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ITIL

®

2011 – FOUNDATION COURSE

NIRAJ BHATT

Corporate Trainer, Professional Speaker & Management Consultant

Participant’s Introduction

Name

Professional Experience

Current Role

(2)

Course Overview

Introduction

Service Management – Common Terminologies

Service Strategy

Service Design

Service Transition

Service Operation

Continual Service Improvement

Technology and Architecture

(3)

History

1980: Industries stared using IT as Services 1980: CCTA in UK to study best practices 1989: First Version V1 – 61 books

1999: Second Version V2 – 7 books

-Focus on Service Support and Service Delivery 2001: CCTA merged with OGC

2007: Third Version V3 – Major Structural changes 2011: Forth version ITIL©2011 with additional processes

What is ITIL?

ITIL is a framework

-of best practice techniques

-to facilitate the delivery of high-quality IT Services ITIL outlines

-An exhaustive set of Management Procedures

-to support organizations in achieving both

-Value and Quality in IT Operations ITIL provides a systematic approach

-To the provisioning and management of IT Services

(4)

ITIL Philosophy

Capture industry best practice Organization should adopt and adapt No standards!

-Set of guidelines used by organizations worldwide

-Scalable to any size of organization and platform independent

-No organization has to go for certification for ITIL

-ISO/IEC 20000 provides a formal and universal standards for organization seeking to have their service management capabilities audited and certified

-ITIL offers a body of knowledge useful to achieve the standard

Why ITIL?

Organizations’ dependency on IT service is increasing Higher visibility of failure

More exacting users requirements

(5)

ITIL Objectives

Reduce Cost

Improve Availability Tune Capacity Increase Throughput

Optimize resource Utilization Improve Scalability

Alignment of Business & IT

Organization Objective

-Revenue generation $$$, Brand & Reputation, New Markets Core Business Processes

-Retail, Advertisement & MKT, Procurement, Online Stores IT Service Organization

-Website, Email, Online Store, HW, SW, ERP etc. IT Service Management

-Ensures that IT Service Provisions are as per what is needed, available when needed and are with right cost and time

(6)

IT Service Management (ITSM)

What?

-The effective and efficient, process driven management of quality IT Services

What is the value add?

-ITSM is business aligned and has a holistic Service Lifecycle approach

Service Management is a set of specialized organizational capabilities for providing values in the form of services

(7)

ITIL V3/2011 Core

ITIL

®

2011

Foundation Course

(8)

Fundamental Understanding

IT Service Management IT Infrastructure Capabilities Processes Functions Best Practices Good Practices Role & RACI Model

IT Infrastructure

Hardware Components

-Desktops, Servers, Networks, I/O Devices etc.

Software Components

-OS, DB, Mail, App’s, Tools etc.

(9)

Service Management Overview

Service Management is a set of specialized organizational capabilities which take the form of:

-Processes

-Function

-Roles

The core of service management is the act of transforming resources into valuable services, providing value to its customers in the form of services

These organizational capabilities are functions and processes for managing services throughout lifecycle

Processes

Process is a structured set of activities designed to accomplish a specific objective

Takes one or more inputs and tern them into defined outputs

It includes all of the

-Roles & responsibilities

-Tools

-Management Control

(10)

Processes

Process are closed-loop systems

-Provide change and transformation towards a goal

-Use feedback for self-reinforcing and self-corrective action Processes become strategic assets when they create

competitive advantage and market differentiation

Process Characteristics

Measurable

-Process is performance driven and measurable on the aspect of cost effectiveness, cycle time and productivity

Specific Results

(11)

Process Elements

Measurements

IF YOU CAN’S MEASURE IT, YOU CAN’T MANAGE IT

To manage and control the process to get desire outcome they need to be monitored and measured

Care must be taken on what to measure and how Measurement will impact behavior – so if you measure wrong parameter or record correct parameter wrong, it would result into wrong behavior

Only the metrics that encourage movement towards business objective should be used

(12)

Metrics Types

Progress

-Milestones and deliverables in the capability of the process Compliance

-Compliance of the process to governance requirements, regulatory requirements and compliance of people to the use of the process

Effectiveness

-The accuracy and correctness of the process and its ability to deliver the ‘right-result’

Efficiency

-Productivity, speed, throughput & resource utilization

The Process Model

A process model enables understanding and helps to articulate the distinctive features of a process

Process control can be defined as the activity of planning and regulating a process, with the objective of performing a process in an effective, efficient and consistent manner Processes should be defined, documented and controlled.

(13)

Process – Example

Goal

-Bake a Cake

Input

-Ingredients like Milk, Sugar, Chocolate, Eggs, Flour etc.

Activity or Interrelated Activities

-Mixing ingredients, pre-heat the oven, back, decorate

Measurement

-How much, how long, what temperature etc.

Guidelines / Norms

-Recipe Guidelines

Output

!!! CAKE !!!

Functions

Functions are units of organizations

-Specialized to perform certain type of work -Responsible for specific outcomes

Functions are:

-Self contained entries

-Provide structure to the organization -Define roles and associate responsibility -Leads to specialization and optimization

(14)

Best Practice

Best Practice is a set of guidelines based on the best experiences of the most qualified and experienced professionals in the particular field

Best Practice is based on:

-More than one person

-More than one organization

-More than one technology

-More than one event

Why Best Practice

It provides a starting point

It presents guidelines, not regulations It promotes internal direction

(15)

Good Practices

Good practices: Practices that are widely used in industry by companies getting good results

Reason to adopt good practices:

-Dynamic environments

-Performance Pressure

Benefits: They help organizations benchmark themselves against peers in the same and global markets to close gaps in capabilities

Sources: Public frameworks, standards, proprietary knowledge of individuals and organizations, community practices etc.

Service

Service is:

-A means of delivering value to customer by

-Facilitating outcomes customers want to achieve

-Without the ownership of specific costs and risks Service can be made up of hardware, software and communication components, but is perceived as a self-contained, coherent activity

(16)

Service & Customer Satisfaction

Product:

-The satisfaction comes after usage Service:

-The satisfaction happens while it is being consumed

Process Owner Vs. Service Owner

Process Owner:

-A process owner is responsible for ensuring that the process is fit for the desired purpose and is

-Accountable for the output of that process Service Owner:

(17)

Service Owner

Acts as a primary customer contact for all service related enquiries and issues

Ensure that ongoing service delivery meet agreed customer requirements

Identify opportunities for service improvement and take actions

Liaise with required process owners throughout the service management life cycle

Accountable for the delivery of the service

Process Owner

Defines the process strategy Assist in the process design

Ensures that the process document is available and updated

Define policies and standards to be employed through out the process

Audit the process to ensure compliance to policy and standard

Review the process strategy and change it if required Provide process resource

(18)

Role

A set of responsibilities, activities and authorities granted to a person or team

One person or team may have multiple roles

RACI Model

Responsible (the “Doer”)

-The individual(s) who actually completes the task Accountable (the “Manager”)

-The individual who is ultimately responsible

-Only 1 person can be accountable for each task

(19)

ITIL

®

2011

Foundation Course

SERVICE STRATEGY

Service Strategy

1. Service Portfolio Mgt 2. Finance Management 3. Demand Management

(20)

What is Strategic?

How services provide differentiated Value Being lower-cost provider is not sufficient You also should give strategic advantage

Goals and Objectives of SS

Goal is to help service providers to:

-Operate and grow successfully in the long-term

-Provide the ability to think and act in a strategic manner

Objectives are:

-To provide direction for

-Growth

(21)

Business Values of SS

Sets clear direction for everyone for quicker decision making thereby improving business efficiency

Helps service organization to prioritize investments to get planned returns

Helps building strategic assets which add value to business

Guides entire SD, ST & SO in a coherent manner for effective service operations

Service Provider and Types

Service Provider:

-An organization supplying services to one or more Internal or External Customers

Types of business models or service providers

-Type I – Internal Service Provider -Type II – Shared Services Unit -Type III – External Service Provider

(22)

Different sourcing approaches

In sourcing: Utilizing internal resources

Co-sourcing: Often a combination of in & out sourcing Partnership: Strategic partnership

Outsourcing: Utilizing external organization resources

-Business Process Outsourcing (BPO): Entire business process or function is outsourced

-Application Service Provision (ASP): Application on demand -Knowledge Process Outsourcing (KPO): Domain-based

processes and business expertise

Business Case

Business case is a decision support and planning tool that projects the likely consequences of business action.

A financial analysis is frequently at the central of a good business case

(23)

Business Case

(24)

Risk

Risk is defined as uncertainty of outcome, whether positive opportunity or negative threat

Managing to risk requires the identification and control of the exposure to risk, which may have an impact on the achievement of an organization’s business objectives.

Service Strategy - Overview

What services should be offered and to whom?

How the internal and external market places for these services should be developed

What you do and how you do, will it differentiate you from the existing and potential competition in these market

(25)

Service Strategy - Overview

How customer will make service sourcing decisions with respect to use of different types of service providers How visibility and control over value creation will be achieved through financial management?

How the robust business case will be created to secure strategic investment in service assets and service management capabilities

How the allocation of available resources will be tuned to optimal effect?

How service performance will be measured?

(26)

Service Assets used for value creation

Key Processes in SS

Strategic Management of IT Services Service Portfolio Management Demand Management

(27)

Strategy Management of IT Services

Objective:

-To access the service provider’s offerings, capabilities, competitors and well as current and potential market places in order to develop a strategy to serve customers

-Once the strategy has been defined, Strategy Management for IT Services is also responsible for ensuring the

implementation of the strategy

Service Portfolio

The Service Portfolio is the complete set of services that is managed by a Service Provider

Manages the entire Lifecycle of all services and includes three categories:

-Service Pipeline (Proposed on in development)

-Service Catalog (Live or available for development)

-Retired Services

Acts as the basis of a decision framework because it allows the management to compare and contrast various ideas so that the most viable and valuable can be further

(28)

Service Portfolio

Designed in SD but owned and managed in SS Focuses on:

-Why should the customer buy these services -Why should they buy these services from you -What are the pricing and chargeback models

-What are my strength, weaknesses, priorities and risks -How should my resources and capabilities are allocated

(29)

SPM – Goals

Goal

-To manage Service Portfolio by considering services in terms of the business value they provide

Objective:

-Define: Inventory services, ensure business case and validate portfolio data

-Analyze: maximize portfolio value, align and prioritize and balance supply vs. demand

-Approve: finalize process portfolio,

SPM – Objective

Define:

-Ensure Business Case & Validate

Portfolio Data

Analyze:

-Maximize Portfolio Value

-Align & prioritize and balance supply

vs. demand

Approve:

-Finalize process portfolio

-Authorize services & resources

Charter:

-Communicate decision

(30)

Demand Management – Goal

Goal

-Understand and influence Customer demand for Services and provide capacity to meet these demands

Please note:

-At a Strategic level Demand Management can involve analysis of Patterns of Business Activity and User Profiles -At a Tactical level it can involve use of Differential Charging

to encourage Customers to use IT services at less busy times

-It is very closely linked to capacity management

Demand Management – Concept

Consumption produce demands and production consumes demand in highly synchronized pattern. Unlike products, services can not be produced in advance and stocked ready for consumption

(31)

Service Strategy Processes - DM

Business Processes are the primary source of demand for services. Patterns of business activity influences the demand pattern seen by service providers

Where there is capacity plan in place, this increase in demand will have been foreseen, and so created for when planning the services

Different users and business units will have different requirements on the services. Part of the role of Demand Management is to understand these patterns and profiles Once these patterns have been understood, different Service Level Packages (SLPs) can be compiled to meet the different needs of each users

(32)

Finance Management

Important Concepts:

-Budgeting – Total budget after planning

-Accounting – Actual expense tracking and its accounting -Reporting – Providing reports and P&L to top authorities -Charging

Business Relationship Management

Goal

-Establish a strong business relationship with the customer by understanding the customers business and their customer’s outcomes

(33)

SS – Key Roles and Responsibility

Business Relationship Manager (BRM)

-Establish a strong business relationship with the customer by understanding the customers business and their

customer’s outcomes. BRM works closely with the Product Managers to negotiate productive capacity on behalf of customers

Product Manager (PM)

-Takes responsibility for developing and managing services across the life-cycle, and have responsibilities for

productive capacity, service pipeline and the services, solutions and packages that are presented in the service catalogues

SS – Key Roles and Responsibility

Chief Sourcing Officer (CSO)

-Is a champion of the sourcing strategy within the organization, responsible for leading and directing the sourcing office and development of the sourcing strategy in close conjunction with the CIO

(34)

SS – Roles

Director of Service Management Contract Manager

Product Manager Process Owner

Business Representative

(35)

Service Design

1. Service Catalogue Mgt 2. Service Level Mgt 3. Capacity Mgt 4. Availability Mgt 5. Service Continuity Mgt 6. Information Security Mgt 7. Supplier Mgt

Service Design

Objective:

-Design services to satisfy business objectives, based on the quality, compliance, risk and security requirements

-Delivering more effective and efficient IT Services

-Coordinating all design activities for IT services to ensure consistency and business focus

(36)

The 4Ps of Design

People:

-People, skills and competencies involved in provisioning of IT services

Product / Technology:

-The technology and management system used in the delivery of IT services

Processes:

-The processes, roles and activities involved in the provision of IT services

Partner / Supplier:

-The vendors, manufacturers and suppliers used to assist and support IT service provision

Five major areas of Service Design

Design of:

-New or changed service – A Solution

-Service Management systems and tools, especially the Service Portfolio, including the Service Catalogue -Technology Architecture

(37)

Service Design Package

Service Design Package (SDP) is a document defining all aspects of an IT service and its requirement through each stage of its lifecycle

SDP is produced for each new IT Service, Major change or IT Service Requirement

Service Level Management – Goals

The goal is to ensure:

-An agreed level of IT service is provided for all current IT Services

-Future services are delivered to agreed achievable targets -Proactive measures are taken to seek and implement

(38)

Service Level Management – Basic Concepts

SLA – Service Level Agreement OLA – Operational Level Agreement UC – Underpinning Contract

SLR – Service Level Requirements SLAM Chart – SLA Monitoring Chart

-RAG / Red Amber Green Chart

Service Level Agreement

An agreement between an IT Service Provider and a Customer

The SLA describes the IT service, documents Service Level Targets, and specifies the responsibilities of the IT Service Providers and the Customer

(39)

Operational Level Agreement

An agreement between an IT Service Provider and another part of the same Organization

An OLA supports the IT Service Provider’s delivery of IT Services to Customer

OLA defines the goods or services to be provided along with the responsibilities of both parties Examples

-Service Provider, Procurement Dept. to obtain HW on time -Service Desk, Support Team for incident resolution on time

Underpinning Contract

Contract between an IT Service Provider and a Third Party Provider

The Third Party Providers gives goods or services that support delivery of an IT service to a Customer

Define targets and responsibilities that are required to meet agreed Service Level Targets committed in SLA Enforceable at LAW

(40)

Service Level Management – Objective

The objectives are:

-Define, document, agree, monitor, measure, report and review the level of IT services provided

-Provide and improve the relationship and communication with the business and customers

-Ensure that specific and measurable targets are developed for all IT services

-Monitor and improve customer satisfaction with the quality of service delivered

-Ensure that IT and the customers have a clear and unambiguous expectation of the level of service to be delivered

-Ensure that proactive measures to improve the levels of service delivered are implemented wherever it is cost-justifiable to do so

Service Level Management – Definitions

Service Catalogue (SC)

-List of all IT services provided which can come into scope for SLAs. Also lists users of the service and their

maintainers

(41)

SLA – Framework

Service-based SLA

-This is where an SLA covers one service, for all customers of that service

-Example: An SLA may be established for an organization’s Premium Internet Service covering all the customers of that service

-This is more common where common levels of service are provided across all areas of the business, such as e-mail or telephony, the service-based SLA can be an efficient approach to use

SLA – Framework

Customer-based SLA

-This is an agreement with an individual customer group, covering all the services they use

-Example: Agreement with the finance department to maintain the finance system, the accounting system, they payroll system, the procurement system or any other IT systems that they use

-Customer always prefer such type of agreements, as all of their requirements are covered in a single document -Single Document which simplifies the issue

(42)

SLA – Framework

Multi-level SLAs

-SLA at the multiple layers of the organization

-Corporate Level – Covering all the generic SLM issues appropriate to every customer throughout the

organization. These issues are likely to be less volatile, so updates are less frequently required

-Customer Level – covering all SLM issues relevant to the particular customer group or business unit, regardless of the service being used

-Service Level – covering all SLM issues relevant to specific service, in relation to a specific customer group

(43)

SLAM Chart / RAG Chart

Service Level Management – KPIs

Percentage reduction in ‘SLA targets missed’ 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 (unpinning contracts) & internal Operational Level Agreements (OLA)

(44)

Service Level Management – Challenges

Identifying suitable customer representatives with whom to negotiate

A lack of accurate input, involvement and commitment from the business and customers

The tools and resources required to agree, document, monitor, report and review agreements and service levels

The process becomes a bureaucratic, administrative process rather than an active and proactive process delivering measurable benefit to the business

Activities

Determine, document and agree requirements for new services and produce the SLRs

Monitor Service Performance against SLA

Collate, Measure and Improve Customer Satisfaction Provide Service Reports

(45)

Service Catalog Management

The Goal is to ensure:

-That a Service Catalogue is produced and maintained -It contains accurate information on all operational and

planned services

The Objectives are:

-Manage the information contained within the Service Catalogue

-Ensure accuracy in current details, status, interfaces and dependencies for all services in scope (Scope: All services that are being transitioned or have been transitioned)

Catalog Manager’s Activities

Ensuring that all operational services and all services being prepared for operational running are recorded within the Service Catalogue

Ensuring that all the information within the Service Catalogue is accurate and up-to-date

Ensuring that all the information within the Service catalogue is consistent with the information within the Service Portfolio

Ensuring that the information within the Service Catalogue is adequately protected and backed up

(46)

Service Catalog – Business & Technical

Service Catalog

Business Service Catalogue:

-Details of all the IT services from customers perspective -Relationships to the BU and Business Processes

-Customer’s view of the Service Catalogue

(47)

Capacity Management – Goal & Scope

Goal is to ensure that:

-Cost-justifiable IT Capacity is matched to the current and future agreed needs of the business in a timely manner

Scope:

-IT Services -IT Components -Resources

Capacity Management – Objectives

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 or exceed all of their agreed performance targets, by managing the performance and capacity of both services and resources

(48)

Capacity Management – Objectives

Assist with the diagnosis and resolution of performance and capacity related incidents and problems

Assess the impact of all changes to the Capacity Plan and the performance and capacity of all services and resources

Ensure that proactive measures to improve the

performance of services are implemented wherever it is cost-justifiable to do so

Capacity Management – Concept

Balancing costs against resources need Balancing supply against demand Sub-processes

-Business Capacity Management

(49)

Business Capacity Management

Translates business needs an plans into

-Requirement of IT Service -IT Infrastructure

And ensure that future business requirements

-Quantified

-Designed, Planned and Implemented in timely manner

Service Capacity Management

Focuses on

-Management, control and the prediction of the end-to-end performance and capacity of the live, operational IT

services usage and workload

And ensure that performance of all services

-is monitored and measures as defined in SLAs and SLRs -Data is collected, recorded, analyzed and reported

(50)

Component Capacity Management

Focuses on

-Management, control and the prediction of the performance, utilization and capacity of individual IT Technology Component

And ensure that all components with finite resources

-Are monitored and measured

-Data is collected, recorded, analyzed and reported

Capacity Management - Responsibilities

For IT Services and IT Components

-Ensuring adequate IT capacity to meet required levels of services

-Identifying capacity requirements of business

-Understanding current usage profile and the maximum capacity

(51)

Capacity Management Process

What is Availability

Availability of Configuration Item or IT Service to perform its agreed function when required Note:

-Availability is determined by Reliability, Resilience, Maintainability, Serviceability, Performance and Security -Availability is usually calculated as a percentage. This

calculation is often based on Agreed Service Time and Downtime

-It is good practice to calculate availability using

(52)

Some Definitions

Reliability:

-A measure of how long a service, component or CI can perform its agreed function without interruption

Resilience:

-Refers to the ability of an IT service or component to remain functional when one or more components are failed

Maintainability:

-A measure of how quickly and effectively a service, a component or a CI can be restored to normal working after a failure

Serviceability:

-The ability of a third party supplier to meet the terms of their contracts

Availability Management – Objectives

Produce and maintain Availability Plan reflecting current and future needs

Provide advice and guidance on all availability-related issues

(53)

Availability Management – Activities

Ensuring that all existing services deliver the levels of availability agreed with the business in SLAs

Ensuring that all new services are designed to deliver the levels of availability required by the business and validation of the final design to meet the minimum levels of

availability as agreed by the business for IT services Assisting with the investigation and diagnosis of all incidents and problems that causes availability issues or unavailability of service or component

Participating in IT infrastructure design, including

specifying the availability requirements for hardware and software

IT Service Continuity Management

Goal is to:

-Support the overall Business Continuity Management plan

Scope:

-Services, computer systems, networks, applications, data repositories, telecommunication, environment, technical support and Service Desk

(54)

ITSCM – Objectives

Objectives are ensuring that:

-Required IT technical and service facilities can be resumed -Within required and agreed business timescales

-Following a major disruption

Business Impact Analysis

The purpose is:

-To quantify the impact loss of IT service would have on the business.

(55)

ITSCM - Responsibilities

Performing Business Impact Analysis for all existing and new services

Implementing and maintaining the ITSCM process, in accordance with the overall requirements of the

organization’s Business Continuity Management process and

Representing the IT services function within the Business Continuity Management process

Ensuring ITSCM plans, risks and activities are capable of meeting the agreed targets under all circumstances

Performing risk assessment and risk management to avert disasters where practical

(56)

Information Security Management

Goal of ISM is to:

-Align IT security with business security and

-Ensure that information security is effectively managed in all service and Service Management activities

Scope:

-Should cover use and misuse of all IT systems and services for all IT security issues

Information Security Management

The Objective of information security is to:

-Protect the interests of those relying on -Information, systems and communications

From harm resulting from failures of

(57)

ISM – Concepts – Security Policy

The overall Information Security Policy Use and misuse of IT assets policy An access control policy

A password control policy

An e-mail / internet / anti-virus policy An information classification policy A remote access policy

Supplier access of IT services & component An asset disposal policy

ISM – Responsibilities

Developing and maintaining the Information Security Policy and a supporting set of specific policies

Ensuring appropriate authorization, commitment and endorsement from senior IT and business management Communicating and publicizing the Information Security Policy to all appropriate parties

Ensuring that the Information Security Policy is enforced and adhered to

Identifying and classifying IT and information assets (Configuration Items) and the level of control and protection required

(58)

ISM – Key Activities

Production, review and revision of an overall Information Security Policy and a set of supporting policies

Communication, implementation and enforcement of the security policies

Assessment and classification of all information assets and documentation

Implementation, review, revision and improvement of a set of security controls and risk assessment and responses

ISM – Key Activities

Monitoring and management of all security breaches and major security incidents

Analysis, reporting and reduction of the volumes and impact of security breaches and incidents

(59)

Supplier

A Third Party responsible for supplying goods or services that are required to deliver IT Services

Examples:

-Commodity hardware and software vendors

-Network and telecom providers

-Outsourcing Organizations

Signing a contract is must. These contracts are known as Underpinning Contracts (UC)

Supplier Management – Goal and Scope

Goal:

-To manage suppliers and the services they supply, to provide seamless quality of IT service to the business, ensuring value for money is obtained

Scope:

-Should include the management of all suppliers and contracts needed to support the provision of IT services to the business

(60)

Supplier Management – Concepts,Terms

Supplier and Contract Database (SCD):

-Holds the information needed by all sub-processes within Supplier Management

Contract:

-Legally binding agreement between two parties Supplier Categorization:

-The amount of time and effort spent managing the supplier and the relationship can then be appropriate to its

categorization

(61)

ITIL

®

2011

Foundation Course

SERVICE TRANSITION

Service Transition

1. Change Management

2. Service Asset & Configuration Mgt 3. Release and Deployment Mgt 4. Transition Planning and Support 5. Service Validation and Testing 6. Evaluation

(62)

Service Transition

The ultimate goal of the Service Transition Lifecycle is to assist organizations seeking to plan and manage service changes and deploy service releases into the production environment successfully

Goals of Service Transition

Set customer expectations on how the performance and use of the new or changed service

Enable the business change project or customer

Reduce variations in the predicted and actual performance Ensure that the service can be used in accordance with the

(63)

Scope of Service Transition

Managing the complexity associated with changes to services and Service Management processes

Allowing for innovation while minimizing the unintended consequences of change

The introduction of new services

Changes to existing services, e.g. expansion, reduction, change of supplier, acquisition or disposal of section of user base or suppliers, change of requirement or skills availability

Decommissioning and discontinuation of services, applications or other service components

Transfer of services

Principles of Service Transition

Define and implement a formal policy for Changes through Service Transition

Maximize re-use of established processes and systems Align Service Transition plans with the business needs Establish and maintain relationships with stakeholders with effective controls

Provide systems for knowledge transfer and decision support

(64)

Principles of Service Transition

Anticipate and manage course corrections

Proactively manage resources across Service Transition Ensure early involvement in the service lifecycle Assure the quality of the new or changed service Proactively improve quality during Service Transition

Service Transition Processes

Transition Planning and Support Change Management

Service, Asset and Configuration Management Release and Deployment Management

(65)

Service Transition Processes

Transition Planning and Support Change Management

Service, Asset and Configuration Management Release and Deployment Management

Service Validation and Testing Evaluation

Knowledge Management

Transition Planning and Support

Goal:

-Plan and coordinate the resources to ensure that the requirements of Service Strategy encoded in Service Design and effectively realized in Service Operation

-Identify, manage and control the risks of failure and disruption across transition activities

(66)

Transition Planning and Support

Concepts:

-Service Design Package is created in collaboration with customers, external and internal suppliers and other relevant stakeholders

-This SDP is designed and developed in the Service Design Phase and passed on to Service Transition Phase so it can be passed on to Business / Service Operation

Service Transition Activities

Transition Strategy

Prepare for Service Transition

Planning an Individual Service Transition Integrated Planning

(67)

Service Change

The addition, modification or removal of authorized, planned or supported service or service component and its associated documentation

The Service Portfolio provides a clear definition of all current, planned and retired services

Understanding the Service Portfolio helps all parties involved in the Service Transition to understand the potential impact of the new or changed service on current services and other new or changed services

Change Management – Purpose, Goal

Goals 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

Purpose:

-Standardized methods and procedures are used for efficient and prompt handling of all changes

-All changes to service assets and configuration items are recorded in the Configuration Management System

(68)

Change Management – Objectives

Objective of ChM Process is:

-To ensure that changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner Change authority:

-Formal authorization is obtained for each Change from a Change authority that may be a role, person, or group of people

Request for Change (RFC)

RFC is:

-A formal communication seeking an alteration to one or more configuration items (CI)

CI is:

-Any component that is managed through formal control of Change Management

(69)

Change Types

Change Types are: Standard and Emergency Standard Change

-A change to a service or infrastructure for which the

approach is pre-authorized by Change Management that has an accepted and established procedure to provide a specific change requirement

-Example: upgrade of a PC to use pre-budgeted S/W or Desktop move for a single user

Change Types

Emergency Change

-A change that must be introduced ASAP

-Emergency change is the highest priority change that can be defined in an organization

-Emergency change needs to be evaluated, assessed and either approved or rejected in short space of time

(70)

7R’s of Change Management

Impact Assessment

-Who RAISED the change?

-What is the REASON for the change?

-What is the RETURN required from the change?

-What are the RISKS involved in the change?

-What RESOURCES are required to deliver the change?

-Who is RESPONSIBLE for the build, test and implementation of the change?

-What is the RELATIONSHIP between this change and other changes?

(71)

Change Manager - Role

Role of Change Manager:

-Receive, record, prioritize, categorize the RFC

-Evaluate RFC

-Select CAB members and coordinate CAB/ECAB meeting

-Assess authorize and schedule changes

-Review changes to have met their objectives

-Analyze the change trends

Change Management Process - Board

Change Advisory Board (CAB)

-CAB is a body that exists to advise the change manager

-About the decisions on change and

-To assists change management in the assessment and prioritization of changes

-It should comprise of Change Manager, User Manager, Developers, Technical Consultants, Third Party Representative

-Change Manager normally chairs the CAB activity

-E-CAB: A subset of a CAB members designed to be convened in for decision making in case if urgent / emergency changes

(72)

Change Management – KPIs

Top five indicators

-Unauthorized changes (Above zero is unacceptable)

-Unplanned outage

-A Change Success Rate

-Number of Emergency Changes

-Project Implemented on Time / Delayed by how much

Change Management – Benefits

Prioritizing and responding to change requests Reducing failed changes to service disruption Delivering change promptly

Tracking changes through the Service Life Cycle, contributing to better estimation of the quality, time and cost of change

(73)

Service Asset & Configuration Mgmt. - Goal

The goals are to:

-Support the business and customer’s control objectives and requirements

-Support Service Management processes by providing

accurate configuration information to enable people to make decisions

-Minimize the number of quality and compliance issues

-Optimize the service assets, IT configurations, capabilities and resources

SACM – Objective & Scope

Objective:

-To define and control the components of services and infrastructure and maintain accurate configuration

information on the historical, planned and current state of the services and infrastructure

Scope:

-It covers service assets across the whole service lifecycle

-It provides a complete inventory of assets and who is responsible for their control

(74)

Configuration Item (CI)

A configuration item (CI) is an asset, service component or other item that is, or will be under the control of Service Asset & Configuration Management

Examples:

-Entire / Partial IT Service

-Hardware / Software

-Documentation / Technical / SLA

-People / Staff

-Accommodation

Configuration Management System

A set of tools and databases that are used to manage an IT Service Provider’s Configuration data

The CMS also includes information about Incidents, Problems, Known Errors, Change and Releases; and may contain data about Employees, Suppliers, Locations, Business Units, Customers and Users

(75)

Definitive Media Library (DML)

One or more location 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

ChM and SACM Roles

Service Asset Manager Configuration Manager Configuration Analyst

Configuration Administrator / Librarian CMS / Tools Administrator

Change Manager CAB and ECAB

(76)

Release & Deployment Management - Goal

Release and Deployment Management aims to

build, test and deliver the capability

to provide the services specified by Service Design and that will accomplish the stakeholders’ requirements and deliver the intended objectives

Release & Deployment Management - Goal

The goal of Release and Deployment Management is to Deploy releases into production and

Establish effective use of the service in order to Deliver value to the customer and

(77)

Release Unit

Components of an IT Service that are normally released together

A Release Unit typically includes sufficient Components to perform a useful function

Example unit 1: Release Unit could be Desktop PC, including Hardware, Software, Licenses, Documentation Example unit 2: Release Unit could be a complete Payroll Application, including IT Operation Procedure and User Manual

RDM – Objectives

To ensure clear and comprehensive plans are in place To build, install and deploy release package

To ensure the new or changed services are capable of delivering the agreed requirements w.r.t. utilities, warranties and service levels

To minimize the unpredicted impact and operations To ensure customer, user and SM staff are satisfied with the output like user documentation and training

(78)

RDM – Scope

The scope of RDM includes

The processes, systems and functions to package, build, test and deploy a release into production and establish the service specified in the Service Design package before final handover to service operation

RDM – Approaches

Big Bang Vs Phased Push and Pull

Automation Vs. Manual

(79)

V Model

(80)

Knowledge Management

Goal:

-To enable organization to improve the quality of management decisions by ensuring that reliable and secure information and data is available through the Service Lifecycle

Service Knowledge Mgmt. System

A set of tools and databases that are used to manage knowledge and information

The SKMS includes the Configuration Management System as well as other tools and databases

(81)

DIKW Structure

Knowledge Management is typically displayed within the Data – Information – Knowledge – Wisdom structure:

-Data is a set of discrete facts about events

-Information comes from providing context to data by asking question on the data

-Knowledge is composed of the concepts, tacit experiences, ideas, insights, values and judgments of individuals

-Wisdom gives an ultimate discernment of the material and guides a person in the application of knowledge

ITIL

®

2011

Foundation Course

(82)

Service Operation

1. Event Management 2. Incident Management 3. Request Fulfillment 4. Problem Management 5. Access Management

Goals of Service Operations

Coordinate and carry out the IT operational activities Work on processes required to deliver and manage services at agreed levels

Manage the technology that is used to deliver and support services

(83)

Service Operations

Business Value:

-Balance between cost Vs. quality -Clearer and improved communication -IT operational health management

Balances in Service Operations

IT Services versus Technology components Stability versus Responsiveness

Quality of Services versus Cost of Service Reactive versus Proactive

(84)

Service Operations Processes

Event Management Incident Management Request Management Problem Management Access Management

Event Management - Scope, Goals & Obj.

Provide basis for operational monitoring and control by detecting events, make sense of them and determine the appropriate control action

Provides the entry point for the execution of Service Operation processes and activities

(85)

Event Management – Basic Concepts

An event can be defined as any detectable or discernible occurrence

-That has significance for the management of the IT Infrastructure or the delivery of IT service

Please Note:

-Events are typically notifications created by an IT service, CI or monitoring tool

-Events that signify regular operation

-Event that signify an exception

-Event that signify unusual, but not exceptional operation

Alert

A warning that a threshold has been reached, something has changed, or a Failure has occurred

Alters are often created and managed by System Management tools and are managed by the Event Management Processes

(86)

Incident

An unplanned interruption to an IT Service or a reduction in the Quality of an IT Service

Failure of a Configuration Item that has not yet impacted service is also an Incident

Example: Failure of one disk from a mirror set

Incident Management – Scope & Obj.

Objective:

-Restore normal service operation as quickly as possible and minimize the adverse impact on business operations, thus ensuring that the best possible levels of Service quality and availability are maintained

(87)

Incident Management – Concepts

Incident Model:

-Steps taken to handle the incident

-The chronological order in which the steps should be taken

-Responsibilities, who should do what

-Timescale and Threshold for completion of the actions

-Escalation Procedures, who should be contacted and when

-Any necessary evidence preservation activities (this is relevant for security and capacity related incidents)

Incident Management – Concepts

Major Incidents:

-A separate procedure

-With shorter timescale and greater urgency

(88)

Impact, Urgency and Priority

Impact

High Medium Low High critical -1 < 1 hour high -2 < 8 hours medium -3 < 24 hours Medium high -2 < 8 hours medium -3 < 24 hours low -4 < 48 hours Low medium -3 < 24 hours low -4 < 48 hours Planning/ planned Urge n c y

Priority = Impact X Urgency

Incident Management – Process

From Event Mgmt From Web Interface User Phone call

Incident Identification

Email – Technical Staff

Incident logging Incident Categorization Incident Prioritization Major Incident Service Request Major Incident Procedure To Request Fulfillment Y N Y N

(89)

Incident Management – Challenges

The ability to detect incidents as early as possible Convincing all users that all incidents must be logged Availability of information of problems and known errors Integration into the CMS

Integration into the SLM process

Incident Management – KPI

Breakdown of incidents at each stage Size of current incident backlog

Number and percentage of Major Incidents

Mean elapsed time to achieve incident resolution or circumvention, broken down by impact code

Percentage of incidents handled within agreed response time

(90)

Service Request

A request from a user for information, or advice, or for a Standard Change or for Access to an IT Service

For example to reset a password, or to provide standard IT service to a new user

Service Request are usually handled by a Service Desk, and do not require a RFC to be submitted

Request Fulfillment

To provide a channel for users to request and receive standard services for which a pre-defined approval and qualification process exists

To provide information to users and customers about the availability of services and the procedure for obtaining them

(91)

Request Fulfillment – Basic Concepts

Service Requests will usually be satisfied by implementing a Standard Change (frequent changes, low risk, low cost) The ownership of Service Requests resides with the Service Desk, which monitors, escalates, dispatches and often fulfils the user requests

Pre-defined Request Models which typically include some form of pre-approval by Change Management

Problem

Unknown underlying cause of one or more Incidents The cause is not usually known at the time of a Problem Record is created, and the Problem Management Process is responsible for further investigation

(92)

Workaround

Reducing or eliminating the Impact of an Incident or Problem for which a full Resolution is not yet available For example by restarting a failed Configuration Item Workarounds for Problems are documented in Known Error Records

Workarounds for Incidents that do not have associated Problem Records are documented in the Incident Record

Problem Management – Goal

Goal is:

-To prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that can not be prevented

(93)

Problem Management – Goal

Goal is:

-To prevent problems and resulting incidents from happening

-To eliminate recurring incidents and

-To minimize the impact of incidents that can’t be prevented

Problem Management – Activities

Proactive Problem Management:

-Initiated in Service Operation, but

-Generally driven as a part of Continual Service Improvement Reactive Problem Management:

(94)

ITIL

®

2011

Foundation Course

CONTINUAL SERVICE IMPROVEMENTS

Continual Service Improvement

Primary purpose is to align and realign IT services to the changing business needs by identifying necessary improvements

Objectives

-Review, analyze and make recommendations on improvement opportunities

(95)

CSI and Service Lifecycle

(96)

CSI Register

Used to record all improvement opportunities Categorized into

-Large/Medium/Small, Quick/Medium Term/Long Term Potential Benefits

Prioritization

(97)

ITIL

®

2011

Foundation Course

MAJOR FUNCTIONS

Major Service Management Functions

TMF – Technical Management Function

-Custodian of technical knowledge and expertise related to managing the IT

AMF – Application Management Function

-Custodian of technical knowledge and expertise related to managing the Applications

-Can overlap with Application Development ITOMF – IT Operations Management Function

-Responsible for the daily operational activities needed to manage the IT infrastructures

(98)

Major Service Management Functions

SDF – Service Desk Function

-SPOC –Single Point of Contact

-Focuses on service restoration

(99)

Centralized Service Desk

(100)

ITIL

®

2011

Foundation Course

THANK YOU

&

References

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