
• Release and Deployment management, And
• Knowledge Management

Lesson 3.0.1: Transition, Planning and
127
Support

Lesson objectives
• State the Goals, Objectives and basic
concepts of Transition, Planning and Support


Lesson 3.0.2:Transition, Planning and
Support- Goals and Objectives
128

The Objectives of Transition, Planning and Support are

• Successful Planning and coordination of resources
• Ensuring common framework
• Proper planning for aligning customer and business change projects with
Service Transition plans


Lesson 3.0.3:Transition, Planning and
Support Activities- Purpose
129

The purpose of the Transition, Planning and Support activities are:

• Planning appropriate capacity and resources
• Provide support for the Service Transition teams and people
• Integrity of changes with all other Service Transition processes
• Coordination of activities across projects, suppliers and service teams


130 Lesson 3.1: Change Management

Lesson objectives
• State the Goals, Objectives and basic
concepts of Change Management


Lesson 3.2: Change Management :
131
Goals and Objectives:
Respond to changing business requirements

• Respond to Business and IT requests to align Services with business
needs.
• Ensuring Changes are introduced in a controlled manner.
• Optimize business risk
• Implement changes successfully
• Implement changes in times that meet business needs
• Use standard processes
• Record all changes


Lesson 3.3: Change Management : Scope
132

Scope

Addition, Modification or Removal of

Any Service or Configuration Item or associated documentation

Including
Strategic, Tactical and Operational changes

Excluding
Business strategy and process
Anything documented as out of scope


Change Types
133
Change Types
 Normal changes
 Types are specific to the organization
 Type determines what assessment is required

 Standard changes
 Pre-authorized with an established procedure
 Tasks are well known, documented and low risk (usually)
 E.g replacement of faulty printer, upgrade PC etc.

 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, Should be kept to minimum
Remediation planning
 Backout Plans


Change Flow
134


Roles in Change Management
135

 Change Manager
 Ensures that process is followed
 Usually authorizes minor changes
 Coordinates and runs CAB meetings
 Produces change schedule
 Coordinates change/built/test/implementation
 Reviews/Closes Changes


Change Advisory Board (CAB)
136
 Change Advisory Board (CAB)
 Supports the change manager
 Consulted on significant changes
 Business, users, application/technical support, operations, service
desk, capacity, service continuity, third parties …
 people who have clear understanding of business needs
 Technical specialists / consultants

 Emergency CAB (ECAB)
 Subset of the standard CAB
 Membership depends on the specific change


Change Metrics
137

Change Metrics
• 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

Key Challenges
138

Business pressure to “just do it”

Inaccurate and incomplete Configuration Management System

Soiled Technical Function areas

 Misunderstanding of “Emergency” changes

Scalability across large organizations

Vendor/Contract Compliance

 Adhoc nature of people


Lesson 3.11: Service Asset and
139
Configuration Management
Lesson objectives
• State the goals, objectives and basic concepts of
Service Asset and Configuration Management


Configuration Management: Goals and Objectives
140

The goal of SACM is to provide a logical model of the IT infrastructure
correlating IT services and different IT components (physical, logical etc)
needed to deliver these services

The objective of SACM is to define and control the components of
services and infrastructure and maintain accurate configuration records.
This enables an organization to comply with corporate governance
requirements, control its asset base, optimize its costs, manage change
and release effectively, and resolve incidents and problems faster.


Configuration Management: Basic Concepts
141
Basic Concepts
What is a Configuration Item (CI) ?

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

CI Types :
CIs typically include
•IT Services, hardware, software, buildings, people, and formal documentation such as
Process documentation and SLAs

Configuration Management: Basic Concepts
142

Basic Concepts

 Configuration baseline
 Configuration details captured at a specific point in time. This
captures both the structure and details of a configuration Item.
 It is used as a reference point for future Builds, Releases and
Changes. (e.g. After major changes, disaster recovery etc).
 Typically managed through the Change Management process.


Configuration Management: Basic Concepts: Contd..
143

Basic Concepts
What is a Configuration Management System (CMS) ?

•Information about all Configuration Items
•CI may be an entire service, or any component
•Stored in 1 or more databases (CMDBs)
•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 sources and tools, information integration, knowledge processing (scorecards,
dashboards etc.), presentation


Configuration Management: Basic Concepts: Contd..
144

Basic Concepts
What is a Definitive Media Library (DML) ?

The only source for build and distribution
Master copies of all software assets
In house, external software houses
Scripts as well as code
Management tools as well as applications
Including licenses
Quality checked
Complete, correct, virus scanned ..


Configuration Mgmt..: Basic Concepts: CMDB & DML
145

Basic Concepts
DML and CMDB


Lesson 3.16: Service Asset and Configuration Mgmt.:
Basic Concepts: Relationship between CMDB, CMS and SKMS
146

SKMS Informed Decision

CMS

CMDB


Lesson 3.17: Release and Deployment
147
Management
Lesson objectives
Release and Deployment Management


Management: Goals
148

• Release management is responsible for planning, scheduling, and
controlling the movement of new or changed services, in the form
of a release package, to both the testing and the live production
environments
• Deployment management is responsible for the movement of new
or changed hardware, software, documentation, or other
configuration items into the live production environment.


149
• Planned Release and Deployment in line to the business needs
• Build, Install, Test and Integrate releases
 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

• Control and minimize the impact of releases to the ongoing
services
• Transfer knowledge and skills to end users and support teams,
leading to an effective use and support


Management: Basic Concepts: Release Policy
150
Release Policy: The overarching strategy for Releases and was derived
from the Service Design phase of the Service Lifecycle and typically
includes:
• Release Description with the unique identification, numbering and naming
conventions.
• The roles and responsibilities at each stage in process.
• The expected frequency for each type of release
• The approach for accepting and grouping changes into a release.
• The mechanism to automate the build, installation and release distribution
processes to improve re-use, repeatability and efficiency
• How the configuration baseline for the release is captured and verified against
the actual release contents, e.g. hardware, software, documentation and
knowledge
• Exit and entry criteria and authority for acceptance of the release into each
Service Transition stage and into the controlled test, training, disaster recovery
and production environments
• Criteria and authorization to exit early life support and handover to Service
Operations.

Management: Basic Concepts: Release Unit
151

Release unit
- Cls that are normally released together
- Typically includes sufficient components to perform a useful
function. For example - Fully configured desktop PC, payroll
applications

Release package
- Single release or many related releases
- Can include hardware, software, utility, warranty,
documentation, training …


Management: Basic Concepts: Release Types
152
Release Types
Major Release:
Containing large proportions of new functionalities. Also known
as a Major Upgrade, generally supersedes all preceding minor
upgrades.

Minor Release:
Contains small enhancements and fixes. A Minor Upgrade or
release generally supersedes previous emergency fixes.

Emergency Release:
Normally linked to an Emergency change.


Lesson 3.22: Release and Deployment Mgmt.
Basic Concepts: Release and Deployment Approaches
153
Release and Deployment Approaches

 Big bang versus phased approach

 Phased approach can be users, locations, functionality ..

 Push versus Pull deployment

 Automated versus manual deployment


154 Lesson 3.23: Knowledge Management
Lesson objectives
Knowledge Management


Lesson 3.24: Knowledge Management:
155

 The goal of Knowledge Management is to Improve quality of
management decision making by ensuring that reliable and secure
information and data is available throughout the service lifecycle

 The objective of Knowledge Management is to ensure that the right
information is delivered to the appropriate place or person at the right
time to enable informed decisions.


Purpose
156

Knowledge Management is 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 and effectiveness by reducing the need to rediscover
knowledge.


Basic Concepts: DIKW
157


Service Knowledge Management System
158


Lesson 3.28: Knowledge Management: SKMS
159

A set of tools for managing knowledge and information.

 SKMS includes CMS.

 SKMS contains all the information needed to manage the lifecycle
of IT Services.


160 Service Transition : Summary

• Goals and Objectives
• Service Transition processes:
Transition, Planning and Support
Change Management
Service Asset and Configuration Management
Release and Deployment Management
Knowledge Management


161 Service Transition : Quiz


Module 4: Quiz
162

Question 1:
Which of the following statements about a standard change is
INCORECT ?

a) A Standard change is a low risk change

b) Standard changes are pre-authorized changes

c) Standard changes are authorized by E-CAB

d) Standard changes are only raised by Incident Management


Module 4: Quiz
163

Question 2:
Which statement is the CORRECT statement about the relationship
between CMS and SKMS ?

a) The SKMS is a part of the CMS

b) The CMS is a part of the SKMS

c) There is no relationship between the CMS and SKMS

d) The CMS and the SKMS are the same


Module 4: Quiz
164

Question 3:
Whish of the following is an activity of SACM ?

a) Account for all the Financial assets of an organization

b) Specify the relevant attributes of CI

c) Implement ITIL across the organization

d) Design Service models to justify ITIL implementations


Module 4: Quiz
165
Question 4:
Which of the following does Service Transition provide guidance
on:
1. Moving New and Changed Services to production
2. Testing and Validation
3. Transfer of services to and from external service provider

a) All of the above

b) None of the above

c) Only 1 and 2

d) Only 1

Module 4: Quiz
166

Question 5:
Which of the following is an INCORRECT Release and
Deployment approach?

a) Propagate and Consolidate

b) Push and Pull

c) Big bang and Phased

d) Automated and Manual


Module 4: Quiz
167

Question 6:

Which of the following would be stored in the DML?
1. Copies of Purchased software
2. Copies of Internally developed software
3. Relevant License documentation
4. The Change schedule

a) All of the above
b) 1 and 2 only
c) 3 and 4 only
d) 1, 2 and 3 only

Module 5
168

Service
Operations


169 Lesson 1.0: Service Operations
Lesson objectives

• Understand the Goals and Objectives of Service
Operations
• Briefly Explain What Value Service Operations provide
to business
• Understand Key Concepts & definitions
• Understand the Role of Communication in Service
Operations


Lesson 1.1: Service Operations: Objectives
170

 To coordinate and carry out the activities and processes required to
deliver and manage services at agreed levels to business users and
customers.

 Responsible for the ongoing management of the technology that is
used to deliver and support services.

 Carrying out activities and Processes required to deliver and manage
Services at agreed levels.

KEY ROLE: How to achieve effectiveness & efficiency in Service Delivery
so as to ensure value to business and the service provider


171

 Service Operations is where the plans, designs and optimizations
from other ITIL lifecycle phases are executed and measured.
• Service value is modeled in Service Strategy

• The cost of the service is designed, predicted and validated in
Service Design and Service Transition
• Measures for optimization are identified in Continual Service
Improvement

 From a customer viewpoint, Service Operation is where actual
value is seen.


Lesson 1.3: Role of Communication
172

 Good communication is important across all phases of the service lifecycle
but particularly so in Service Operation
 Good communication is needed between all IT Service Management staff
and with users/ customers / partners.
 Issues can often be mitigated or avoided through good communication .
 All communication should have:
- Intended purpose and/ or resultant action
- Clear audience, who should be involved in deciding the
need/format
 Examples of Communications in Service Operations
· Routine operational communication
· Communication between shifts
· Performance reporting
-Communication related to emergencies
· Training on new or customized processes and service designs


Lesson 1.4: Events
173

An expected or unexpected change of state of a an IT component that could negatively
impact delivery of IT services.

Events are typically notifications created by an IT service, Configuration Item (CI) or a
monitoring tool.
Event Type Description
Informational An event that does not require any action, regular operation
 Example: Notification that a scheduled workload has completed
Warning An Event that is unusual but not an exception, requires closer
monitoring.
 Example: A servers CPU utilization is approaching maximum
performance threshold.
Exception An Event signifying a service or a device is operating abnormally
 Example: A PC scan reveals the installation of unauthorized
software.


Lesson 1.5: Alerts & Incidents
174

Alert Incident
 A warning that a threshold has been  An unplanned interruption to an IT
reached, something has changed, or service.
a Failure has occurred.  A reduction in the quality of an IT
 Alerts are often created and service.
managed by System Management  Failure of an IT component that has
tools. not yet affected service, but could
 Alerts are managed by the Event likely disrupt service if left
Management Process. unchecked. This can be raised by IT
 Objective is to notify the concerned support teams.
Stakeholders  Example: Failure of a server in a
clustered mode.

Relationship between Events, Alerts and Incident
All Alerts are Events, but not all Events trigger Alerts
All Incidents are Events, but all Events are not Incidents

Lesson 1.6: Service Request
175

Service Request
 A generic description for many varying types of demands that are placed upon the
IT Department by the users.

 Many of these requests are actually small changes – low risk, frequently occurring,
low cost, etc.

 Their scale and frequency, low-risk nature means that they are better handled by a
separate process, rather than being allowed to congest and obstruct the normal
Incident and Change Management processes.

 Examples:
 A request to change a password,
 A request to install an additional software application onto a particular PC,
 A request to relocate some items of desktop equipment


Lesson 1.7: Problem & Workaround
176

Problem Workaround

 A temporary way to restore service
 The cause of one or more incidents. failures to a usable level. For example;
rebooting a server hang.
 The cause is not usually known at the
time a Problem Record is created,  Used for reducing or eliminating the
and the Problem Management Impact of an Incident or Problem for which
Process is responsible for further a full Resolution is not yet available.
investigation.
 Workarounds for Incidents that do not
 Prioritized in the same way and for have associated Problem Records are
same reasons as Incidents. documented in the Incident Record.

 Workarounds for Problems are
documented in Known Error Records.


Lesson 1.8: Known Error (KE) and Known
Error Database (KEDB)
177

Known Error (KE) Known Error Database (KEDB)

 A Problem that has a documented Root  A storage of previous knowledge of
cause and a Workaround. incidents and problems
• A known error might be raised for • exact details of the fault and the
a problem whose root cause is not symptoms that occurred
yet known but a workaround has • how they were overcome
been identified.
 Allows quicker diagnosis and resolution
 Known Errors are created and if Incidents/Problems recur.
managed throughout their Lifecycle by
Problem Management.

 Known Errors may also be identified by
Development or Suppliers. For
example; Application incompatibility
reports for Windows by Microsoft
.

Lesson 1.9: Impact, Urgency & Priority
178

Impact A measure of the effect of an Incident, Problem or Change on
Business Processes.
 Based on how Service levels will be affected.
Urgency A measure of how long it will be until an Incident, Problem or
Change has a significant Impact on the Business.
Priority The relative importance of an Incident, Problem or Change.

Priority is based on Impact and Urgency, and is used to identify
required times for actions to be taken.
• For example, the SLA may state that Priority 2 Incidents must
be resolved within 12 hours.


179 Lesson 2.0: Service Operations Process
Lesson objectives

• State the objectives and basic concepts for Event
Management


Lesson 2.1: Event Management: Objectives
180
180
Definition
The process responsible for monitoring Events throughout their
Lifecycle.
Objectives
 To detect events, make sense of them and determine the appropriate control
action.
 Can be used as a basis for automating many routine Operations
Management activities,
For example
- executing scripts on remote devices, or
- submitting jobs for processing
 It provides a way of comparing actual performance and behavior against
design standards and SLAs.
 Provide the basis for Operational Monitoring and Control

Lesson 2.2: Event Management: Process
Activities
181

Process Activities
Event occurs

Event Detection , Filtering & Notification

Event Significance (Type of Event)
(Information, Warning or Exception)

Event correlation.

Event Response

Event Review & Closure


Lesson 2.3: Event Management:
Event Logging & Filtering
182


Managing Exceptional Events
183


Managing Information & Warning Events
184


Lesson 2.6: Incident Management: Objectives
185

Definition
The process for dealing with all incidents; this can include failures, questions or
queries reported by the users (usually via a telephone call to the Service Desk),
by technical staff, or automatically detected and reported by event monitoring
tools.

Objectives
 To restore normal service operation as quickly as possible and minimize the
adverse impact on business operations
 To ensure that the best possible levels of service quality and availability are
maintained, i.e. restore service within SLA’s


Lesson 2.7: Incident Management:
Scope and Value to Business
186

Scope Value to Business

 Managing any disruption or  Lower downtime to the business,
potential disruption to live IT services which in turn means higher
availability of the service.
 Incidents identified
• Directly by users through the  The capability to identify business
service Desk priorities and dynamically allocate
• Through an interface from Event resources as necessary.
Management to incident
Management tools  The ability to identify potential
improvements to services.
 Reported and/or logged by
technical staff


Basic Concepts
187

Time Scales • Timescales must be agreed for all incident handling stages.
- Depending on Priority & SLA’s
- Documented in OLA’s & UC’s
• All support groups should be made fully aware of these
timescales.
Incident Models An Incident model is predefined steps to handle a particular
Incident.
The incident model should include:
• The steps that should be taken to handle the incident
• The order in which these steps should be taken in.
• Responsibilities; who should do what
Major Incident An Incident Model to handle Incidents of Major Impacts and great
Urgency.


Process Flow & Activities
188


Process Interfaces
189

Service
Level
• SLA’s, OLA’s, UC’s
Manage
ment Event • Service break/ degrading
Manage Events
• Performance ment
Capacity
incidents
Manage
• Incident ment
Workarounds
Problem • Potential problems
Incident
Manage
Management ment
• Availability Availabil
incidents ity
Manage
ment • RFC for resolving Incidents
Change
• Incidents from Failed
Manage
Changes
ment
• CI data
SACM*
• Maintain faulty CI
Status
*SACM: Service Asset & Configuration Management


Lesson 2.11: Problem Management: Objectives
190

Definition
The process responsible for managing the lifecycle of all problems.
Problem Management seeks to identify and remove the root-cause of Incidents
in the IT Infrastructure.

Objectives
 To prevent problems and resulting incidents from happening and to
eliminate recurring incidents
 To minimize the impact of incidents that cannot be prevented.


Lesson 2.12: Problem Management:
Scope and Value to Business
191

Scope Value to Business

 Activities required to diagnose the  Together with Incident and Change
root cause of incidents and to Management increases IT service
determine the resolution to those availability and quality.
problems.
 Reduction in downtimes and
 Responsible for ensuring that the disruptions of Business critical
resolution is implemented through the systems.
appropriate control procedures,
especially Change Management and  Reduced expenditure on
Release Management. workarounds or fixes that do not
work
 Maintain information about
problems and the appropriate  Reduction in cost of effort in fire-
workarounds and resolutions fighting or resolving repeat
incidents.


Basic Concepts
192

Reactive Problem • Resolution of underlying cause (s)
Management • The activities are similar to those of Incident
Management for the logging, categorization and
classification for Problems. The subsequent activities are
different as this is where the actual root-cause analysis
is performed and the Known Error corrected.
• Covered in Service Operation
Proactive Problem • Prevention of future problems by analyzing Incident
Management Records, and using data collected by other IT Service
Management processes and external sources to identify
trends or significant problems.
• Generally undertaken as part of Continual Service
Improvement (CSI)


Process Flow: Reactive Problem Management
193

Problem Problem Problem
detection & Categorization Investigation &
Logging & Prioritization Diagnosis

Problem Workarounds & Known
Resolution & raising Known Error
Closure Error Records Database

Errors from
Major Problem
Development /
Reviews
Suppliers


Process Flow: Interfaces with Other Processes
194

Availability Management
Change Management

Capacity Management
Configuration Management

Problem
Management
Release & Deployment IT Service Continuity
Management Management

Financial Management
Service Level Management


Lesson 2.16: Request Fulfillment Process
195

Definition
The processes of dealing with Service Requests from the users.

Objectives
 To provide pre-defined pre-approved standard services to users.
 To provide users with information on available services and procedures for
obtaining them.
 Deliver requested standard services.
 Assist IT users with general information, comments and complaints

Basic Concepts
 Request models – Specific procedures for handling certain types of requests
For example; IMACS, Password resets, etc.


Lesson 2.17: Access Management: Objectives
196

Definition
The process of granting authorized users the right to use a service, while
preventing access to non-authorized users.
• Also referred to as Rights Management or Identity Management.
• In practice, Access Management is the operational enforcement of the
policies defined by Information Security Management.

Objectives
 To grant authorized users the right to use a Service and deny access to
unauthorized users
 To Execute policies and actions defined in Security and Availability
Management


Lesson 2.18: Access Management:
Basic Concepts
197
Basic Concepts

Access • Access refers to the level and extent of a service’s functionality
or data that a user is entitled to use.
Identity • The information about the user that distinguishes them as an
individual, and which verifies their status within the
organization.
• By definition, the identity of a user is unique to that user.
Rights • Also called privileges, refer to the actual settings whereby a
user is provided access to a service or group of services.
• Typical rights or levels of access include read, write, execute,
change, delete.
Service/ Service • Granting users/User groups access to similar set of services
Groups


Lesson 3.0: Service Operations:
198
Functions
Lesson objectives

• Explain the role, objectives and
organizational structures of Service desk


Lesson 3.1: Service Desk
199

Definition
A Service Desk is a functional unit made up of a dedicated number of staff
responsible for dealing with a variety of service events, often made via
telephone calls, web interface, or automatically reported infrastructure events.
Acts as daily Single point of contact for IT users

Objectives
 To restore the ‘normal service’ to the users as quickly as possible.
 Operate as Level 1 for Incident Management and Request Fulfillment i.e.
Log calls, do initial diagnosis and investigation and if possible resolve and
close.
 Manage Incidents throughout its lifecycle, which also includes user
communication and Technical & hierarchical escalations.
 Conducting customer/user satisfaction survey.


Lesson 3.1: Purpose of Service Desk
200

Purpose of Service Desk
 Improved customer service, perception of IT and satisfaction with IT services
 Increase accessibility to IT services through a single point of contact,
communication and information.
 Better quality and faster turnaround of customer or user IT requests
 Enhanced focus and a proactive approach to IT service provisioning.
 More meaningful management information for decision support
 Improved teamwork and communication amongst IT staff.
 A reduced negative business impact.
 Improved usage of IT Support resources and increased productivity of
business personnel.


Lesson 3.2: Organization Structures
201

Type Description
1. Local Located physically close to the user community it serves.
2. Centralized Service desk is deployed at one central physical location.
3. Virtual Impression of single, centralized Service desk, through the
use of technology and tools to create a virtual Service
desk.
4. Follow-The-Sun Multiple Service desks across time zones to provide 24x7
service.
5. Specialized ‘specialist groups’ within the overall Service Desk structure,
so that incidents relating to a particular IT service can be
routed directly (normally via telephony selection or IVR or
a web-based interface) to the specialist group.


Lesson 3.3: Service Desk Function:
Organization Structures - Local
202

Local
 Aids communication and gives a
clearly visible presence
Local Users
 Can often be inefficient and
expensive to resource due to low call
Service Desk volumes
(local)
 Reasons for a Local service desk…
• Language and cultural or
political differences
• Different time zones
• Specialized groups of users
• VIP/criticality status of users.
Third Party Application Infrastructure
Support Support Support

202

Organization Structures- Centralized
203

Centralized
Customer Customer Customer
Site 1 Site 2 Site 3
 Local Service Desks merged into one
or few locations.
Service Desk
(centralized)  more efficient and cost-effective,
allowing fewer overall staff to deal
with a higher volume of calls.
Second-Line Support
 ‘local presence’ to handle physical
support requirements, but controlled
Third party Application Infrastructure
Support Support Support and deployed from the central desk.


Organization Structures- Virtual
204

Virtual

 Single Visible Service Desk which
may actually be run by staff in
multiple locations.

 Allows for ‘homeworking’, secondary
support group, off-shoring or
outsourcing – or any combination
necessary to meet user demand.

 Safeguards are needed to ensure
consistency and uniformity in service
quality and cultural terms


Lesson 3.6: Service Desk: Service Desk Staffing
205

Service Desk Staffing
 Correct number and qualification at any given time, considering
• Customer expectations and business requirements
 e.g. call response time (SLA) , Budget
• Number of users to support, their language and skills
• Coverage period, out-of-hours, time zones/locations, travel time
• Processes and procedures in place, Infrastructure for short breaks

 Minimum qualifications
• Interpersonal skills, Business and underlying IT understanding
• Skill sets
 Customer and Technical emphasis, Expert
 Typing skills


Lesson 3.7: Service Desk: Service Desk Metrics
206
Service Desk Metrics
 Periodic evaluations of health, maturity, efficiency, effectiveness and any
opportunity to improve
 Realistic and carefully chosen – total number of call is not itself good or
bad
 Some examples:
• First-line resolution rate
• Average time to resolve and/or escalate an incident
• Total costs for the period divided by total call duration minutes
• The number of calls broken by time of day and day of week, combined with the
average call-time
• Customer/User Satisfaction surveys


Lesson 3.8: Technical Management
207
Role of Technical Management Function
 The groups, departments or teams that provide technical expertise and overall
management of the IT Infrastructure
 Custodian of technical knowledge and expertise related to managing the IT
Infrastructure.
 Provides the actual resources to support the ITSM Lifecycle.
- Ensures that resources are effectively trained and deployed to design,
build, transition, operate and improve the technology required to deliver and support IT
services.
Objectives
 To help plan, implement and maintain a stable technical infrastructure to
support the organization’s business Processes
-Well designed and highly resilient, cost-effective infrastructure configuration
- Use of adequate technical skills to maintain the technical infrastructure and to
speedily diagnose and resolve any technical failures that do occur.


Lesson 3.9: Application Management
208
Role of Application Management Function
 Responsible for managing applications throughout their lifecycle.
• Custodian of technical Knowledge and expertise related to managing
application, whether purchased or developed in-house.
• It provides the actual resources to support the ITSM Lifecycle
• Providing guidance to IT Operations about how best to carry out the
ongoing operational management of applications.
• The integration of the Application Management Lifecycle into the ITSM
Lifecycle

Objectives
 To helping to identify functional and manageability requirements for
application software so as to support the organization’s business Processes.
 Assist in design and deployment of applications.
 Assist in ongoing support/maintenance/improvement of applications.

Lesson 3.10: IT Operations Management
Function
209

Role of IT Operations Management Function
 The function responsible for the ongoing management and maintenance of
an organization ’s IT Infrastructure to ensure delivery of the agreed level of
IT services to the business.

 Operations Control - oversees the execution and monitoring of the
operational activities and events in the IT Infrastructure.
 Includes Console Management, Job Scheduling, Backup & restore,
Print & output Management and Maintenance activities on behalf
of Technical or Application Management teams.

 Facilities Management - The management of the physical IT
environment, typically a Data Centre or computer rooms and recovery
sites together with all the power and cooling equipment.


Lesson 3.11: IT Operations Management
Objectives
210

Objectives

 Maintenance of the as- is infrastructure and procedures to achieve stability
of the organization’s day-to-day processes and activities.

 Regular scrutiny and improvements to achieve improved service at reduced
costs, while maintaining stability.

 Swift application of operational skills to diagnose and resolve any IT
operations failures that occur.


211 Service Operations : Quiz


Module 5
212

Question 1:
Major Incidents require:

A. Separate procedures

B. Less urgency

C. Longer timescales

D. Less documentation


Module 5
213

Question 2:
Which of the following should be done when closing an Incident?
1: Check the Incident categorization and correct it if necessary
2: Decide whether a Problem needs to be logged

A. 1 only

B. Both of the above

C. 2 only

D. None of the above

Module 5
214

Question 3:
Which of the following is NOT a valid objective of Request
Fulfillment?

A. To provide information to users about what services are
available and how to request them
B. To update the Service Catalogue with services that may be
requested through the Service Desk
C. To provide a channel for users to request and receive standard
services
D. To source and deliver the components of standard services that
have been requested

Module 5
215

Question 4:
Which Functions are included in IT Operations Management?

A. Network Management and Application Management

B. Technical Management and Application Management

C. IT Operations Control and Facilities Management

D. Facilities Management and Technical Management


Module 5
216

Question 5:
What is the BEST description of the purpose of Service
Operation?

A. To decide how IT will engage with suppliers during the Service
Management Lifecycle
B. To proactively prevent all outages to IT Services
C. To design and build processes that will meet business needs
D. To deliver and manage IT Services at agreed levels to
business users and customers


Module 5
217

Question 6:
Which of these activities would you expect to be performed by a
Service Desk?
1: Logging details of Incidents and service requests
2: Providing first-line investigation and diagnosis
3: Restoring service
4: Diagnosing the root-cause of problems
A. All of the above
B. 1, 2 and 3 only
C. 1, 2 and 4 only
D. 2, 3 and 4 only

218 End of Module 5


Module 6
219

Continual
Service
Improvement


2 Lesson 1.0: Continual Service Improvement




Lesson 1.1: Continual Service Improvement:
Goals
221

 To continually align IT Services to the changing Business needs by
identifying and implementing improvements.

 Continually be on the lookout for improvements related to process
effectiveness and efficiency.

To implement improvement plans in a cost-effective manner.


Objectives
222

•Review analyze and recommend improvement opportunities in all the life
cycle phases
•To make CSI activities, fact based, CSI Reviews and analyze Service level
achievement results
•Identify and implement activities for improve service efficiency and
effectiveness to improve service quality
•Improve cost effectiveness
•Ensure appropriate quality management methods are used to support CSI
activities


Scope
223

Scope of CSI:
Overall health of ITSM. It takes care of entire ITSM as well as all
dependent services.
Alignment of the service portfolio with business needs
After implementing and operating processes, CSI help Maturing the
processes.
Organization need to:
•Review management information and trends of service delivery
•Ensure outputs of enabling ITSM are achieving results
•Conduct audits to access maturity of process, compliance of
processes.
•Conduct customer satisfaction surveys.

Lesson 2.0: CSI – Key Principles and
5
Models


• Understand the Basic Concepts and Key Principles of
• John Kotter’s eight steps for Organization
Transformation


Lesson 2.1: CSI and Organizational Change
225
225

 Successful CSI requires organizational change

 Organizational change presents challenges

 Use formal approaches to address people-related issues:
 John Kotter’s “Eight steps to transforming your organization”
 Project Management


Lesson 2.2: John Kotter’s 8 steps to
Organizational Transformation
226
226

Steps Quotes
1 Creating Sense of • 50% of transformations fail in this stage.
urgency
• Without motivation, people won’t help and efforts goes nowhere
• 76% of company’s management should be convinced of the need
2 Forming a guiding • Understand difficulties and producing change.
coalition
• Lack of effective, Strong leadership
• Not a powerful coalition. Opposition eventually stops the change initiatives.
3 Creating a Vision • Without a sensible vision transformation effort can easily dissolve into a list
of confusing, incompatible projects.
• An explanation of 5 minutes should obtain reaction of “understanding” and
“Interest”.
4 Communicating Vision • Without credible communication, and lot of it, the hearts and minds of the
troops are never captured.
• Make use of all communication channels.

Reference: Crown copyright OGC.

Lesson 2.3: John Kotter’s 8 steps to
Organizational Transformation…contd
227
227

Steps Quotes
5 Empowering others to • Structures to underpin the vision.. And removal of barriers to change.
act on vision
• More people involved, the better the outcome.
• Reward initiatives.
6 Planning for and • Real transformation takes time. Without quick wins too many people give up
creating quick wins or join the ranks of those opposing change.
• Actively look for performance improvements and establish clear goals.
• Communicate success.
7 Consolidating • Until changes sink deeply into the culture new approaches are fragile and
improvements and subject to regressions.
producing more
change • In many cases worker revert to old practices.
• Use credibility of quick wins to tackle even bigger problems.
8 Institutionalize the • Show how new approaches, behavior and attitude have helped improve
change performance. Ensure selection and promotion criteria underpin the new
approach.

©Simplilearn Solutions Pvt. Ltd. 2011 Reference: Crown copyright OGC.

Lesson 2.4: Service Measurement
228
228

The ability to predict and report service performance against targets of an
end-to-end service is known as Service Measurement.

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 a period of time to produce a trend.
This data can be collected at multiple levels, (for example, CIs,
processes, services).


Lesson 2.5: Reasons to Monitor & Measure
229
229


Lesson 2.5: Types of Metrics
230
230

 Technology metrics: typically components and applications For
example
•Performance
•Availability
 Process metrics: Critical Success Factors (CSFs), Key Performance
Indicators (KPIs), activity metrics for ITSM processes
 Service metrics: end-to-end service metrics (often Service metrics are
a sum of process and technology metrics)


Lesson 2.6: Key Definitions
231
231

 Improvement – Favorable Outcome showing a measurable increase in a
desirable metric or a decrease in undesirable metric.
 Benefit – Gain achieved from Improvement. This is generally associated with
ROI or VOI.
 Return on Investment (ROI) – Quantifiable monetary benefit achieved by
expending a certain amount of money, usually expressed as a percentage.
 Value on Investment (VOI) – Non monetary benefit, such as branding,
achieved by expending a certain amount of money.
 Baseline – Benchmark used as a reference point for later comparison.


Deming Cycle
232
232

 Plan:
 Establish the objectives and
processes necessary to deliver
results in accordance with customer
requirements and the organization's
policies.
 Do:
 Implement the processes.
 Check:
 Monitor and measure processes and
P D
product against policies, objectives
and requirements for the product A C
and report the results.
 Act:
 Take actions to continually improve
process performance.


Lesson 2.7: Seven Step Improvement
Process- PDCA Cycle
233
233

7 – Step Improvement Process – PDCA cycle
CHECK
DEFINE WHAT YOU ANALYZE THE
SHOULD MEASURE DATA
PLAN

DEFINE WHAT YOU PRESENT AND USE
CAN MEASURE THE DATA

PROCESS THE
DATA
DO
IMPLEMENT
CORRECTIVE
ACTION
GATHER THE
DATA – WHO,
HOW, WHEN
ACT


Lesson 2.8: Continual Service
Improvement Model
234
234


235 CSI : Quiz


Module 6: Quiz
236

Question 1:
Which of the following does CSI provide guidance on?
1. How to improve process efficiency and effectiveness
2. How to improve services
3. Improvement of all phases of service lifecycle
4. Measurement of processes and services

a) 1 and 2 only

b) All of the above

c) 2 only

d) 1, 3 and 4 only

Module 6: Quiz
237

Question 2:
Which is the first activity of the CSI model?

a) Carry out a baseline assessment to understand the current
situation
b) Understand the Business Vision and Objectives

c) Agree on priorities for Improvement

d) Create and verify a plan


Module 6: Quiz
238

Question 3:
Which of the following is NOT a metric described in CSI?

a) Process Metric

b) Personnel Metric

c) Service Metrics

d) Technology Metrics


Module 6: Quiz
239
Question 4:
Which of the following are objectives of CSI?
1. To improve process efficiency and effectiveness
2. To improve services
3. To improve all phases of service lifecycle except Strategy
4. To improve International standard such as ISO 20000

a) 1 and 2 only

b) 2 and 4 only

c) 1, 2 and 3 only

d) All of the above

Module 6: Quiz
240

Question 5:
Learning and Improvement is the PRIMARY concern of which of
the following phases of service lifecycle?

a) Continual Service Improvement

b) Service Strategy and Service Design

c) Service Strategy, Service Transition and Service Operation

d) Service Strategy, Service Design, Service Transition and
Service Operation


241 CSI : Summary

 Goals and Objectives of CSI
 John Kotter’s 8 steps of Organizational Transformation
 Service Measurement and Metrics
 7 Step Improvement process
 CSI Improvement Model


ITIL 2011 Foundation Certification Exam
Practical Tips
242
• Read the question CAREFULLY

• At this level of exam the obvious answer is often the correct answer (if you have
read the question carefully!)

• Beware of being misled by the preliminary text for the question

• If you think there should be another choice that would be the right answer, then
you have to choose the “most right”

• Use strategies such as “What comes first?” or “What doesn’t belong?” to help
with the more difficult questions

• Where there are questions that involve multiple statements (i.e. 1, 2, 3, 4), then
try to eliminate combinations that are immediately incorrect (based on something
you can remember) so that the question is broken into smaller, and more
manageable pieces.


Practical Tips
243
Lets see with an example how to answer the questions.

Sample Question

Which of the following statements is CORRECT for ALL processes?

a) They define functions as part of their design

b) They should deliver value for stakeholders

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes


Practical Tips
244

Let us look at another example.
Sample Question
Which of the following statements about a Definitive Media Library (DML) are
CORRECT?

1. The DML can include a physical store
2. The DML holds definitive hardware spares
3. The DML includes master copies of controlled documentation

a) All of the above

b) 1 and 2 only

c) 2 and 3 only

d) 1 and 3 only


ITIL Foundation Training

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ITIL Foundation Training