The document provides information about ITIL training including modules, days, topics, and goals. The training covers 7 modules over 2 days and includes introductions, ITIL basics, service strategy, service design, service transition, service operations, and continual service improvement. The goals of service strategy include determining services to offer, differentiating from competitors, creating customer value, making investment cases, and allocating resources. Key processes include strategy management, demand management, portfolio management, and financial management.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
ITIL® Foundation certificate in IT Service Management is for candidates wanting to understand how ITIL® framework can help them deliver IT services effectively and efficiently to the customers. To gain a basic understanding of the ITIL® framework and how it may be used to enhance the quality of IT service management within an organization.
Benefits: Certification in ITIL® has helped many move up in their career- from Technical to getting into Management level. It also has opened opportunities in the areas of training, consultancy and has greatly helped understanding the customer requirement to deliver IT services effectively and efficiently.
Join us for an overview of ITIL 2011 updates. This session describes the scope and benefits of the updates, key changes to each core book and a high-level overview of the new processes.
- ITIL is a framework that describes best practices for IT service management. It aims to align IT services with business needs and improve quality, efficiency and compliance.
- The ITIL framework covers key concepts, processes, functions and roles. It describes the service lifecycle including service strategy, design, transition, operation and continual service improvement.
- The ITIL Foundation qualification provides an introduction to the ITIL framework and service lifecycle. It is assessed through a multiple choice exam and demonstrates understanding of service management best practices.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
This document provides an overview of ITIL and how two departments at the University of Pennsylvania Information Systems and Computing division have implemented aspects of the ITIL framework. It describes how the Provider Desk utilizes ITIL practices like incident management and how Computer Operations restructured its organization and processes according to the ITIL lifecycle model to improve service and implement metrics and reporting. The case studies demonstrate how ITIL can provide structure and best practices to help IT organizations deliver high quality services aligned with business needs.
The document provides an overview of ITIL (Information Technology Infrastructure Library) v3. It discusses key concepts in ITIL like service management, service lifecycles, and certifications. The service lifecycle in ITIL v3 includes service strategy, service design, service transition, service operation, and continual service improvement.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses key concepts in ITIL such as the service lifecycle, processes, roles, and frameworks. The service lifecycle includes five stages: service strategy, service design, service transition, service operation, and continual service improvement. Each stage aims to ensure high-quality and effective IT service management.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
ITIL® Foundation certificate in IT Service Management is for candidates wanting to understand how ITIL® framework can help them deliver IT services effectively and efficiently to the customers. To gain a basic understanding of the ITIL® framework and how it may be used to enhance the quality of IT service management within an organization.
Benefits: Certification in ITIL® has helped many move up in their career- from Technical to getting into Management level. It also has opened opportunities in the areas of training, consultancy and has greatly helped understanding the customer requirement to deliver IT services effectively and efficiently.
Join us for an overview of ITIL 2011 updates. This session describes the scope and benefits of the updates, key changes to each core book and a high-level overview of the new processes.
- ITIL is a framework that describes best practices for IT service management. It aims to align IT services with business needs and improve quality, efficiency and compliance.
- The ITIL framework covers key concepts, processes, functions and roles. It describes the service lifecycle including service strategy, design, transition, operation and continual service improvement.
- The ITIL Foundation qualification provides an introduction to the ITIL framework and service lifecycle. It is assessed through a multiple choice exam and demonstrates understanding of service management best practices.
- ITIL is a framework that provides best practices for IT service management. It covers the entire service lifecycle from strategy to continual improvement.
- ITIL has evolved through multiple versions with the current version being ITIL v3 from 2007. ITIL v3 defined 5 core publications and 26 processes.
- Implementing ITIL helps organizations improve customer satisfaction, reduce costs, and align IT with business goals through standardized processes and collaboration between IT and business teams.
This document provides an overview of ITIL and how two departments at the University of Pennsylvania Information Systems and Computing division have implemented aspects of the ITIL framework. It describes how the Provider Desk utilizes ITIL practices like incident management and how Computer Operations restructured its organization and processes according to the ITIL lifecycle model to improve service and implement metrics and reporting. The case studies demonstrate how ITIL can provide structure and best practices to help IT organizations deliver high quality services aligned with business needs.
The document provides an overview of ITIL (Information Technology Infrastructure Library) v3. It discusses key concepts in ITIL like service management, service lifecycles, and certifications. The service lifecycle in ITIL v3 includes service strategy, service design, service transition, service operation, and continual service improvement.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses key concepts in ITIL such as the service lifecycle, processes, roles, and frameworks. The service lifecycle includes five stages: service strategy, service design, service transition, service operation, and continual service improvement. Each stage aims to ensure high-quality and effective IT service management.
ITIL Foundation Training - A guide to beginners Celtem Learning
The IT Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations.Get ITIL Certification Today! Celtem Learning.
The document provides an overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework for IT service management that organizations implement to improve efficiency, reduce costs, and enhance customer satisfaction. The summary highlights key benefits of ITIL including increased productivity, reduced resolution times, improved quality of service, optimized agreements, and cost savings realized by companies that have adopted ITIL best practices. It also outlines the five core ITIL books that cover strategy, design, transition, operations, and continual improvement of IT services.
ITIL provides a framework for IT service management best practices to help organizations plan, deliver, and support IT services, covering key processes such as service desk, incident management, problem management, and change management. The document discusses concepts and components of ITIL including process models, roles, relationships between processes, and critical success factors. ITIL aims to align IT services with business needs and improve quality, efficiency and value.
The document provides an overview of ITIL (Information Technology Infrastructure Library) which is a framework for IT service management best practices. It describes the ten core ITIL processes which focus on service support and delivery. These processes include service desk, incident management, problem management, and change management. The document also discusses key ITIL concepts such as service design, service operation, continual service improvement, and roles within IT service management.
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.
What Itil V3 Doesn’T Say About Organisational StructurePatrick Keogh
Presentation delivered to itSMF Seminar, December 2008 in Canberra. Discusses sources of best practice for organisational structure.
Updated for Canberra ACS conference, 2010.
This document provides an overview of service operation based on ITIL. It defines service operation and its purpose and scope. It describes the key functions like service desk, technical management, and IT operations management. It also outlines some important processes in service operation like incident management, problem management, and request fulfillment. Finally, it discusses how service operation realizes value by executing and measuring plans from other lifecycle stages.
“How to Make ITIL Work To Your Benefit”
Learn how the St. Edward’s Professional Education’s ITIL training program can help your organization improve your IT service management using ITIL with traditional instructor-led training.
Itil v3 foundation study guide itil core conceptsMuhammad Zamzani
The document is an ITIL Foundation study guide that introduces key concepts in ITIL. It discusses that good practices are standards and frameworks that have proven effective over time. ITIL is a framework for IT service management centered around a five-phase service lifecycle. It addresses processes, functions, roles and organizational structures for delivering IT services to customers.
This document provides an overview and introduction to ITIL V3 Foundations. It discusses key concepts in IT service management including the ITIL framework, service lifecycle phases, and ITIL processes and functions. The goals of ITSM are to improve quality of service provisioning, justify costs, meet business demands, and provide measurable ROI. ITIL is a widely adopted best practice for ITSM based on standards, industry practices, and experience. It aims to align IT with business needs through the service lifecycle phases of strategy, design, transition, operation, and continual improvement.
This slide deck will cover basic ITIL Service Operation Principles that can enhance your management skills and improve the efficiency of your business.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
The document discusses the ITIL service management lifecycle framework. ITIL is a best practice framework for IT service management that was developed in the UK. It has evolved over several versions and is now the de facto standard for IT service management. The framework consists of five core phases - service strategy, service design, service transition, service operation, and continual service improvement. Each phase involves key processes to manage the lifecycle of IT services from strategy through ongoing improvement.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
A brief introduction to ITIL, especially its service lifecycle, plus a short description of what Wake Forest University's Information Systems department has done to date.
This document discusses implementing successful IT service management (ITSM) systems. It begins with basic definitions of ITSM, ITIL, and ISO 20000. It then covers the ITSM hierarchy and various ITSM certifications for organizations and professionals. The document outlines the implementation process in three phases and emphasizes focusing on people, processes, and technology. It provides an overview of various ITSM tools and technologies and concludes with factors that can lead to ITSM resistance and tips for successful change management when implementing ITSM.
ITIL V3 Expert, Dr Geoff Harmer of Maat Consulting shows: What's new in ITIL V3? What's different from ITIL V2? New processes, new qualifications, new books. 32 Powerpoint slides. Revised Feb 2009 to reflect the full availability of all ITIL V3 qualifications including the ITIL V3 Intermediate Certificates and to include the many new ITIL V3 books published during 2008.
Portal GSTI
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
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http://www.portalgsti.com.br/Publicidade Portal GSTI
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Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
-----------------------------------------------------
http://www.portalgsti.com.br/Publicidade Portal GSTI
-----------------------------------------------------
Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
-----------------------------------------------------
http://www.portalgsti.com.br/
Information Technology Infrastructure LibraryCOEPD HR
ITIL is a framework of best practices for IT service management and delivery. It consists of a set of books that define procedures for organizing and managing internal IT services, as well as interface points between IT and the rest of the business. The ITIL framework focuses on aligning IT services with business needs, and provides guidance on operating more efficiently at lower cost while improving services. It covers the entire service lifecycle from strategy, design, transition, operation to continual improvement. Adopting ITIL helps organizations improve customer satisfaction, reduce costs, and enhance services.
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
This document discusses challenges with adopting ITIL V3 and improving service management. It notes that while ITIL promises to solve problems, past versions did not fully deliver due to issues with culture, attitudes and behaviors. People are identified as a critical strategic asset but also one of the weakest areas in many organizations. The document advocates focusing on customers, users, and business value, as well as sharing knowledge and ensuring staff understand how their work creates value. Transitioning to ITIL requires changes to attitudes, behaviors and culture to effectively implement new strategies and designs.
ITIL Foundation Training - A guide to beginners Celtem Learning
The IT Infrastructure Library (ITIL) is a set of concepts and techniques for managing information technology (IT) infrastructure, development, and operations.Get ITIL Certification Today! Celtem Learning.
The document provides an overview of ITIL (Information Technology Infrastructure Library). ITIL is a framework for IT service management that organizations implement to improve efficiency, reduce costs, and enhance customer satisfaction. The summary highlights key benefits of ITIL including increased productivity, reduced resolution times, improved quality of service, optimized agreements, and cost savings realized by companies that have adopted ITIL best practices. It also outlines the five core ITIL books that cover strategy, design, transition, operations, and continual improvement of IT services.
ITIL provides a framework for IT service management best practices to help organizations plan, deliver, and support IT services, covering key processes such as service desk, incident management, problem management, and change management. The document discusses concepts and components of ITIL including process models, roles, relationships between processes, and critical success factors. ITIL aims to align IT services with business needs and improve quality, efficiency and value.
The document provides an overview of ITIL (Information Technology Infrastructure Library) which is a framework for IT service management best practices. It describes the ten core ITIL processes which focus on service support and delivery. These processes include service desk, incident management, problem management, and change management. The document also discusses key ITIL concepts such as service design, service operation, continual service improvement, and roles within IT service management.
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.
What Itil V3 Doesn’T Say About Organisational StructurePatrick Keogh
Presentation delivered to itSMF Seminar, December 2008 in Canberra. Discusses sources of best practice for organisational structure.
Updated for Canberra ACS conference, 2010.
This document provides an overview of service operation based on ITIL. It defines service operation and its purpose and scope. It describes the key functions like service desk, technical management, and IT operations management. It also outlines some important processes in service operation like incident management, problem management, and request fulfillment. Finally, it discusses how service operation realizes value by executing and measuring plans from other lifecycle stages.
“How to Make ITIL Work To Your Benefit”
Learn how the St. Edward’s Professional Education’s ITIL training program can help your organization improve your IT service management using ITIL with traditional instructor-led training.
Itil v3 foundation study guide itil core conceptsMuhammad Zamzani
The document is an ITIL Foundation study guide that introduces key concepts in ITIL. It discusses that good practices are standards and frameworks that have proven effective over time. ITIL is a framework for IT service management centered around a five-phase service lifecycle. It addresses processes, functions, roles and organizational structures for delivering IT services to customers.
This document provides an overview and introduction to ITIL V3 Foundations. It discusses key concepts in IT service management including the ITIL framework, service lifecycle phases, and ITIL processes and functions. The goals of ITSM are to improve quality of service provisioning, justify costs, meet business demands, and provide measurable ROI. ITIL is a widely adopted best practice for ITSM based on standards, industry practices, and experience. It aims to align IT with business needs through the service lifecycle phases of strategy, design, transition, operation, and continual improvement.
This slide deck will cover basic ITIL Service Operation Principles that can enhance your management skills and improve the efficiency of your business.
ITIL Foundation in IT Service Management Alkesh Mishra
The document provides an overview of ITIL (Information Technology Infrastructure Library), which is a framework for IT service management. It describes the key components of ITIL including the service lifecycle (service strategy, design, transition, operation, and continual service improvement), certification levels (foundation, intermediate, expert), and intermediate modules (lifecycle and capability). The purpose of ITIL is to help organizations align IT services with business needs, deliver value, and improve processes. Adopting ITIL best practices can benefit organizations through improved efficiency, quality, and reduced costs.
The document discusses the ITIL service management lifecycle framework. ITIL is a best practice framework for IT service management that was developed in the UK. It has evolved over several versions and is now the de facto standard for IT service management. The framework consists of five core phases - service strategy, service design, service transition, service operation, and continual service improvement. Each phase involves key processes to manage the lifecycle of IT services from strategy through ongoing improvement.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
A brief introduction to ITIL, especially its service lifecycle, plus a short description of what Wake Forest University's Information Systems department has done to date.
This document discusses implementing successful IT service management (ITSM) systems. It begins with basic definitions of ITSM, ITIL, and ISO 20000. It then covers the ITSM hierarchy and various ITSM certifications for organizations and professionals. The document outlines the implementation process in three phases and emphasizes focusing on people, processes, and technology. It provides an overview of various ITSM tools and technologies and concludes with factors that can lead to ITSM resistance and tips for successful change management when implementing ITSM.
ITIL V3 Expert, Dr Geoff Harmer of Maat Consulting shows: What's new in ITIL V3? What's different from ITIL V2? New processes, new qualifications, new books. 32 Powerpoint slides. Revised Feb 2009 to reflect the full availability of all ITIL V3 qualifications including the ITIL V3 Intermediate Certificates and to include the many new ITIL V3 books published during 2008.
Portal GSTI
-----------------------------------------------------
Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
-----------------------------------------------------
http://www.portalgsti.com.br/Publicidade Portal GSTI
-----------------------------------------------------
Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
-----------------------------------------------------
http://www.portalgsti.com.br/Publicidade Portal GSTI
-----------------------------------------------------
Participe dos treinamentos de preparação para a certificação ITIL e COBIT via EAD. Solicite agora mesmo o material gratuito de amostra dos cursos e inicie seus estudos. fernando.palma@gmail.com
-----------------------------------------------------
http://www.portalgsti.com.br/
Information Technology Infrastructure LibraryCOEPD HR
ITIL is a framework of best practices for IT service management and delivery. It consists of a set of books that define procedures for organizing and managing internal IT services, as well as interface points between IT and the rest of the business. The ITIL framework focuses on aligning IT services with business needs, and provides guidance on operating more efficiently at lower cost while improving services. It covers the entire service lifecycle from strategy, design, transition, operation to continual improvement. Adopting ITIL helps organizations improve customer satisfaction, reduce costs, and enhance services.
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
This document discusses challenges with adopting ITIL V3 and improving service management. It notes that while ITIL promises to solve problems, past versions did not fully deliver due to issues with culture, attitudes and behaviors. People are identified as a critical strategic asset but also one of the weakest areas in many organizations. The document advocates focusing on customers, users, and business value, as well as sharing knowledge and ensuring staff understand how their work creates value. Transitioning to ITIL requires changes to attitudes, behaviors and culture to effectively implement new strategies and designs.
This document discusses developing service metrics to measure performance in networks. It defines key terms related to reliability, maintainability and availability like MTBF, MTBCF, and MTTR. It also covers metrics for capacity such as data rates, burst sizes and delay metrics. Examples of specific variables that can be used as service metrics from network devices are provided. Measurement tools like ping, trace route and TCP dump are also mentioned for analyzing service metrics.
The document provides an overview of the Indian IT industry and Infosys. It notes that India has a rapidly growing economy supported by a large, skilled workforce and integration into global trade. The Indian software industry has seen exponential growth in exports from $128 million in 1991 to a projected $50 billion in 2008. Infosys is a major player in the Indian IT industry, growing from $1.6 billion in revenues in 2005 to a projected $2.1 billion in 2006. It provides services to over 454 clients in 17 countries through a global delivery model supported by over 49,000 employees.
The document discusses trends in cybersecurity jobs and challenges in the workforce. It finds that the demand for cybersecurity professionals has grown 74% since 2007, outpacing overall IT job growth. The top cybersecurity job titles are Security Analyst, Security Engineer/Architect, and Security Director/Manager. The biggest barriers to effective security programs are lack of funding, disruptive technologies, and lack of expert staff. The top states for cybersecurity employment are Virginia, California, Texas, New York and Florida. The top skills sought for cybersecurity professionals are technical expertise, program delivery experience, and credentials like the CISSP and CISM certifications.
The accounting process involves several steps: 1) Identifying and analyzing business transactions and events, 2) Recording transactions in journal entries using double-entry bookkeeping, 3) Posting journal entries to ledger accounts to show changes to accounts and current balances, 4) Preparing a trial balance to test that debits equal credits, and 5) Creating financial statements as the final reports on a company's financial status and profit. This process is repeated each reporting period as the accounting cycle.
Global Delivery Model - A Blue Ocean Strategy of INFOSYSMadhuranath R
This work describes how the Global Delivery Model can be considered as a Blue Ocean Strategy of INFOSYS. The ERRC framework is overlapped on the Strategy Canvas to analyse the industry success factors that were eliminated, reduced (for cost reduction), raised or created (for value creation) by INFOSYS to achieve a Value Innovation for its clients and thus create a blue ocean market.
Personally designed (content + graphics design), officially accredited ITIL® Foundation courseware.
ITIL® is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Best ITIL Certification Training Program by IBM - Providing Quality Education to People. People who have enrolled with ThinkFaculty ITIL Program have successfully passed the examinations.
Slide Deck - CISSP Mentor Program Class Session 1FRSecure
This document summarizes a presentation given as part of a CISSP mentor program. It discusses the history and structure of the mentor program, as well as an introduction to the CISSP certification. Key points include:
- The mentor program started in 2010 with 6 students and has grown significantly. Classes follow a typical structure of recapping content, questions, quizzes, lectures, and homework assignments.
- The CISSP certification is maintained by ISC2 and tests knowledge across 8 security domains. Becoming certified requires passing the exam as well as relevant work experience.
- Presenter Evan Francen has over 20 years of security experience and emphasizes the importance of listening, not assuming expertise, and focusing on security
Domain 3: Security Engineering
Virtualization and Distributed Computing
System Vulnerabilities, Threats and Countermeasures
Cornerstone Cryptographic Concepts
History of Cryptography
Types of Cryptography
Cryptographic Attacks
Implementing Cryptography
This document discusses moving from ad hoc operational metrics to key performance indicators (KPIs) and a strategy-focused organization. It explains that connecting existing "ad hoc" metrics to KPIs and then to critical success factors creates line of sight between tactical performance measurement and strategy. A diagram shows how metrics can flow up from ad hoc measures to KPIs, critical success factors, goals, and ultimately strategy. The document advocates that indicators are better suited than metrics for measuring strategy.
Weprovide customised solution to your requirement of office equipments, guiding you to choice the right products depending on your needs. the suggestion comes from 30 years of experience in the field. In that include Currency counting machine pune, Bar code printer pune, Paper shredder pune, Electronic safes pune, Laminating machine pune, Binding machine pune, Barcode scanner pune.
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
Integrated Project Management And Solution Delivery ProcessAlan McSweeney
The document discusses a proposed process for project management and solution delivery. It provides an overview of the benefits of using standardized processes, including consistency, productivity, and risk reduction. It then describes the key phases in the solution delivery and project management processes, and provides examples of document templates used in each phase.
It Service Management Implementation OverviewAlan McSweeney
This document describes an IT service management framework and implementation. It discusses ITIL/ITSM and the service management processes including incident and service request management. It provides an overview of the incident and service request management process including its principles, relationships between processes, and detailed processes. The document emphasizes that implementing service management requires understanding why it's being done, what resources are needed, and should be done in phases.
1. The document outlines several IT service management processes including IT service continuity management, service level management, service catalog management, availability management, and information security management.
2. Each process section describes key activities and supporting automation tools used in areas like monitoring performance, managing issues, and meeting business requirements.
3. The document also maps relationships and information flows between the different service management processes.
Infosys' global delivery model divides large software projects into tasks that can be performed near clients, closer to clients, and in remote locations with skilled workers. This allows work to be distributed globally while ensuring integration. Factors in Infosys' success include processes, quality control, tools, knowledge management, program management, and risk mitigation. The global delivery model contributed to Infosys' rapid growth, generating $2 billion in revenue in 2005-2006 with over 52,000 employees.
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.
This document discusses Allstate Insurance's journey to implementing IT service management. It provides an overview of Allstate, outlines their process of adopting ITIL best practices from 2004-2010, and describes their competency model and management practices. Key points include Allstate's multi-year rollout of ITSM processes like incident, problem, and change management, formation of an ITSM center of excellence, and focus on ongoing training to develop ITIL competencies across roles like project managers, delivery managers, and service managers.
Beverly Weed-Schertzer explains how ITIL, the most widely used IT service management framework, supports business objectives, enables changes, adds value to service risk management, and optimizes customer experience while being economical. Additionally, this explores the various trends in the domain and serves as a one-stop guide for all aspiring professionals looking to build a career in this discipline.
Here are the key differences:
- Service Package (SP) is a bundle of core and supporting services offered to the customer.
- Service Level Package (SLP) defines the level of utility and warranty that will be provided for a given Service Package.
So in summary:
- SP is the bundle of services
- SLP defines the quality of service (utility and warranty) for a given SP.
Service Package vs Service Level Package
ITIL V3.0 BOOT CAMP (Copyright) 48
Business Relationship Management
- Understanding customer’s business & their changing needs
- Building long term relationship based on trust & value
- Ensuring customer’s needs are met through services
ITIL is a robust and practical ITSM framework. ITIL is used in thousands of organizations around the world to help aid the deployment, integration and improvement of IT services. Earning your ITIL certification could lead to new, exciting job opportunities in IT!
Original Source: https://www.knowledgetrain.co.uk/it/itil/what-is-itil
The Information Revolution is transforming the nature of business. The ITIL® framework has become the most widely accepted approach to managing IT service quality and costs in a context of ever changing business requirements and increasing expectations.
Adopted and adapted by organisations of all sizes and sectors around the world, ITIL has become the de facto standard for IT Service Management.
Mark Flynn will explain the nature of the ITIL material and qualifications - ITIL origins and credentials, scope, key concepts and the benefits, costs and risks of adopting an ITIL approach.
For the ITIL experienced in the audience, this will be a useful introduction ITIL V3 which was launched earlier this year.
Attendees can expect an informative, engaging and enjoyable presentation.
Mark Flynn, founder of ITIL Consultancy organisation, Felix Maldo Ltd, has spent 21 years in the IT industry. Since 1993, he has operated exclusively in the ITIL arena, as a practitioner, trainer and consultant. He has delivered ITIL events on clients’ sites throughout the UK, Europe USA and the Far East. He is a regular presenter at professional seminars sand conferences.
ITIL ® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
This document summarizes a presentation titled "Become an ITIL® Rock Star" given by Cathy A. Kirch and Kevin Pugh of Allstate Insurance Company. It provides biographies of the speakers and details of Allstate's IT environment and services. It then discusses Allstate's implementation of ITIL and use of a balanced scorecard approach to measure IT service management performance at the process, lifecycle, and program levels using metrics related to compliance, performance, quality, and value. The presentation concludes by emphasizing the importance of patience and audience analysis when implementing IT service management metrics.
ITIL (Information Technology Infrastructure Library) is a framework of best practices for IT service management. It provides guidelines for key processes and common frameworks to help organizations improve service quality and reduce costs. The five key philosophies of ITIL are: 1) Managing IT as a service business focused on customer needs, 2) Ensuring high quality of services through understanding customer requirements, 3) Taking a process-based approach to service delivery, 4) Measuring key performance indicators to manage and improve services, and 5) Being aware of costs to balance quality and efficiency.
ITIL foundations - Complete introduction to ITIL phases, lifecycle and processesRichard Grieman
ITIL V3 Foundations introduction for certification study, classroom and training. Includes terms, objectives, functions and resource requirements for all five ITIL phases: Service Strategy, Service Design, Service Transition, Service Operation and Continuous Service Improvement. Study guide for ITIL training and certification
ITIL (Information Technology Infrastructure Library) is a framework for IT service management that was developed in the 1980s in the UK. It provides best practices for IT service delivery, operations, and support to businesses. Adopting ITIL helps organizations improve efficiency, align IT with business needs, deliver predictable services through consistent processes, and continuously measure and improve services and processes. Many large companies worldwide use ITIL framework to manage their IT operations and services.
This document provides an overview of the COBIT and ITIL frameworks for IT governance and service management. It describes the key components, terms, and alignment of each framework. COBIT focuses on IT processes and controls, while ITIL focuses on best practices for IT service management. The document discusses how the frameworks can be used together to guide IT governance and improve organizational processes and compliance.
The document discusses various topics related to IT service management including: current challenges for IT organizations and how their focus needs to change; key concepts of IT service management including the five core components of service strategy, service design, service transition, service operation, and continual service improvement; an explanation of ITIL including its history, core processes, and benefits; and recommendations for conclusions.
The document discusses key concepts in IT service management (ITSM) and ITIL. It covers the core ITSM components including service strategy, service design, service transition, service operation, and continual service improvement. Some key processes explained in ITIL include change management, problem management, and incident management. The benefits of adopting ITSM best practices like ITIL are also highlighted.
The document provides an overview of ITIL (IT Infrastructure Library) best practices. It discusses the origin and history of ITIL, outlines the benefits and risks, and describes the key concepts of ITIL V2 and V3. Specifically, it summarizes the five phases of the ITIL service lifecycle in V3 - service strategy, service design, service transition, service operation, and continual service improvement. It also provides an overview of the incident, problem and change management processes.
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.
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.
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 discusses Allstate Insurance's journey to implementing IT service management practices. It provides an overview of Allstate and its large IT environment. It then describes Allstate's progression over several years in adopting ITIL processes and establishing an IT service management center of excellence. Release management was selected as the next process to focus on given its importance in improving availability, reducing costs and risks, and better meeting customer needs. The presentation outlines the project to build an enterprise release management process, including assembling a team, developing a project plan, and defining early goals and metrics for success.
Msp It Goverance And Service Delivery Processkadhar_masthan
The document discusses IT service management frameworks and standards including ITIL, ISO 20000, COBIT, and ISO 27001. It uses the example of an IT services company called InfraRemote to illustrate how implementing these frameworks can help address issues like unmet service level agreements, poor customer support, and a lack of processes. Adopting standards like ITIL can help formalize processes, align IT with business goals, improve service quality, and increase maturity from an initial ad-hoc level to optimized processes.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
3. ITIL®
Module 1: Introduction to Service Management Lifecycle
Principles of Service Management, Processes, The ITIL(R) Service Lifecycle
Module 2: Service Strategy
Concepts and Models, Processes
Module 3: Service Design
Concepts and Models, Key Principles, Processes
Module 4: Service Transition
Concepts and Models, Key Principles, Processes
Module 5: Service Operations
Concepts and Models, Key Principles, Processes and Functions
Module 6: Continual Service Improvement
Concepts and Models, Key Principles, Processes
Module 7 : Summary and Exam Preparation
Review of Key Concepts and Practice Exam
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4. ITIL®
Day
Time
Topic
1
9.00
AM
-‐
9.30
AM
Introduc2on
1
9.30.00
AM
-‐
10.30
AM
ITIL(R)
History
&
ITIL(R)
Basics
1
10.30
AM
-‐
10.45
AM
Tea
Break
1
10:45
AM
-‐
12:45
PM
Service
Strategy
1
12:45
PM
-‐
1.30
PM
Lunch
Break
1
1:30
PM
-‐
3:30
PM
Service
Strategy
1
3:45
PM
-‐
4.00
PM
Tea
Break
1
4:00
PM
-‐
6:30
PM
Service
Design
2
9.00
AM
-‐
9.30
AM
Re-‐cap
of
Day1
2
9.30.00
AM
-‐
10.30
AM
Service
Trans2on
2
10.30
AM
-‐
10.45
AM
Tea
Break
2
10:45
AM
-‐
12:45
PM
Service
Trans2on
2
12:45
PM
-‐
1.30
PM
Lunch
Break
2
1:30
PM
-‐
3:30
PM
Service
Opera2ons
2
3:45
PM
-‐
4.00
PM
Tea
Break
2
4:00
PM
-‐
5:00
PM
Service
Opera2ons
2
5.00
PM
-‐
6.00
PM
CSI
2
6:00
PM
-‐
6.30
PM
Re-‐cap
2
6.30
PM
-‐
7.30
PM
Exam
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5. ITIL®
! History
of ITIL(r)
! ITIL(R) V3 Qualification Scheme: Credits
System
! ITIL(R) Foundation
! ITIL(R) Service Life Cycle
! Basic Concepts of ITIL(r)
! Quiz
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6. ITIL®
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
◦ In 2010 Minister for the Cabinet Office announced the Best
Management Practice functions had moved into the Cabinet Office.
◦ In 2014, the owner ship of ITIL transfer to Axelos from Cabinet
Office.
◦
◦
◦
◦
◦
!
ITSMF(IT Service Management Forum)
◦ The driver behind all things ITIL(R) 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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8. ITIL®
Type
Online, Multiple choice, 40 questions. The questions are
selected from the full ITIL(R) Foundation in IT Service
Management examination question bank.
Duration
Maximum 60 minutes. Candidates sitting the examination in
a language other than their native language have a maximum
of 75 minutes
Supervised
Yes.
Open Book
No
Pass Score
65% (26 out of 40)
Where ?
ATC( Accredited Training Centers) & Prometric.
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JAGSAR International is an Global ATC & AEC directly from AXELOS and
operates Globally.
10. ITIL®
! Service
& Service Owner
! Service Management
! Process & Process Owner
! Function
! Roles
! Metrics, Interfaces
! RACI
! PDCA
! Compliance & Governance
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11. #
#
#
Service
# A service is a means of delivering value to customers by
facilitating outcomes customers want to achieve without the
ownership of specific costs and risks.
Service Owner (vs. Service Manager)
# Role which is accountable for the delivery of a specific IT
Service.
# Activities
# 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 for providing
value to customers in the form of services.
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ITIL®
12. !
!
Process
ITIL®
◦ 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 (vis-a-vis Process Manager)
◦ Role responsible for ensuring that a Process is Fit for Purpose.
The Process Owner’s responsibilities include sponsorship,
Design, Change Management and continual improvement of the
Process and its Metrics. This Role is often assigned to the same
person who carries out the Process Manager Role, but the two
Roles may be separate in larger Organizations'.
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14. #
#
#
#
ITIL®
Function
# A Group of people & their tools used to carry out one or more
processes or activities. For example Service Desk.
# Self contained Units, structuring of organization, Provide Stability
# Functions usually carryout a specialized task
# Different functions coordinate within themselves via processes
Roles (vs. Designation)
# A set of authorities, responsibilities & activities assigned to individual
or personnel
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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17. ITIL®
#
#
#
Compliance is 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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19. ITIL®
The ITIL(R) V3 core is best described as?
A. An Operations Lifecycle
B. An IT Management Lifecycle
C. A Service Lifecycle
D. An Infrastructure Lifecycle
Answer:
C
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20. ITIL®
Which of the following statements defines Functions?
1. They design all the services within organization.
2. They are self-contained units with their own capabilities and
resources
3. They are always the primary contact for the customer
4. They are costlier to implement compared to processes
A. 3
B. 2
C. 4
D. 1
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Answer:
B
21. ITIL®
Which of the following statements are correct about Functions?
1. They provide structure and stability to organizations
2. They are self-contained units with their own capabilities and
resources
3. They rely on processes for cross-functional coordination and
control
4. They are costlier to implement compared to processes
A. 1, 2 and 3only
B. 1, 2 and 4 only
C. All of the above
D. None of the above
Ans.
A
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22. ITIL®
Which of the following is NOT one of the ITIL(R) core
publications?
A. Service Optimization
B. Service Transition
C. Service Design
D. Service Strategy
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Ans.
A
23. ITIL®
A Process owner is responsible for which of the
following?
A. Setting up functions
B. Designing and documenting a Process
C. Responsible for all the processes in the organization
D. Accountable for ITIL(R) processes
Answer:
B
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24. ITIL®
Which of the following is NOT a characteristic of a process?
A.
It is measurable
B.
Delivers specific results
C.
Responds to specific events
D.
A method of structuring an organization
Answer:
D
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25. ITIL®
What is the RACI model used for?
A. Documenting the roles and relationships of
stakeholders in a process or activity
B. Defining requirements for a new service or process
C. Analyzing the business impact of an Incident
D. Creating a balanced scorecard showing the overall
status of Service Management
Answer:
A
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26. ITIL®
Which of the following statements is CORRECT?
1. Only one person can be responsible for an activity
2. Only one person can be accountable for an activity
A. All of the above
B. 1 only
C. 2 only
D. None of the above
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Answer:
C
28. ITIL®
! The
main goal is to encourage Service
Providers to stop and think about why
something is to be done before thinking of
how - that is, to think and act in a strategic
manner.
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29. ITIL®
!
!
!
!
!
!
!
!
!
What services should we offer and to whom?
How do we differentiate ourselves from competing alternatives?
How do we truly create value for our customers and
stakeholders?
How can we make a case for strategic investments?
How can Financial Management provide visibility and control
over value creation?
How should we define service quality?
How do we choose between different paths for improving
service quality?
How do we efficiently allocate resources across a portfolio of
services?
How do we resolve conflicting demands for shared resources?
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30. ITIL®
The scope of Service Strategy includes:
! Development of markets, internal and external
! Service assets
! Service Catalogue
! Implementation of strategy
! Financial Management, Demand Management, Service
Portfolio Management and organizational development
! Strategic risks.
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31. ITIL®
Value :
The value of a service is therefore determined by what the
customer prefers (preferences), what the customer perceives
(perceptions) and what the customer actually gets (business
outcome)
Value creation :
Resources and capabilities are types of asset. Organizations use
them to create value in the form of goods and services.
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32. ITIL®
Business case :
A business case is a justification for a significant item of
expenditure. It includes information about costs, benefits,
options, issues, risks and possible problems.
The business case should articulate the reason for undertaking
a service or process improvement initiative. As far as
possible, data and evidence should be provided relating to
the costs and expected benefits of undertaking process
improvement.
In developing a business case, the focus should not only be on
Return on Investment (ROI) but also on the business value
that Service Improvement brings to an organization and its
customers (Value on Investment – VOI).
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35. ITIL®
" Strategy
management for IT services
" Demand management
" Service portfolio management
" Business relationship management
" Financial management for IT services
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37. ITIL®
The purpose of a service strategy is to articulate how a service
provider will enable an organization to achieve its business
outcomes;
The objectives of strategy management for IT services are to:
! Analyse the internal and external environments in which the
service provider exists, to identify opportunities that will
benefit the organization.
! Identify constraints that might prevent the achievement of
business outcomes, the delivery of services or the
management of services; and define how those constraints
could be removed or their effects reduced.
! Agree the service provider’s perspective and review regularly
to ensure continued relevance. This will result in a clear
statement of the vision and mission of the service provider.
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38. ITIL®
The scope of strategy management is how a business strategy
is used to develop a set of tactics and operations
. The IT strategy is derived from the business strategy, but it
also provides validation of the business strategy. The IT
strategy can determine whether a strategic objective is
technologically possible, and what level of investment would
be required to meet that objective. The business is then able
to decide on whether the objective should be included and at
what priority.
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39. ITIL®
! Cost
savings, since investments and expenditure
are matched to achievement of validated business
objectives, rather than unsubstantiated demands
! Increased levels of investment for key projects or
service improvements
! Shifting investment priorities. The service provider
will be able to de-focus attention from one service,
and re-focus on another, ensuring that its efforts
and budget are spent on the areas with the highest
level of business impact.
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40. ITIL®
STRATEGY:
how a service provider will use services to achieve the business
outcomes of its customers, thereby enabling the service
provider (whether internal or external) to meet its objectives
The four Ps of strategy:
Perspective
Positions
Plans
Patterns
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41. ITIL®
!
Utility –Functionality offered by a Product or Service to
meet a particular need. Utility is often summarised as
"what it does".
◦ Fit for purpose
Warranty –A promise or guarantee that a product or
Service will meet its agreed Requirements.
The requirements could be availability, capacity, continuity
and security.
◦ Fit for use
!
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42. ITIL®
!
!
!
Type I Service Provider
◦ An Internal Service Provider that is embedded within a
Business Unit. There may be several Type I Service Providers
within an Organisation
◦ Each BU has it’s own service providers (e.g. HR, Finance etc.)
Type II Service Provider
◦ An Internal Service Provider that provides shared IT Services
to more than one Business Unit.
◦ Each BU uses services from single SSU (e.g. CSS)
Type III Service Provider
◦ A Service Provider that provides IT Services to External
Customers.
◦ 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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43. ITIL®
!
Delivery model is a graphical representation of components
that help organizations deliver services to customers
◦ Insourcing: Using internal providers only
◦ Outsourcing: Using external vendors
◦ Cosourcing: Combination of insourcing & outsourcing
◦ Partnership or multisourcing: A formal agreement between
2 or more organization to work together. AND/OR using 2
or more vendors to work together & usually
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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44. ITIL®
!
!
!
!
!
Forecasts and findings from external research are validated at
the end of the planning period and found to be accurate within
5%.
Number of corrective actions taken to remove constraints, and
the result of those actions on the achievement of strategic
objectives.
Vision and mission statements have been defined and all staff
members have been trained on what they mean in terms of their
roles and jobs within the organization.
Number of strategic objectives that are not met
Number of changes to internal and external environments
identified, compared with the number of changes made to
strategy documents.
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46. ITIL®
The purpose of service portfolio management is to ensure that the
service provider has the right mix of services to balance the
investment in IT with the ability to meet business outcomes.
The objectives of service portfolio management are to:
# Provide a process and mechanisms to enable an organization to
investigate and decide on which services to provide, based on an
analysis of the potential return and acceptable level of risk.
# Maintain the definitive portfolio of services provided, articulating
the business needs each service meets and the business
outcomes it supports.
# Provide a mechanism for the organization to evaluate how
services enable it to achieve its strategy, and to respond to
changes in its internal or external environments.
# Control which services are offered, under what conditions and at
what level of investment.
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47. ITIL®
The scope of service portfolio management is all services a
service provider plans to deliver, those currently delivered
and those that have been withdrawn from service. The
primary concern of service portfolio management is whether
the service provider is able to generate value from the
services. Service portfolio management will therefore track
investments in services and compare them to the desired
business outcomes
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48. ITIL®
#
Service portfolio management enables the business to make
sound decisions about investments. Services cannot be
implemented because they are a good idea or because they are an
industry standard. They are implemented only if there is a good
business case demonstrating a clear return on investment. Service
portfolio management does this by comparing the outcomes that
are expected by the customer with the investment required to
build and deliver the service.
#
Customers are able to understand exactly what the service
provider will deliver to them and under what conditions, enabling
them to make decisions about whether the service is a good or
bad investment, and to evaluate additional opportunities that the
service will open. In this way service portfolio management can
also be a tool for innovation for the organization.
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49. ITIL®
Service
Portfolio
New
Services
Services
in
pipeline
Existing
Services
Requirements
Gathering,
Analysis,
Approval,
Charter,
Developed,
Release,
Operational
Service
Catalog
Retired
Services
Stopped
services
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51. ITIL®
!
How Accurate & Up-to-Date Portfolio is
!
Is the information contained relevant from Market perspective
!
Is it in alignment with customer needs
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53. ITIL®
The purpose of financial management for IT services is to
secure the appropriate level of funding to design, develop
and deliver services that meet the strategy of the organization
The objectives of financial management for IT services include:
! Defining and maintaining a framework to identify, manage
and communicate the cost of providing services.
! Evaluating the financial impact of new or changed strategies
on the service provider.
! Securing funding to manage the provision of services.
! Facilitating good stewardship of service and customer assets
to ensure the organization meets its objectives. This should
be done together with service asset and configuration
management and knowledge management.
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54. ITIL®
Financial management is normally a well- established and wellunderstood part of any organization. Professional
accountants manage dedicated finance departments, which
set financial policies, budgeting procedures, financial
reporting standards, accounting practices and revenue
generation or cost recovery rules.
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56. ITIL®
Budgeting
This
is
the
process
of
predicting
and
controlling
the
income
and
expenditure
of
money
within
the
organization.
Budgeting
consists
of
a
periodic
negotiation
cycle
to
set
budgets
(usually
annual)
and
the
monthly
monitoring
of
the
current
budgets.
Accounting
This
is
the
process
that
enables
the
IT
organization
to
account
fully
for
the
way
its
money
is
spent
(particularly
the
ability
to
identify
costs
by
customer,
by
service
and
by
activity).
It
usually
involves
accounting
systems,
including
ledgers,
charts
of
accounts,
journals
etc.
and
should
be
overseen
by
someone
trained
in
accountancy.
Charging
This
is
the
process
required
to
bill
customers
for
the
services
supplied
to
them.
This
requires
sound
IT
accounting
practices
and
systems.
Funding:
Funding
is
the
sourcing
and
allocation
of
money
for
a
specific
purpose
or
project
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57. ITIL®
#
Percentage of CIs with incorrect financial data
#
Percentage of cost predictions that are incorrect
#
Percentage of change management decisions where cost
impact is omitted
#
Staff time spent on costing activities
#
Software/hardware overheads in collecting data for cost
management
#
Actual costs against budgeted costs
#
Software license fees vs. available licenses
#
Performance of suppliers
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59. ITIL®
The purpose of demand management is to understand,
anticipate and influence customer demand for services and to
work with capacity management to ensure the service provider
has capacity to meet this demand .
The objectives of demand management are to:
# Identify and analyse patterns of business activity to
understand the levels of demand that will be placed on a
service
# Define and analyse user profiles to understand the typical
profiles of demand for services from different types of user
# Ensure that services are designed to meet the patterns of
business activity and the ability to meet business outcomes
# Work with capacity management to ensure that adequate
resources are available at the appropriate levels of capacity to
meet the demand for services, thus maintaining a balance
between the cost of service and the value that it achieves
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60. ITIL®
The scope of the demand management process is to identify
and analyse the patterns of business activity that initiate
demand for services, and to identify and analyse how
different types of user influence the demand for services.
Demand management activities should include:
! Identifying and analyzing patterns of business activity
associated with services
! Identifying user profiles and analyzing their service usage
patterns
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61. ITIL®
The main value of demand management is to achieve a balance
between the cost of a service and the value of the business
outcomes it supports.
The other service strategy processes define the linkage between
(and the investment required for) business outcomes,
services, resources and capabilities.
Demand management refines the understanding of how, when
and to what level these elements interact. This enables
executives to evaluate the real investment required to achieve
business outcomes at varying levels of activity.
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62. ITIL®
Patterns of Business Activity:
• A Workload profile of one or more Business Activities. Patterns
of Business Activity are used to help the IT Service Provider
understand and plan for different levels of Business Activity.
• Represents change in pattern of customers demands as
provided by the customer
• Important to track as it helps the organization identify
improvements in existing services or identify future
opportunities
• PBA will help us understand changing business needs
User Profile
• A pattern of User demand for IT Services. Each User Profile
includes one or more Patterns of Business Activity.
– Users means people or even processes/functions etc.
– Is usually associated with one or more PBA
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63. ITIL®
!
!
A detailed description of an IT Service that is available to
be delivered to Customers. A Service Package includes a
Service Level Package and one or more Core Services and
Supporting Services.
SLP has a defined level of Utility & Warranty for a given
SP. Each SLP is designed to meet the needs of a
particular Pattern of Business Activity.
◦ E.g. Providing 100 servers is a SP deal but some of
them could be under Gold SLP and some could be
under Silver SLP.
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65. ITIL®
!
!
!
!
!
Patterns of business activity are defined for each relevant
service.
Documented user profiles exist and each contains a demand
profile for the services used by that type of user
Capacity plans include details of patterns of business activity
and corresponding workloads.
Techniques to manage demand have been documented in
capacity plans and, where appropriate, in service level
agreements.
Differential charging (as an example of one such technique)
has resulted in a more even demand on the service over time.
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67. ITIL®
The purpose of the business relationship management process
is two-fold:
! To establish and maintain a business relationship between
the service provider and the customer based on
understanding the customer and their business needs.
! To identify customer needs and ensure that the service
provider is able to meet these needs as business needs
change over time and between circumstances.
The main objectives of business relationship management
include:
! Ensure that the service provider understands the customer’s
perspective of service, and is therefore able to prioritize its
services and service assets appropriately
! Ensure high levels of customer satisfaction, indicating that
the service provider is meeting the customer’s requirements
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68. ITIL®
!
!
!
For internal service providers business relationship management
is typically executed between a senior representative from IT
(larger organizations may have dedicated BRMs) and senior
managers (customers) from the business units. Here the
emphasis is on aligning the objectives of the business with the
activity of the service provider.
In external service providers business relationship management
is often executed by a separate and dedicated function of BRMs
or account managers – each one dedicated to a customer, or
group of smaller customers. The emphasis here is on
maximizing contract value through customer satisfaction.
Business relationship management focuses on understanding
how services meet customer requirements.
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69. ITIL®
The value of business relationship management is in the ability
of the service provider to articulate and meet the business
needs of its customers.
Business relationship management creates a forum for ongoing,
structured communication with its customers. This enables
business relationship management to achieve better alignment
and integration of services in the future, as well as to achieve
the current business outcomes.
The focus on customer satisfaction enables the service provider
and customer alike to gauge how effectively the business
objectives are being met.
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70. ITIL®
Customer portfolio :
The customer portfolio is a database or structured document used to
record all customers of the IT service provider
Customer agreement portfolio :
The customer agreement portfolio is a database or structured document
used to manage service contracts or agreements between an IT
service provider and its customers.
Customer satisfaction :
Customer satisfaction is the most important point. People uses Voice
of Customer as one of the tool for this.
Service requirements :
Throughout the service lifecycle business relationship management is
involved in defining and clarifying requirements for service
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71. ITIL®
!
!
!
!
Business outcomes and customer requirements are
documented and signed off by the customer as input into
service portfolio management and service design processes.
Customer satisfaction and customer retention rates are
consistently high.
Every new service has a comprehensive set of requirements
defined by business managers and staff, and these have been
signed off by both business and IT leadership at the strategy,
design and transition stages.
The service provider is consistently rated above a defined
minimum level in a structured customer satisfaction survey.
ver time.
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73. ITIL®
“Warranty of a service” means which of the following?
A. The service is fit for purpose
B. There will be no failures in applications and
infrastructure associated with the service
C. All service-related problems are fixed free of charge
for a certain period of time
D. Customers are assured of certain levels of availability,
capacity, continuity and security
Answer
-‐
D
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74. ITIL®
Which of the following statements CORRECTLY defines
Insourcing and Outsourcing delivery model options?
A. Insourcing relies on internal resources; outsourcing
relies on external organization(s) resources
B. Insourcing relies on external organization(s) resources;
outsourcing relies on internal resources
C. Insourcing relies on co-sourcing; outsourcing relies on
partnerships
D. Insourcing relies on knowledge process outsourcing;
outsourcing relies on application service provisioning
Answer
-‐
A
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75. ITIL®
Which of the following statements is CORRECT about
patterns of demand generated by the customer’s
business?
A. They are driven by patterns of business activity
B. It is impossible to predict how they behave
C. It is impossible to influence demand patterns
D. They are driven by the delivery schedule generated by
capacity management
Answer
-‐
A
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76. ITIL®
A Service Level Package is best described as?
A. A definite level of utility and warranty associated with a
core service package
B. A description of customer requirements used to
negotiate a Service Level Agreement
C. A description of the value that the customer wants and
for which they are willing to pay
D. A document showing the Service Levels achieved
during an agreed reporting period
Answer
-‐
A
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77. ITIL®
Which of the following questions is NOT answered by
Service Portfolio Management?
A. How should our resources and capabilities be
allocated?
B. What opportunities are there in the market?
C. Why should a customer buy these services?
D. What are the pricing or chargeback models?
Answer
-‐
B
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78. ITIL®
The MAIN purpose of the Service Portfolio is to describe
services in terms of?
A.
B.
C.
D.
Service Level Requirements
Functionality
Business Value
IT Assets
Answer
-‐
C
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79. ITIL®
Service Investment Analysis helps an IT organization to
A. Identify the capital costs to be recovered from customers
B. Justify all incurred costs
C. Derive a value indication for the total lifecycle of a service
D. Specify the exact cost of services
Answer
-‐
C
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82. ITIL®
The main goal is the design of a new or changed
service for introduction into the live environment.
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83. ITIL®
!
!
!
!
!
!
!
• To design services to satisfy business objectives
• To design processes for the design, transition, operation
and improvement of IT services
• To identify and manage risks
• To design secure and resilient IT infrastructures,
environments, applications and data/information resources
and capability
• To design measurement methods and metrics for assessing
the effectiveness and efficiency of Service Design
• To produce and maintain IT plans, processes, policies,
standards, architectures, frameworks and documents for the
design of quality IT solutions
• To develop the skills and capability within IT.?
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84. ITIL®
There are five individual aspects in the scope of Service Design:
! The design of new or changed services
! The design of the Service Portfolio, including the Service
Catalogue
! The design of the technology architecture and management
systems
! The design of the processes, roles, responsibilities and skills
required
! The design of measurement methods and metrics.
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86. ITIL®
A Service Design Package is a document defining all aspects of an IT
service and its requirements through each stage of its lifecycle.
www.jagsar.com
87. ITIL®
! DESIGN
COORDINATION
! SERVICE CATALOG MANAGEMENT
! SERVICE LEVEL MANAGEMENT
! AVAILABILITY MANAGEMENT
! CAPACITY MANAGEMENT
! SUPPLIER MANAGEMENT
! INFORMATION SECURITY MANAGEMENT
! SERVICE CONTINUITY MANAGEMENT
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89. ITIL®
The purpose of the design coordination process is to ensure the
goals and objectives of the service design stage are met by
providing and maintaining a single point of coordination and
control for all activities and processes within this stage of the
service lifecycle.
The main objectives of the design coordination process are to:
# Ensure the consistent design of appropriate services, service
management information systems, architectures, technology,
processes, information and metrics to meet current and
evolving business outcomes and requirements
# Coordinate all design activities across projects, changes,
suppliers and support teams, and manage schedules,
resources and conflicts where required
# Plan and coordinate the resources and capabilities required to
design new or changed services
# Produce service design packages (SDPs) based on service
charters and change requests
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90. ITIL®
The scope of the design coordination process includes all
design activity, particularly all new or changed service
solutions that are being designed for transition into (or out
of, in the case of a service retirement) the live environment.
The design coordination process includes:
! Assisting and supporting each project or other change
through all the service design activities and processes
! Maintaining policies, guidelines, standards, budgets, models,
resources and capabilities for service design activities and
processes
! Coordinating, prioritizing and scheduling of all service design
resources to satisfy conflicting demands from all projects and
changes
! Planning and forecasting the resources needed for the future
demand for service design activities
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91. ITIL®
The main value of the design coordination process to the
business is the production of a set of consistent quality
solution designs and SDPs that will provide the desired
business outcomes.
# Through the work of design coordination organizations can:
# Achieve the intended business value of services through
design at acceptable risk and cost levels
# Minimize rework and unplanned labour costs associated with
reworking design issues during later service lifecycle stages
# Support the achievement of higher customer and user
satisfaction and improved confidence in IT and in the services
received
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92. ITIL®
Design coordination activities themselves fall into two categories:
! Activities relating to the overall service design lifecycle stage
These activities include the development, deployment and
continual improvement of appropriate service design practices, as
well as the coordination of actual design activity across projects
and changes. These activities may be performed by design
coordination process manager(s).
!
Activities relating to each individual design These activities focus
on ensuring that each individual design effort and SDP, whether
part of a project or simply associated with a change, conforms
with defined practices, and that they produce a design that will
support the required business outcomes. These activities may be
performed by a project manager or other individual with direct
responsibility for the project or change, with the assistance and
guidance of the design coordination process manager(s).
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93. ITIL®
!
!
!
!
!
Reduction in the number of subsequent revisions of the
content of SDPs.
Increased satisfaction with the service design activities, within
project and change staff .
Reduced number of issues caused by conflict for service
design resources.
Reduced number and percentage of emergency change
requests submitted by projects.
Percentage increase in the number of transitioned services
that consistently achieve the agreed service level targets.
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95. ITIL®
The purpose of the service catalogue management process is to provide
and maintain a single source of consistent information on all
operational services and those being prepared to be run
operationally, and to ensure that it is widely available to those who
are authorized to access it.
The objectives of the service catalogue management process are to:
# Manage the information contained within the service catalogue
# Ensure that the service catalogue is accurate and reflects the current
details, status, interfaces and dependencies of all services that are
being run, or being prepared to run, in the live environment,
according to the defined policies
# Ensure that the service catalogue is made available to those approved
to access it in a manner that supports their effective and efficient use
of service catalogue information
# Ensure that the service catalogue supports the evolving needs of all
other service management processes for service catalogue
information, including all interface and dependency information.
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96. ITIL®
The scope of the service catalogue management process is to
provide and maintain accurate information on all services that
are being transitioned or have been transitioned to the live
environment. The services presented in the service catalogue
may be listed individually or, more typically, some or all of the
services may be presented in the form of service packages.
The service catalogue management process covers:
# Contribution to the definition of services and service packages
# Development and maintenance of service and service package
descriptions appropriate for the service catalogue
# Production and maintenance of an accurate service catalogue
# Interfaces, dependencies and consistency between the service
catalogue and the overall service portfolio
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97. ITIL®
The service catalogue provides a central source of information on
the IT services delivered by the service provider organization.
#
Ensure a common understanding of IT services
and improved relationships between the
customer and service provider by utilizing the
service catalogue as a marketing and
communication tool.
#
Improve service provider focus on customer
outcomes by correlating internal service
provider activities and service assets to
business processes and outcomes.
#
Improve efficiency and effectiveness of other
service management processes by leveraging
the information contained in or connected to
the service catalogue
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98. ITIL®
What is Service Catalog?
A single source of information for all the current 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 you would 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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99. ITIL®
Customer-facing services IT services that are seen by the
customer. These are typically services that support the
customer’s business units/business processes, directly
facilitating some outcome or outcomes desired by the
customer.
Supporting services IT services that support or ‘underpin’ the
customer-facing services. These are typically invisible to
the customer, but essential to the delivery of customerfacing IT services.
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100. ITIL®
!
!
!
!
Percentage reduction in the number of variances detected
between the information contained within the service
catalogue and the ‘real-world’ situation
Percentage increase in completeness of the customer-facing
views of the service catalogue against operational services
Increase in measured business user access to intranet-based
service catalogue
Percentage increase in completeness of supporting services
against the IT components that make up those services
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102. ITIL®
The purpose of the SLM process is to ensure that all current and
planned IT services are delivered to agreed achievable
targets.
The objectives of SLM are to:
! Define, document, agree, monitor, measure, report and
review the level of IT services provided and instigate
corrective measures whenever appropriate
! Provide and improve the relationship and communication with
the business and customers in conjunction with business
relationship management
! Ensure that specific and measurable targets are developed for
all IT services
! Monitor and improve customer satisfaction with the quality of
service delivered
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103. ITIL®
The SLM process should include:
! Cooperation with the business relationship management
process: this includes development of relationships with the
business as needed to achieve the SLM process objectives
! Negotiation and agreement of future service level requirements
and targets, and the documentation and management of SLRs
for all proposed new or changed services
! Negotiation and agreement of current service level requirements
and targets, and the documentation and management of SLAs
for all operational services
! Development and management of appropriate OLAs to ensure
that targets are aligned with SLA targets
! Review of all supplier agreements and underpinning contracts
with supplier management to ensure that targets are aligned
with SLA targets
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104. ITIL®
SLM provides a consistent interface to the business for all servicelevel-related issues. It provides the business with the agreed
service targets and the required management information to
ensure that those targets have been met. Where targets are
breached, SLM provides feedback on the cause of the breach and
details of the actions taken to prevent the breach from recurring.
Thus SLM provides a reliable communication channel and a
trusted relationship with the appropriate customers and business
representatives at a tactical level.
www.jagsar.com
105. ITIL®
Service Level Requirements (SLR)
Service Level Agreements (SLA)
Operational Level Agreements (OLA)
Underpinning Contracts (UC)
www.jagsar.com
107. ITIL®
# Percentage reduction in SLA targets threatened
# Percentage increase in customer perception and satisfaction
of SLA achievements, via service reviews and customer
satisfaction survey responses.
# Percentage reduction in SLA breaches caused because of
third-party support contracts (underpinning contracts) .
# Percentage reduction in SLA breaches caused because of
internal OLAs.
# Total number and percentage increase in fully documented
SLAs in place
# Percentage increase in SLAs agreed against operational
services being run.
# Percentage reduction in the costs associated with service
provision
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109. ITIL®
The purpose of the availability management process is to ensure
that the level of availability delivered in all IT services meets
the agreed availability needs and/or service level targets in a
cost-effective and timely manner
The objectives of availability management are to:
# Produce and maintain an appropriate and up-to-date
availability plan that reflects the current and future needs of
the business
# Provide advice and guidance to all other areas of the business
and IT on all availability-related issues
# Ensure that service availability achievements meet all their
agreed targets by managing services and resources-related
availability performance
# Assist with the diagnosis and resolution of availability-related
incidents and problems
# Assess the impact of all changes on the availability plan and
the availability of all services and resources
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110. ITIL®
The scope of the availability management process covers the
design, implementation, measurement, management and
improvement of IT service and component availability.
Availability management needs to understand the service and
component availability requirements from the business
perspective in terms of the:
! Current business processes, their operation and requirements
! Future business plans and requirements
! Service targets and the current IT service operation and
delivery
! IT infrastructure, data, applications and environment and
their performance
! Business impacts and priorities in relation to the services and
their usage
www.jagsar.com
111. ITIL®
The availability management process ensures that the
availability of systems and services matches the evolving
agreed needs of the business. The role of IT within the
business is now pivotal.
The availability and reliability of IT services can directly
influence customer satisfaction and the reputation of the
business. This is why availability management is essential in
ensuring IT delivers the levels of service availability required
by the business to satisfy its business objectives and deliver
the quality of service demanded by its customers.
www.jagsar.com
113. ITIL®
# Percentage reduction in the unavailability of services and
components
# Percentage increase in the reliability of services and
components
# Effective review and follow-up of all SLA, OLA and
underpinning contract breaches relating to availability
and reliability
# Percentage improvement in overall endto-end
availability of service
# Percentage reduction in the number and impact of
service breaks
# Improvement in the MTBF
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115. ITIL®
The purpose of the capacity management process is to ensure
that the capacity of IT services and the IT infrastructure meets
the agreed capacity- and performance-related requirements
in a cost-effective and timely manner. Capacity management
is concerned with meeting both the current and future
capacity and performance needs of the business.
The objectives of capacity management are to:
! Produce and maintain an appropriate and up-to-date capacity
plan, which reflects the current and future needs of the
business
! Provide advice and guidance to all other areas of the business
and IT on all capacity- and performance-related issues
! Ensure that service performance achievements meet all of
their agreed targets by managing the performance and
capacity of both services and resources
! Assist with the diagnosis and resolution of performance- and
capacity-related incidents and problems
www.jagsar.com
116. ITIL®
The capacity management process should be the focal point for
all IT performance and capacity issues. Capacity management
considers all resources required to deliver the IT service, and
plans for short-, medium- and long-term business
requirements.
The capacity management process should include:
! Monitoring patterns of business activity through performance,
utilization and throughput of IT services and the supporting
infrastructure, environmental, data and applications
components and the production of regular and ad hoc reports
on service and component capacity and performance
! Undertaking tuning activities to make the most efficient use
of existing IT resources
! Understanding the agreed current and future demands being
made by the customer for IT resources, and producing
forecasts for future requirements
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117. ITIL®
A well-executed capacity management process will benefit the
business by:
! Improving the performance and availability of IT services the
business needs by helping to reduce capacity- and
performance-related incidents and problems
! Ensuring required capacity and performance are provided in
the most cost-effective manner
! Contributing to improved customer satisfaction and user
productivity by ensuring that all capacity- and performancerelated service levels are met
! Supporting the efficient and effective design and transition of
new or changed services through proactive capacity
management activities
www.jagsar.com
118. ITIL®
Business Capacity Management, Service Capacity Management &
Component Capacity Management
Capacity Management Information System
Capacity Plan
Performance Management, Modeling, Application Sizing
www.jagsar.com
119. ITIL®
#
#
#
Business Capacity Management
# Prepare trend analysis, forecast model and develop the Capacity
Plan in order 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 the use of services, manage demand
for service
Component Capacity Management
# The Process responsible for understanding the Capacity,
Utilisation, and Performance of Configuration Items.
# Data is collected, recorded and analysed for use in the Capacity
Plan
# Optimize use of the current IT resource components such as
bandwidth, network capacity etc.
www.jagsar.com
121. ITIL®
– Production of workload forecasts on time
– Percentage accuracy of forecasts of business trends
– Timely incorporation of business plans into the
capacity plan
– Reduction in the number of variances from the
business plans and capacity plans
– Increased ability to monitor performance and
throughput of all services and components
– Timely justification and implementation of new
technology in line with business requirements
(time, cost and functionality)
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123. ITIL®
The purpose of the IT service continuity management process is
to support the overall business continuity management (BCM)
process by ensuring that, by managing the risks that could
seriously affect IT services, the IT service provider can always
provide minimum agreed business continuity-related service
levels.
The objectives of ITSCM are to:
! Produce and maintain a set of IT service continuity plans that
support the overall business continuity plans of the
organization
! Complete regular BIA exercises to ensure that all continuity
plans are maintained in line with changing business impacts
and requirements
! Conduct regular risk assessment and management exercises
to manage IT services within an agreed level of business risk
in conjunction with the business and the availability
management and information security management
processes
! Provide advice and guidance to all other areas of the business
and IT on all continuity-related issues
www.jagsar.com
124. ITIL®
The ITSCM process includes:
! The agreement of the scope of the ITSCM process and the
policies adopted
! BIA to quantify the impact loss of IT service would have on
the business
! Risk assessment and management – the risk identification
and risk assessment to identify potential threats to continuity
and the likelihood of the threats becoming reality. This also
includes taking measures to manage the identified threats
where this can be cost- justified. The approach to managing
these threats will form the core of the ITSCM strategy and
plans
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125. ITIL®
ITSCM provides an invaluable role in supporting the BCM
process. In many organizations, ITSCM is used to raise
awareness of continuity requirements and is often used to
justify and implement a BCM process and business continuity
plans. ITSCM should be driven by business risk as identified
by BCM, and ensure that the recovery arrangements for IT
services are aligned to identified business impacts, risks and
needs.
www.jagsar.com
126. ITIL®
# Business
Con2nuity
Strategy
# Life
Cycle
Approach
to
ITSCM
# Assessment
of
Changes
for
impact
on
ITSCM
# Dormant
Contracts
# Nego2ated/Compromised
SLAs
# Regular
Tes2ng
–
Ongoing
as
a
part
of
Lifecycle
approach
www.jagsar.com
128. ITIL®
# Immediate
recovery
–
hot
standby
(<24
hrs)
:
this
is
an
alterna2ve
site,
already
running
cri2cal
systems,
to
be
used
when
the
main
site
is
inaccessible
or
unusable.
# Intermediate
recovery
–
warm
standby
(24-‐72
hrs)
:
this
is
similar
to
Immediate
Recovery
except
that
cri2cal
systems
need
to
be
recovered
and
run.
This
usually
takes
between
24
and
72
hours.
# Gradual
recovery
–
cold
standby
(>72
hrs)
:
an
empty
facility,
with
u2li2es,
support
staff
and
telecommunica2ons
equipment,
that
is
ready
to
accommodate
new
computer
equipment.
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129. ITIL®
# Increase in success of regular audits of the ITSCM plans to
ensure that, at all times, the agreed recovery requirements
of the business can be achieved.
# Regular successful validation that all service recovery
targets are agreed and documented in SLAs and are
achievable within the ITSCM plans.
# Regular and comprehensive testing of ITSCM plans
achieved consistently.
# Regular reviews are undertaken, at least annually, of the
business and IT continuity plans with the business areas.
# Regular successful validation that IT negotiates and
manages all necessary ITSCM contracts with third parties.
# Overall reduction in the risk and impact of possible failure
of IT services
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131. ITIL®
The purpose of the information security management process is
to align IT security with business security and ensure that the
confidentiality, integrity and availability of the organization’s
assets, information, data and IT services always matches the
agreed needs of the business.
The objective of information security management is to protect
the interests of those relying on information, and the systems
and communications that deliver the information, from harm
resulting from failures of confidentiality, integrity and
availability.
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132. ITIL®
The information security management process should include:
! Business security policy and plans
! Current business operation and its security requirements
! Future business plans and requirements
! Legislative and regulatory requirements
! Obligations and responsibilities with regard to security
contained within SLAs
! The business and IT risks and their management.
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133. ITIL®
Information security management ensures that an information
security policy is maintained and enforced that fulfils the
needs of the business security policy and the requirements of
corporate governance. It raises awareness of the need for
security within all IT services and assets throughout the
organization, ensuring that the policy is appropriate for the
needs of the organization
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134. ITIL®
# Confiden2ality
# Informa2on
is
accessible
to
only
those
who
are
authorized
to
view
it
# Integrity
# Informa2on,
especially
while
being
communicated,
is
protected
against
unauthorized
modifica2on
# Availability
# Informa2on
is
invulnerable
to
a_acks
or
is
recoverable
in
secured
way
i.e.
it
is
available
(only
to
authorized)
when
it
should
be
Informa2on
Security
Policy
A
policy
of
an
organiza2on
which
ensures
the
compliance
to
Informa2on
Security
Objec2ves
&
specific
security
policies.
Security
Analysis
&
Controls
To
Analyze
the
threats
to
organiza2on’s
data/Informa2on
&
to
eliminate/minimize
the
same
To
provide
security
controls
(checkpoints)
at
various
levels
so
as
to
reduce
the
impact
of
security
breaches
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135. ITIL®
# Percentage decrease in security breaches
reported to the service desk.
# Percentage decrease in the impact of security
breaches and incidents
# Percentage increase in SLA conformance to
security clauses
# Increase in the acceptance and conformance of
security procedures
# Increased support and commitment of senior
management
# Increased awareness of the security policy and its
contents, throughout the organization
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137. ITIL®
The purpose of the supplier management process is to obtain
value for money from suppliers and to provide seamless
quality of IT service to the business by ensuring that all
contracts and agreements with suppliers support the needs of
the business and that all suppliers meet their contractual
commitments.
The main objectives of the supplier management process are
to:
! Obtain value for money from suppliers and contracts
! Ensure that contracts with suppliers are aligned to business
needs, and support and align with agreed targets in SLRs and
SLAs, in conjunction with SLM
! Manage relationships with suppliers
! Manage supplier performance
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138. ITIL®
The supplier management process should include:
! Implementation and enforcement of the supplier policy
! Maintenance of an SCMIS
! Supplier and contract categorization and risk assessment
! Supplier and contract evaluation and selection
! Development, negotiation and agreement of contracts
! Contract review, renewal and termination
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139. ITIL®
The main objectives of the supplier management process are to
provide value for money from suppliers and contracts and to
ensure that all targets in underpinning supplier contracts and
agreements are aligned to business needs and agreed targets
within SLAs. This is to ensure the delivery to the business of
end-to-end, seamless, quality IT services that are aligned to
the business’s expectation
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142. ITIL®
# Increase in the number of suppliers meeting the
targets within the contract
# Reduction in the number of breaches of contractual
targets
# Increase in the number of service and contractual
reviews held with suppliers
# Increase in the number of supplier and contractual
targets aligned with SLA and SLR targets
# Reduction in the number of service breaches caused
by suppliers
# Reduction in the number of threatened service
breaches caused by suppliers
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144. ITIL®
“Which of the following is NOT a process within the Service
Design publication?
A. Service Portfolio Management
B. Service Catalogue Management
C. Service Level Management
D. Supplier Management
Answer
-‐
A
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145. ITIL®
Which of the following statements regarding Maintainability
is/are correct?
1 Maintainability is concerned with how quickly and
effectively a service, a service component or an individual
CI can be restored to its normal working status following
a failure
2 Maintainability is the measure of how long a service or
service component can perform its agreed function
without interruption
3 Maintainability is a measure of compliance to a contract
by a supplier
A. 1 Only
B. 1 and 3 Only
C. 2 Only
D. All the Above
Answer
-‐
A
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146. ITIL®
Which of the following statements most accurately describes the overall goal
of Information Security Management?
A. To protect the interests of customers and users by protecting systems
from harm caused by failure of availability, confidentiality or integrity
B. To align IT security with business security requirements and to ensure
that information security is effectively managed in all Service Management
activities
C. To produce and maintain an overall Information Security Policy that
defines the organisation's stance and attitude on all security matters
D. To develop an effective Information Security Management System that
supports the business objectives and Information Security Policies
Answer
-‐
B
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147. ITIL®
Which of the following statements is INCORRECT regarding
Service Catalogue Management (SCM)?
A. SCM is responsible for ensuring agreed details of all services
currently being provided, or those being prepared for transition to
the live environment, are included in a Service Catalogue
B. SCM is responsible for ensuring customers are provided with
informative data relating to the services being provided in the live
environment, and that this information is current and relevant
C. SCM is responsible for ensuring details of all pipeline services are
included in the Service Catalogue
D. SCM is responsible for ensuring service attributes, as agreed by
the Service Level Manager and Service Portfolio Manager, are
documented in the Service Catalogue and are kept under strict
change control
Answer
-‐
C
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148. ITIL®
Which of the following statements about Supplier
Management is INCORRECT?
A. Supplier Management negotiates internal and external
agreements to support the delivery of services
B. Supplier Management ensures that suppliers meet
business expectations
C. Supplier Management maintains information in a
Supplier and Contracts Database
D. Supplier Management should be involved in all stages
of the service lifecycle, from Strategy through Design and
Transition to Operations and Improvement
Answer - A
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149. ITIL®
Which of the following items can be located in SCD?
A. Services in Pipeline
B. OLAs
C. Contractor agreement details
D. IT services details
Answer - C
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150. ITIL®
Which of the following best describes Operation Level
Agreements (OLA)
A.
B.
An Operation section within Service Level Agreements
Agreements between Customer, Service Provider & it’s
vendor
C.
Agreements between 2 vendors
D.
Agreements with internal IT departments
Answer - D
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151. ITIL®
Which of the following represents Dormant Contract?
A. A contract signed by Senior Managers and all IT staff
B. A contract with customer for bringing up IT services as
soon as they are down
C. Contract which becomes active only during disaster/
triggers
D. Contract used by Information Security Management
staff only
Answer - C
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154. ITIL®
The main goals of Service Transition are:
# • To enable the business change project or customer to
integrate a release into their business processes and services
# • To reduce Known Errors and minimize the risks from
transitioning the new or changed services into production
# • To ensure that the service can be used in accordance with
the requirements and constraints specified within the service
requirements. The objectives of Service Transition are:
# • To plan and manage the resources to successfully establish
a new or changed service into production within the predicted
cost, quality and time estimates
# • To ensure there is minimal unpredicted impact on the
production services, operations and support organization
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155. ITIL®
The scope of Service Transition includes the management and
coordination of the processes, systems and functions to
package, build, test and deploy a release into production and
establish the service specified in the customer and stakeholder
requirements.
The following activities are excluded from the scope of Service
Transition best practices:
! • Minor modifications to the production services and
environment, e.g. replacement of a failed PC or registration of a
new user
! • On-going Continual Service Improvements that do not
significantly impact on the services or Service Provider’s
capability to deliver the services.
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156. ITIL®
Define and implement a formal policy for
service transition
! Implement all changes to services through
service transition
! Adopt a common framework and standards
! Maximize re-use of established processes
and systems
! Align service transition plans with the
business needs
!
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157. ITIL®
! Transition
planning and support
! Change management
! Service asset and configuration management
! Release and deployment management
! Service validation and testing
! Change evaluation
! Knowledge management.
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159. ITIL®
The purpose of the transition planning and support process is to
provide overall planning for service transitions and to
coordinate the resources that they require.
The objectives of transition planning and support are to:
# Plan and coordinate the resources to ensure that the
requirements of service strategy encoded in service design are
effectively realized in service operation.
# Coordinate activities across projects, suppliers and service
teams where required.
# Establish new or changed services into supported
environments within the predicted cost, quality and time
estimates.
# Establish new or modified management information systems
and tools, technology and management architectures, service
management processes, and measurement methods and
metrics to meet requirements established during the service
design stage of the lifecycle.
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160. ITIL®
The scope of transition planning and support includes:
! Maintaining policies, standards and models for service
transition activities and processes
! Guiding each major change or new service through all the
service transition processes
! Coordinating the efforts needed to enable multiple transitions
to be managed at the same time
! Prioritizing conflicting requirements for service transition
resources
! Planning the budget and resources needed to fulfil future
requirements for service transition
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161. ITIL®
Effective transition planning and support can significantly
improve a service provider’s ability to handle high
volumes of change and releases across its customer
base. An integrated approach to planning improves the
alignment of the service transition plans with the
customer, supplier and business change project plans
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162. ITIL®
# The release policy should include the following:
# The unique identification, numbering and naming conventions for different
types of release together with a description.
# The roles and responsibilities at each stage in the release and deployment
process.
# The expected frequency for each type of release.
# The approach for accepting and grouping changes into a release.
# The mechanism to automate the build installation and release distribution
processes to improve reuse repeatability and efficiency.
# How the configuration baseline for the release is captured and verified
against the actual release contents e.g. hardware, software, documentation
and knowledge.
# Exit and entry criteria and authority for acceptance of the release into each
service transition stage.
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163. ITIL®
# Plan
and
coordinate
resources
# Ensure
that
the
requirements
of
Service
Strategy
encoded
in
Service
Design
are
effec2vely
realized
in
Service
Opera2ons.
# Iden2fy,
manage
and
control
the
risks
of
failure
and
disrup2on
across
transi2on
ac2vi2es.
# Improve
a
service
provider’s
ability
to
handle
high
volumes
of
change
and
releases
across
its
customer
base.
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164. ITIL®
◦ Increase in the number of releases implemented
that meet the customer’s agreed requirements in
terms of cost, quality, scope and release schedule
(expressed as a percentage of all releases).
◦ Reduced variation of actual versus predicted
scope, quality, cost and time.
◦ Increased customer and user satisfaction with
plans and communication.
◦ Reduced business disruption due to better
alignment between service transition plans and
business activities
◦ Reduction in number of issues, risks and delays.
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166. ITIL®
The purpose of the change management process is to control the
lifecycle of all changes, enabling beneficial changes to be made with
minimum disruption to IT services.
The objectives of change management are to:
! Respond to the customer’s changing business requirements while
maximizing value and reducing incidents, disruption and re-work.
! Respond to the business and IT requests for change that will align
the services with the business needs.
! Ensure that changes are recorded and evaluated, and that authorized
changes are prioritized, planned, tested, implemented, documented
and reviewed in a controlled manner.
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167. ITIL®
The scope should include changes to all architectures, processes,
tools, metrics and documentation, as well as changes to IT
services and other configuration items.
All changes must be recorded and managed in a controlled way. The
scope of change management covers changes to all configuration
items across the whole service lifecycle, whether these CIs are
physical assets such as servers or networks, virtual assets such as
virtual servers or virtual storage, or other types of asset such as
agreements or contracts.
Each organization should define the changes that lie outside the
scope of its change management process. Typically these might
include:
#
Changes with significantly wider impacts than service changes,
e.g. departmental organization, policies and business operations
– these changes would produce RFCs to generate consequential
service changes.
#
Changes at an operational level such as repair to printers or other
routine service components
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168. ITIL®
!
!
!
!
!
!
Reducing failed changes and therefore service disruption,
defects and re-work
Reducing the number of unauthorized changes, leading to
reduced service disruption and reduced time to resolve
change-related incidents
Delivering change promptly to meet business timescales
Tracking changes through the service lifecycle and to the
assets of its customers
Contributing to better estimates of the quality, time and cost
of change
Assessing the risks associated with the transition of services
(introduction or disposal)
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169. ITIL®
Types of change request :
Standard change A pre-authorized change that is low risk, relatively
common and follows a procedure or work instruction.
Emergency change A change that must be implemented as soon as
possible, for example to resolve a major incident or implement a
security patch.
Normal change Any service change that is not a standard change or
an emergency change.
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170. ITIL®
#
#
#
#
#
#
#
#
Request for Change (RFCs)
Change Classification & Prioritization
Forward Schedule of Changes (FSC)
Projected Service Availability (PSA)
Projected Service Outage (PSO)
Back-Out Plan
Change Advisory Board (CAB)
CAB/Emergency Committee
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171. ITIL®
Change Management Process Flow
Request For
Change (RFC)
Problem Management
Customer
or other teams
Line Manager
Approval
Change
Manager
CAB
Meeting
ITSCM, Capacity, BRM,
ISM, SLM, R&D, Customer etc.
FSC/PSA
Implement
Change
Failure
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Back out Plan
Update CMDB &
Change Records
Success Post Change
Review
Customer
Sign Off
172. ITIL®
# Increase in the percentage of changes that meet
the customer’s agreed requirements, e.g. quality/
cost/time
# The benefits of change (expressed as ‘value of
improvements made’ + ‘negative impacts
prevented or terminated’) exceed the costs of
change
# Reduction in the backlog of change requests
# Average time to implement meets SLA targets,
based on urgency/priority/change type
# Increase in accuracy of predictions for time,
quality, cost, risk, resource and commercial
impact
# Increase in scores in survey of stakeholder
satisfaction for the change management process
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174. ITIL®
The purpose of the SACM process is to ensure that the assets
required to deliver services are properly controlled, and that
accurate and reliable information about those assets is
available when and where it is needed. This information
includes details of how the assets have been configured and
the relationships between assets.
The objectives of SACM are to:
# Ensure that assets under the control of the IT organization are
identified, controlled and properly cared for throughout their
lifecycle.
# Identify, control, record, report, audit and verify services and
other configuration items (CIs), including versions, baselines,
constituent components, their attributes and relationships.
# Account for, manage and protect the integrity of CIs through
the service lifecycle by working with change management to
ensure that only authorized components are used and only
authorized changes are made.
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175. ITIL®
The scope of SACM includes management of the complete
lifecycle of every CI.
! Service asset and configuration management ensures that CIs
are identified, baselined and maintained and that changes to
them are controlled. It also ensures that releases into
controlled environments and operational use are done on the
basis of formal authorization. It provides a configuration
model of the services and service assets by recording the
relationships between configuration items. SACM may cover
non-IT assets, work products used to develop the services
and CIs required to support the service that would not be
classified as assets by other parts of the business.
! The scope includes interfaces to internal and external service
providers where there are assets and configuration items that
need to be controlled
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176. ITIL®
!
!
!
!
!
!
!
!
IT staff to understand the configuration and relationships of
services and the configuration items that provide them
Better forecasting and planning of changes
Successful assessment, planning and delivery of changes and
releases
Resolution of incidents and problems within the service level
targets
Delivery of service levels and warranties
Better adherence to standards, legal and regulatory
obligations (fewer nonconformances)
More business opportunities as the service provider is able to
demonstrate control of assets and services
Traceability of changes from requirements
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177. ITIL®
A service asset is any resource or capability that could contribute to the
delivery of a service. Examples of service assets include a virtual server, a
physical server, a software licence, a piece of information stored in a
service management system, or some knowledge in the head of a senior
manager.
A configuration item (CI) is a service asset that needs to be managed in
order to deliver an IT service. All CIs are service assets, but many service
assets are not configuration items. Examples of configuration items are a
server or a software licence. Every CI must be under the control of
change management.
A configuration record is a set of attributes and relationships about a CI.
Configuration records are stored in a configuration management database
(CMDB) and managed with a configuration management system (CMS). It
is important to note that CIs are not stored in a CMDB; configuration
records describe CIs that are stored in the CMDB.
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178. ITIL®
!
Definitive Media Library
!
Configuration Management System
◦ One or more locations in which the definitive and approved versions of all
software Configuration Items are securely stored. The DML may also contain
associated CIs such as licenses and documentation. The DML is a single
logical storage area even if there are multiple locations. All software in the
DML is under the control of Change and Release Management and is recorded
in the Configuration Management System. Only software from the DML is
acceptable for use in a Release.
◦ 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.
Presentation Layer /User Interface
NOTE – CMDB can use Database
technology, it can even be an Excel
File
Knowledge & Logic processing
Data/Source information gathering
CMDB1
Services
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CMDB2
H/W
CMDB3
Policies
180. ITIL®
# Improved accuracy in budgets and charges for the assets utilized
by each customer or business unit
# Increase in re-use and redistribution of under-utilized resources
and assets
# Reduction in the use of unauthorized hardware and software,
non-standard and variant builds that increase complexity, support
costs and risk to the business services
# Reduced number of exceptions reported during configuration
audits
# Percentage improvement in maintenance scheduling over the life
of an asset (not too much, not too late)
# Improved speed for incident management to identify faulty CIs
and restore service
# Reduction in the average time and cost of diagnosing and
resolving incidents and problems (by type)
# Improved ratio of used licences against paid-for licences
# Improvement in time to identify poor- performing and poorquality assets
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182. ITIL®
The purpose of the release and deployment management process is
to plan, schedule and control the build, test and deployment of
releases, and to deliver new functionality required by the business
while protecting the integrity of existing services.
The objectives of release and deployment management are to:
# Define and agree release and deployment management plans with
customers and stakeholders
# Create and test release packages that consist of related
configuration items that are compatible with each other
# Ensure that the integrity of a release package and its constituent
components is maintained throughout the transition activities,
and that all release packages are stored in a DML and recorded
accurately in the CMS
# Deploy release packages from the DML to the live environment
following an agreed plan and schedule
# Ensure that all release packages can be tracked, installed, tested,
verified and/or uninstalled or backed out if appropriate
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183. ITIL®
The scope of release and deployment management includes the
processes, systems and functions to package, build, test and
deploy a release into live use, establish the service specified
in the service design package, and formally hand the service
over to the service operation functions. The scope includes all
configuration items required to implement a release, for
example:
! Physical assets such as a server or network
! Virtual assets such as a virtual server or virtual storage
! Applications and software
! Training for users and IT staff
! Services, including all related contracts and agreements.
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184. ITIL®
!
!
!
!
Delivering change, faster and at optimum cost and minimized
risk
Assuring that customers and users can use the new or
changed service in a way that supports the business goals
Improving consistency in implementation approach across the
business change, service teams, suppliers and customers
Contributing to meeting auditable requirements for
traceability through service transition.
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186. ITIL®
# Increased number and percentage of releases that
make use of a common framework of standards, reusable processes and supporting documentation
# Increased number and percentage of releases that
meet customer expectations for cost, time and quality
# Reduced number of CMS and DML audit failures related
to releases
# Reduced number of deployments from sources other
than the DML
# Reduced number of incidents due to incorrect
components being deployed
# Number of incidents against the service (low and
reducing)
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188. ITIL®
The purpose of the service validation and testing process is to
ensure that a new or changed IT service matches its design
specification and will meet the needs of the business.
The objectives of service validation and testing are to:
! Provide confidence that a release will create a new or changed
service that delivers the expected outcomes and value for the
customers within the projected costs, capacity and
constraints
! Quality assure a release, its constituent service components,
the resultant service and service capability delivered by a
release
! Validate that a service is ‘fit for purpose’ – it will deliver the
required utility
! Provide assurance that a service is ‘fit for use’ – it will deliver
the agreed warranty
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189. ITIL®
Service validation and testing can be applied throughout the
service lifecycle to quality assure any aspect of a service and
the service providers’ capability, resources and capacity to
deliver a service and/or service release successfully. When
validating and testing an end-to-end service, the interfaces
to suppliers, customers and partners are important. Service
provider interface definitions define the boundaries of the
service to be tested, e.g. process interfaces and
organizational interfaces.
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190. ITIL®
Service failures can harm the service provider’s business and
the customer’s assets and result in outcomes such as loss of
reputation, loss of money, loss of time, injury and death. Key
values to the business and customers from service testing
and validation are, firstly, confidence that a new or changed
service will deliver the value and outcomes required of it and,
secondly, an understanding of the risks
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193. ITIL®
◦ Roles and responsibilities for impact assessment and test
activities have been agreed and documented
◦ Increase in the number of new or changed services for which
all roles and responsibilities for customers, users and service
provider personnel have been agreed and documented
◦ Increase in the percentage of impact assessments and test
activities where the documented roles have been correctly
involved
◦ Increase in satisfaction ratings in stakeholder survey of the
service validation and testing process
◦ Reduction in the impact of incidents and errors for newly
transitioned services
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195. ITIL®
The purpose of the change evaluation process is to provide a
consistent and standardized means of determining the
performance of a service change in the context of likely
impacts on business outcomes, and on existing and proposed
services and IT infrastructure. The actual performance of a
change is assessed against its predicted performance. Risks
and issues related to the change are identified and managed.
The objectives of change evaluation are to:
! Set stakeholder expectations correctly and provide effective
and accurate information to change management to make
sure that changes which adversely affect service capability
and introduce risk are not transitioned unchecked
! Evaluate the intended effects of a service change and as much
of the unintended effects as is reasonably practical given
capacity, resource and organizational constraints
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196. ITIL®
Every change must be authorized by a suitable change authority
at various points in its lifecycle; for example before build and
test, before it is checked in to the DML and before it is
deployed to the live environment. Evaluation is required
before each of these authorizations, to provide the change
authority with advice and guidance
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197. ITIL®
Change evaluation is, by its very nature, concerned with value.
Specifically effective change evaluation will establish the use
made of resources in terms of delivered benefit, and this
information will allow a more accurate focus on value in future
service development and change management. There is a
great deal of intelligence that continual service improvement
can take from change evaluation to inform future
improvements to the process of change and the predictions
and measurement of service change performance.
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198. ITIL®
Evalua0on
plan
:
Evalua2on
of
a
change
should
be
carried
out
from
a
number
of
different
perspec2ves
to
ensure
that
unintended
effects
of
the
change
are
understood,
as
well
as
intended
effects.
Generally
speaking
we
would
expect
the
intended
effects
of
a
change
to
be
beneficial.
The
unintended
effects
are
harder
to
predict,
ocen
not
seen
even
acer
the
service
change
is
implemented
and
frequently
ignored.
Addi2onally,
unintended
effects
will
not
always
be
beneficial,
for
example
in
terms
of
impact
on
other
services,
impact
on
customers
and
users
of
the
service,
and
network
overloading.
Evalua0on
report
:
# Risk
profile
#Devia2ons
# A
qualifica2on
statement
(if
appropriate)
# A
valida2on
statement
(if
appropriate)
#A
recommenda2on
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199. ITIL®
# Reduced number of incidents for new or changed
services due to failure to deliver expected utility or
warranty.
# Increased stakeholder satisfaction with new or
changed services as measured in customer surveys
# Increased percentage of evaluations delivered by
agreed times.
# Reduced number of changes that have to be backed
out due to unexpected errors or failures.
# Reduced number of failed changes.
# Increased change management personnel satisfaction
with the change evaluation process as measured in
regular surveys.
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201. ITIL®
The purpose of the knowledge management process is to share
perspectives, ideas, experience and information; to ensure that
these are available in the right place at the right time to enable
informed decisions; and to improve efficiency by reducing the
need to rediscover knowledge.
The objectives of knowledge management are to:
# Improve the quality of management decisionmaking by ensuring
that reliable and secure knowledge, information and data is
available throughout the service lifecycle
# Enable the service provider to be more efficient and improve
quality of service, increase satisfaction and reduce the cost of
service by reducing the need to rediscover knowledge
# Ensure that staff have a clear and common understanding of the
value that their services provide to customers and the ways in
which benefits are realized from the use of those services
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202. ITIL®
Knowledge management is a whole lifecycle-wide process in
that it is relevant to all lifecycle stages and hence is
referenced throughout ITIL(R) from the perspective of each
publication. It is dealt with to some degree within other
ITIL(R) publications, but this section sets out the basic
concept, from a service transition focus.
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203. ITIL®
Successful management of data, information and knowledge
will deliver:
! Conformance with legal and other requirements, e.g.
company policy, codes of professional conduct
! Documented requirements for retention of each category of
data, information and knowledge
! Defined forms of data, knowledge and information in a
fashion that is easily usable by the organization
! Data, information and knowledge that is current, complete
and valid
! Data, information and knowledge to the people who need it
when they need it
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205. ITIL®
◦ Increased number of accesses to the SKMS by
managers
◦ Increased percentage of SKMS searches by
managers that receive a rating of ‘good’
◦ Increased number of times that material is
re-used in documentation such as
procedures, test design and service desk
scripts
◦ Increased number of accesses to the SKMS by
service operation teams
◦ Reduced transfer of issues to other people
and more resolution at lower staff levels
◦ Increased percentage of incidents solved by
use of known errors
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207. ITIL®
Service Transition adds value to the business by improving:
a. the management of the technology that is used to
deliver and support services
b. the success rate of changes and releases for the
business
c. the design of the IT processes
d. the organizational competency for Continual Service
Improvement.
Answer
-‐
B
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208. ITIL®
Which of the following is NOT a Change type?
a. Normal Change
b. Emergency Change
c. Known Change
d. Standard Change Answers
Answer
-‐
B
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209. ITIL®
Which of the following statements about the Service V-model
are CORRECT?
1. Using a model such as the V-model builds in service
validation and testing early in the Service Lifecycle.
2. The left-hand side of the V-model represents the
specification of the service requirements down to the
detailed Service Design.
3. The right-hand side of the V-model focuses on the
validation activities that are performed against the
specifications defined on the left-hand side.
4. Customers who sign off the agreed service requirements will
also sign off the Service Acceptance Criteria and test plan:
a. 1 only
b. 2 and 3 only
c. 1, 2 and 3 only
d. All of the above.
Answer
-‐
C
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210. ITIL®
Consider the following activities from the Change Management
process.
1 Review the Change
2 Assess and evaluate the Change
3 Authorize the Change
4 Coordinate Change implementation
5 Review Request for Change. Which of the following options
describes the CORRECT order of the activities?
a. 1, 2, 3, 4, 5
b. 1, 3, 4, 2, 5
c. 5, 3, 2, 4, 1
d. 5, 3, 4, 2, 1
Answer
-‐
D
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211. ITIL®
Which of the following statements about the Configuration
Management System are CORRECT?
1 It will hold details of all of the components of the IT infrastructure
as well as the relationships between these components.
2 At the data level, it consists of one and only one physical
Configuration Management Database.
3 The Service Knowledge Management System includes the
Configuration Management System.
4 It is maintained by Service Asset and Configuration
Management.
a. 1 only
b. 2 and 3 only
c. 1, 3 and 4 only
d. All of the above.
Answer - C
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212. ITIL®
How does Problem Management work with Change
Management?
A.
By installing changes to fix problems
B.
By issuing RFCs for permanent solutions
C.
By working with users to change their IT configurations
D.
By negotiating with Incident Management for changes in
IT for Problem resolution
Answer - B
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213. ITIL®
Which of the following are objectives of the Release and
Deployment Management process?
1. To ensure there are clear release and deployment plans
2. To ensure that skills and knowledge are transferred to
operations and support staff
3. To ensure there is minimal unpredicted impact on
production services
4. To provide cost justifiable IT capacity that is matched
to the needs of the business
A. 1, 2 and 3 only
B. All of the above
C. 1 and 3 only
D. 1, 3 and 4 only
Answer - A
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