ITIL_V3.ppt

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CLENT NAME | TITLE HERE | DATE HERE
INTRODUCTION
• Name
• Product-line
• Role
• Why do you want to attend this training?
• Previous Experience with ITIL
• Hobbies / What do you enjoy most ?

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PURPOSE
Purpose of this training is to
• Give the audience knowledge of ITIL v3
• Explain the updates from previous version
• Encourage for Certification

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EVOLUTION OF ITIL
ITIL - Information Technology Infrastructure Library
History
• Originally created in late 80s by the UK government
• Now truly global and applicable to all IT Services
• Focus on process and roles rather than organisation
• Version 1 in 1991- focused on UK Government
• Version 2 in 2000 - Industry wide and took into account changes in
technology
• Version 3 in June 2007 – Life Cycle Approach
OGC
• Office of Government Commerce – UK Treasury ministry
ITSMF
• The driver behind all things ITIL taken over from OGC
• Global
– USA, Canada, Mexico, Argentina, and Brazil - Americas
– Australia, India, Singapore - Asia Pacific
– Denmark, France, Germany, Netherlands, Sweden, UK - EMEA

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Is a collection of books which contain recommendations & suggestions to
improve provision of IT Services
Not a standard but a Best Practices Framework
Needs to be adopted and/or adapted
ITIL …

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Standards based on ITIL
ITIL
BS 15000 ISO 20000
• BS15000 the first standard derived from ITIL
BS15000:2002 Part 1 – Specification (The standard)
BS15000:2002 Part 2 – Code of Practice (Implementation)
• CSC was the first major computer services company to get BS15000
• ISO 20000: ISO standard derived from ITIL

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WHY REFRESH ITIL v2
Necessity to accommodate the inputs from the Globe
More practical & rational approach became necessary
Emphasized on Service Support and Delivery only
Less attention to Relationship Management with Partners

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ITIL V3 VS. ITIL V2
ITIL v2 ITIL v3
More process Oriented Lifecycle Based Approach
Focus on Products, Process & People Focus on Partners apart from 3 Ps
Security Management a part of Availability
Security Management is a separate
process
Emphasize on SD & SS Equal attention to all the processes
10 processes + 1 Function 20 processes + 4 Functions
IT & Business Alignment IT & Business Integration

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ITIL v3 CONTENTS
Life Cycle Approach
• Total 5 books (5 Phases)
• All the core processes of v2 maintained
• Additional 10 processes & 3 functions included
• Other supporting document aids in various forms

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SERVICE LIFE CYCLE APPROACH

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FOCUS AREAS
Processes
People
Products
Partners

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ITIL v3 PROCESSES & FUNCTIONS
1.SERVICE STRATEGY
Demand Management
Service Portfolio Management
Financial Management
2.SERVICE DESIGN
Service Catalogue Management
Service Level Management
Availability Management
Capacity Management
Supplier Management
Information Security Management
Service Continuity Management
5.CONTINUAL SERVICE
IMPROVEMENT
•7 Step Improvement Process
–Service Reporting
–Service Measurement
3.SERVICE TRANSITION
Service Asset &Configuration Management
Change Management
Release & Deployment Management
Knowledge Management
4.SERVICE OPERATION
Service Desk (FUNCTION)
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
IT Operations Management (FUNCTION)
Technical Management (FUNCTION)
Application Management (FUNCTION)
Service Lifecycle
Approach

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ITIL® v3 Qualification Scheme
ITILFND09-1
ITIL v3 Foundation Certificate in IT Service Management(2 credits)
Lifecycle Stream (3 credits each) CapabilityStream (4 credits each)
Service
Strategy
Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
Planning,
Protection
&
Optimization
Service
Offerings
&
Agreements
Release,
Control
and
Validation
Operational
Support
and
Analysis
Managing Acrossthe Lifecycle (5 credits)
OR
ITIL® Expert(22+ credits total)
Advanced
Level
© OGC’s OfficialAccreditor – The APM Group Limited 2007
Intermediate
Modules
New ITILv3 Education

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BASIC CONCEPTS

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BASIC CONCEPTS.…….
Service & Service Owner
Service Management
Process & Process Owner
Functions, Staff, Roles
Metrics, Interfaces
RACI
PDCA
Compliance & Governance
Concept of Caps

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Service
• The means of delivering value to the customer by achieving the customer
desired results while working within given constraints
Service Owner
• An individual or a team which is responsible towards customer for a
given service
• Responsible for
– Initiation & Transition, Ongoing Maintenance & Support
– Monitoring & Reporting, Identifying improvement areas in
Service
– Accountable for Service, Primary customer contact for the
service
Service Management
• A set of specialized organizational capabilities which help us providing
value to the customers in the form of services they enjoy AND/OR a set
of Functions & Processes which manage the service

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Process
• A set of activities which are carried out in a given manner to achieve the
desired objective
• A process is
– Measurable
– Yields desired result
– Delivers result to customers
– Responds to specific events or requirements
Process Owner
• An individual or a team responsible for
– Help Design & documentation of process
– Ensuring it is being performed as per documentation
– Ensure that yields the desired end results
– Overall continual improvement of process
– Defining & reviewing KPIs

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Function
• A Group of people & their tools used to carry out one or more processes
or activities
Staff
• The personnel who are assigned to carry out specified tasks or
activities
Roles
• A set of authorities, responsibilities & activities assigned to individual or
personnel

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Metrics or KPIs
• A measurement unit which imparts an ability to “Judge” the performance
of a service
Interfaces
• The overlaps or linkages between two or more processes
• Processes exchange data (input or output) via these linkages

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RESPONSIBILITY ACCOUNTABILITY CONSULTED
INFORMED MATRIX
Key:
R = Responsible; performs the task
A = Accountable; ultimately answerable for
completion of task (only 1 person per task)
C = Consulted; provides information or
assistance
I = Informed; kept apprised of the activity LOS Mgr PM SDM Client
1.1 Internal Kick off A
1.2 Offshore Resource requirement
projection/Approval
A R I
1.3 Travel Plan A
1.4 Resource Readiness R A
1.5 Knowledge Transfer (KT) Transition C I C
1.6 Conduct Lesson learned C A C
1.7 Sign off R A R

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Act Plan
Check Do
Continuous step by
step improvement
Consolidated of the level reached
(e.g. ISO 9001)
PLAN DO CHECK ACT (Deming’s Cycle for Improvement)

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COMPLIANCE & GOVERNANCE
Compliance is a adherence to a Standard or Set of Guidelines or proper
consistent practices
Corporate Governance means to promote corporate Fairness, Transparency
& Accountability
IT Governance is an integral part of enterprise/corporate governance & it
ensures that organization’s IT is in alignment with Strategies &
Objectives

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CONCEPT OF CAPS
To carry out multiple roles simultaneously or at different times as per
situation or the work involved
• E.g. When a staff is logging the call he is wearing a cap of Service Desk
• When he/she is able to diagnose the root cause of the error he/she is
wearing a cap of Incident & Problem management

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ITIL Processes & Positions
Background work
Service Strategy
Demand Management
2.SERVICE DESIGN
Capacity Management
Supplier Management
5.CONTINUAL SERVICE
IMPROVEMENT
Service Asset &
Configuration Management
Change Management
4.SERVICE OPERATION
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
Service Level
Management
1.SERVICE
STRATEGY

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1. SERVICE STRATEGY

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ACTIVITIES OF SERVICE STRATEGY
Identify market & define your target area
• Decide what services you want to offer & who can be the potential
customers
Develop your service offerings
• Build on/improve your services
Develop strategic assets
• Develop new services
Help clarify the relationships between different services, processes,
strategies etc.

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BASIC CONCEPTS OF SERVICE STRATEGY
Utility – It is derived from the attributes of service which have a positive effect
on the performance
• What does the service do?
• Functional requirements
• Features, inputs, outputs
• Fit for purpose
Warranty – It is derived from positive effect being available when needed, in
sufficient capacity & magnitude & dependably in terms of Continuity &
Security
• How well service does it
• Fit for use

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Types of Service Providers
Internal
• Each BU has it’s own service providers (e.g. HR, Finance etc.)
Shared
• Each BU uses services from single SSU (Shared Services Unit)
External
• BUs take services from different, authorized external vendors
NOTE – In today’s world, most of the organizations prefer to use mixture of
all types

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DELIVERY MODELS
Delivery model is a graphical representation of components that help
organizations deliver services to customers
• Insourcing: Using internal providers only
• Outsourcing: Using external vendors
• Co-sourcing: Combination of In-sourcing & outsourcing
• Multi-sourcing: using 2 or more vendors to work together & are
interdependent on each other’s work
• BPO: Appointing external vendors to manage Business Function
• ASP: Application Service Provider to provide shared services (e.g.
networks)
• KPO: Appointing external vendors to manage domain based
processes/expertise

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SERVICE STRATEGY
1.Demand Management
2.Service Portfolio Management
3.Financial Management

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SERVICE STRATEGY 1 OF 3
DEMAND MANAGEMENT

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ONE LINER
Demand Management = Know your customer’s requirements

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OBJECTIVES
To understand customer’s current requirements
Trend of requirements over a period/business cycle
Match the customer’s expectations with organization's
capabilities of providing services
Ensure Warranty & Utility are in alignment with customer’s
needs

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KEY CONCEPTS
Core service vs. Supporting Service
Pattern of Business Activity (PBA), User profile
Service Package (SP) vs. Service Level Package (SLP)
Business Relationship Management

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Core Service vs. Supporting Service
Core Service is the service which actually brings ‘value’ to the customer.
• It’s a service which is KEY from organization's perspective as well
• E.g. for a Banking customer, the core services provided will be all
financial services
Supporting Service ‘supports’ or enhances the core services
• It’s like an added feature which may not be desired but important to have
• Many times it becomes necessity
• E.g. supporting services in above case could be providing a helpdesk
which helps/troubleshoots any issues/queries faced by users when they
access the website

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Pattern of Business Activity (PBA) & User Profile
Represents change in pattern of customers demands as explained by
organization
Important to track as it helps organization identify improvements in existing
services or identify future opportunities
Also important to study customer’s business & changing business needs
User Profile
• Demand patterns shown by users
• Users means people or even processes/functions etc.
• Is usually associated with/is subset of PBA

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SP vs. SLP
Service Package is a bundle of core services and/or supporting services
which is offered to customer
SP Includes Service Level Package
SLP has a defined level of Utility & Warranty for a given SP
• E.g. Buying 100 servers is a SP deal but some of them could be under
Gold/Silver SLP

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Business Relationship Management
Customer centric activities
Constant communication with customer
Helps to know the improvements & future scope for business
Usually the First Point of contact for the customer especially
for a first time/new business

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METRICS
Accurate understanding of customer’s business needs
Loss of Business to competitors especially for a new services
Improved Customer Relationships

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ROLES & RESPONSIBILITIES
Business Relationship Manager
• Documenting the customer’s business needs, PBAs, User Profile etc.
• Ensure SLP matches customer’s needs
• Discussions with internal teams for setting up new SLPs or establishing
the existing once
• Analyze potential SLP improvements ,
• Look for future business opportunities with customer
He may have a team working with multiple customers

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SERVICE PORTFOLIO
MANAGEMENT

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ONE LINER
SPM = How to bundle/package the services

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OBJECTIVES
Plan for services you can offer
Record of all the services including current, expired & in
Pipeline
Provide information/guidance to Service Design

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KEY CONCEPTS
Service Portfolio, It’s Components & structure
Business Service, Business Service Management
Business Service vs. IT Service

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Service Portfolio
It describes how the service are bundled & packaged
Takes care of Marketing components such as
• What is the REASON customer will buy these services?
• What is the REASON customer will buy these services from US?
• SWOT analysis for our Organization’s service capabilities
• What could be our pricing models
• How best to allocate resources & capabilities

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Service Portfolio Structure
Existing Services
Services in
pipeline
New Services
Stopped services
Service Catalog
Requirements Gathering,
Analysis, Approval, Charter,
Developed, Release, Operational
Retired Services

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ACTIVITIES
DAAC (Based on DMAIC cycle)
• Define
– Take Service Strategy as input, Define Inventories, Business
Case, Validation of Data
• Analyze
– Decide Value Proposition, Prioritization, Balance of Demand
& Supply
• Approve
– Authorize / Finalize the Portfolio, Services, Resources
• Charter
– Communicate information / decisions, Resource allocation,
Chartering of services
• Continually Update/ Improve the portfolio – begins next DAAC

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METRICS
How Accurate & Up-to-Date Portfolio is
Is the information contained is relevant from Market
perspective
Is it in alignment with customer needs

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Product manager
• Create Business case
• Evaluate Marketing Opportunities
• Deploy new services/retire the old ones
• Manage a set of related services
Business Relationship Manager
• First Point of Contact
• Document Customer needs

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FINANCIAL MANAGEMENT

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ONE LINER
Financial Management = Getting the Deal ($$$) right

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OBJECTIVES
To serve as strategic tool to align IT services with Financial
Decisions
To balance the Cost & Price as appropriate
Accounting for IT Services
Facilitate Accurate Budgeting
Finalize Financial Policies (e.g. Charging)
Financial Review & Control

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COST VS PRICE
Cost = Actual Expenditure of providing IT Services
Price = The amount at which one Sells IT Services
Hence Price – Cost = Profit

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KEY CONCEPTS
Service Valuation (Previously known as Charging)
Service Investment Analysis (Previously known as Budgeting)
Accounting
Cost Units , Costs Types
Business Case
Business Impact Analysis

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SERVICE VALUATION (CHARGING)
A mechanism which helps organization to recover at least the expenditure
incurred on providing IT services with additional monitorial profits as
applicable
Types
• Cost Recovery (Actual)
• Cost Plus Fixed Fee
• Cost Plus % of Costs
• Cost Plus Incentives
• Notional Charging
• Fixed Price
• Time & Material

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SERVICE INVESTMENT ANALYSIS
Was termed as Budgeting in v2
It is a Time phased allocation of Funds
It helps Track & Control the expenditure pattern
Also guide how to utilize the funds

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ACCOUNTING
A mechanism to track WHAT has been spent & WHERE it has been
spent
Maintain accounts of all incoming and outgoing monetary fund
Accounting involves maintaining detailed ledgers of the daily
expenditure incurred during the implementation of an IT service.
Helps an IT organization track costs for each customer, service, or
activity

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COST UNITS & COST CATAGORIES / TYPES
Cost unit is the identified unit of consumption that can be
accounted for a particular service or service asset
Cost Categories
• Hardware, Software, Travel, Internal, External etc.
Cost Types
• Direct & Indirect
• Fixed & Variable
• Capital & Operational

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BUSINESS CASE
A decision support/planning system or tool /document
It helps analyze the consequences of some decisions
Usually it is in the form of report & may contain
• Background/History
• Facts & Figures, Validity period of the document
• Risks & Mitigation plans
• Recommendations
• E.g. of Business case is a Study Report for “Why should we buy 34
Mbps Link?”

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BUSINESS IMPACT ANALYSIS
It identifies organizations’ most critical business services & links
them to the financial values or risks
Helps to prioritize the critical services
Analyzes facets of service such as Impact of outages, Financial
penalties, Customer Relationship etc.

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ACTIVITIES
To design mechanisms for service valuation, Investment
Analysis & Accounting
To align IT Business with Finance Policies
Ensure the accuracy in implementing financial controls
Bill Payments & Collections
Updating the Finance Policies as per Organizational needs

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METRICS
Accuracy in Budgeting, Forecasting & Controls
Quick & Effective financial decision making
Proper IT Accounting
Ensure Timely Bill Payments & Collections
Overall performance of Finance Dept.

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Finance Manager / Dept./ Controller
• To Lay Financial Policies & document
• To ensure that the policies are adhered to
• Implement proper financial controls
• Look for Continual Improvement
Note – Every individual manager has some financial
responsibility within his area of control

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2. SERVICE DESIGN

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ACTIVITIES
Design services to meet Business Objectives
• Design Secure & Resilient IT Infrastructure
• Identify, remove the risks from the services before they go live
• Create & maintain IT plans, policies, technical & process framework
(Design tool ensures standards are adhered to)
• Design measurement methods & metrics for assessing effectiveness of
processes
• Design Effective & efficient processes for design, transition & operation
phases
• Scope includes new services & improvements as may be needed over a
service lifecycle

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SERVICE DESIGN
1. Service Catalog Management
2. Service Level Management
3. Availability Management
4. Capacity Management
5. Supplier Management
6.Information Security Management
7. Service Continuity Management

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SERVICE DESIGN 1 OF 7
SERVICE CATALOG
MANAGEMENT

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ONE LINER
Service Catalogue Management = Services Ready to Use

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OBJECTIVES
Create & Manage Service Catalog
Keep Service Catalog Up to Date with latest information
Continual Improvement in Management of Service Catalog

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KEY CONCEPTS
What is Service Catalog?
Service Catalog vs. Service Portfolio
Types of Service Catalog

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What is Service Catalog?
• A single source of information for all the service offerings
• Includes Operational & in Transition Services
• E.g. Menu Card in a Hotel
Service Catalog vs. Service Portfolio
• Service catalog is a part of Service Portfolio
• Service Portfolio depicts the services in their Business Value
Terms i.e. Why customer would buy it from us
• Service Catalog depicts what service would you like to offer to
customer (which will be based on customer needs)
• Service Portfolio is not usually available to be viewed by
Customer or public whereas Service Catalog may be

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Types of Service Catalog
Business Service Catalog
• Used by Relationship Manager to win a business
• Consists list of all IT services which are important for Customer’s
Business Process
• Visible to customer (or even to common public)
Technical Service Catalog
• Used by Relationship Manager to know the capabilities & limits
of Business Service Catalog
• Contains all the Backup/Supporting services for services shown
in BSC
• Usually Not visible to Customer
Typical Service Catalog -

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METRICS
Accuracy of Information within Service Catalog
Number of corrections made
Customer Feedback
Number of successful/lost proposals

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Service Catalog Manager
• Establish & maintain Service Catalog
• Ensure all the information is accurate & up-to-date
• Oversee all the other aspects of service catalog. E.g. Information
contains all applicable operational & in Transit services etc.
• Work on Continual Improvement of Service Catalog

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SERVICE LEVEL
MANAGEMENT

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ONE LINER
Service Level Management = Negotiate & Agree
Service Levels with client

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OBJECTIVES
To Negotiate, Agree & Document the Service Levels
To balance the customer expectations & organization’s capabilities
To measure, report & continually maintain/improve service level
To manage the performance as per agreed service levels
To manage the customer relationship

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KEY CONCEPTS
Service Level Requirements (SLR)
Service Level Agreements (SLA)
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
Service Improvement Plan (SIP)
• A formal project undertaken within an organization to identify and
introduce Measurable improvements within a specified work area
or , work process

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Service Scope and description
Service hours
Measures of availability and reliability
Support details – who to contact, when and how
Respond and fix times
Deliverables and time scales
Change approval and implementation
Reference to IT Service Continuity Plan
Signatories
Responsibilities of both parties
Review process
Glossary of terms
ELEMENTS OF SLA

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SLA,OLA,UC
Organization Management
Customer
Org’s Internal Teams
Vendors
SLA
OLA
UC

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METRICS
Clearly Defined SLAs, OLAs and UCs
Performance against agreed SLAs
Shortfalls in SLA and consequent SIPs
Number & severity of service breaches
Improvement in customer satisfaction
Sample SLA Report -

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Service Level Manager
• Process Owner
• Review & Reporting
• Maintaining an effective Service Level Management process by
defining SLAs, OLAs and UCs
• Updating the existing SLAs, SIPs, OLAs and UCs
• Reviewing and improving the performance of the IT organization
to meet agreed service levels

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AVAILABILITY
MANAGEMENT

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ONE LINER
Availability Management = Ensure it is up when it should be

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OBJECTIVES
To ensure agreed Availability Level is met or exceeded
The Availability Management process plays an important role in
ensuring that a defined level of IT services is continuously
accessible to customers, in a cost-effective manner
Continually Optimize & Improve the availability by preparing
Availability Plan

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Availability
Reliability
Maintainability
Serviceability
Vital Business Function (VBF)
High Availability
Fault Tolerance
KEY CONCEPTS

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The ability of a service, component or configuration item to perform it’s
agreed & expected function when required
Usually expressed as Percentage
Availability= (AST-DT) X 100
-----------------
AST
AST = Agreed Service Time
DT = Downtime
AVAILABILITY

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Reliability
• Implies how long the specified service is available for the required period
without any interruptions or failures
Serviceability
• Ability of the 3rd party supplier to provide the expected service to service
provider
Maintainability (or Recoverability)
• How easy it is to maintain or recover a service, component or
configuration item
• NOTE – Availability can be Proactive (recommended) or Reactive.

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Availability Metrics
MTRS- Mean Time to Restore Service (Down Time) =
Relates to Maintainability (Also has an element of Serviceability)
Detection
Diagnosis Recover
Restoration
Incident
Occurred
MTBF- Mean Time
Between Failures(Uptime)
= Availability
MTBSI – Mean Time Between system Incidents = RELIABILITY
Time
Incident
Occurred
Repair

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Vital Business Function (VBF)
• A critical function or business process
High Availability
• Minimizing the impact of component failure
Fault Tolerance
• Ability of a service to continue to be available even after component(s)
failure

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METRICS
Uptime per service or group of Users
Downtime duration
Downtime frequency
Number of failures beyond ‘X’ time

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Availability Manager
• Process Owner
• Ensure the agreed levels of service availability
• Create & manage Availability Plan
• Continual improvement in process/results

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CAPACITY MANAGEMENT

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ONE LINER
Capacity Management = Ensure IT is sized in optimum &
cost effective manner

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OBJECTIVES
Provide the required IT Infrastructure in a cost effective manner
while also meeting it’s requirements
Ensure optimum utilization of IT infrastructure
Work on current & future needs
Produce & regularly upgrade Capacity Plan

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KEY CONCEPTS
Business , Service & Component Capacity Management
Capacity Management Information System
Capacity Plan
Performance Management, Modeling, Application Sizing

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Business Capacity Management
• Trend, forecast model and developing the Capacity Plan to understand
future business needs
• Modeling to estimate the best alternative for Capacity deployment
Service Capacity Management
• Understand the functioning of the IT services, resource usage and
variations to ensure that appropriate service agreements can be
designed
• Report on Service profile of use of services, manage demand for service
Component Capacity Management
• Using and monitoring of all components of the IT infrastructure
• Optimize use of the current IT resource components such as bandwidth,
network capacity etc.

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Capacity Plan
• Time (or trigger) phased plan to maintain/increase the utilization
of IT Infrastructure by maintaining or adding IT infrastructure
components
Capacity Management Information System (CMIS)
• A system which holds the data needed & maintained by all the
capacity sub processes/activities

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Performance Management
– Monitoring
– Tuning
Modeling
– Mathematical models for determining the benefits and
costs of varying capacity
– Simulation and Analytical techniques
Application Sizing
– For determining the hardware capacity required to
support new/modified applications

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METRICS
Performance trends after estimates
Reduction in rushed purchases
Reduction in expensive overcapacity
Reduction in number of incidents due to performance plans

101
Capacity Manager
• Monitors the Process
• Capacity Plan Creation
• Update the Capacity Management Database
Supported by
Technical & Application Management
• To provide capacity requirements via capacity incidents &
problems
• Other day to day capacity management activities

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SUPPLIER MANAGEMENT

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ONE LINER
Supplier Management = Manage Supplier Relationship &
Performance

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OBJECTIVES
Manage supplier relationship & performance
Ensure the Right & Relevant contracts with supplier
Manage the contracts throughout their lifecycle
Create & maintain Supplier Policy, List & Contracts Database

105
Supplier Selection
Request Supplier
Responses
Requirement of 3rd party supplier
Select Suppliers
Analyze Supplier
Capabilities
Contract with
Supplier (UC)
Supplier provides
Services
Manage Suppliers SCD
Update
supplier’s
records

106
Supplier – Contracts Database (SCD)
Supplier Contracts
Database
Organization’s Supplier
Policy & Strategy
Contracts categorization
According to Types of services,
Owner, expiry date, value etc.
Fresh/Renewed
Contracts
Existing
Contracts
Records of
Past/Expired
Contracts
Contracts Modification/Termination
Supplier’s performance
Against contract terms

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METRICS
Accuracy of information in SCD
Relevance of contracts in terms of SLM
Performance of suppliers

108
Supplier Manager
• Process owner
• Deliver expected supplier performance
• Create, establish & maintain SCD
• Manage the contracts in conjunction with SLM

109
INFORMATION SECURITY
MANAGEMENT

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ONE LINER
ISM = Protect your Data & Information

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OBJECTIVES
To prevent Unauthorized Access (& allow Authorized Access)
To provide effective security measures at Strategic, Tactical &
Operational organizational Levels
To enable organization to do a business “Safely”
To comply with Security Requirements as per SLA

112
KEY CONCEPTS
Confidentiality, Integrity, Availability, Non-Repudiation
Information Security Policy
Security Analysis & Controls

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Confidentiality
• Information is accessible to only those who are authorized to
view it
Integrity
• Information, especially while being communicated, is protected
against unauthorized modification
Availability
• Information is invulnerable to attacks or is recoverable in secured
way i.e. it is available (only to authorized) when it should be
Non-Repudiation
• Sender of information can not deny that information has NOT
been sent by him

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Information Security Policy
• A policy of an organization which ensures the compliance to
Information Security Objectives & Guidelines
Security Analysis & Controls
• To Analyze the threats to organization’s data/Information & to
eliminate/minimize the same
• To provide security controls (checkpoints) at various levels so
that reduce the impact of security breaches

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METRICS
Effectiveness of Security Measures / Controls
Number of Security Breaches , Attacks
Business Losses incurred due to security malpractices
Adherence /Compliance to Security Standards
Security Audits reports

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Security Manager
• Process Owner, Planning for Security
• Design & Monitor Security Policy / Analysis / Controls
• Oversee entire security aspect of the organization
• Overall Improvement
Security Officer
• Mediator between Security manager & Customer / Users
• Assist Implementation of security policies/measures etc.

117
SERVICE CONTINUITY
MANAGEMENT

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ONE LINER
Service Continuity Management = Recover from
disaster as per agreed & applicable SLA

119
OBJECTIVES
To create & manage IT service continuity & recovery plans
To reduce potential disaster occurrence
To negotiate & manage necessary contracts with 3rd parties
Balance SLAs & Cost factors while planning for service continuity

120
KEY CONCEPTS
Business Continuity Strategy
Life Cycle Approach to ITSCM
Assessment of Changes for impact on ITSCM
Dormant Contracts
Negotiated/Compromised SLAs
Regular Testing – Ongoing as a part of Lifecycle approach

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LIFE CYCLE APPROACH TO ITSCM
Initiate ITSCM
Gather requirements
• Plan for implementation
Implementation
• ORR (Operation Readiness Review)
• Mock Testing
• Go Live /Sign Off for ITSCM Structure
Ongoing regular testing & updates to ITSCM structure

122

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POSSIBLE RECOVERY OPTIONS
Do nothing
Manual Workarounds
Reciprocal arrangements (Less Frequently used)
Immediate recovery – hot standby (24 hours)
• Mirrored business systems on an alternate site
Intermediate recovery – warm standby (24-72 hrs)
• Similar to immediate but critical systems need to be recovered
and run
Gradual recovery – cold standby (72 hrs)
• Empty facility with utilities
Fortress Approach
Dormant contracts
Insurance

124
Business Continuity Strategy
• Aims at reducing risks by developing recovery plan(s) to restore
business activities if they are interrupted by a disaster
Assessment of Changes for impact on ITSCM
• To study & mitigate the impact of any changes in IT
Infrastructure on ITSCM
Dormant Contracts
• Contracts with 3rd parties which become active only when
triggered by a disaster
Negotiated/Compromised SLAs
• To negotiate appropriate SLAs with customer which will be
applicable only during disaster

125
METRICS
Number of shortcomings
Cost to company due to loss if no recovery Plan
Cost in Time, resources and money to restore IT Services

126
ITSCM Manager
• Owns entire ITSCM process
• To manage & upgrade ITSCM Plans

127
3. SERVICE TRANSITION

128
ACTIVITIES
Plan & Implementation of all the releases / Services (Applies to new
& existing services)
• Ensure that the changes as proposed in Service Design are
realized
• Authorize, Package, Build, Test & Deploy the releases into
production
• Transition of services to & from other Organizations
• Decommission or Termination of services

129
Service Transition V- Model
Define Customer
Business Requirements
Define Service
Requirements
Design Service
Solution
Design Service
Release
Develop Service
Solution
Service Component
Build & Test
(Internal & External
Suppliers)
Validate Service
Packages, Offerings
& Contracts
Service Acceptance
Test
Service Operational
Readiness Test
Service Release
Package Test
Component &
Assembly
Test
Release Test
Criteria/Plan
Service Operation Criteria/Plan
Service Acceptance Criteria/Plan
Service Review Criteria/Plan

130
SERVICE TRANSITION
1. Service Asset &Configuration Management
2. Change Management
3. Release & Deployment Management
4. Knowledge Management

131
SERVICE TRANSITION 1 OF 4
SERVICE ASSET &
CONFIGURATION
MANAGEMENT

132
ONE LINER
SACM = Know what you have

133
OBJECTIVES
Identify, Record & Provide accurate information of the Configuration
Items (CI = IT components)
Provide the Logical Model for IT infrastructure correlating the IT
services & their components
Protect Integrity of the CIs
Create & maintain Configuration Management System
Manage Service Assets (Service CIs)
Perform regular audits / status accounting activities for all the CIs

134
LOGICAL MODEL
Data Center
Network
SAP
Services
IT Infra
Services
SAP
Service 1
SAP
Service 2
Application
Infrastructure
Infra
Service 1
Infra
Service 2
Application
Infrastructure
Remote
Connectivity
Messaging
Web
Services
Customers – RBS, Bank of America, Citi Bank

135
KEY CONCEPTS
Configuration Items, Baseline, Variant
Types of CIs
Configuration Management System

136
Configuration Item
• A uniquely identifiable entity/item which needs to be controlled
Baseline
• Snapshot of a CI or a group of CIs at a given time or stage
Variant
• A baseline with minor differences
Configuration Management System
• It is a system which controls & maintains the record if all CIs in a
structured manner in 1 or more databases known as CMDB
• Stores Attributes of CIs, Relationship between CIs
• Consists of Multiple layers like Integration Presentation etc.

137
CONFIGURATION MANAGEMENT SYSTEM
CMDB1
Services
CMDB2
H/W
CMDB3
Policies
Data/Source information gathering
Knowledge & Logic processing
Presentation Layer /User Interface
NOTE – CMDB can be any Database,
or even Excel File

138
TYPES OF CIs
Service Lifecycle CIs
• Business Case, Service Portfolio, Service Design Package
Service CIs
• Service Capability /Resource Assets, Service Model
Organization CIs
• Organization Policies, documentations
• -----------------------------------------------------------------------------------
Internal CIs
• Internal to individual projects which are required to maintain IT
External CIs
• Customer Agreements & Requirements

139
ACTIVITIES
Planning
Identification
Status Accounting
Control
Verification and Reporting

140
Defining the strategy, policy and objectives for the process
Analyzing the information, Identifying the tools and resources available for the
process
Creating interfaces with other ITIL processes, projects and third party suppliers
Configuration Management Plan including Policy and Strategy could be one
output.
Planning

141
To identify the associated IT services and components, which need to be
controlled by the Configuration Management process.
Define the Scope of the process
• IT Services, Hardware, Software and Documentation, Specific Areas
Specify the Level of Detail for information recording
• Identify the Relationships of the CIs
• Determine the depth of information to be recorded
• Naming Conventions, Attributes covered
Identification

142
The next activity after Identification is Status Accounting of the IT component
through its life cycle. A status code is assigned to each of the statuses for easy
identification.
Typical Statuses
• New CIs
– In Order, Tested, Accepted
• Existing CIs
– Received, RFC open for the CI new version requested, Down,
Phased Out, Undergoing maintenance
• All CIs
– In Stock, Order received, Under test, Released for Installation,
Live, Spare
Status Accounting

143
Configuration Management controls all the IT components received by
the organization.
Control
• Who can Access, who can modify
Control

144
Audit and Verification
Does the CMDB reflect reality?
• The activities includes verifying and auditing the details in the CMDB.
• For example, audit tools can be used to automatically analyze workstations
and report on the current situation and status of the IT infrastructure.
Accuracy is improved by
• Active rather than passive CMDB
• Automatic updating
• Integration with other processes
• Automatic checks

145
Assess the efficiency and effectiveness
• Through Regular MIS reports
• Scheduled reviews of the expected growth in demand of Configuration
management activities
Reporting

146
METRICS
Number of occasions on which a
– "Configuration" was found to be unauthorized
– Number of refused RFCs as a result of incomplete data in the
CMDB
– Number of changes to the CMDB because of identified errors
in the CMDB
– Unauthorized IT components detected in use

147
Service Asset Manager
Configuration Manager
These are responsible for their own processes
• Implementing policy
• Agree scope, processes & procedures
• Define necessary controls
• Oversee collection & management of data
• Audits
• Produce management reports

148
CHANGE MANAGEMENT

149
ONE LINER
Change Management = Minimize the Impact of
Change

150
OBJECTIVES
Study the adverse Impact of change & minimize it
Create & maintain a Change Management process
Prevent Unauthorized changes
Prepare Change (& Back out) Plans via FSC & provide PSA
Post Implementation Reviews of Changes
Maintain a record of all changes
Note - Change Management does NOT implement change

151
KEY CONCEPTS
Scope of Change Management
Change Types , RFC, Change Classification & Prioritization,
Change Models
CAB, ECAB, FSC, PSA, Back out Plans

152
Scope of Change Management
Scope of Change Management process is restricted to
• IMAC of IT Infrastructure Components including documentation
• Strategic, Tactical & Operational changes
Out of Scope
• Business Strategy & Processes
• Implementation of changes
• Any other task documented as out of scope

153
Change Types
Standard Changes
• Routine Changes that follow an established procedure & do not disrupt It
services
• E.g. updating the Anti-Virus software is a standard Change
Emergency Changes
• Crucial to an organization and have to be implemented immediately.
• Emergency Changes are disruptive and prone to failure
• E.g. the some ports in critical switch has gone down. Therefore, a new switch
needs to be installed

154
Request for Change (RFCs)
• Incidents, upgrades to the infrastructure, or changes in the
business requirements generate the need for a Request for
Change (RFC)
Change Classification & Prioritization
• To classify & plan changes in the order of their impact & urgency
Change Models
• Predefined way or procedure for handling known type or
complexity
• Automated as far as possible
• Allow for scalability to create a new model

155
Forward Schedule of Changes (FSC)
• Contains details of all approved changes and their
implementation dates for an agreed period
• Detailed short term schedules and less detailed for longer term
planning
Projected Service Availability (PSA)
• To determine the best time for a change implementation
• Both the FSC and PSA are agreed with the customers
Back Out Plan
• It is executed if the Change can not happen as per plan
• Usually but not necessarily the typical back out plan is to bring
the systems back to original state it was in before the change
started

156
Change Advisory Board (CAB)
• CAB approves Changes after assessing and prioritizing the RFCs.
• CAB members should have sound technical knowledge and good
business perspective.
• Change Manager is the only permanent member on the CAB & ECAB
CAB/Emergency Committee
• To review urgent changes
• Few members required (typically Senior Managers from concerned dept)
• Availability after shift hours

157
Change Management Process Flow
Request For
Change (RFC)
Change
Manager
Line Manager
Approval
CAB
Meeting
Post Change
Review
FSC/PSA
Implement
Change
Update CMDB &
Change Records
Failure
Back out Plan
Success
Problem Management
Customer
or other teams
SCM, Capacity, BRM,
ISM,SLM, R&D, Customer etc.
Customer
Sign Off

158
ACTIVITIES
Record RFC
Review RFC
Assess & Evaluate Change – 7 Rs of Change
Authorize Change
Issue Change Plan (to R& D Team)
Support/Coordinate Change Implementation
Post Change Review

159
7 Rs of Change
Who RAISED it
What is REASON for change
What is the RETURN expected from change
What could be the RISKS involved in change
Which RESOURCES are needed to implement change
Who (which R&D Team) is RESPONSIBLE for build, test &
implement change
Is there (or what) any RELATIONSHIP between this change & other
changes
Back to previous slide

160
METRICS
Number of Rejected RFCs
Number of Incidents occurring due to implemented Changes
Number of successful changes
Number of unsuccessful changes
Number of backed out changes
Average Time needed to implement a Change
Number of incidents resolved by implementation of a Change

161
Change Manager
• Chairperson of the CAB
• Filtering and accepting RFCs
• Primary Responsibility of planning and coordinating
implementation of changes
• Obtaining authorization for change
• Reviewing Implemented Changes
• Convening emergency CAB meetings
• Generating Change Management reports
• May have Change coordinators to support
CAB Member
• Belongs to the CAB and participates in all CAB meetings
• Helps in reviewing all RFCs to estimate impact
• Participates in Scheduling Changes

162
RELEASE & DEPLOYMENT
MANAGEMENT

163
ONE LINER
R & D Management = Bring in the change
Carefully

164
OBJECTIVES
Implementing the authorized changes as per Change plan
Plan, Design, Build, Test & Install Hardware & Software components
Skills & Knowledge Transfer to enable
• Customers & users the optimum use of service
• Operations & support staff to run & support the service

165
KEY CONCEPTS
Release
Release Units
Release Identification
Types of Release
Release Methods

166
Release
A collection of authorized Changes to an IT Service
A Release is defined by the RFCs that it implements
A Release could consist of a number of Problem fixes and enhancements to a
service.

167
A Release unit describes the portion of the IT infrastructure that should be
released together.
Depending on the type or item of software and hardware, the size of the unit can
vary. An example of hardware Release Unit can be changes to the complete
PC or Processor. An example of a s/w release unit could be changes made to
a system, suite, program or module.
Including too many changes in one release can be too complex for safe
implementation while too many releases affect user dependency on the
stability of the service.
Release Units

168
The status of a Release alters according to its current environment. Release
identification means determining the status of a Release in different
environments. The environments in which a Release can be categorized are:
– Development
– Test
– Live
– Archive
Release Identification

169
Depending on the number of changes that should be included in one Release, a
Release can be of the following type:
• Delta Release
 Just a few changes normally a quick fix
• Full Release
 When a program is released in its entirety, including the parts
that were not changed.
 A number of similar Changes can be implemented together in
this Release
 More preparation and resources are required for a Full Release
• Package Release
 You use a Package Release when you Release a group of
software. Each of the software in the package depends on the
other software in the group for its performance.
 For example, scheduled upgrades to third-party software, such
as Systems software and Office applications are appropriate for
Package Releases.
Release Types

170
Release / Deployment Methods
Big Bang vs. Phased Approach
• In Big Bang approach the new or changed component is
deployed to all user areas in one go
• Phased approach involves deployment of components to part of
user area & then deploying in other areas in phased manner
• Alternatively, the release itself is carried out in phased manner
Push vs. Pull (usually for software)
• Push is used when a component is deployed from a centre &
pushed to it’s target locations
• Pull is used when a software is stored in centre & users are
requested to pull it based on their requirements
Automated vs. Manual

171
ACTIVITIES
Release
Planning
Release Design
Building &
Configuring
Release
Testing &
Acceptance
Roll Out
Planning
Communication,
Preparation &
Training
Release
Distribution,
Implementation
Definitive Software Library
Definitive Hardware Store
Configuration Management Database

172
METRICS
• Number of Incidents by Back Out
• Number of accurate and timely release at remote sites
• Number of unused software that have unnecessary costs, eg.
Licence fees
• Number of times unauthorised software is used
• Number of times CMDB status is updated/not updated

173
The Release & Deployment Manager coordinates the
implementation of the process with other teams.
• Prepares Release Plan
• Authorises the Release Build and Configuration
• Communicates Release to other groups
• Coordinated final Implementation of Release
• Member of the CAB
The Test Manager ensures that the release is tested and signed
off by proper authorities.
• Successful testing of the release before sign-off
• Ensure Testing environment is same as Live environment
• Preparing roll-out Plan with Release Manager

174
KNOWLEDGE
MANAGEMENT

175
ONE LINER
Knowledge Management = Gather, Analyze, Store & Share the
knowledge

176
OBJECTIVES
Improve the efficiency by reducing the need to Re-discover the
knowledge
Create, Maintain & update Service Knowledge Management System
Make sure that a Right & Relevant information at Right time is
available for organization’s requirements (e.g. Customer details,
contract/SLA data)

177
KEY CONCEPTS
D-I-K-W Structure
DML
DML & CMDB
SKMS

178
Data - Information – Knowledge - Wisdom
Data
• A set of discrete facts about the events
• Usually large amount of data is/can be collected
Information
• The data is arranged/sorted in appropriate context & manner so
that it’s easy to locate/work on
• Answers questions like Who, what, when, where?

179
Knowledge
• Created based on the information/data or own expertise
• Answers How?
• Is dynamic & context based
• Helps in decision making
Wisdom
• Gives detailed understanding
• Arriving at the judgment
• Helps finalize future decisions/actions

180
Definitive Media Library
Store Master copies of all the S/W assets
• In house, external, Trail, Commercial Of The Shelf
• Licenses, Scripts & codes
Is controlled by Service Asset & Configuration Management process
Serves as the only source for build & distribution for Release &
Deployment process

181
DML & CMDB
CMDB stores the information about all the CIs (H/W & S/W)
DML stores the actual CIs (S/W only)
Both are controlled by SACM process
Both form part of SKMS

182
Service Knowledge Management System
Services H/W Policies
Presentation Layer /User Interface
SCD
CDB
DML
CMS
Service Knowledge Base
Knowledge & Logic Processing

183
4. SERVICE OPERATION

184
ACTIVITIES
Keeping services into Operations
• Ongoing day to day activities
• Ensure that services are delivered at agreed levels (SLA)
• Continual Improvement in meeting the SLAs & management of
operations
Involves Management of
• Services
• Service Management Processes
• People
• Technology

185
Achieving balance between Conflicting Motives
IT Services vs. Technology (External Business View vs. Internal IT
view)
Stability vs. Responsiveness
Quality of Service vs. Cost of Service
Reactive vs. proactive

186
SERVICE OPERATION
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management

187
SERVICE OPERATION 1 OF 9
SERVICE DESK
(FUNCTION)

188
ONE LINER
Service Desk = Single & the First Point Of Contact

189
OBJECTIVES OF SERVICE DESK
To serve as FIRST Point of Contact (FPOC)
Play a vital role in achieving Customer Satisfaction
First Level Fix (FLF) & First Level Diagnosis (FLD)
To coordinate the activities between End User & IT Service Provision
Teams
To OWN the Logged Request & ensure the Closure.
Escalate as appropriate
To support other IT Provision Activities on need basis

190
KEY CONCEPTS OF SERVICE DESK
Logging the call with service desk
Types/Models/Structures of Service Desk
Skills required for Service Desk Personnel

191
LOGGING THE CALL WITH SERVICE DESK
Who – End users, All other relevant teams, Events, Service Desk Team
itself
• NOTE: Not every call logged is an incident
Why – As a part of responsibility, as a proactive measure
How – Telephone, Emails, Alerts, Web Console etc.
What is an Incident?
• An occurrence of event(s) which disrupts or can potentially disrupt
the normal service operation
What is problem?
• Unknown underlying cause of one or more incidents

192
TYPES / MODELS / STRUCTURES OF SERVICE DESK
Central Service Desk
Local or Distributed Local Service Desk
Virtual Service Desk
Follow the Sun Model
Specialized Service Desk

193
CENTRAL SERVICE DESK
Single Service Desk at a possible central location
Can be a group of service desks Integrated at a single location
Advantage
• Cost cutting
• Centralized control
Disadvantage
• Some Local presence may still be required for Physical support

194
Centralized Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
Helpdesk
011-232425

195
LOCAL OR DISTRIBUTED SERVICE DESK
The desk is co-located within or physically close to user premises
Advantage
• Useful in case of multilingual / multi location organizations
• Faster response wherever Physical presence is necessary
Disadvantage
• May prove Expensive
• Difficult to manage multiple desks

196
Local or Distributed Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
SD
SD
SD
SD

197
VIRTUAL SERVICE DESK
By using the extensive technology, an appearance of a single /
centralized desk
Primarily used in Off-shoring kind of services
Advantage
• Maximum use of technology so minimum personnel involvement
• Less number of requests go Unregistered
Disadvantage
• Expensive to use
• Physical support may not be possible

198
Virtual Service Desk
ABC Ltd.
Delhi
ABC Ltd.
Hyderabad
ABC Ltd.
Bangalore
ABC Ltd.
Pune
SD
London
SD
Sydney
SD
Beijing
SD
New York
Network
Cloud
1800XX
1st Caller
Answer to
1st Caller
1800XX
3rd Caller
Answer to
3rd Caller 1800XX
2nd Caller
Answer to
2nd Caller
1800XX
4th Caller

199
FOLLOW THE SUN MODEL
24 Hrs of Desk
Team which is in Day time picks up the call
Advantage
• Best for 24 Hrs kind of support
• Less desk staff attrition due to working time
Disadvantage
• Expensive due to use of technology
• Multiple control points so difficult to manage

200
Follow the SUN
Indian Standard Time
Responding
SD Region
10 AM 3 PM 8 PM 1 AM
5 AM
AUS
USA
EST
UK
IND
USA
PAC

201
SPECIALIZED SERVICE DESK
Expert Staff specialized in their respective fields
Advantage
• Faster & accurate resolution of request
Disadvantage
• Difficult to get skilled staff

202
Specialized Service Desk
Service Desk
Menus
User
calls
DBA
Network
Admin
Windows
Team
Email
Team

203
NOTE
In practical world, most of the organizations use a
mixture of service desk types/models/structures.

204
SKILLS REQUIRED
Communication
Interpersonal Skills
Business / IT Understanding
Professionalism
Customer Focus
Subject Knowledge (for a Specialist Service Desk)

205
ACTIVITIES OF SERVICE DESK
Receive & Log the calls from End Users, events etc.
Provide Preliminary level of diagnosis as applicable
Categorize the incident as possible
Assign to relevant Incident Team
Follow up with Incident Team
Update status regularly & communicate to user as applicable
Keep an eye on agreed SLAs
Escalate as & when appropriate
Confirm with user before closing the incident
Provide Service Desk Metrics Reports to Service Desk Manager

206
METRICS FOR SERVICE DESK
Average call resolution/duration
% of calls picked up in 3 rings, % Unattended
Accuracy of updating ticket status
Number of SLA breaches
Timely Escalations
Customer Satisfaction

207
ROLES & RESPONSIBILITIES IN SERVICE DESK
Service Desk Staff
• To Perform all the activities of Service Desk as applicable
Service Desk Manager
• To Oversee the functioning of Service Desk
• To build Service Desk Team for new services
• To Monitor the performance of Service Desk on regular basis
• To identify & work on the Continual Improvement of Service
Desk

208
INCIDENT MANAGEMENT

209
ONE LINER
Incident management = Restore Service ASAP

210
OBJECTIVES
To restore NORMAL service operation as quickly as possible
• NORMAL means as agreed in SLA
To log & Track incidents wherever applicable (e.g. Proactive
measure)
To deal with all incidents consistently
To assist Problem Management team as required
To assist Service Desk/ Release Team for any RFCs

211
KEY CONCEPTS
Incident
• An occurrence of event(s) which disrupts or can potentially
disrupt the normal service operation
Problem
• Set of incidents with similar underlying “unknown” cause(s)
• (A root cause of one or more incidents)
Priority
Escalation Mechanism
Incident Lifecycle

212
Impact
• Evidence of effect upon business activities
Urgency
• Evidence of effect upon business deadlines
Priority = Impact X Urgency

213
Functional Escalation
 Through various functions or support group levels
Hierarchical Escalation
 Through organizational hierarchy
Escalation Mechanisms

214
INCIDENT LIFE CYCLE

215
Incident Detection & Recording
Classification & Initial Support
Investigation & Diagnostics
Resolution & Recovery
Incident Closure
Request Fulfillment Procedure
Is it a
Request?
Ownership,
Monitoring,
Tracking &
Communication
YES
NO

216
Time You Receive a Call
Incident details from Service Desk or event management systems are the
inputs for Incident Management. Resultant actions are to:
• Record basic details of the Incident.
• Alert specialist support group(s) as necessary.
• Start procedures for handling the service request.
Incident Detection and Recording

217
Classification is the process of identifying the reason for the Incident and
hence the corresponding resolution action.
The classification is used to:
Specify the service with which the Incident is related.
Associate with an SLA where appropriate.
Select/define the best specialist or group to handle the Incident.
Identify the priority based upon the business impact.
Define what questions should be asked or information checked.
Determine a primary reporting matrix for management information.
Identify a relationship to match against Known Errors or solutions.
Classification-Prioritization & Initial Support

218
Inputs:
Updated Incident details.
Configuration details from the CMDB.
Actions:
Assessment of the Incident details.
Collection and analysis of all related information.
Resolution (including any Work-around) or a route to n-line support.
Outputs:
Incident details yet further updated, and a specification of the
selection or required Work-around.
Investigation and Diagnosis

219
Inputs:
Any response on an RFC to effect resolution for the Incident(s).
Any derived Work-around or solution.
Actions:
Resolve the Incident using the solution/Work-around or, alternatively, to raise an RFC
(including a check for resolution).
Take recovery actions.
Outputs:
RFC for Incident resolution.
Resolved Incident, including recovery details.
Resolution and Recovery

220
Inputs:
Resolved Incident.
Actions:
The confirmation of the resolution with the Customer or originator.
‘Close' category of Incident.
Outputs:
Updated Incident detail.
Closed Incident record.
Incident Closure

221
MAJOR INCIDENTS
These are incidents which have a short timescale target & higher
urgency
Major Incident is NOT a Problem

222
METRICS
Number/Percentage of proactively recorded Incidents
Average time to resolve Incidents
Number of Incidents/workstation within SLAs
Percentage of Incidents resolved at First Line, Second Line Support
Total no. of Remote resolution of Incidents

223
INTERFACES
Incident Management
Problem Management Change Management
Capacity Management
SD & other
Functions
Other processes
e.g. Demand
R & D Management
SACM

224
Incident Manager : who is the overall in-charge of the Incident Management process
and is responsible for:
• Creating Process Reports
• Organising Management Information
• Recommending measures
• Usually this role is assigned to Service Desk Manager
Support Groups
• Level 1 to Level n
• Tech Specialist Group
Super Users
• They act as a link between IT & Service Desk
• Manage expectations of users in terms of SLAs & Service Desk
• Training & Encouraging users for minor incident resolutions
• Involvement in new releases/roll outs

225
EVENT MANAGEMENT

226
ONE LINER
Event Management = Detect Events & decide
appropriate Actions

227
OBJECTIVES
Detect Events, Make Sense/Analyze them & Decide the appropriate
action
Monitor, Record & filter the relevant events
Trend Analysis as a Proactive Measure/Study purpose
Contributes to maintain SLAs.

228
KEY CONCEPTS
Event, Event Management, Alerts
Type of Events

229
Event
• A notification or alert created by IT Service, CI or Monitoring
Tool
Event Management
• A process of managing the events throughout their lifecycle
• Typically done by IT Operation Staff
Alerts
• An occurrence of something which triggers event or a call for
action or a human intervention

230
Information
• An event which is only meant to provide information
• E.g. Backup job completed
• Usage
– To check status of activity, device
– To get statistics
• Informational events are usually recorded for a pre-determined
period
Types of Events

231
Type of Events….contd
Warning
• Event meant as a proactive measure to indicate that service or
device is reaching a threshold
• E.g. Network traffic reaching a congestion point
•
Exception
• Event which indicates that a service or a device is behaving
abnormally (against a defined behavior)
• E.g. Hdd1 in RAID has failed

232
ACTIVITIES
Recording, Filtering Events
• All Events usually get recorded in a log file
• Events are filtered according to their types either automatically or
manually
Prioritization of Events
• Events are prioritized based on their importance & their types
• Based on SLAs, some events can always get high priority
Exceptions Management
• Exception is usually converted into Incident or problem or RFC
• Exception does NOT necessarily represents Incident/problem

233
METRICS
Effectiveness of Event Management
• How best are the events designed
• Are they in alignment with SLAs?
• Are they monitored, recorded, filtered correctly?
• How well the events data is maintained
• How many incidents are logged proactively based on
Warnings/Exception

234
Usually NOT a dedicated role such as Event Manager
Event Management is conducted by staff in
• Service Desk
– Less Involvement.
– Typically involved for logging incidents based on Exceptions
• Technical & Application Management
– Both Application & Technical Management value add to event
management during Service Design, Service Transition &
Service Operation
• IT Operations Management
– Usually clubbed with Technical or Application management
– Typically do Monitoring & First-Lie responses

235
REQUEST FULFILLMENT

236
ONE LINER
Request Fulfillment = Provide a quick response to standard
service requests

237
OBJECTIVES
To communicate (or make available) the information regarding
existing Standard services & the procedures
To provide channel & mechanism for users to avail these standard
services
• Users need to raise a Service Request for the same
To provide the standard services to users
• May need to work in background as well for e.g. procurement of
h/w (like mouse) for standard services
To assist for general queries, updates on standard services
NOTE - Request Fulfillment derives guidance from Change Management

238
KEY CONCEPTS
Service Requests & Standard Service
Components of Standard Services
Request Model

239
Service Request
• A request from users for Standard service
Standard Service
• Typically involves a routine type of change
• Although may be managed by Service Desk, it is NOT treated as
Incident
• E.g. Change of Mouse, Resetting password
Components of Standard Service
• Pre-defined process
• Some changes can be pre-approved (or Auto Approved) e.g.
Requesting stationary
• Some changes may require additional or special approvals

240
Request Model involves a process-flow for Request Management
Make Self-Help available
Typical process flow would be
• User initiates request
• Request is accepted (or rejected as per process) by Service
Desk
• Necessary Approvals (if not pre-approved) are sought by SD
• SD may also order the components (h/w or s/w) if out of stock
• When approvals and components are ready, SD delivers the
service to user
• Service request is closed by SD

241
METRICS
User Satisfaction Survey feedback
Number of Requests fulfilled

242
Usually NOT a dedicated role such as Request Manager
Request Fulfillment is managed by staff in
• Service Desk, Incident team or other team as designated by
organization
• Typical responsibilities as per Request Process Flow
• Mostly Service Desk Manager is accountable

243
ACCESS MANAGEMENT

244
ONE LINER
Access Management = Manage the Access to Services

245
OBJECTIVES
Granting authorized users the access to their Required services
Ensure that the access provided is of Right level
Revoke the access after getting the necessary & relevant approvals
(Indirectly) prevent non-authorized access from non-authorized
users
NOTE – Access management derives guidance from Information Security Management

246
KEY CONCEPTS
Access
• Level & Extent of functionality that users can enjoy
Identity
• Unique Information about the user which confirms his status within
the organization
Rights
• Actual settings which ensure that users get the required access
Service & Service Groups
• Set of services to which users can get the access in one go
Directory Services
• A specific type of tool to help manage the Access or Rights

247
ACTIVITIES
Request Access
• Users can request access via, RFC or Service Request via
Request Fulfillment or Helpdesk Menu
Verify User Identity
• Access Management Team ensures that users are who they say
are & they have legitimate requirement for service
Provide Rights
• Access team provides the rights to users as per Policies of the
organization

248
Monitor Identity Status
• Monitor users identity status, their change of roles, expiry of valid
account etc.
Log & Track the Access
• Ensure the Accesses are logged & data is maintained as per
organizations policies
Revoke or Restrict Access
• Revoke/Restrict or modify the rights as per user status & as
directed by policies

249
METRICS
Meeting Access SLAs
Accurate levels of Access Management
Any other metrics as asked by Information Security management

250
Usually NOT a dedicated staff
Typically carried out by Service Desk staff
May also be managed by
• IT Operations Management Staff
• Technical Management Staff
• Applications Management Staff

251
PROBLEM MANAGEMENT

252
ONE LINER
Problem Management = identify Root Cause of the
incident(s)

253
OBJECTIVES
To ensure that problems are identified and resolved
To eliminate recurring incidents
To minimize the impact of the incidents or problems that can not be
prevented

254
KEY CONCEPTS
Problem
• A root cause of one or more incidents
Problem Model
• A model/ set of guidelines to deal with the problems which can
not be prevented
Workaround
• A temporary solution / Quick Fix which enables to user to
continue using the service even though the root cause is not
identified/removed
• Usually Problem Team suggests workaround & Incident team
implements it

255
KEY CONCEPTS…CONTD
Known Error
• A Problem for which the root cause is identified and a temporary
Work-around has been made available
• A Known Error is resolved by eliminating the root cause
permanently (E.g. via RFC)
Known Error Database
• The purpose of this database is to maintain a record of all the
previous incidents, problems & known errors

256
Reactive Problem Management :
• The Reactive Problem Management activities help in identifying
the root causes of the Incidents.
• Then, these help in suggesting permanent solutions so that
these Incidents do not recur.
Proactive Problem Management :
• The Proactive Problem Management activities aim at preventing
Incidents before they occur. This activity helps identify
weaknesses in the IT infrastructure and suggests methods to
eliminate these
PROBLEM MANAGEMENT TYPES

257
Pain Value Analysis
Ishikawa Diagrams
Kepner and Tregoe Analysis
Major Problem Reviews
Problem Management Techniques

258
METRICS
Number of Incidents reduced by resolving Problems
Time needed to resolve Problems
% of Problems re-occurred
Well maintained KEDB

259
Problem Manager :who is the overall in-charge of the Problem Management
process and is responsible for:
• Developing and maintaining the process
• Assessing effectiveness of the process
• Managing the Problem Support staff
• Providing MIS to management
• Allocating resources to the Support activities
Support Groups : Are the Support Group Personnel who help the Problem
Manager in Reactive and Proactive Problem Management through
• Identifying and recording problems
• Advising Incident Management team about workaround and fixes
• Identifying trends and potential sources of problems
• Submitting RFCs to prevent the occurrence
• Prevent the replication of problems to multiple systems

260
IT OPERATIONS
MANAGEMENT
(FUNCTION)

261
ONE LINER
IT Operations Management = Support day-to-day
basic level operational activities

262
OBJECTIVES
Ensure the Infrastructure Stability by performing basic level jobs
Support day to day operational activities
Identify the opportunities to improve overall operational performance
& saving costs
Initial level diagnosis (& resolution) of operational incidents

263
ACTIVITIES
Basic level activities such as
• Backup & Restore jobs, Tape Management
• On call (telephone) or Remote Control (Vnc, netmeeting)
resolution
• Outlook configuration
• Facilities Management (e.g. Printer management)
• Basic H/W & S/W installations/configurations

264
IT Operation Manager
• Leadership/Management activities
• Management Reports
Shift Leader
• Overall in-charge of shift activities
• Roaster plans, reports, updates etc.
Analysts
• Senior staff with more important workload assigned
Operators
• All basic level jobs/ activities

265
TECHNICAL MANAGEMENT
(FUNCTION)

266
ONE LINER
Technical Management = Maintain Technical Knowledge &
Expertise

267
OBJECTIVES
Design of efficient, resilient & cost-effective IT Infrastructure for the
organization
Maintain Technical Knowledge & Expertise as required to manage
this IT Infrastructure
Ensure availability of actual technical resources when required
especially during failure
Other activities/roles within other ITIL processes or as directed by
organization
Provide technical resources for complete lifecycle i.e. design, build ,
test, transition , implement & improve

268
KEY CONCEPTS
Technical Management Alignment
• Alignment as per Technical lines for e.g. Mainframes, Networks
etc.
Activities
• Manage lifecycle of Organization's IT Infrastructure
• Maintain Knowledgebase
• Constantly update Technical expertise

269
Technical Managers/ Leads / Analysts / Operators / Specialists
• Leadership/management activities
• Arranging Trainings, other activities to update the technical
knowledge
• Reporting to senior management
• Ensure policies/processes are in place for maintaining the technical
data/knowledge

270
APPLICATION
MANAGEMENT
(FUNCTION)

271
ONE LINER
Application Management = Managing Applications
throughout their Lifecycle

272
OBJECTIVES
Identify the requirement of Applications
Design efficient, resilient & cost effective applications for managing
IT Infrastructure
Ensure availability, security of the applications
Maintain the operational applications & their day-to-day activities
Provide support during Application Failures
Improve the functionality of applications as per organization’s needs

273
ACTIVITIES
Manage applications throughout their lifecycle
Assist Design, Build, Test & implement applications
Maintain knowledge & expertise for Managing the applications
Make Application resources available
May be involved in Development project but it’s not their primary
responsibility

274
Application Managers / Team Leaders
• Leadership & management activities
• Reporting to Senior Management
• Trainings & other activities to improve expertise &
knowledgebase
Application Analysts / Architect
• Work with first level users to capture & manage their
requirements
• Created & maintain standards for Application sizing,
performance modeling etc.
• Coordinate with Technical Management team as applicable

275
5. CONTINUAL SERVICE
IMPROVEMENT

276
ACTIVITIES … (Scope includes ALL Service Lifecycle
Phases)
Continually align IT services to changing business needs by
identifying & implementing improvements
Continual Improvement of process efficiency & effectiveness along
with Cost Effectiveness
Maintain/Improve overall health of ITSM services in the organization
Alignment of Service Portfolio with Business needs
Maturity of processes, Customer Satisfaction Surveys, Internal &
external Services reviews, Audits

277
KEY CONCEPTS
CSI Model
Service Measurement
VDJI Structure
Types of Metrics
7 Step Improvement Process

278
Continual Service Improvement Model
What is the
Vision?
Where are
we now?
Where do we want
To be?
How do we
get there?
Did we
get there?
How to keep
Momentum
Going?

279
Service Measurement
Ability to capture the performance of an End to End service against
Targets/Standards
Also helps in prediction of future performance
Produces management reports for comparison / Trend

280
Why do we measure?
Organization’s
Measurement
Framework
Strategic
Vision
To Validate
Changes
Corrective
Actions
To
Intervene
Factual
Evidence
To
Justify
Targets
Metrics
To Direct

281
Types of Metrics
Technology based Metrics
• Typically used for applications, components etc.
• E.g. Performance, Downtime
Process based Metrics
• Focused on Customer, Processes
• E.g. KPI, CSF
Service based Metrics
• End to End services
• Focused on Supplier
• E.g. Gold/bronze package service

282
Service Manager
• Oversee the development, implementation, Evaluation &
Ongoing management of all new & existing products & services
• Develops Business Case, Product Line strategy & Architecture
• New Service Deployment & lifecycle Schedules
• Perform Service Cost Management
• Instill a Market Focus

283
7 STEP IMPROVEMENT
PROCESS

284
7 Step Improvement Process
1.Define What
You should
measure
2.Define What
You can
measure
3.Gather the
Data
4.Process the
Data
5.Analyze the
Data
6.Present & use
the Information
7.Implement
corrective
Actions
Goals

285
Prerequisite for 7 Step Improvement Process
Identify & understand your organization’s
• Strategy
• Vision
• Goals
Distinguish between short term & long term activities
Proceed to 7 Step process

286
1. Define What you Should measure
Inputs
• Vision & Mission
• SLR, SLAs
• Service Catalog
• Legislative, Governance requirements
• Business expectations
Output
• List of what you should measure
1.Define What
You should
measure

287
2. Define what you can measure
Inputs
• List of what you should measure
• Existing/new Processes/Procedures/Work Instructions
• Existing/proposed Tools, their expertise, manuals
• Past experiences, reports
Output
• List of what you can measure
2.Define What
You can
measure

288
3. Gather the Data
Inputs
• List of what you can measure
• Answers to Who, how, when
• Check the accuracy of data
• Data collection requirements, procedures
Outputs
• Collection of Data
• Updated Capacity, Availability plans
• Tools to be used
• Monitoring procedures
3.Gather the
Data

289
4. Process the Data
Inputs
• Data from previous step
• Data processing requirements, tools, formats, frequency
Output
• Updated Capacity, Availability plans
• Sorted, well arranged Data
• Reports, facts & figures
4.Process the
Data

290
5. Analyze the Data
Inputs
• Outputs from previous step
• Data comparison with expectation
• Questions like, is this performance good, bad, with target etc.
Output
• Analyzed Data
• Reports which help in drawing conclusions, decision making
5.Analyze the
Data

291
6. Present & Use the Information
Inputs
• Outputs from previous step
• Past presentations
Output
• Presentation of information, conclusions & recommendations to
Business, Senior management & Internal IT
6.Present & use
the Information

292
7. Implement Corrective Actions
Inputs
• Decisions by Business, Senior Management, Internal IT
• Necessary Authority, Approvals & responsibilities
Output
• Implemented Corrective actions
• Improved results
7.Implement
corrective
Actions

293
CSI Manager
• Drive, Communicate & Coordinate CSI Vision & Initiatives in
organization throughout service lifecycle
• Oversee & be Accountable for the success of all Improvement
initiatives
• Constantly work with Process/Service owners to identify Scope
of Improvement
• Build effective relationships with the Business & IT managers
• Ensure Monitoring is in place to gather Data

294
SUMMARY OF ITIL v3 PROCESSES & FUNCTIONS
1.SERVICE STRATEGY
Demand Management
2.SERVICE DESIGN
Service Level Management
Capacity Management
Supplier Management
5.CONTINUAL SERVICE
IMPROVEMENT
–Service Reporting
–Service Measurement
Service Asset&Configuration Management
Change Management
4.SERVICE OPERATION
Incident Management
Event Management
Request Fulfillment
Access Management
Problem Management
Service Lifecycle
Approach

295
REFERENCES
http://www.itil.org
http://www.itil-officialsite.com/home/home.asp
http://www.ilxgroup.com/itil-v3-presentation.htm
http://h10076.www1.hp.com/education/itil-version3.htm
http://www.apmgroup.co.uk/QualificationsAssessments/ITServiceManageme
nt.asp
http://h10076.www1.hp.com/education/itil_v3_faqv4.pdf
Some more Links -

296
ITIL Foundation Certification Examination–
WHY SHOULD YOU DO IT?
• It is an emerging necessity
• Customers are demanding it
• It gives CSC a competitive advantage
• It Value-Adds to Individual Career Development

297
Managed by APMG from April 08
Multiple Choice Examination (1hr)
65% required to pass (26 from 40)
Pre-requisite for the Practitioner and Manager’s Certificates
ITIL FOUNDATION CERTIFICATION

298
EXAM FOCUS AREAS
Typically Possible number of questions per process
Service Strategy: 3 – 5
Service Design: 10 – 12
Service Transition: 10 – 12
Service Operation: 10 – 15
Continual Service Improvement: 3-5

299
EXAM FOCUS AREAS…CONTD
Possible questions could also include
• Basic Concepts
• Names, Objectives, Roles of processes & their single liners
• Interfaces between processes
• The Lifecycle stage process falls into (especially new processes)

300
THANK YOU

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