Service management is a set of capabilities for delivering value to customers through services. It involves processes, functions, and roles. Key roles include the service owner, process owner, and service manager. Services are designed and delivered through a service lifecycle that includes service strategy, service design, service transition, service operation, and continual service improvement. The service portfolio, service catalog, and service level packages are important outputs and tools used in service management.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
This document provides an overview of service transition concepts and processes including:
- The V model for service transition
- Configuration items, configuration management systems, knowledge management, and service knowledge management systems
- Change management, service asset and configuration management, and release and deployment management processes
- Key concepts for each process such as configuration baselines, configuration items, and definitive media libraries are defined to support effective service transition.
Introduction to the itsm program at yale why are we doing this august 2011Yale University Careers
This document provides an overview of IT Service Management's plans to implement ITIL best practices at the university. It discusses:
1) Why ITSM is being implemented, including the need for an improved operating model and to take existing good processes "to the next level".
2) The phases of implementation, beginning with select processes like incident, problem, and change management, and the selection of ServiceNow as the tool.
3) Next steps including forming process owner teams, engaging an implementation partner, providing ITIL training, and coordinating related efforts across the IT department.
The document provides an overview of service transition in ITIL. It discusses the need for IT service management due to increasing business dependence on IT and complexity. The core values of service transition are to align IT services with business needs, improve quality, and reduce costs. Benefits include more customer-focused services, continuous improvement, and better relationships between IT and business. Service transition processes like change management, release management, and configuration management help plan and manage changes to services while minimizing risks and disruptions. The objectives are to efficiently plan and manage service transitions through controlled changes and knowledge management.
The how, why and what of ITIL® certificationsLora Beros
The ITIL® path is long and challenging, but you have to start somewhere. In this on-demand presentation, TrainSignal instructor Lowell Amos discusses the benefits of obtaining an ITIL® certification. Where do you start? Why should you bother? How can this certification transform your career? Let Lowell guide you through the first ladder of the ITIL® climb to success.
This document provides an overview of ITIL (Information Technology Infrastructure Library) foundations. ITIL is a framework for IT service management that focuses on delivering value to both IT providers and customers. The core concepts of ITIL including services, service management, roles, processes and service lifecycles are described. Key aspects of service strategy, service design, and components of a service design package are also summarized.
ITIL is a framework for managing IT services that consists of 5 stages: service strategy, service design, service transition, service operation, and continual service improvement. The stages guide organizations in defining service strategies, designing services, managing changes, operating services, and continually improving services to efficiently serve customers and users.
This document provides an overview of ITIL v3 and its key concepts. ITIL is a framework for IT service management that focuses on aligning IT services with business needs. Some key points covered include:
- ITIL v3 simplified the previous version and focuses on how to provide services through five core publications and a service lifecycle approach.
- The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement.
- Processes and functions are defined for each stage to ensure IT services meet business requirements and are efficiently managed.
- Roles and responsibilities are identified for effective service management.
This document provides an introduction and overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework of best practices for IT service management and focuses on aligning IT services with business needs. The document outlines the history of ITIL and describes the key aspects of its service lifecycle approach including service strategy, design, transition, operation, and continual service improvement. It also discusses the service desk function and provides examples of processes within each lifecycle stage like service portfolio management and incident management. Benefits of adopting ITIL include improved business alignment, standardized processes, increased productivity and efficiency, and better customer satisfaction.
This document provides an overview of service transition concepts and processes including:
- The V model for service transition
- Configuration items, configuration management systems, knowledge management, and service knowledge management systems
- Change management, service asset and configuration management, and release and deployment management processes
- Key concepts for each process such as configuration baselines, configuration items, and definitive media libraries are defined to support effective service transition.
Introduction to the itsm program at yale why are we doing this august 2011Yale University Careers
This document provides an overview of IT Service Management's plans to implement ITIL best practices at the university. It discusses:
1) Why ITSM is being implemented, including the need for an improved operating model and to take existing good processes "to the next level".
2) The phases of implementation, beginning with select processes like incident, problem, and change management, and the selection of ServiceNow as the tool.
3) Next steps including forming process owner teams, engaging an implementation partner, providing ITIL training, and coordinating related efforts across the IT department.
The document provides an overview of service transition in ITIL. It discusses the need for IT service management due to increasing business dependence on IT and complexity. The core values of service transition are to align IT services with business needs, improve quality, and reduce costs. Benefits include more customer-focused services, continuous improvement, and better relationships between IT and business. Service transition processes like change management, release management, and configuration management help plan and manage changes to services while minimizing risks and disruptions. The objectives are to efficiently plan and manage service transitions through controlled changes and knowledge management.
The how, why and what of ITIL® certificationsLora Beros
The ITIL® path is long and challenging, but you have to start somewhere. In this on-demand presentation, TrainSignal instructor Lowell Amos discusses the benefits of obtaining an ITIL® certification. Where do you start? Why should you bother? How can this certification transform your career? Let Lowell guide you through the first ladder of the ITIL® climb to success.
This document provides an overview of ITIL (Information Technology Infrastructure Library) foundations. ITIL is a framework for IT service management that focuses on delivering value to both IT providers and customers. The core concepts of ITIL including services, service management, roles, processes and service lifecycles are described. Key aspects of service strategy, service design, and components of a service design package are also summarized.
ITIL is a framework for managing IT services that consists of 5 stages: service strategy, service design, service transition, service operation, and continual service improvement. The stages guide organizations in defining service strategies, designing services, managing changes, operating services, and continually improving services to efficiently serve customers and users.
This document provides an overview of ITIL v3 and its key concepts. ITIL is a framework for IT service management that focuses on aligning IT services with business needs. Some key points covered include:
- ITIL v3 simplified the previous version and focuses on how to provide services through five core publications and a service lifecycle approach.
- The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement.
- Processes and functions are defined for each stage to ensure IT services meet business requirements and are efficiently managed.
- Roles and responsibilities are identified for effective service management.
ITIL V3 And Service Transition - ITSM Academy Webinar ITSM Academy, Inc.
ITIL V3 and Service Transition focuses on the purpose, scope, and processes involved in service transition according to ITIL. The key processes covered include change management, service asset and configuration management, knowledge management, transition planning and support, release and deployment management, service validation and testing, and evaluation. Organizational change management is also an important consideration during service transition. The overall goal of service transition is to ensure new or changed services meet requirements and can be successfully implemented.
Notes On Managed Service And Outsourcing Implementation And ManagementAlan McSweeney
Possible Managed Service Requirements
Benefits of Managed Services
Approach to Solution Analysis, Definition, Selection and Business Case Generation
Contract Management
Service Transition and Due Diligence
Service Management and Operation
Lessons Learned from Outsourcing Problems
Itil v3 foundation study guide service transitionMuhammad Zamzani
Service Transition is concerned with managing changes to services and introducing new or changed services into the live environment. It aims to minimize disruption and ensure designs are properly implemented. Key activities include recording change requests, reviewing and authorizing requests, planning changes, coordinating implementation, and reviewing after implementation. Related processes are configuration management, change management, release and deployment management.
This document provides an overview of ITIL (Information Technology Infrastructure Library) and compares it to other frameworks such as RUP (Rational Unified Process) and PMI (Project Management Institute). ITIL is a set of best practices for IT service management owned by the UK government. The current version is ITIL v3 which defines 5 stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. Each stage contains various processes and functions. The document also discusses differences between concepts in ITIL like processes, functions, and lifecycles compared to those in other frameworks.
Presentation: Life In An ITIL V3 EnvironmentVyom Labs
This document discusses attaining IT service maturity through implementing ITIL best practices. It begins with background on an ITSM conference and a general lack of awareness about ITSM benefits. It then discusses concepts of service maturity, defining IT service management and describing the five core areas of ITIL v3: service strategy, design, transition, operations, and continual service improvement. Finally, it proposes a framework for ITIL implementation involving people, processes, and technology and achieving a balanced approach over time.
This document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It defines key concepts in IT service management such as service, service level, configuration management system, and the four Ps of service management. It describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. It explains several processes within these stages, such as service portfolio management, availability management, capacity management, change management, and release management. The goal of ITIL is to provide best practices for delivering high-quality IT services.
ITILv3 provides a systematic approach to IT service management best practices. The presentation introduces key concepts in ITILv3 including the service lifecycle, configuration management, change management, and roles. It summarizes the five stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
The document outlines the plan and objectives for a 3-day ITIL Foundation V3 workshop. Day 1 will cover ITIL core concepts and organizing for service management. Day 2 will cover service strategy, service design, and service transition. Day 3 will cover service operation and continual service improvement. The objectives are to provide comprehension of key ITIL concepts including the service lifecycle, processes, roles, and functions.
This document provides an overview of ITIL service strategy best practices. It discusses key concepts such as utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are important for defining and delivering valuable IT services.
This document provides an introduction to ITIL v.3 Foundation. It outlines the learning objectives which are to understand the ITIL service management lifecycle and its five core practices. It describes the history and key concepts of ITIL including service, service provider, service management, service owner, process owner, and the RACI model. It also discusses suppliers and contracts.
Itil v3 foundation study guide continual service improvementMuhammad Zamzani
Continual Service Improvement (CSI) involves regularly aligning IT services and processes with changing business needs through quality management methods. CSI provides value by ensuring services meet performance levels and business objectives efficiently through regular reviews. Measurement plays a key role in CSI and other ITIL processes by justifying actions, directing activities, intervening when needed, and validating improvements. Automation supports CSI by helping analyze large datasets and consistently applying processes.
Information Technology Infrastructure LibraryYatish Bathla
Growing dependency of Bussiness world to IT services leads to need of quality that is matched to business needs and User requirements as they emerge ITIL(Information Technology Infrastructure Library) can improve the quality of the service, but at the same time they will be trying to reduce the costs or, at a minimum, maintain costs at the current level. ITIL provides a framework to place existing methods and activities in a structured context.
It provides comprehensive, consistent and coherent set of best practices for IT Management processes.It also promote quality approach to achieve business effectiveness and efficiency in the use of information systems.
Karthika Ravindran is a finance and accounting professional with over 2.5 years of experience in cost control and accounts payable. She has expertise in streamlining invoice approval processes for over 7 countries in the shipping industry and accounts payable experience in the hospitality industry. She is pursuing her CA final from the Institute of Chartered Accountants of India. Her core competencies include cost control, internal reporting, audits, process improvement, and people management. She has successfully migrated business processes between locations and stabilized teams. Her professional experience includes roles as a Process Supervisor at CMA CGM Shared Service Centre and as an Accounts Payable Accountant at Park Hyatt Chennai.
The main objective of IT Service Management (ITSM) is to deliver services our customers want and value while IT manages the cost and risks. To achieve this goal there is no doubt that Service Level Management is one of the critical processes that should be implemented as part of an ITSM program.
Itil v3 release and deployment managementkunaljoy11
This document provides an overview of ITIL v3 Release and Deployment Management. It discusses the scope and objectives of Release and Deployment Management, including efficiently building, testing and deploying releases while minimizing impact on production services. Key activities are outlined such as release planning, build and verification, testing, and production deployment. Interfaces with other ITIL processes are also mentioned.
The document provides definitions and explanations of key terms related to IT service management based on ITIL best practices. It defines concepts like service level agreements, operational level agreements, underpinning contracts, service catalogs, service level requirements, service level targets, capabilities, configuration items, key performance indicators, critical success factors, availability, and maintainability. The definitions are concise explanations of each term in the context of ITIL.
This presentation focuses on the Service Design Phase. There are seven processes in this phase: Service Catalog and Service Level Management, and Availability, Capacity, Continuity, and Security Management. For each process we will discuss the objectives, benefits, and, at a high level, the activities undertaken. Finally we will look at the inputs to Service Design and the outputs that can be expected from this phase.
Learning Objectives
The participants will be able to:
• Identify the key differences and similarities between ITILV2 & ITILV3
• Not only get a better understanding of the processes in the Service Design Phase of ITILV3 but also the underlying activities
• Define the inputs and outputs for this phase and how they relate to the full service life cycle
• Identify key action points after the presentation for their respective organizations
This document discusses ITIL (Information Technology Infrastructure Library) version 3 from 2011 and its implementation for Japanese enterprises. Some key points:
- ITIL V3 introduced a service lifecycle approach consisting of five phases: service strategy, service design, service transition, service operation, and continual service improvement.
- ITIL V3 emphasizes the integration with other frameworks like ISO/IEC 20000-1.
- The document then discusses concepts in ITIL V3 like the five lifecycle phases, service management, processes, functions, and specific processes like service portfolio management and service level management.
- It provides examples to illustrate how activities in service level management would work in practice.
Global Consultancy and Management Solutions (GCMS) is an IT consultancy that provides a range of services including IT strategy, operations, network management, and system integration consulting. GCMS follows ITIL frameworks and aims to be a one-stop solution provider. It offers free consulting for the service strategy phase and then guides clients through the full IT service lifecycle of service design, transition, operations, and continual improvement. GCMS' goal is to help businesses optimize their use of IT to meet objectives and ensure return on investment.
ITIL V3 And Service Transition - ITSM Academy Webinar ITSM Academy, Inc.
ITIL V3 and Service Transition focuses on the purpose, scope, and processes involved in service transition according to ITIL. The key processes covered include change management, service asset and configuration management, knowledge management, transition planning and support, release and deployment management, service validation and testing, and evaluation. Organizational change management is also an important consideration during service transition. The overall goal of service transition is to ensure new or changed services meet requirements and can be successfully implemented.
Notes On Managed Service And Outsourcing Implementation And ManagementAlan McSweeney
Possible Managed Service Requirements
Benefits of Managed Services
Approach to Solution Analysis, Definition, Selection and Business Case Generation
Contract Management
Service Transition and Due Diligence
Service Management and Operation
Lessons Learned from Outsourcing Problems
Itil v3 foundation study guide service transitionMuhammad Zamzani
Service Transition is concerned with managing changes to services and introducing new or changed services into the live environment. It aims to minimize disruption and ensure designs are properly implemented. Key activities include recording change requests, reviewing and authorizing requests, planning changes, coordinating implementation, and reviewing after implementation. Related processes are configuration management, change management, release and deployment management.
This document provides an overview of ITIL (Information Technology Infrastructure Library) and compares it to other frameworks such as RUP (Rational Unified Process) and PMI (Project Management Institute). ITIL is a set of best practices for IT service management owned by the UK government. The current version is ITIL v3 which defines 5 stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. Each stage contains various processes and functions. The document also discusses differences between concepts in ITIL like processes, functions, and lifecycles compared to those in other frameworks.
Presentation: Life In An ITIL V3 EnvironmentVyom Labs
This document discusses attaining IT service maturity through implementing ITIL best practices. It begins with background on an ITSM conference and a general lack of awareness about ITSM benefits. It then discusses concepts of service maturity, defining IT service management and describing the five core areas of ITIL v3: service strategy, design, transition, operations, and continual service improvement. Finally, it proposes a framework for ITIL implementation involving people, processes, and technology and achieving a balanced approach over time.
This document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It defines key concepts in IT service management such as service, service level, configuration management system, and the four Ps of service management. It describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement. It explains several processes within these stages, such as service portfolio management, availability management, capacity management, change management, and release management. The goal of ITIL is to provide best practices for delivering high-quality IT services.
ITILv3 provides a systematic approach to IT service management best practices. The presentation introduces key concepts in ITILv3 including the service lifecycle, configuration management, change management, and roles. It summarizes the five stages of the service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
The document outlines the plan and objectives for a 3-day ITIL Foundation V3 workshop. Day 1 will cover ITIL core concepts and organizing for service management. Day 2 will cover service strategy, service design, and service transition. Day 3 will cover service operation and continual service improvement. The objectives are to provide comprehension of key ITIL concepts including the service lifecycle, processes, roles, and functions.
This document provides an overview of ITIL service strategy best practices. It discusses key concepts such as utility, warranty, service providers, delivery models, and service models. It also summarizes the processes of service portfolio management, demand management, and financial management which are important for defining and delivering valuable IT services.
This document provides an introduction to ITIL v.3 Foundation. It outlines the learning objectives which are to understand the ITIL service management lifecycle and its five core practices. It describes the history and key concepts of ITIL including service, service provider, service management, service owner, process owner, and the RACI model. It also discusses suppliers and contracts.
Itil v3 foundation study guide continual service improvementMuhammad Zamzani
Continual Service Improvement (CSI) involves regularly aligning IT services and processes with changing business needs through quality management methods. CSI provides value by ensuring services meet performance levels and business objectives efficiently through regular reviews. Measurement plays a key role in CSI and other ITIL processes by justifying actions, directing activities, intervening when needed, and validating improvements. Automation supports CSI by helping analyze large datasets and consistently applying processes.
Information Technology Infrastructure LibraryYatish Bathla
Growing dependency of Bussiness world to IT services leads to need of quality that is matched to business needs and User requirements as they emerge ITIL(Information Technology Infrastructure Library) can improve the quality of the service, but at the same time they will be trying to reduce the costs or, at a minimum, maintain costs at the current level. ITIL provides a framework to place existing methods and activities in a structured context.
It provides comprehensive, consistent and coherent set of best practices for IT Management processes.It also promote quality approach to achieve business effectiveness and efficiency in the use of information systems.
Karthika Ravindran is a finance and accounting professional with over 2.5 years of experience in cost control and accounts payable. She has expertise in streamlining invoice approval processes for over 7 countries in the shipping industry and accounts payable experience in the hospitality industry. She is pursuing her CA final from the Institute of Chartered Accountants of India. Her core competencies include cost control, internal reporting, audits, process improvement, and people management. She has successfully migrated business processes between locations and stabilized teams. Her professional experience includes roles as a Process Supervisor at CMA CGM Shared Service Centre and as an Accounts Payable Accountant at Park Hyatt Chennai.
The main objective of IT Service Management (ITSM) is to deliver services our customers want and value while IT manages the cost and risks. To achieve this goal there is no doubt that Service Level Management is one of the critical processes that should be implemented as part of an ITSM program.
Itil v3 release and deployment managementkunaljoy11
This document provides an overview of ITIL v3 Release and Deployment Management. It discusses the scope and objectives of Release and Deployment Management, including efficiently building, testing and deploying releases while minimizing impact on production services. Key activities are outlined such as release planning, build and verification, testing, and production deployment. Interfaces with other ITIL processes are also mentioned.
The document provides definitions and explanations of key terms related to IT service management based on ITIL best practices. It defines concepts like service level agreements, operational level agreements, underpinning contracts, service catalogs, service level requirements, service level targets, capabilities, configuration items, key performance indicators, critical success factors, availability, and maintainability. The definitions are concise explanations of each term in the context of ITIL.
This presentation focuses on the Service Design Phase. There are seven processes in this phase: Service Catalog and Service Level Management, and Availability, Capacity, Continuity, and Security Management. For each process we will discuss the objectives, benefits, and, at a high level, the activities undertaken. Finally we will look at the inputs to Service Design and the outputs that can be expected from this phase.
Learning Objectives
The participants will be able to:
• Identify the key differences and similarities between ITILV2 & ITILV3
• Not only get a better understanding of the processes in the Service Design Phase of ITILV3 but also the underlying activities
• Define the inputs and outputs for this phase and how they relate to the full service life cycle
• Identify key action points after the presentation for their respective organizations
This document discusses ITIL (Information Technology Infrastructure Library) version 3 from 2011 and its implementation for Japanese enterprises. Some key points:
- ITIL V3 introduced a service lifecycle approach consisting of five phases: service strategy, service design, service transition, service operation, and continual service improvement.
- ITIL V3 emphasizes the integration with other frameworks like ISO/IEC 20000-1.
- The document then discusses concepts in ITIL V3 like the five lifecycle phases, service management, processes, functions, and specific processes like service portfolio management and service level management.
- It provides examples to illustrate how activities in service level management would work in practice.
Global Consultancy and Management Solutions (GCMS) is an IT consultancy that provides a range of services including IT strategy, operations, network management, and system integration consulting. GCMS follows ITIL frameworks and aims to be a one-stop solution provider. It offers free consulting for the service strategy phase and then guides clients through the full IT service lifecycle of service design, transition, operations, and continual improvement. GCMS' goal is to help businesses optimize their use of IT to meet objectives and ensure return on investment.
The document discusses IT service management frameworks and concepts. It describes the evolution of ITIL from previous versions to the current version, highlighting new processes and changes. It also discusses other related frameworks, principles of service management, key terms, and sourcing strategies.
This document provides an overview of IT service management concepts within the ITIL framework. It discusses the ITIL framework and service life cycle approach, including key concepts in service strategy. Service strategy involves demand management, service portfolio management, and financial management. Demand management involves understanding customer needs. Service portfolio management involves packaging and bundling services. Financial management balances cost and price of services through activities like service valuation, investment analysis, and accounting. The document provides objectives, concepts, activities, metrics, and roles for each of these aspects of service strategy.
The document discusses key concepts in ITIL Service Strategy. It defines Service Strategy as planning and implementing IT service management practices aligned to business needs. It outlines the core processes in Service Strategy: Strategy Generation, Service Portfolio Management, Financial Management, and Demand Management. Strategy Generation focuses on defining the market, developing offerings, strategic assets, and preparing for execution. [END SUMMARY]
The document discusses the differences between a service catalog and a service portfolio in IT service management. A service catalog lists current IT services available to users, while a service portfolio provides a complete listing of all past, present, and future IT services, including proposed services in development and retired services. Both can be used together, with a service catalog as the minimum requirement and a service portfolio providing additional benefits like support for retired products and transparency into future services. Choosing between the two depends on an organization's needs and ability to maintain the information.
This document provides an overview of ITIL (Information Technology Infrastructure Library) concepts including the ITIL service lifecycle. It defines key terms like service, service management, and discusses ITIL versions 2 and 3. It also covers ITIL principles such as focusing on customer satisfaction and the strategic role of IT. Process models, organizational roles, and the five stages of the ITIL service lifecycle are outlined.
Information and communication technology consultancyBrijesh Rawat
GCMS is a management consulting firm that provides IT consulting services to help businesses optimize their use of technology. They follow ITIL frameworks and focus on delivering high quality, cost-effective solutions. Their services include strategic consulting, design, implementation, operations and continual improvement. They take a holistic, lifecycle approach to IT service management aimed at maximizing customer value and return on investment.
This document provides an overview of ITIL (Information Technology Infrastructure Library), including its origins, core concepts, benefits, and widespread adoption. ITIL is a framework for IT service management that was developed in the 1980s by the UK government to promote best practices. It consists of five core publications that cover the service lifecycle from strategy to continual improvement. Implementing ITIL's standardized processes can help organizations improve efficiency, alignment with business needs, service quality, and gain a common language for discussing IT services. Thousands of large companies across various industries have adopted ITIL in whole or in part.
ITIL 4 - Make sense of what BA, UI/UX Designer, Coder, QA, PM and DevOps doCliffordEgbomeade
As customers needs are evolving at an astronomical pace, businesses need to reinvent themselves in order to stay relevant. At the heart of this unavoidable reinvention lies Information Technology (IT).
However, if IT will be worth the ‘hype’, there needs to be a seamless handshake between the different IT roles such as; BA, UI/UX Designer, Coder, QA, PM and DevOps, involved in creating value.
In this webinar, you’ll learn:
〉 ITIL 4 Overview
〉 Differences between ITIL V3 and ITIL 4,
〉 ITIL 4 elements (Service value system, Service value chain, Guiding principles, ITIL Practices and Four Dimensions)
〉 The link between IT, Agile, Business Analysis
〉 How the different roles interrelate
〉 Using ITIL 4 Service Value Chain Activities to design a new app
The document provides an introduction to ITIL Service Strategy. It discusses key learning objectives which include introducing service strategy, service strategy principles, processes, governance, and challenges. The five core processes of Service Strategy are outlined as Strategy Management for IT Services, Service Portfolio Management, Financial Management, Demand Management, and Business Relationship Management. The purpose, objectives, scope, and value to business of Service Strategy are also summarized.
The document provides an overview of ITIL (Information Technology Infrastructure Library) which is a framework of best practices for IT service management. It discusses key concepts in ITIL including the service lifecycle, roles, and objectives to improve quality and reduce costs. The service lifecycle includes service strategy, service design, service transition, service operation, and continual service improvement.
The document summarizes key aspects of ITIL (Information Technology Infrastructure Library), a framework of best practices for IT service management. It describes what ITIL is, how it is organized into various disciplines, and provides an overview of the service level management process in ITIL for managing and maintaining quality of IT services delivered to customers. Specifically, it outlines the objectives, activities, types of agreements, and five stages of the service level management process in ITIL.
ITIL v3 at COMPUTERLAND : presentation to the team - Sept 2014Patricia NENZI
This document provides an overview of ITILv3 and its key concepts. ITIL is a framework for IT service management best practices that focuses on aligning IT services with business needs. Version 3 simplified the framework into 5 core publications and placed more emphasis on strategic guidance. The service lifecycle consists of 5 stages: service strategy, design, transition, operation, and continual service improvement. The goal is to design, transition, and operate services that meet business requirements and strategic objectives.
ITIL v3 at COMPUTERLAND : presentation to the team - Sept 2014Patricia NENZI
This document provides an overview of ITILv3 (Information Technology Infrastructure Library version 3). It discusses what ITIL is, the key differences between versions 1, 2, and 3. It then covers some of ITIL's key concepts like services, service levels, configuration management, and the service lifecycle. The service lifecycle consists of five stages: service strategy, service design, service transition, service operation, and continual service improvement. The document provides brief explanations of some of the processes within these stages, including service portfolio management, financial management, and capacity management.
ITIL is a set of best practices for IT service management. It consists of a series of publications that provide guidance on delivering quality IT services and the processes needed to support them. ITIL aims to align IT services with business needs, improve quality, reduce costs, and provide a framework for continual improvement. It covers the full lifecycle from strategy through design, transition, operation, and continual improvement.
Dee Adams is an experienced senior change and benefits consultant with over 20 years of experience in the NHS, telecommunications, and financial services industries. She has extensive experience implementing PAS systems and leading business change teams. Currently, she is deployed to the University Hospitals of North Midlands implementing several systems and developing revenue-generating consultancy packages. Adams has a track record of managing projects, analyzing workflows, identifying process improvements, and supporting staff through organizational changes.
ITIL Practical Guide - Service StrategyAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=263
Viewing the ITIL framework from a business perspective, this video shows how you can integrate IT with the business and align strategies throughout the lifecycle of a service.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
The document discusses principles and strategies for providing effective feedback. It describes feedback as timely, specific, descriptive, and focused on behaviors that can be improved. Effective feedback involves setting goals, monitoring progress, and developing action plans. Feedback should be given frequently and include both positive reinforcement and constructive criticism to promote learning and professional development.
This document provides an introduction to statistical process control (SPC). It defines SPC as a strategy that uses statistical techniques to evaluate processes, identify variability, and find opportunities for improvement. The goal of SPC is to make high-quality products the first time by reducing variability, rather than reworking defective products. It focuses on monitoring process behavior rather than just final product quality. SPC distinguishes between common cause variability that is always present and special cause variability that can be addressed to improve the process. It emphasizes identifying and addressing special causes first before adjusting process means. Control charts are used to monitor processes and determine if they are in control or need adjustment.
The document discusses the origin and logic of the Arabic number system. It explains that the numbers 1-9 represent the number of angles in each symbol and zero represents no angles. The Arabic number system became popularized by Arabs but originated with Phoenician merchants who used it for counting and accounting. The overall system is based on a simple logic using the number of angles in each symbol.
The document tells a parable about a pencil maker who shares five lessons with a pencil before sending it out into the world. The lessons are that the pencil will experience sharpening to become better, can correct mistakes, its most important part is the inside, must continue writing no matter the difficulty, and was made for a purpose by its maker. The document then applies these lessons by replacing the pencil with the reader, encouraging them to remember the lessons to become the best person and do great things by allowing themselves to be held by God and serve him no matter the situation.
This document provides tips to speed up a Windows XP system. It discusses reducing startup programs and services, optimizing virtual memory and disk defragmentation settings, clearing fonts and temporary files, and disabling visual effects to improve performance. Key recommendations include reducing startup programs, ensuring adequate RAM and disk space, defragmenting regularly, and clearing the page file on shutdown.
This document provides guidance on providing superior customer service over the telephone for employees. It discusses establishing empathy and understanding for customers' basic needs, demonstrating the 5 dimensions of customer service, maintaining a positive attitude, and techniques for managing different call situations like angry or abusive callers. The overall goal is to improve customer satisfaction and the organization's public image through phone interactions.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
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6. Service Management is a set of specialized capabilities
for delivering value to customers in the form of
services. ITIL® is a framework for IT Service
Management.
(Processes and Functions)
What is Service Management
8. ∗ Processes are structured sets of activities designed to
achieve a specific objective. Processes have four basic
characteristics:
∗ 1. They transform inputs into outputs
∗ 2. They deliver results [value] to a specific customer or
stakeholder
∗ 3. They are measurable
∗ 4. They are triggered by specific events
Explain Processes
10. ∗ Functions are self-contained subsets of an organization
intended to accomplish specific tasks. They usually take
the form of a team or group of people and the tools they
use.
∗ Whereas processes help organizations accomplish specific
objectives--often across multiple functional groups--
functions add structure and stability to organizations.
Functions generally map fairly directly to the
organizational chart of an organization and are usually
supported by budgets and reporting structures. Processes,
by contract, typically do not have budgets and reporting
structures. Both functions and processes involve roles
Explain Functions
12. ∗ Roles are defined collections of specific
responsibilities and privileges. Roles may be held by
individuals or teams. Individuals and teams may hold
more than one role.
Explain Roles
14. ∗ Service Owner -- Accountable for the overall design, performance, integration, improvement,
and management of a single service.
∗ Process Owner -- Accountable for the overall design, performance, integration, improvement,
and management of a single process. Responsible for ensuring that the process is fit for
purpose and is accountable for the outputs of that process.
∗ Service Manager -- Accountable for the development, performance, and improvement of all
services in the environment.
∗ Product Manager – Accountable for development, performance, and improvement of a group
of related services.
∗ Process Manager responsible for the operational management of a process
∗ Availability Manager Ensure adequate availability of all IT services, Develop and maintain
Availability Plan, oversee availability monitoring and improvement of the process, report
provision and advice
∗ Change Manager administration of all RFC * Prepare RFCs for CAB meetings, FSC for Service
Desk *Authorize (or reject) changes
Know About Important Roles
15. ∗ Capacity Manager:
Ensure adequate performance and capacity for all IT services *Capacity Plan *Oversee
Performance and Capacity monitoring & alerting *Report provision and advice
∗ Release & Deployment Manager:
Drive effectiveness & efficiency of process * Manage release management team *
Liaise with Change & Configuration Management, IT platform managers,
Application Developers etc
∗ Incident Manager:
Drive effectiveness & efficiency of process * Manage incident management team *
Ensure SLA targets for Incident resolution are met
∗ Problem Manager
Drive effectiveness & efficiency of process * Manage the Problem Management team
* Liaise with customers, IT executive, IT platform managers
∗ Service Level Manager:
∗ • Must be senior enough to represent organization; with authority to do what is
necessary * Manages Service Catalogue, SLAs and OLAs and ensures alignment of
Underpinning Contracts* Identifies and manages improvements to services and
processes * Analyses and reports on Service Level Achievements
Important Roles Continued
17. ∗ Those in the R = RESPONSIBLE role for a given activity are
charged with actually executing or performing the activity
or task.
∗ The single entity in the A = ACCOUNTABLE role owns the
task or activity and must answer for its outcomes. Only one
party can be accountable for a given task/activity.
∗ Those in the C = CONSULTED role review and provide advice
and authorization around the task or activity.
∗ Those in the I = INFORMED role receive updates as the task
or activity progresses
What is RACI
19. ∗ Service Strategy offers value to Service Providers and
customers by:
∗ Ensuring that the services they offer align with business
objectives.
∗ Ensuring that the services they offer are likely to offer value.
∗ Ensuring that customers can be charged for the services or that
some mechanism exists by which the services allow the value
offered by the Service Provider to be recognized.
∗ Ensuring that the Service Provider is in a position to handle the
costs and risks associated with the services it offers.
What is Service Strategy
20. ∗ Service Level Package (SLP)
(also Service Portfolio)
What is the Service Strategy Output?
22. ∗ Service Portfolio Management
∗ Demand Management Analysis of (PBA) * reduce
excess capacity the satisfy customer requirements
∗ Financial Management
Funding - IT Accounting - Chargeback
What are the Service Strategy
Processes
28. ∗ A Service Package provides a detailed
∗ description of package of bundled services
∗ available to be delivered to Customers. The
∗ contents of a Service Package includes:
∗ • The core services provided
∗ • Any supporting services provided
∗ (often the excitement factors)
∗ • The Service Level Package
What is Service Package
32. A Business Case is a structured and documented justification
for investment in something expected to deliver value in
return, e.g. an IT Service. Business Cases are used during
Service Strategy to evaluate the feasibility and desirability
of creating and providing various IT Services.
∗ Return on Investment (ROI)/Value on Investment (VOI)
∗ Return on Investment and Value on Investment
∗ Value: Utility and Warranty
∗ The value of service consists of two components: utility and
warranty. Services must offer both utility and warranty in
order to have value.
What is a Business Case?
34. ∗ Fit for Purpose
∗ The positive effect on business processes, activities,
objects and tasks. This could be the removal of
constraints that improves performance or some other
positive effect that improves the outcomes managed
and focused on by the customer and business.
What is Utility?
38. ∗ Service Assets or (more generally) assets refer to the
resources and capabilities which a Service Provider
must allocate in order to offer a service.
What are Service Assets
42. ∗ Resources are the raw materials which contribute to a
service, such as money, equipment, time, staff, etc.
Includes: financial capital, infrastructure, applications,
information, people
Hard assets, tangible
What are Resources?
44. ∗ Capabilities are the specialized skills or
abilities an organization applies to resources
in order to create value. Capabilities include
such things as skills, organization, processes,
management, etc. Resources and capabilities
are both types of assets
∗ Include: Management, organization,
processes, knowledge, people
Soft assets, intangible
What are Capabilities?
46. ∗ The Service Catalog is the subset of the
Service Portfolio which contains services
currently available to customers and users.
The Service Catalog is often the only portion
of the Service Portfolio visible to customers.
Typically the Service Catalog is implemented
as a database and is often web-accessible. The
Service Catalog commonly acts as the entry
portal for all information regarding services in
What is the Service Catalog?
50. ∗ The Service Portfolio
∗ The Service Portfolio is the entire set of services under management by
a Service Provider. It consists of three major parts: Service Pipeline,
Service Catalog, and Retired Services. Services in the Service Portfolio
may be:
∗ Under consideration
∗ In design
∗ In development
∗ In testing
∗ In operation
∗ Retired
Pipeline + Catalog + Retired
Service Portfolio
52. ∗ • Why should a customer buy these services?
∗ • Why should they buy these services from
us?
∗ • What are the pricing or chargeback models?
∗ • What are our strengths and weaknesses,
priorities and risk?
∗ • How are resources and capabilities to be
allocated?
What Questions does the Service
Portfolio answer?
54. ∗ In the course of delivering services, Service
Provider assets are engaged with customer
assets as a means of increasing the
performance of customer assets. This causes
customer demand for services. Customers
express that demand by purchasing services
which in turn transfers resources to the
Service Provider. The Service Provider uses
payment to replace or augment assets it uses
to provide the services. This cycle is known as
Service Belt
56. ∗ The Service Design lifecycle phase is about the design
of services and all supporting elements for
introduction into the live environment.
What is Service Design
57. What are the Inputs and Outputs of
Service Design?
58. ∗ Input: Service Level Package (SLP)
∗ Output Service Design Package
What are the Inputs and Outputs of
Service Design?
60. ∗ Ensuring that services are aligned with business objectives
∗ Ensuring that services are able to provide the utility and warranty required for
them to meet the objectives outlined during Service Strategy
∗ Ensuring that service management systems and tools are capable of supporting
service offerings
∗ Ensuring that service-e management processes are capable of supporting
service offerings
∗ Ensuring that services are constructed according to agreed architectural
standards
∗ Ensuring that services are designed so as to be implemented efficiently
∗ Ensuring that services are designed so that their performance can be measured
How does Service Design offer Value?
62. ∗ 1. People – Human resources and organizational
structures required to support the service
∗ 2. Processes – Service Management Processes
required to support the service
∗ 3. Products – Technology and other infrastructure
required to support the service
∗ 4. Partners – Third parties which provide services
What are the 4 Ps of Service Design?
64. ∗ 1. The new or changed service itself – with special attention to
service requirements
∗ 2. Service Management processes required to support the
service
∗ 3. Service Management systems and tools required to support
the service (especially the Service Portfolio)
∗ 4. Technology Architectures used or referenced by the service
∗ 5. Measurement systems and metrics necessary to understand
the performance of the service
What are the 5 Aspects of Service
Design?
66. ∗ Service Level Management
∗ Service Catalog Management
Business service catalog (business view)– technical service catalog
(technical view)
∗ Availability Management
∗ Capacity Management
BUSINESS, SERVICE, COMPONENT (TECHNOLOGY)
CMIS: CAPACITY INFORMATION MANAGEMENT SYSTEM
∗ IT Service Continuity Management
∗ IT Security Management
ITSCM – IT Service continuity management
What are the Service Design
Processes?
68. ∗ Service Catalog Management involves management and control of the
Service Catalog which contains information about services currently
available to customers for use. Typically such information includes:
∗ Features of the service
∗ Guidelines for appropriate use of the service
∗ Means of accessing the service
∗ Pricing information (where relevant)
∗ Key contact information
What is Service Catalog
Management?
72. ∗ The Availability Management process is concerned
with management and achievement of agreed
availability requirements as established in Service
Level Agreements. In ITIL®, availability is defined as
the ability of a system, service, or configuration item
to perform its function when required.
What is Availability Management?
74. ∗ Availability
∗ Reliability: Freedom from operational failure.
∗ Resilience: The ability to withstand failure.
∗ Maintainability:
∗ Serviceability
∗ Security:
∗ Vital Business Function (VBF):
What are the elements of Availability
Management
76. ∗ Capacity Management is concerned with ensuring
that cost-effective capacity exists at all times which
meets or exceeds the agreed needs of the business as
established in Service Level Agreements. In ITIL®,
capacity is defined as the maximum throughput a
service, system, or device can handle.
What is Capacity Management?
78. ∗ Business Capacity Management (BCM) addresses capacity
factors which exist primarily at the business level such as
mergers, acquisitions, plans for new facilities, reductions in
force, etc. Typically, BCM factors are addressed first in the
overall Capacity Management effort.
∗ Service Capacity Management (SCM) addresses capacity factors
at the service level. Business capacity factors in turn drive
Service capacity requirements. The primary task of Service
Capacity Management is to translate business capacity factors
into capacity requirements for services.
∗ Component Capacity Management (CCM) addresses capacity
factors at the level of components or Configuration Items. The
primary task of CCM is to translate Service Capacity
What are the Activities of Capacity
Management?
80. ∗ 1. Performance Monitoring - Measuring, monitoring, and tuning the
performance of IT
∗ Infrastructure components.
∗ 2. Demand Management - Short term reactive implementation of
strategies considered
∗ in Service Strategy to manage current demand
∗ 3. Application Sizing - Determining the hardware or network capacity to
support new or
∗ modified applications and the predicted workload.
∗ 4. Modeling - Used to forecast the behavior of the infrastructure under
certain conditions. (e.g. if the number of users doubled, if a network link
fails)
∗ 5. Tuning – Modifications made for better utilizations of current
infrastructure
∗ 6. Storage of Capacity Management Data
∗ 7. Capacity Planning
What are the Capacity Management
Activities?
82. ∗ Counter Measures: Measures to prevent or recover from disaster
∗ Manual Workaround: Using non-IT based solution to overcome
IT service disruption
∗ Gradual recovery: Aka Cold standby (>72hrs to recover from a
‘Disaster’)
∗ Intermediate Recovery: Aka Warm standby (24-72hrs to recover
from a ‘Disaster’)
∗ Immediate Recovery: Aka Hot standby (< 24hrs, usually implies 1-
2 hrs to recover from a
∗ ‘Disaster)
∗ Reciprocal Arrangement: Agreement with another similar sized
company to share disaster
∗ recovery obligations
Continuity Management Definitions
84. ∗ IT Security Management is the process
concerned with the protection of IT assets
(including services) from security threats. IT
Security Management is driven the larger
security management efforts and policies of
the organization. IT Security Management is
charged development and management of
the IT Security Policy which is executed and
implemented as a part of the Access
What is IT Security Management?
86. ∗ Confidentiality – Assurance that the asset is only available to
appropriate parties
∗ Integrity -- Assurance that the asset has not been modified by
unauthorized parties
∗ Availability -- Assurance that that asset may be utilized when
required
∗ Authenticity -- Assurance that transactions and the identities of
parties to transactions are genuine
∗ Non-Repudiation -- Assurance that transactions, once completed,
What does IT Security Management
Focus on?
88. ∗ Supplier Management is the process charged
with obtaining value for money from third-
party suppliers. Supplier Management plays a
very similar role to that of Service Level
Management, but with respect to external
suppliers rather than internal suppliers and
internal/external customers. Supplier
Management is critical to effective design
because for nearly all IT organizations,
dependency on external suppliers is
increasingly central to their ability to deliver
services to their own customers.
What is Supplier Management?
90. ∗ Service Transition is concerned with management of
change and, more specifically, with the introduction
of new and changed services into the live
environment
What is Service Transition?
91. ∗ Major Input: Service Design Package
∗ Major Output: Service Transition Package
What are the Service transition
Inputs and Outputs
93. ∗ Enabling business change
∗ Minimizing impact to the business which might otherwise result
from unmanaged change
∗ Enabling the business to make use of new and changed services
∗ Ensuring that designs for services are implemented as intended
∗ Ensuring that the Service Management organization is prepared
to support new and changed services
What are the Benefits of Service
Transition?
95. ∗ Change Management
∗ Service Asset and Configuration Management
∗ Release and Deployment Management
∗ Transition Planning and Support
∗ Service Validation and Testing
∗ Service Evaluation
∗ Knowledge Management
What are the Service Transition
Processes?
97. ∗ The Service V-Model defines progressive levels
activity and corresponding levels of testing/validition
toward a define objective such as a release or major
change. Testing at each level prior to moving to the
next level helps progressively reduce risk.
What is the Service V model?
100. ∗ Normal Changes are changes which meet predefined criteria that
qualify them for handling via the Normal Change Management process.
∗ Standard Changes are changes which are pre-approved for
implementation. Generally, Standard Changes are low risk and occur
frequently in the environment. Examples might include such things as:
∗ Password resets
∗ New hire procedures
∗ Office moves
∗ Emergency Changes
What are the Change Types?
104. ∗ Change Advisory Board
∗ The Change Advisory Board or CAB is a group of
experts convened by the Change Manager to advise
on the approval or rejection and planning for a
specific change. The membership of the CAB usually
varies with the change under consideration – consists
of stakeholders
What is the CAB?
Sometimes there is a higher level of change authorization:
Change Authority
106. ∗ Who RAISED the change?
∗ What is the REASON for the change?
∗ What is the RETURN required from the change?
∗ What are the RISKS involved in the change?
∗ What RESOURCES are required to deliver the
change?
∗ Who is RESPONSIBLE for the build, test and
implementation of the change?
∗ What is the RELATIONSHIP between this change
and other changes?
What are the 7 Rs?
108. ∗ Change Model is a template or pre-defined set of
steps, procedures, and guidelines for execution a
specific type of change. Change Models are used to
help minimize risk, save costs, and improve the
consistency of execution around changes
What is a Change Model?
110. ∗ A release is a collection of changes which must be implemented together in
order accomplish a specific objective or set of objectives.
∗ A Release Unit is the particular set of configuration items released together
for a specific deployment effort. The Release Unit for a release is selected
as part of the Release and Deployment Management process based upon
both technical and business criteria. For example, for the deployment of an
accounting package the release unit might be determined to be the
accounts payable and payroll modules, but not the tax computation
module.
∗ In the context of Service Transition generally and, more specifically, in the
context of the Service Asset and Configuration Management process, the
term Baseline refers to the documented and validated configuration of a
component, system, service, etc. Baselines are used within Service Asset
and Configuration Management to provide a roll-back point useful in
managing risk around changes in the environment.
What is a Release/Unit/Baseline
111. ∗ Major - A major release usually introduces new capabilities or functions. Major releases may
accumulate all the changes from previous minor releases. Major releases advance the version
number by a full increment, for example, from version 5.70 to version 6.
∗ Significant
∗ Minor - Minor releases incorporate a number of fixes for known problems into the baseline, or
trusted state, of a item. Minor releases usually increment the version number at the first decimal
place. For example, version 6.10 would change to version 6.20.
∗ Emergency - Emergency releases are quick fixes to repair unexpected problems or temporary
measures to prevent the interruption of critical services. Emergency releases increment the version
number at the second decimal place, for example, from 3.1 to 3.1.1.
Delta release - A delta release only includes the elements of a hardware or software CI that have
changed. The changes are added to the existing version of the CI. In delta releases, it's not always
possible to test how changes will affect the rest of the live environment.
∗ Full release - A full release includes all the elements of a hardware or software CI, even those that
have not changed. In full releases, the effect of the changes is more carefully tested and less likely
to cause incidents during implementation.
∗ Package release - A package release rolls the changes to different CIs into a single release. This
release may include changes to hardware and software CIs and can contain delta and full releases.
Package releases minimize disruptions in the IT environment.
Release Management
113. ∗ The Configuration Management System is the controlled
repository and interfaces for management of information
concerning items under configuration control
(Configuration Items) in the environment. The purpose of
the CMS is to provide accurate and up-to-date information
regarding how the environment is configured. The CMS
stores records of Configuration Items in the Configuration
Management Database (CMDB). Importantly, the
CMS/CMDB differs from a traditional asset database in that
it also provides information regarding how Configuration
Items are related to each other.
What is CMS?
115. ∗ Configuration Item or CI is anything which has
significance for the delivery of an IT Service.
Configuration Items can include hardware and
software, but also documentation, process
definitions, facilities, etc. Configuration Items are
tracked using the Configuration Management
System which stores records of them in the
Configuration Management Database (CMDB).
At a bare minimum, the record of a Configuration
Item should include a unique identifier and the
location of the CI.
What is a CI?
117. ∗ The Service Operation phase of the Service
Lifecycle is concerned with ensuring that services
operate within agreed parameters. When service
interruptions do occur, Service Operation is
charged with restoring service as quickly as
possible and with minimizing the impact to the
business.
∗ Service Operation is the only lifecycle phase in
which value is actually realized by customers.
Whereas all other phases of the Service Lifecycle
contribute to and enable value, it is only
experienced during Service Operation.
What is Service Operation
118. ∗ Input: Service Transition Package
∗ Output: Value to the Customers
What are the Service Operation Inputs
and Outputs
120. ∗ Incident Management
∗ Problem Management
∗ Event Management
∗ Service Request Fulfillment
∗ Access Management
What are the Service Operation
Processes?
124. ∗ The Service Desk provides a single point of contact
between users and the IT organization. The Service
Desk processes inbound incidents, service requests,
change requests, etc. It usually (but not always) owns
and executes the Incident Management process. The
Service Desk also acts as a hub for all communications
internal to the IT Service Provider.
What is a Service Desk
126. ∗ Local – Users and support staff are located on the same premises
or campus.
∗ Centralized -- Multiple user locations are serviced by a single
support location.
∗ Virtual -- Multiple user location are serviced by multiple support
locations which by virtue of call routing and other technology are
able to appear and respond to user requests as a single entity.
∗ Follow-the-Sun -- Identical to a virtual Service Desk, but organized
in such a way as to utilize support staff shifts working during
normal daylight hours for all user requests coming from any time
zone.
What are the Types of Service Desks?
128. ∗ IT Operations Management is concerned with the
day-to-day maintenance of the IT infrastructure and
the facilities which house it. It is divided into two sub-
functions: Operations Control and Facilities
Management.
What is Operations Management?
129. What are the components of Operations
Management?
130. ∗ The Operations Control sub-function is concerned with regular
maintenance cycles associated with infrastructure management.
These include such activities as:
Console Management, Backup and restore operations
Media management, Batch job execution
∗ Facilities Management is concerned with maintenance of the
facilities which house IT operations, e.g. data centers, call centers,
development facilities, etc. Its areas of responsibility include things
like:
HVAC, Fire suppression
Facilities access, Power
What are the components of Operations
Management?
132. ∗ The Technical Management function is charged with
procurement, development, and management of the
technical skill sets and resources required to support the
infrastructure and the IT Service Management effort.
Technical Management is typically divided into specialty
areas representing different specialized teams or functions
within an IT organization, e.g. Networking, Security,
Database, Storage, Servers, etc. The primary objective of
Technical Management is to ensure that the Service
Provider has the right skill sets available to deliver the
services it offers.
What is Technical Management?
134. ∗ Application Management is concerned with the
end-to-end management of applications in the
environment. Like Technical Management, a big
part of what it does involves cultivation of the
specialized skill sets required to support the
organization’s applications. Applications
Management does not replace, but rather
executes and is supported by core processes such
as Incident Management, Problem Management,
Change Management, Availability Management,
etc.
What is Application Management?
138. ∗ Ensuring that services are operated within expected
performance parameters
∗ Restoring services quickly in the event of service
interruption
∗ Minimizing impact to the business in the event of service
interruption
∗ Providing a focal point for communication between users
and the Service Provider organization
Service Operations adds Value by:
144. Definition:
A cause of one or more Incidents. The cause is not
usually known at the time a Problem Record is
created, and the Problem Management Process is
responsible for further investigation.
What is a Problem?
154. ∗ Continual Service Improvement is about the
alignment and re-alignment of services, processes,
functions, etc. with changing business needs. It is also
concerned with the consistent application of quality
management methods to the overall Service
Management effort.
What is CSI
156. ∗ What is the Vision
∗ Where are we now? (baselines)
∗ Where do we want to be (targets)
∗ How do we get there?
∗ Did we get there?
∗ How do we keep the momentum going?
Approach to Improvement
159. ∗ Decide what should be measured
∗ Decide what can be measured
∗ Gather the data
∗ Process the data
∗ Analyze the data
∗ Present and use the data
The 7 Step Improvement Process
163. ∗ Ensuring that services, processes, and other aspects
of the Service Management effort are aligned with
business objectives
∗ Ensuring that services meet agreed levels of
performance
∗ Ensuring that the efficiency (cost) of service delivery
improves steadily
How Does CSI Offer Value?
167. ∗ To JUSTIFY a proposed course of action
∗ To DIRECT activity
∗ To INTERVENE when corrective action is required
∗ To VALIDATE actions which have already been
taken
Explain the Role of Measurement
171. ∗ Objectives establish the reason for measurement. Measurement in itself has
no value. Rather, it only has value inasmuch as it supports achievement of
specific objectives.
∗ Critical Success Factors define specific things that must happen if objectives
are to be achieved.
∗ Key Performance Indicators are metrics which specifically indicate progress
or performance around or toward Critical Success Factors.
∗ Metrics are the definitions of what will be measured and how it will be
measured.
∗ Measurements are the actual readings taken based upon a specific metric.
Name the CSI Hierarchy of Activities?
173. ∗ The Deming Cycle is an improvement model originally
created by W. Edwards Deming and used to great
success in the Japanese auto industry.
∗ It consists of four simple steps (Plan, Do, Check, Act).
Explain the Deming Cycle
175. ∗ Service Improvement Plan (SIP)
∗ A Service Improvement Plan or Service
Improvement Program is the primary output of
periodic service reviews carried out as part of
Continual Service Improvement or as part of the
Service Level Management process. The SIP
maps specific improvement objectives for an
identified time period between one service
review and the next.
Explain the SIP
176. What are the CSI Processes?• Service Level Management*
• Service Measurement & Reporting
• Continual Service Improvement (7 Step) Process
Service Level Management is “officially” part of
Service Design but plays a major role in CSI
178. ∗ ‘Bounded rationality’ refers to the limits which
constrain humans’ ability to entertain more than a
few factors at a time when seeking to make decisions
in complex situations.
What is Bounded Rationality?
179. What are the Information Systems
Discussed Within ITIL
180. ∗ Service Knowledge Management System (SKMS)
∗ Service Portfolio/Catalog
∗ Availability Management Information System (AMIS)
∗ Configuration Management System/Configuration Management
Database (CMS/CMDB) Capacity Database (CDB) or Capacity
Management Information System (CMIS)
∗ Known Error Database (KEDB)
∗ Security Management Information System (SMIS)
What are the Information Systems
Discussed Within ITIL
182. ∗ Use of automation to identify patterns and trends in large data sets such as event
logs, incident logs, etc.
∗ Use of automation to help guarantee consistency during design efforts
∗ Use of automation to accurately record high volumes of detailed data, e.g. incident
logs
∗ Use of automation to avoid arbitrary assignment of priority to incidents, problems,
changes, etc.
∗ Use of automation to respond to events in real time
∗ ITIL® offers some discussion of how automation can best be used to support
processes. It’s most essential recommendations include:
∗ Process definition should precede attempts to purchase or apply technology to
processes
Name some ITIL Automation Tips